Regular Council Meeting Agenda Thursday, February 11Th, 2021 | 1:00Pm Remote Attendance

Regular Council Meeting Agenda Thursday, February 11th, 2021 | 1:00pm Remote Attendance

1. Call Meeting to Order

2. Adoption of Agenda / Call For Additions

3. Adoption of Council Minutes a. Regular Council Meeting – January 14th, 2021 b. Strategic Planning Session – January 14th, 2021

4. Financial Reports a. December 2020 Financial Reports

5. Delegations a. Municipal Affairs: Jennifer Maskoske & Travis Nosko b. Standing Council Update – RCMP (no attachments) c. Standing Council Update – Parks Canada Lake Louise Field Unit (no attachments) d. Standing Council Update – Lake Louise Fire Department (no attachments)

6. Business & Discussion Items a. 2021 Preliminary Budget Discussions & Grant Approvals b. Lake Louise Ski Area Request c. KID ICF d. Bow Valley Food Alliance Assignment e. Recreation Project Update (no attachments)

7. CAO & Committee Reports/Roundtable (no attachments) a. CAO Report i. April Meeting Date (15th) b. Council Roundtable

8. Correspondence & Reports a. January 11th Town of Banff Minutes b. January 25th Town of Banff Minutes c. January 27th Town of Banff Minutes d. Parks Canada Stakeholder Update – Banff: Amendment to Closure: West Sulphur Wildfire Risk Reduction Project e. Parks Canada Stakeholder Update – LLYK: Lake Louise FireSmart: Winter – Spring 2021 f. BLLT Member Bulletin – January 12 g. BLLT Member Bulletin – January 19 h. BLLT Member Bulletin – January 26 i. BLLT Member Bulletin – February 2 j. BLLHA January 15 k. BLLHA January 22 l. MA Information Bulletin 01/21 Municipal Key Dates Jan 1 - Mar 31 m. MA FAQ January 8 n. MA FAQ January 22 o. Kicking Horse Canyon Project p. AUMA Evening offering of Virtual Partnerships and Collaboration q. AUMA Alberta Police Interim Advisory Board Report on Municipal Policing Priorities r. M.D of Spirit River No. 133 - Letter to Premier Kenney RE: COVID-19 Lockdowns s. Mackenzie County Letter to Premier Kenney - COVID-19 Restrictions t. Town of High River Reinstatement of the 1976 Coal Development Policy u. 2021 FortisAlberta Approved Rates REVISED v. Tourism Canada Upcoming price adjustments at Parks Canada w. AMPPE January 26 Newsletter x. Follow up from Climate Discussion Nexus y. LLSRC Recreation Update z. RCMP Meeting Follow Up

9. Upcoming Meetings, as currently scheduled a. ID9 Regular Council Meeting 1:00pm, March 11th, 2021 – Zoom

10. Adjournment

MINUTES OF THE REGULAR MEETING OF COUNCIL of the Improvement District No. 9 (BANFF) in the Province of Alberta Thursday, January 14th, 2021 at 1:00pm Zoom Platform

COUNCIL MEMBERS PRESENT Dave Schebek Chair Davina Bernard Vice Chair Alison Brewster Councillor Jean-Marc Stelter Councillor Rick Werner Councillor

COUNCIL MEMBERS ABSENT

ADMINISTRATION PRESENT Danielle Morine Chief Administrative Officer Kurtis Pratt Deputy Chief Administrative Officer

VISITING OFFICIALS Gerald Walker Sergeant Lake Louise RCMP Mike Buxton-Carr Detachment Commander Banff RCMP Tracey LeBlanc Manager, Townsites & Realty Parks Canada - LLYK

1. CALL TO ORDER

Chair Schebek called the January 14th,2021 Regular Council Meeting to order at 1:01pm.

2. APPROVAL OF AGENDA

01-14-01-2021 Chair Schebek MOVED to accept the January 14th, 2021 Regular Council Meeting Agenda as presented. MOTION CARRIED UNANIMOUSLY

3. APPROVAL OF MINUTES

02-14-01-2021 Chair Schebek MOVED to approve and adopt the December 10th, 2020 Regular Council Meeting Minutes as presented. MOTION CARRIED UNANIMOUSLY

4. FINANCIAL REPORT

03-14-01-2021 Chair Schebek MOVED to accept the November 2020 financial statements as presented. MOTION CARRIED UNANIMOUSLY

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5. DELEGATIONS

a. RCMP Standing Update Sergeant Walker and Detachment Commander Buxton-Carr updated Council on enhanced Cocid-19 related efforts, staffing levels and 2021 enhanced policing.

b. Parks Canada Standing Update – Tracey LeBlanc Tracey LeBlanc updated Parks on 2020 winter holiday statistics, Covid-19 testing and traffic.

c. Lake Louise Fire Department Standing Update There was no update from the Lake Louise Fire Department, however the 2020 Annual Report was distributed as information.

6. BUSINESS AND DISCUSSION ITEMS

a. Recreation Project Update: Issue Brief (no attachments)

Administration updated Council on progress of the Recreation Centre renovation & expansion project.

7. CAO & COMMITTEE REPORTS/COUNCIL ROUNDTABLE

a. CAO Report

04-14-01-2021 Councillor Bernard MOVED rescind motion #08-11-12-2020. MOTION CARRIED UNANIMOUSLY

05-14-01-2021 Councillor Bernard MOVED that Council continue with a 50% reduction in remuneration rates until the end of this term or December 31st, 2021 (if Municipal Affairs have not announced the Council for next term). MOTION CARRIED UNANIMOUSLY

06-14-01-2021 Councillor Bernard MOVED that motion #11-10-17-2020 be delayed and be brought back for further consideration at either the beginning of the new term or at the next meeting in January 2022, whichever comes first. MOTION CARRIED UNANIMOUSLY

b. Council Roundtable

Councillor Bernard provided a verbal report to Council on the Bow Valley Regional Transit Services Commission, the Lake Louise Sport & Recreation Society (1369058 Alberta Society) and the Lake Louise Banff Municipal Services Society.

Councillor Brewster provided a verbal report to Council on Bow Valley Regional Housing, including Covid-19 vaccinations and AMPPE.

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Councillor Stelter provided a verbal report to Council on both the Banff Library Board.

Councillor Werner had nothing to report.

Chair Schebek provided a verbal report to Council on COVID-19 Response, traffic flow within Lake Louise and Field Fire Response.

8. CORRESPONDENCE & REPORTS

07-14-01-2021 Chair Schebek MOVED accept the correspondence and reports and presented.

MOTION CARRIED UNANIMOUSLY

9. UPCOMING MEETINGS

ID9 Regular Council Meeting 1:00pm, February 11th, 2021 (Zoom Remote Meeting)

10. ADJOURNMENT

08-14-01-2021 Chair Schebek MOVED to adjourn the January 2021 Regular ID9 Council Meeting at 1:41pm. MOTION CARRIED UNANAMOUSLY

Minutes Approved on the 11th of February 2021. ______

Chair – Dave Schebek

______

Chief Administrative Officer – Danielle Morine

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MINUTES OF THE STRATEGIC THINKING WORKSHOP OF COUNCIL of the Improvement District No. 9 (BANFF) in the Province of Alberta Thursday, January 14th, 2021 at 11:00am Zoom Platform

COUNCIL MEMBERS PRESENT Dave Schebek Chair Davina Bernard Vice Chair Alison Brewster Councillor Jean-Marc Stelter Councillor Rick Werner Councillor

COUNCIL MEMBERS ABSENT

ADMINISTRATION PRESENT Danielle Morine Chief Administrative Officer Kurtis Pratt Deputy Chief Administrative Officer

1. CALL TO ORDER

Chair Schebek called the January 14th,2021 Strategic Thinking Workshop to order at 11:15am.

2. INTRODUCTION

CAO Morine reviewed the previously distributed Strategic Thinking Workbook with Council and outlined the agenda for the day.

3. SWOT Analysis

External Opportunities 1. Banff National Park remains a highly desirable location to visit. 2. COVID-19 vaccinations are being distributed which should allow the restrictions on the tourism sector to be lifted. 3. Parks Canada continues to be an ally as they support important initiatives that affect ID9. 4. New Provincial and Federal funding opportunities are being introduced to support municipalities, individuals, and the private sector.

External Threats 1. COVID-19 continues to impact ID9 (Provincial/Federal travel and operational restrictions, funding uncertainty and pressure from rate payers to reduce municipal taxes). 2. There continues to be fiscal uncertainty around Provincial and Federal funding streams. 3. Changes in Leadership within Parks Canada and Municipal Affairs and the upcoming election cause significant uncertainty and delays in important projects. 4. Concerns remain regarding Parks Canada and their ability to address issues that require urgency (IE emergency management)

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Internal Strengths 1. Staff & Council continue to work hard to build good working relationships with our Federal, Provincial and Regional partners. 2. Council is made up of committed, resourceful, engaged, and forward-thinking members. 3. Council places a strong focus on maintaining a balanced budget and fiscal responsibility. 4. Administration is progressive, flexible, and hard-working.

Internal Weaknesses 1. Responding to the ever-changing COVID-19 pandemic is challenging for our small workforce. 2. The lack of staff housing makes it difficult for local Societies to hire and retain quality staff. 3. Succession planning within Administration remains a challenge with the small workforce. 4. ID9 is dependant on other agencies to make considerable progress.

2021 Objectives 1. Pending lot availability, break ground on the Fire Hall renovation/build project. 2. Continue to work on our Indigenous Framework and improve relationships with our Indigenous partners in the region. 3. Continue to advocate for the community in the production of the Parks Canada 2020 Management Plan. 4. Complete the Recreation Centre construction and open for public use. 5. Break ground on the housing project on the Day Care site.

9. ADJOURNMENT

Chair Schebek adjourned the January 14th,2021 Strategic Thinking Workshop at 11:55am.

Minutes Approved on the 11th of February 2021. ______

Chair – Dave Schebek

______

Chief Administrative Officer – Danielle Morine

Improvement District No. 9, Banff National Park – Strategic Planning Council Meeting Minutes, January 14th, 2021 2 | P a g e

Improvement Districts' Summary of Accounts 2020-12-31 Improvement District #9 Under (Over) Over (Under) Account Description Budget 2020 2019 Budget Prior Year Assets 100160 Cash $ 12,322,840.19 $ 10,733,628.88 1,589,211.31 103010 Cash In Transit 21,121.13 - 21,121.13 120070 GST Receivable 134.25 270.50 (136.25) 120450 Bank Interest Receivable 2,885.36 17,375.14 (14,489.78) 120560 General Accounts Receivable 1,131,197.00 522,652.62 608,544.38 120620 Property Taxes/GIPLOT Receivable 11,121.55 385,086.49 (373,964.94) 125010 Allowance for Doubtful Accounts - - - 127010 Prepaid Expenses 30,198.27 1,517.75 28,680.52 131000 Interunit Balances - - - 166010 Buildings and Staff Housing 4,653,124.20 4,653,124.20 - 169010 Other Capital Assets 400,188.67 400,188.67 - 169020 Work in progress - Capital Assets 1,346,925.58 509,222.54 837,703.04 170010 Land Improvements - - - 176010 Accumulated Amortization - Buildings (1,573,290.27) (1,573,290.27) - 179010 Accumulated Amortization - Other Capital Assets (150,071.64) (150,071.64) - 180010 Accumulated Amortization - Land Improvements - - - 18,196,374.29 15,499,704.88 - 2,696,669.41

Liabilities 213270 Accrued Liabilities 3,186,628.71 701,412.84 2,485,215.87 203040 Accrued Interest Payable - - - 215020 GST Payable 1,672.70 1,442.88 229.82 215030 Holdback Payable - - - 275070 Debentures Payable - - - 229010 Unearned Revenue 3,619,495.03 4,305,695.59 (686,200.56) 6,807,796.44 5,008,551.31 - 1,799,245.13

Equity 310010 Operating Reserves - - - 310020 FUND BALANCE 10,491,153.57 10,189,094.20 302,059.37 370020 Capital Reserves - - - 370040 Capital Assets - - - 10,491,153.57 10,189,094.20 - 302,059.37

Revenues 419020 Taxes - Residential and Non Residential 4,626,965.00 4,631,389.88 4,487,931.30 (4,424.88) 143,458.58 425020 Taxes - Power and Pipeline 213,745.00 213,976.44 227,903.69 (231.44) (13,927.25) 425030 Taxes - Machinery and Equipment - - - - - 425010 Federal Grants in Place of Taxes 1,177,691.00 1,179,132.59 1,201,525.88 (1,441.59) (22,393.29) 425040 Penalties and Costs 18,000.00 22,442.22 15,256.56 (4,442.22) 7,185.66 445010 Tax Certificates 700.00 840.00 945.00 (140.00) (105.00) 446455 Permits - - - - - 453010 Bank Interest 185,000.00 93,733.65 123,054.02 91,266.35 (29,320.37) 473225 Provincial Grants 3,337,961.00 1,721,862.10 989,573.58 1,616,098.90 732,288.52 473325 Other Miscellaneous Revenue 100.00 710.15 - (610.15) 710.15 473455 Medical Clinic and Staff Housing Rentals 88,860.00 89,082.14 88,845.32 (222.14) 236.82 476010 Gain on Sale of Capital Assets - - - - - 474010 Refund of Expenditures 1,700.60 - (1,700.60) 1,700.60 9,649,022.00 7,954,869.77 7,135,035.35 1,694,152.23 819,834.42

Expenditures 521050 Memberships 5,243.00 5,512.12 7,316.73 (269.12) (1,804.61) 525020 Travel - Mileage 3,534.00 1,236.40 5,244.80 2,297.60 (4,008.40) 525050 Travel - Meals 3,000.00 1,226.68 3,705.06 1,773.32 (2,478.38) 525060 Travel - Lodging - 652.40 1,743.99 (652.40) (1,091.59) 529070 Advertising PRELIMINARY 3,021.00 2,027.80 13,216.29 993.20 (11,188.49) 531010 Insurance 26,810.00 23,812.56 25,304.35 2,997.44 (1,491.79) 533010 Courier Services 150.00 30.81 165.03 119.19 (134.22) 537070 Building Costs and Federal Land Leases 29,612.00 22,338.13 21,035.59 7,273.87 1,302.54 543120 Legal Fees 2,000.00 485.55 9,900.01 1,514.45 (9,414.46) 543020 Honoraria 56,250.00 53,502.50 80,055.00 2,747.50 (26,552.50) 543470 Assessment Fees 30,000.00 30,000.00 30,000.00 - - 544480 Other Professional and Labor Services 4,000.00 - - 4,000.00 - 551090 Water, Sewage and Garbage 20,700.00 17,545.40 32,401.63 3,154.60 (14,856.23) 551240 Other Purchased Services 4,500.00 2,600.35 3,810.39 1,899.65 (1,210.04) 553040 Administration and Office Supplies 251,040.00 246,455.99 232,898.70 4,584.01 13,557.29 553070 Printing Services - - - - - 558010 Protective Services 1,041,623.00 970,763.80 883,045.13 70,859.20 87,718.67 560030 AB School Foundation Fund and Senior Lodge Requisitions 3,298,290.00 3,298,279.61 3,070,428.86 10.39 227,850.75 562030 Grants to Municipalities - - - - - 564010 Other Grants 2,270,968.00 2,380,975.29 2,259,060.39 (110,007.29) 121,914.90 578020 Bad Debt Expense - - 26,283.28 - (26,283.28) 585020 Amortization - Buildings - - 116,328.12 - (116,328.12) 585030 Amortization - Vehicles - - - - - 585050 Amortization - Other Capital Assets - - 15,532.63 - (15,532.63) 587010 Amortization - Land Improvements - - - - - 7,050,741.00 7,057,445.39 6,837,475.98 (6,704.39) 219,969.41

Excess (Deficiency) of Revenue over Expenditure $ 2,598,281.00 $ 897,424.38 $ 297,559.37 $ 1,700,856.62 $ 599,865.01

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#Classification: Protected A IMPROVEMENT DISTRICT 9 INTEREST EARNED ON GRANTS As at December 31, 2020

FGTF MOST MSP MSI - Capital Prepaid Total Grant Grant Grant Grant Rent Deferred Revenue

Amount Carried forward from 2019 -$ -$ -$ $4,304,187.20 $ 1,508.39 $ 4,305,695.59

Interest Deposits / Ending Interest Deposits / Ending Interest Deposits / Ending Interest Deposits /( Ending Deposits / Ending Interest Deposits / Interest earned Expenditures Balance earned Expenditures Balance earned Expenditures Balance earned Expenditures) Balance Expenditures Balance earned Expenditures Ending Balance (Receivable) (116,165.00) (116,165.00) - - - - (404,242.00) 3,899,945.20 - 1,508.39 (520,407.00) 3,785,288.59 Payable (116,165.00) - - - - - 3,899,945.20 - 1,508.39 - 3,785,288.59 Jan-20 1.81% - - (116,165.00) - - - 5,978.85 - 3,905,924.05 16,675.53 18,183.92 5,978.85 16,675.53 3,807,942.97 Feb-20 1.81% - - (116,165.00) - - - - - 5,589.31 - 3,911,513.36 (1,682.67) 16,501.25 5,589.31 (1,682.67) 3,811,849.61 Mar-20 1.70% - - (116,165.00) - - - - - 5,628.84 - 3,917,142.20 (1,682.67) 14,818.58 5,628.84 (1,682.67) 3,815,795.78 Apr-20 1.36% - - (116,165.00) - - - - - 4,366.65 31,925.80 3,953,434.65 (1,682.67) 13,135.91 4,366.65 30,243.13 3,850,405.56 May-20 1.03% - - (116,165.00) - - - - - 3,452.34 - 3,956,886.99 (1,682.67) 11,453.24 3,452.34 (1,682.67) 3,852,175.23 Jun-20 0.80% - - (116,165.00) - - - - - 2,597.92 - 3,959,484.91 (1,682.67) 9,770.57 2,597.92 (1,682.67) 3,853,090.48 Jul-20 0.54% - - (116,165.00) - - - - - 1,814.33 (700,000.00) 3,261,299.24 (1,682.67) 8,087.90 1,814.33 (701,682.67) 3,153,222.14 Aug-20 0.48% - - (116,165.00) - - - - - 1,323.14 - 3,262,622.38 (1,682.67) 6,405.23 1,323.14 (1,682.67) 3,152,862.61 Sep-20 0.41% - 116,165.00 ------1,091.11 - 3,263,713.49 (1,682.67) 4,722.56 1,091.11 114,482.33 3,268,436.05 Oct-20 0.38% ------1,036.63 - 3,264,750.12 (1,708.36) 3,014.20 1,036.63 (1,708.36) 3,267,764.32 Nov-20 0.30% - - - - 248,776.00 248,776.00 - 22,197.00 22,197.00 794.78 (357,170.32) 2,908,374.58 193.58 3,207.78 794.78 (86,003.74) 3,182,555.36 Dec-20 0.27% - - - 55.06 (139,682.00) 109,149.06 - - 22,197.00 643.66 (512,458.52) 2,396,559.72 (1,674.85) 1,532.93 698.72 (653,815.37) 2,529,438.71 (6,768.06) 102,381.00 22,197.00 2,396,559.72 1,532.93 (6,768.06) 2,522,670.65 Receivable - 58,803.00 58,803.00 - - 102,381.00 - 22,197.00 1,072,394.00 3,468,953.72 - 1,532.93 - 1,131,197.00 3,653,867.65 (Payable) 58,803.00 - 102,381.00 - 22,197.00 - 3,468,953.72 1,532.93 - - 3,653,867.65 - 174,968.00 55.06 102,325.94 - 22,197.00 34,317.56 (465,309.04) 24.54 34,372.62 (165,793.56)

3,619,495.03 Check TB . Deposits: 2020 MOST - 248,776.00 - - 248,776.00 2020 MSP - - 22,197.00 22,197.00 - - - - -

- 248,776.00 22,197.00 - 248,776.00

Expenditures: Refund on Rec Centre - - - (31,925.80) (31,925.80) Fire truck replacement - - - 700,000.00 700,000.00 Rec Centre - - 357,170.32 357,170.32 Rec Centre 512,458.52 512,458.52 ROAM PMT 139,682.00 - 139,682.00 Clinic Covid shelter - 6,768.06 - 6,768.06 ------PRELIMINARY - - - - 146,450.06 - 1,537,703.04 1,684,153.10

Net Deposits/Expenditure - 395,226.06 22,197.00 1,537,703.04 1,932,929.10

ID Interest earned on deferred grants - 2020

#Classification: Protected A ID 9 Page 1 of 1

Issue Brief 2021-02-11

Agenda Item 5a. | 2021 Appointment Process

Background After discussions with Municipal Affairs, it was determined that formal input from current ID9 Council regarding the upcoming appointment process would be a key element in a successful transition. Council has discussed this informally, however a motion with a list of considerations is required.

The timeline is proposed to be as follows:

May 3rd-July 30th Application process is open

October 18th Notification to all applicants

November 18th Oath of Office & Organizational Meeting

In an effort to streamline the appointment process and ensure all applicants have a clear understanding of the criteria used, a comprehensive appointment matrix will be created. As current Councillors, Municipal Affairs would like to know what skills, attributes and qualifications you feel are vital when sitting on ID9. They will consider these when outlining their proposed process to the Minister.

Recommendation That council review the skills, attributes and qualifications they feel should be included in the Councillor application process, and pass a motion requesting that these be included when appointing Councillors to ID9 Council in 2021.

Issue Brief 2021-02-11

Agenda Item 6a. | 2021 Draft Budget Review

Background Please find attached the draft 2021 Budget for review. We will discuss further the implications to rate payers during the meeting.

1. Assessments were estimated at between 5-20% less than 2020 2. Provincial requisitions were estimated with a 5% increase from 2020 3. All grant requests (aside from Fire & Recreation which were previously approved) are attached – Council may reduce these at their discretion. Recommendation That council review the budget and provide any feedback/comments to be presented with the final budget in March (at which time we will have accurate assessment totals).

That Council review and approve the included grant requests.

Improvement District No. 9, Banff National Park 2021 Capital and Operating Financial 5 Year Budget Plans for Ministerial Approval

OPERATING FINANCIAL PLAN Descriptions 2020 BUDGET 2020 TYD ACTUAL 2021 2022 2023 2024 2025 419020 TAXES - RESIDENTIAL & NON-RESIDENTIAL $ 4,626,965 $ 4,631,389 $ 4,419,493 $ 4,463,688 $ 4,508,325 $ 4,553,408 $ 4,598,942 425020 TAXES - POWER & PIPELINE $ 213,745 $ 213,976 $ 185,908 $ 187,767 $ 189,644 $ 191,541 $ 193,456 425010 FEDERAL - GRANTS IN PLACE OF TAXES $ 1,177,691 $ 1,179,133 $ 1,013,633 $ 1,023,769 $ 1,034,007 $ 1,044,347 $ 1,054,791 TOTAL PROPERTY TAX $ 6,018,401 $ 6,024,498 $ 5,619,033 $ 5,675,224 $ 5,731,976 $ 5,789,296 $ 5,847,189

425040 PENALTIES & COSTS $ 18,000 $ 22,442 $ 18,000 $ 18,000 $ 18,000 $ 18,000 $ 18,000 445010 TAX CERTIFICATES $ 700 $ 840 $ 800 $ 800 $ 800 $ 800 $ 800 453010 BANK INTEREST $ 185,000 $ 93,734 $ 93,000 $ 93,000 $ 93,000 $ 93,000 $ 93,000 473225 PROVINCIAL OPERATING GRANT $ 3,337,961 $ 1,721,862 $ 1,623,044 $ 1,623,044 $ 1,623,044 $ 1,623,044 $ 1,623,044 473325 OTHER MISCELLANEOUS REVENUE $ 100 $ 710 $ 100 $ 100 $ 100 $ 100 $ 100 473455 MEDICAL CLINIC & STAFF HOUSING RENTALS & LEASES $ 88,860 $ 89,082 $ 89,608 $ 89,608 $ 89,608 $ 89,608 $ 89,608 474010 REFUND OF EXPENDITURES $ - $ 1,701 $ 1,500 $ 1,500 $ 1,500 $ 1,500 $ 1,500 TRANSERS FROM RESERVES* $ - $ - $ - $ - $ - $ - TOTAL GENERAL REVENUE $ 3,630,621 $ 1,930,371 $ 1,826,052 $ 1,826,052 $ 1,826,052 $ 1,826,052 $ 1,826,052

TOTAL OPERATING REVENUES $ 9,649,022 $ 7,954,869 $ 7,445,085 $ 7,501,275 $ 7,558,028 $ 7,615,347 $ 7,673,240

521050 MEMBERSHIPS $ 5,243 $ 5,512 $ 3,887 $ 3,926 $ 3,965 $ 4,005 $ 4,045 525020 TRAVEL - MILEAGE $ 3,534 $ 1,236 $ 2,120 $ 2,142 $ 2,163 $ 2,185 $ 2,206 525050 TRAVEL - MEALS $ 3,000 $ 1,227 $ 1,800 $ 1,818 $ 1,836 $ 1,855 $ 1,873 525060 TRAVEL - LODGING $ - $ 652 $ - $ - $ - $ - $ - 529070 ADVERTISING $ 3,021 $ 2,028 $ 2,014 $ 2,034 $ 2,055 $ 2,075 $ 2,096 531010 INSURANCE $ 26,810 $ 23,813 $ 28,915 $ 29,204 $ 29,496 $ 29,791 $ 30,089 533010 COURIER SERVICES $ 150 $ 31 $ 150 $ 152 $ 153 $ 155 $ 156 537070 BUILDING COSTS & FEDERAL LAND LEASES $ 29,612 $ 22,338 $ 32,694 $ 33,021 $ 33,351 $ 33,684 $ 34,021 543020 HONORARIA & COUNCIL EXPENSES $ 56,250 $ 53,503 $ 51,000 $ 51,510 $ 52,025 $ 52,545 $ 53,071 543120 LEGAL FEES $ 2,000 $ 486 $ 2,000 $ 2,020 $ 2,040 $ 2,061 $ 2,081 543470 ASSESSMENT FEES $ 30,000 $ 30,000 $ 30,000 $ 30,300 $ 30,603 $ 30,909 $ 31,218 544480 OTHER PROFESSIONAL & LABOUR SERVICES $ 4,000 $ 2,000 $ 2,020 $ 2,040 $ 2,061 $ 2,081 551090 WATER, SEWAGE & GARBAGE $ 20,700 $ 17,545 $ 21,410 $ 21,624 $ 21,840 $ 22,059 $ 22,279 551240 OTHER PURCHASED SERVICES $ 4,500 $ 2,600 $ 3,002 $ 3,032 $ 3,062 $ 3,093 $ 3,124 553040 ADMINISTRATION & OFFICE SUPPLIES $ 251,040 $ 246,456 $ 263,240 $ 265,872 $ 268,531 $ 271,216 $ 273,929 558010 PROTECTIVE SERVICES $ 1,041,623 $ 970,764 $ 638,148 $ 644,530 $ 650,975 $ 657,485 $ 664,060 560030 REQUISITIONS - SCHOOL, FOUNDATION & DESIGNATED INDUSTRIAL $ 3,298,290 $ 3,298,280 $ 3,463,205 $ 3,497,837 $ 3,532,815 $ 3,568,143 $ 3,603,825 564010 OTHER GRANTS $ 2,270,968 $ 2,380,975 $ 1,165,266 $ 1,176,919 $ 1,188,688 $ 1,200,575 $ 1,212,580 572090 INTEREST EXPENSE $ - $ - $ - $ - $ - $ - $ - 578020 BAD DEBT EXPENSE $ - $ - $ - $ - $ - $ - $ - 578020 CONTINGENCY RESERVES $ - $ - $ 150,000 $ 151,500 $ 153,015 $ 154,545 $ 156,091 585020 AMORTIZATION $ - $ - $ - $ - $ - $ - $ - PROVINCIAL GRANT EXPENSES $ - $ - $ 1,585,102 $ - $ - $ - $ - TOTAL OPERATING EXPENDITURES $ 7,050,741 $ 7,057,445 $ 7,445,953 $ 5,919,460 $ 5,978,654 $ 6,038,441 $ 6,098,825

EXCESS (DEFICIENCY) OF OPERATING REVENUE OVER EXPENDITURE $ 2,598,281.65 $ 897,423.50 $ (867.73) $ 1,581,815.78 $ 1,579,373.42 $ 1,576,906.64 $ 1,574,415.19

CAPITAL FINANCIAL PLAN 473225 PROVINCIAL GRANTS - CAPITAL 2020 BUDGET 2020 TYD ACTUAL 2021 2022 2023 2024 2025 MSI Capital $ 3,148,282 $ 3,468,954 $ 2,553,833 $ 1,250,000 GTF Capital $ 154,644 $ 58,803 $ 117,606 $ 56,698 $ 56,698 $ 56,698 $ 56,698 MOST $ - $ 248,776 $ 102,326 MSP $ - $ 22,197 $ 122,197 TOTAL CAPITAL REVENUES $ 3,302,926 $ 3,527,757 $ 2,895,962 $ 1,306,698 $ 56,698 $ 56,698 $ 56,698

229010 CAPITAL PROJECT EXPNDITURES 2020 BUDGET 2020 TYD ACTUAL 2021 2022 2023 2024 2025 MSI RECREATION CENTRE $ 2,198,282 $ 837,703 $ 1,360,579 MSI STAFF HOUSING $ 250,000 $ - $ - $ 1,250,000 MSI LLFD FIRE TRUCK PURCHASE $ - $ 700,000 $ - MOST BOW VALLEY REGIONAL TRANSIT CAPITAL PURCHASES $ - $ 139,682 $ - MOST CLINIC COVID SHELTER $ 6,768 $ - MOST SOCIETY DEFICINCIES $ 102,326 MSP RECREATION CENTRE SHOP REPLACEMENT $ 122,197 GTF LAKE LOUISE SPORT & REC GROUNDS ENHANCEMENT $ 154,644 $ - $ - TOTAL CAPITAL EXPENDITURES $ 2,602,926 $ 1,684,153 $ 1,585,102 $ 1,250,000 $ - $ - $ -

370020 CAPITAL RESERVES Transfers to/(from) $ - $ - $ - $ - $ - $ - $ -

EXCESS (DEFICIENCY) OF CAPITAL REVENUE OVER EXPENDITURE $ 700,000 $ 1,843,604 $ 1,310,860 $ 56,698 $ 56,698 $ 56,698 $ 56,698 2018 ID9 Budget Detail

Improvement District No. 9, Banff National Park 2021 Budget Breakdown

OPERATING FINANCIAL PLAN DESCRIPTION 2021 Budget DESCRIPTION 2020 Breakdown 419020 TAXES - RESIDENTIAL & NON-RESIDENTIAL $ 4,419,492.81 473455 MEDICAL CLINIC & STAFF HOUSING RENTALS 425020 TAXES - POWER & PIPELINE $ 185,907.57 $ 89,607.83 SLATE ROAD ACCOMODATIONS $ 55,800.00 425010 FEDERAL - GRANTS IN PLACE OF TAXES $ 1,013,633.08 CLINIC $ 26,280.00 TOTAL PROPERTY TAX $ 5,619,033.46 POP AGREEMENTS $ 7,527.83

425040 PENALTIES & COSTS $ 18,000.00 521050 MEMBERSHIPS 445010 TAX CERTIFICATES $ 800.00 $ 3,886.83 AUMA $ 1,548.97 453010 BANK INTEREST $ 93,000.00 RMA $ 195.00 473225 PROVINCIAL GRANTS $ 1,623,043.68 RARB $ 1,000.00 473325 OTHER MISCELLANEOUS REVENUE $ 100.00 AMPPE $ 1,142.86 473455 MEDICAL CLINIC & STAFF HOUSING RENTALS $ 89,607.83 CONFERENCE ATTENDANCE 474010 REFUND OF EXPENDITURES $ 1,500.00 TRANSFERS FROM RESERVES 525020 TRAVEL - MILEAGE TOTAL GENERAL REVENUE $ 1,826,051.51 $ 2,120.40 MEETING MILEAGE $ 2,120.40 CONFERENCE MILEAGE TOTAL OPERATING REVENUES $ 7,445,084.97 525020 TRAVEL - MEALS 521050 MEMBERSHIPS $ 3,886.83 $ 1,800.00 MEETING MEALS $ 1,800.00 525020 TRAVEL - MILEAGE $ 2,120.40 CONFERENCE MEALS 525050 TRAVEL - MEALS $ 1,800.00 525060 TRAVEL - LODGING $ - 525060 TRAVEL - LODGING 529070 ADVERTISING $ 2,014.04 $ - CONFERENCES & EVENTS 531010 INSURANCE $ 28,915.02 533010 COURIER SERVICES $ 150.00 529070 ADVERTISING 537070 BUILDING COSTS & FEDERAL LAND LEASES $ 32,693.84 $ 2,014.04 GREAT WEST $ 914.04 543020 HONORARIA & COUNCIL EXPENSES $ 51,000.00 POSTMEDIA $ 1,100.00 543120 LEGAL FEES $ 2,000.00 543470 ASSESSMENT FEES $ 30,000.00 531010 INSURANCE 544480 OTHER PROFESSIONAL & LABOUR SERVICES $ 2,000.00 $ 28,915.02 Liability $ 8,870.46 551090 WATER, SEWAGE & GARBAGE $ 21,409.98 Property, Equipment & Machinery $ 18,216.82 551240 OTHER PURCHASED SERVICES $ 3,002.04 Bond & Crime $ 486.68 553040 ADMINISTRATION & OFFICE SUPPLIES $ 263,240.00 Aviation, Councillors $ 1,341.06 558010 PROTECTIVE SERVICES $ 638,148.39 560030 REQUISITIONS - SCHOOL, FOUNDATION & DESIGNATED INDUSTRIAL $ 3,463,204.59 537070 BUILDING COSTS & FEDERAL LAND LEASES 564010 OTHER GRANTS $ 1,165,265.89 $ 32,693.84 BUILDING REPAIRS $ 15,000.00 LEASES &RENT $ 2,825.00 572090 INTEREST EXPENSE $ - PROPANE $ 10,000.00 578020 CONTINGENCY RESERVES $ 150,000.00 HONEYWELL $ 4,868.84 585020 AMORTIZATION PROVINCIAL GRANT EXPENSES $ 1,585,101.68 551090 WATER, SEWAGE & GARBAGE TOTAL OPERATING EXPENDITURES $ 7,445,952.70 $ 21,409.98 GARBAGE $ 9,139.43 WATER $ 11,268.51 EXCESS (DEFICIENCY) OF OPERATING REVENUE OVER EXPENDITURE $ (867.73) 551240 OTHER PURCHASED SERVICES CAPITAL FINANCIAL PLAN $ 3,002.04 MUNICIPAL INFORMATION SYSTEMS $ 1,002.04 473225 PROVINCIAL GRANTS - CAPITAL VAZ DIGITAL $ 2,000.00 MSI Capital $ 2,553,832.68 GTF Capital $ 117,606.00 553040 ADMINISTRATION & OFFICE SUPPLIES MOST $ 102,325.94 $ 263,240.00 TOWN OF RAYMOND ADMIN CONTRACT EXPENSES $ 82,800.00 MSP $ 122,197.00 PROVINCIAL GOVERNMENT ADMINISTRATION $ 162,540.00 TOTAL CAPITAL REVENUES $ 2,773,764.62 MEETING ROOMS $ 2,400.00 COMPUTERS $ 12,000.00 229010 CAPITAL PROJECT EXPNDITURES CPP $ 3,500.00 MSI RECREATION CENTRE $ 1,360,578.74 MSI STAFF HOUSING 558010 PROTECTIVE SERVICES MSI LLFD FIRE TRUCK PURCHASE $ 638,148.39 BANFF FIRE PROTECTION $ 400,000.00 MOST BOW VALLEY REGIONAL TRANSIT CAPITAL PURCHASES LAKE LOUISE FIRE DEPARTMENT $ 157,408.39 MOST CLINIC COVID SHELTER ENHANCED RCMP $ 15,000.00 MOST SOCIETY DEFICINCIES $ 102,325.94 PROVINCIAL POLICE FUNDING $ 65,740.00 MSP RECREATION CENTRE SHOP REPLACEMENT $ 122,197.00 GTF LAKE LOUISE SPORT & REC GROUNDS ENHANCEMENT 560030 REQUISITIONS TOTAL CAPITAL EXPENDITURES $ 1,585,101.68 $ 3,463,204.59 AB EDUCATION SCHOOL $ 3,346,833.96 BOW VALLEY REGIONAL HOUSING (SENIOR FOUNDATION) $ 113,455.84 370020 CAPITAL RESERVES Transfers to/(from) $ - DESIGNATED INDUSTRIAL $ 2,914.80

EXCESS (DEFICIENCY) OF CAPITAL REVENUE OVER EXPENDITURE $ 1,188,662.94 564010 OTHER GRANTS $ 1,165,265.89 1369058 ALBERTA SOCIETY $ 138,271.16 ACCESS PROGRAM & LOCALS RATE $ 1,000.00 ADDITIONAL GRANTS $ 500.00 BANFF ARENA ADVERTISING $ 1,500.00 BANFF CANMORE COMMUNITY FOUNDATION $ 5,000.00 BANFF MINOR HOCKEY $ 1,000.00 BANFF PUBLIC LIBRARY $ 15,000.00 BOW VALLEY REGIONAL TRANSIT SERVICES $ 680,773.00 BOW VALLEY VICTIM SERVICES $ 6,100.00 CANADIAN ROCKIES PUBLIC SCHOOL $ 75,000.00 LAKE LOUISE BANFF MUNICIPAL SERVICES $ 230,081.01 MARIGOLD LIBRARY SYSTEM $ 11,040.72 Improvement District No. 9, Banff National Park Estimated Property Tax Changes - 2021

Assessment Property Taxes Roll # Type Owner Where 2021 2020 2021 2020 $ Value Change % Change Assessment % Increase

312034 Hotel Baker Creek Chalets Castle Mountain $ 5,146,337 $ 5,848,110 $ 38,029.81 $ 38,681.84 -$ 652.03 -1.69% -12.00% Residence Baker Creek Chalets Castle Mountain $ 571,815 $ 649,790 $ 2,221.04 $ 2,262.99 -$ 41.95 -1.85% -12.00% $ 5,718,152 $ 6,497,900 $ 40,250.85 $ 40,944.83 -$ 693.98 -1.69% -12.00%

312014 Hotel Chateau Lake Louise Lake Louise $ 226,248,332 $ 275,912,600 $ 1,671,904.07 $ 1,825,001.08 -$ 153,097.01 -8.39% -18.00% 312015Hotel Staff AccommodationsChateau Lake Louise Lake Louise $ 14,417,717 $ 17,582,582 $ 56,001.22 $ 61,233.95 -$ 5,232.73 -8.55% -18.00% 312017Hotel Staff AccommodationsChateau Lake Louise Lake Louise $ 818,073 $ 997,650 $ 3,177.55 $ 3,474.46 -$ 296.91 -8.55% -18.00% 312069 Residences Chateau Lake Louise Lake Louise $ 3,226,200 $ 3,934,390 $ 12,531.19 $ 13,702.10 -$ 1,170.91 -8.55% -18.00% $ 244,710,322 $ 298,427,222 $ 1,743,614.03 $ 1,903,411.59 -$ 159,797.56 -8.40% -18.00%

314588 Residences Coop Housing Lake Louise $ 4,197,069 $ 4,663,410 $ 16,302.23 $ 16,241.02 $ 61.22 0.38% -10.00%

Tax Notice Breakdown

2021 Budget 2020 Budget Change ID9 Component $ 594,232.14 $ 439,859 35.10% Significant Cuts Made Fire $ 557,408.39 $ 992,827 -43.86% Council 50% reduction in honorariums until the end of this election term RCMP $ 15,000.00 $ 5,000 200.00% Conferences & Travel? ID9 Controlled & Approved Recreation $ 138,271.16 $ 618,525 -77.65% Reduced grants where appropriate Transit $ 680,773.00 $ 542,955 25.38% Other Grants $ 346,221.73 $ 254,843 35.86% $ 2,331,906.42 $ 2,854,010.47 -18.29% Increase over previous year $ (522,104.05)

School/Education $ 3,346,833.96 $ 3,557,038 -5.91% RCMP $ 65,740.00 $ 43,796 50.11% Provincially Controlled Seniors Housing $ 113,455.84 $ 108,053 5.00% Designated Industrial $ 2,914.80 $ 2,776 5.00% $ 3,528,944.59 $ 3,711,663.09 -4.92% Increase over previous year $ (182,718.50)

Mill Rate Increase Municipal ASFF Seniors Housing Total Residential -38% 26% 31% 11.53% Commercial 0% 19% 31% 11.72%

Improvement District #9 Enhanced Policing Proposal - 2021

The Lake Louise RCMP is requesting to renew the Enhanced Policing Agreement with ID#9 for 2021. The request is similar to previous years, however through discussion, has been lowered to a $15,000 budget due to the present fiscal environment. It should be noted that, the Lake Louise detachment anticipates a resource shortage from May 2021 until January 2022, which lessens the opportunity for any of these activities during regular duty hours.

The events for 2021 are as follows:

1. 2021 Lake Louise Alpine Ski World Cup

• In past years, a request has always been made with Lake Louise Detachment to have RCMP in Red Serge attend the opening ceremonies during the Men's and Women's events. A similar request is expected this year. • The Men's events are scheduled for November 27 and 28. The race runs for approximately 2-4 hours, depending on weather and athlete injuries, at which time the awards ceremony is held. • The Women's events are scheduled for December 3, 4 and 5. Again, the events run for approximately 2-4 hours before the awards ceremony. • Estimated cost of $6,960 (2 members per shift X 8 hours per shift, including travel of two hours each way, X 5 days or 10 shifts at $87.00/hour) • This total will be reduced if more local members are identified thereby reducing the amount of travel time. • Total Approximate Allotment - $6,960

2. Summer Red Serge Duty

• Routinely Red Serge Duty is requested at various locations around Improvement District 9, including Lake Louise, Moraine Lake, Lake Louise Ski Resort, etc. • At times local members do work these shifts during their local shifts, however due to increased patronage to the area, this is often not possible. • Also, as discussed above, the Lake Louise RCMP anticipates a manpower shortage for the summer of 2021. • Attempts can be made to find members to conduct Red Serge Duty at the various ID9 locations, during weekends in the summer months. • The cost of a member to conduct Red Serge Duty for a day would be $696(6hr shift + 2hr travel) per member, per day. • If averaged at 1 member shift per weekend, during the months of July and August(incl. Labour Day), the cost would be 10 x $696 = $12,528 • The number of Red Serge shifts can be adjusted as desired by the ID9. • Total Approximate Allotment - $6,960

Total Proposal funding of the above noted events:

1. $6,960 2. $6,960 Total - $13,920

Thank you for your consideration of this proposal. Should money be allocated to these events, Lake Louise RCMP will work with ID9 council to prioritize usage, and keep them apprised of how/when the money is being used. All efforts will be made, to ensure that the money is being used in the best way possible, optimizing the resources delivered.

Sgt Gerald Walker Detachment Commander Lake Louise RCMP

Charitable Registration # 87481 9410 RR0001 [email protected] Box 3100, Banff, AB, T1L 1C7 214 Banff Avenue P 403-762-8549

Improvement District No. 9 Council 103 Village Road | Box 58 Lake Louise | Alberta | T0L 1E0 Office (403) 522-2606 | Cell (403) 762-1958

RE: ID9 grant request for 2021

Dear Council Members,

We are grateful for the leadership of the ID9 Council throughout the region in making our community a better place for all who live here. At the Banff Canmore Community Foundation, our mission is to lead, inspire, and support change for a smarter, more sustainable and more caring community.

In order to work towards this joint vision, we are requesting a 2021 grant for $5,000 in support to our strategic community wide programming in the following 7 goal areas: social wellness, Truth & Reconciliation, arts and culture, education, sport & belonging, a strong natural environment, and a sustainable economy.

In subsequent years we would like to discuss ways to further align our two organizations in order to have a positive impact on known challenges, shine a light community needs, and strengthen support to charitable work throughout the Improvement District.

Thank you for all that you do to make Improvement District No. 9 a healthy vibrant place to live. We look forward to working with you into the future to improve our community for all.

With gratitude,

Laurie Edward | Executive Director Banff Canmore Community Foundation c: 403.760.0424 e: [email protected]

Your community makes you. And you make your community! 214 Banff Ave, Box 3100 │ Banff AB T1L 1C7 │ p: 403.762.8549 │ e: [email protected]

ENRICH. INSPIRE. CONNECT

January 2021

Improvement District No. 9 c/o Alberta Municipal Affairs 17th Floor, Commerce Place 10155 102 St. NW Edmonton, AB T5J 4L4

RE: Banff Public Library 2021 Contribution Request from Improvement District #9

Dear I.D.#9 Advisory Council,

This letter is to request the Improvement District #9 2021 contribution of $15,000.00 for library services provided by the Banff Public Library.

I.D.#9 residents have free access to the Banff Public Library on the same basis as Banff residents. From borrowing library materials, using public computers, wifi and photocopying services, to attending adult and children’s library programmes, the library services offered to I.D.#9 residents greatly enhance and improve the experience of living and working in Banff National Park.

Thank you for your continued support in providing library services to the residents of I.D.#9!

Best wishes,

Sarah McCormack Library Director, Banff Public Library [email protected] 403.762.2661

Box 996 • 101 Bear Street • Banff, Alberta • T1L 1H3 • www.banfflibrary.ab.ca • 403-762-2661 Thank you very much for your ongoing support and encouragement.

Libraries are integral cornerstones of a healthy community. Libraries give people the opportunity to find jobs, experience new ideas, access technology, get lost in incredible stories, and provide a sense of place for gathering (when we are able to do so). We all need libraries. They are the safe and trusted spaces in every community where we have free access not just to books, information, experiences and ideas but to the expert professional advice and support which we all need to help us find the resources we want and to use them effectively.

The Banff Public Library reflects the diversity, character, needs, and expectations of our community. Those needs and expectations are often extensive and unique, and the services invaluable. Our library is a lifeline to the world and all the information in it. In our current times, information navigators are imperative as there is an ‘infodemic’ with rapid and far-reaching spread of both accurate and inaccurate information about many things. To paraphrase Neil Gaiman, ‘Google can bring you a million answers; a Librarian can bring you the right one.’

The Banff Public Library is often the only readily available source of comprehensive information needed by people for personal, family, and job-related purposes. Our community's economy benefits when businesspeople use library resources to make wise decisions, employees use it to improve job skills, or the under-resourced use it to help break the cycle of poverty and access services. During economic hardship, our citizens turn to and depend on the library, accessing reference resources that are usually unavailable elsewhere in the community.

The Banff Public Library has quickly and effectively pivoted services and programming during this astonishingly difficult time. I want to take a moment to give a heartfelt thank you to our amazing staff who have worked incredibly hard and have shown remarkable flexibility and creativity to ensure we are able to work for our community and to continue our mission in innovative ways. I’d also like to thank the Library Board for their unconditional advocacy and hard work supporting the staff during this pandemic. During the pandemic we have worked hard to maintain service and increase in a deliberate and considered manner.

We do struggle to keep up with the many changes in technology, rising costs in books and other materials, staff and budget, and a growing demand from our customers for more and faster information. As community leaders, I thank you for your commitment to your library and to library service for all. The intellectual, creative, and economic health of our community depends on it.

Please do let me know what questions you may have. I am happy to discuss any aspect of the Banff Public Library and Libraries now, and in the future. Thank you for your time.

Operational Information

During the pandemic we have worked hard to maintain service and increase where we can. We have had a few different types of service depending on the nature of restrictions at the time. Due to current provincial restrictions, we cannot allow members of the public entry into the physical Library building until at least January 21, 2021. We currently provide: Curbside and Home delivery of items: Item refers to any material: as in book, DVD, CD, audiobook, magazine as well as printing and the Craft, Job, and Hygiene Kits. The Library strives to loan our physical materials in a very safe way so our patrons can continue to read and learn at home. This is a great way to continue providing a main library service to supplement the access to online materials

Patrons can request items online or via email or phone to request items they would like to borrow. We provide pick up or delivery within the hours of 10am-5pm, 7 days a week.

Information and reference services, online and by phone. Examples of this can range from vital paperwork assistance, entertainment resources, language and citizenship materials and much more. Online programming - including examples such as yoga class, children’s movement and storytime, Library Listening Room, Meditation class and more. Reader’s Advisory and recommendations. We regularly assist patrons with obtaining materials that they need or desire and utilize our subject specific expertise to help direct when required or wanted. E-resources and assistance. We have an incredibly wide range of electronic resources ranging from magazines and newspapers, to school assistance, to resume building, audiobooks and movies, and much more. Printing and scanning services via email and contactless pick up/delivery is offered on an ongoing basis. Online membership for all residents of Banff and Lake Louise/Improvement District 9. This will also allow patrons to obtain memberships without having to leave the comfort of their own home and they are able to use the online resources and place holds for materials.

When we are able to open we additionally provide our regular services within our safety procedures including the above as well as: Safe indoor space for study or reading Computer use Wi-fi Materials use inside space. Exam proctoring (we are the only location closer than Calgary to provide this service) In-person reference, reader’s advisory, and information service.

We maintain the partnerships we have developed with many local organizations and continue to grow our relationships. With support, we plan to continue to develop and grow our services and offerings. Our staff and Board are fully dedicated to ensuring that the vital Library programs and services continue to Inspire, Enrich and Connect our community.

Bow Valley Victim Services Association Information Sheet Improvement District No. 9 November, 2020 Mission Statement The Bow Valley Victim Services Association (BVVSA) promotes and advocates the rights and entitlements of victims of crime and trauma in the Bow Valley through information, referral, assistance, community liaison and education.

Project Description The BVVSA works in partnership with the Canmore, Banff, Lake Louise and Kananaskis RCMP. The program serves the communities of Canmore, Banff, Lake Louise, Exshaw, Kananaskis, Harvie Heights, Lac Des Arcs, Dead Man's Flat and Saskatchewan River Crossing, as well as the millions who visit this area annually. The BVVSA provides direct assistance to individuals who have experienced injury, loss or trauma due to a crime or traumatic event. Individuals beyond the immediate victim to whom the repercussion of a crime/trauma may have spread (including friends, family and co-workers) are also assisted.

The BVVSA provides the following services:

— i) crisis response The BVVSA provides 24 hour, 7 day per week, on call assistance to victims requiring immediate trauma intervention, emotional support and practical assistance. Program staff and volunteers are asked to provide immediate help and support by RCMP members and by other community agencies including the Mineral Springs Hospital, the Canmore Hospital, Kananaskis Conservation Officers, Banff Park Wardens, Lake Louise Fire Department and emergency service personnel.

— ii) general assistance Program staff and volunteers provide non-judgmental support and practical assistance to victims. This includes the transportation of victims as required; assistance with the securing of emergency accommodation; formalized court preparation sessions for crown witnesses; the accompaniment of victims to court; information on bail hearings; and assistance with the completion of victim impact statements, restitution claims and applications for financial benefits.

— iii) referral Program staff and volunteers are trained in appropriate community resources for victims who require additional or complimentary services, including the referral of victims of crime and trauma to mental health professionals.

— iv) information Program staff and volunteers inform victims of their rights when dealing with the criminal justice system, keeping these individuals abreast of developments with criminal investigations and all court proceedings.

— v) public education and crime prevention The BVVSA promotes crime prevention through the provision of preventive information to victims of crime; by conducting community presentations; educational seminars and school programs; and by acting as a resource for other community agencies who may come into contact with victims.

— vi) Critical Incident Stress Management The BVVSA coordinates and facilitates Critical Incident Stress Management (CISM) in the Bow Valley, to decrease the impact of trauma on individuals and organizations. Since 1998 the BVVSA has conducted over 160 formal CISMs to a wide variety of groups.

Volunteer / Staff Information

The total number of BVVSA volunteers as of November, 2020 was 31. There are 25 volunteer victim advocates and 6 board members. Seven new volunteer advocates, not included in this number have recently been accepted into our program and are waiting to complete their RCMP enhanced security clearance and a 60-hour Alberta Justice on-line training course.

The total number of hours volunteers contributed to assisting victims of crime in 2019/20 was 11,378 hours (including advocate on-call hours).

In September 2020, Mary Buckingham retired from her role as BVVSA chair, a position she has held since September 2011. The new BVVSA chair is Nancy Lewis from Canmore, who has a long history of community programming in the Bow Valley.

Victim advocates staff 3 on-call teams as well as an on-call reserve team. These on-call teams are responsible for crisis intervention coverage, seven days per week from 5:00 pm to 8:00 am.

As of November 2020, Peter Quinn remains the BVVSA’s Executive Director. He has been an employee of the BVVSA for the past 26 years and now works a 0.8 FTE position. Pam Lockyer is the BVVSA’s Program Coordinator. Pam has been with the program for 19 years and has been a full-time employee for the past 14 years. Joasia Crawford was hired as a part time Crisis Support Worker in May, 2017. She has now been with the BVVSA for three years and currently works a 0.4 FTE position.

Assistance Provided

From April 1994 to April 2020, the BVVSA has:

- assisted 15,098 individuals victimized by crime and trauma

- responded to 1,691 crisis calls

- assisted with 7,164 separate occurrences

- assisted 1,976 individuals with court

- conducted educational presentations to 25,592 people.

Over the past 12 months our program has assisted 669 individuals in 424 different occurrences, with 40% of all BVVSA files involved assistance to victims of domestic violence.

During our 2019/20 operational year, 16% of the people assisted by the BVVSA were from Lake Louise, 37% from Canmore (and the MD of Bighorn), 45% were from Banff and 2% from Kananaskis.

The statistics on page three show a breakdown of the number of new occurrences responded to by the BVVSA, the location of these occurrences and the number of persons assisted by the BVVSA from April 16, 2019 to April 15, 2020, including details regarding the 107 people assisted in Lake Louise.

Volunteer / Staff Information

The total number of hours volunteers contributed to assisting victims of crime in 2019/20 was 11,378 hours (including advocate on-call hours).

Victim advocates staff 3 on-call teams as well as an on-call reserve team. These on-call teams are responsible for crisis intervention coverage, seven days per week from 5:00 pm to 8:00 am.

Assistance Provided

From April 1994 to April 2020, the BVVSA has:

- assisted 15,098 individuals victimized by crime and trauma

- responded to 1,691 crisis calls

- assisted with 7,164 separate occurrences

- assisted 1,976 individuals with court

- conducted educational presentations to 25,592 people.

Over the past 12 months our program has assisted 669 individuals in 424 different occurrences, with 40% of all BVVSA files involved assistance to victims of domestic violence.

During our 2019/20 operational year, 16% of the people assisted by the BVVSA were from Lake Louise, 37% from Canmore (and the MD of Bighorn), 45% were from Banff and 2% from Kananaskis.

Canmore Banff Lake Louise Kananaskis Total # of persons # of persons # of persons # of persons # of persons files assisted files assisted files assisted files assisted files assisted

Sudden death 9 32 5 10 11 63 1 1 26 106 Suicide & attempts 3 4 8 53 1 5 12 62 Motor Vehicle Collisions 7 11 9 23 4 11 2 2 22 47 Fatal MVC 2 2 2 2 Serious Accident/Illness 1 2 1 1 3 9 1 1 6 13 Sexual assault 21 30 22 28 5 6 1 3 49 67 Domestic Abuse 93 106 74 93 8 10 1 1 176 210 Arson/Fire 1 3 1 7 2 10 Assault 12 14 14 17 2 2 28 33 Threats/Harassment 5 6 11 13 1 1 17 20 Mischief 7 8 4 5 11 13 Break and Enter 3 5 3 5 Theft/Fraud 18 20 29 32 1 1 2 2 50 56 Mental Health /Public Ass’t 6 7 13 17 1 1 20 25 TOTAL 188 250 191 300 35 107 10 12 424 669

Educational Programming

Over the past year the BVVSA has offered a wide variety of educational programs to children, adults, and community groups, with all educational programs being offered free of charge. There were 1,104 individuals who attended 25 BVVSA educational programs over the past year. These programs included:

- Participation in the Prevent Alcohol and Risk-related Trauma in Youth (PARTY) program for Grade 9 students from the Banff High School, the Canmore Collegiate High School, and Our Lady of the Snows Academy.

- Presentations on Healthy Relationships and Domestic Abuse to Year 10 CALM students from the Banff High School, Canmore Collegiate High School and Canadian Rockies School Division Outdoor Learning Centre.

- Conducting presentations on suicide intervention as part of the Bow Valley’s Community Helpers program in the communities of Banff, Canmore and Lake Louise.

- Conducting presentations to partnering agencies and schools on domestic violence, the effects of trauma and bullying.

BVVSA budget 2020 - 21

BVVSA BUDGET 16-Apr-20 to 15-Apr-2021 Approved

Expenditure Salaries - 0.8 FTE x2, 0.4 FTE x2 + p/t staff 189,218 Payroll deductions 9,000 Staff Benefits 4,500 Workers Compensation 1,400 Professional development 4,000 Pay Roll 1,200 Office supplies 900 Computer supplies 300 Phone 2,000 Internet/website 800 Postage 200 Vehicle Depreciation 4,292 Vehicle Insurance/registration 2,000 Vehicle operating costs 8,000 Volunteer training 6,000 Volunteer recognition 4,000 Board Development 800 Licence fees 350 Promotion/Publicity 3,500 Printing 800 Education Programs 1,600 Victim Emergency Fund 1,200 Liability Insurance 1,000 Professional fees 3,200 Bank charges 500 Total Expenditure 250,760

Income

Victims of Crime Fund 131,250 Town of Canmore 29,500 Town of Banff 24,300 MD of Bighorn 3,800 ID of Kananaskis 1,500 ID of Lake Louise 6,100 Alberta Health Services 14,920 Lafarge 7,500 BVVSA donations/fundraising/other 31,890 Total Income 250,760

Page 1

Canadian Rockies School Division th 618 – 7 Avenue Canmore, AB T1W 2H5

Tel: 403-609-6072 Fax: 403-609-6071 www.crps.ca

January 21, 2021

Danielle Morine, Chief Administrative Officer Improvement District No. 9 103 Village Road PO Box 58 Lake Louise, AB T0L 1E0

Dear Ms. Morine:

The Canadian Rockies Public Schools Outdoor Learning Center (CROLC) is requesting 3 years of funding for the outdoor programs that exist throughout the school division. The Division has, over time and with the support of ID9, virtually eliminated the fees for local students and for programs offered by Canadian Rockies Outdoor Learning Center. In addition, the funding supports the CROLC staffing as well as the replacement, repair and upgrading of equipment as needed. The staffing levels and properly maintained equipment enables us to safely offer these very valuable programs. It must be noted that the funding is extremely important, now more than ever, as the school division is no longer funded on a credit system. Previously, the money associated with the credits earned by students taking these courses enabled us to partially cover the expenses incurred by running the CROLC programs. Now that these courses no longer generate money, funding such as that received from ID9 is essential to enable us to continue to offer students these important courses that allow them to safely enjoy the Bow Valley and all that it has to offer.

With the support of ID9 and revenue generation from outside schools and agencies, CROLC has been able to expand its programming for not only the high school programs but also offering programs and outdoor pursuits for Kindergarten to Grade 12 students. While COVID-19 has been challenging, it has also helped us focus on the needs of our local students through the entire division. Given the situation created by COVID-19, this year the focus of our CROLC staff has been redirected to provide outdoor, experiential programming to students from K-12 in all of our schools. Our end goal is to create a through-line for outdoor experience and/or outdoor pursuits for all grade levels within the division. Starting in the 2021-22 school year, we will be offering a mandatory Level AST1 Certificate (Avalanche) course for all Grade 10 students, similar to what Jackson Hole offers to their high school students.

In addition, the generous support of ID9 has enabled us to provide the Nature Explorers program for all students in Grades K-6 at Banff Elementary School (BES) for almost a decade. Nature Explorers is a highly valued program by families, students, parents and the community as a whole. Nature Explorers provides BES students, including the 36% English Language Learners (ELL), the opportunity to engage in outdoor, experiential, place-based, curriculum enhancing co-curricular experiences. ID9 funds support the engagement of an Experiential Program Consultant who collaborates with teachers to design co-curricular outdoor learning experiences, enhancing curriculum topics in science, social studies, language arts, mathematics, health, and the arts, through meaningful, hands-on learning experiences. The collaboration with the Experiential Program Consultant also enhances safety for our students.

In the end, we continue to give our local students increased exposure to the outdoors and nature while incorporating important educational connections and risk management awareness when playing in their own backyard.

To support the programs noted above we respectfully ask the ID9 Council to give consideration to the following requests:

Nature Explorers Program ● ID9 Council grant to CRPS for the BES Nature Explorers program $20,000 per year for the next 3 years (2021, 2022, 2023)

Canadian Rockies Outdoor Learning Centre ● ID 9 Council grant to CRPS for the CROLC programming and staffing $50,000 per year for the next 3 years (2021, 2022 & 2023).

High School Sports Transportation ● ID9 Council grant to CRPS $5,000 for the 2021/22 school year.

On behalf of all CRPS students, I’d like to thank you for your continued support of these valuable initiatives.

Sincerely,

Christopher MacPhee Superintendent of Schools Canadian Rockies School Division

January 29th 2020

Improvement District 9 Lake Louise, AB, T0L 1E0

Re: Lake Louise Resort – Water Supply Pipeline

Attention: Danielle Morine – Chief Administrative Officer

Background

The Lake Louise Ski Area (LLSA) is planning on installing a permanent raw water supply pipeline from the 4-2 site on Fairview Road to the Primary Pump House at the old gondola base (G-Base). The Lake Louise aquifer was identified in the Lake Louise Ski Area Long Range Plan (Approved September 2019) as the preferred water source for the Lake Louise Ski Area. Currently the Lake Louise Ski area draws water from the Pipestone River through a direct river bank intake at the Primary Pump House. Through numerous studies commissioned by both Parks Canada Agency (PCA) and LLSA it has been shown that the use of the aquifer will provide numerous environmental benefits while at the same time providing improved water security to the LLSA to ensure the availability of water during the fall and winter snowmaking season. In 2001, LLSA drilled a number of exploratory wells to try and find a suitable production well site. Test wells were drilled in various locations in the G-Base area adjacent to the Pipestone River and at the 4-2 Site adjacent to the Bow River. The only well sites that produced enough water to supply the resort were the 4-2 wells. For the past four years, LLSA has used a temporary above ground pipeline intermittently to transport water from the 4-2 site to the Primary Pump House. The pipeline followed a route along the Bow River, then the Pipestone River through the village, then crossed under the Trans-Canada Highway through a pre-existing drainage culvert and then followed the G-Base access road to the Primary Pump House (see Figure 1). Based on the successful hydrological testing of the aquifer and the recognition of the environmental benefits of using the aquifer as opposed to the Pipestone River to supply LLSA, it has been agreed between PCA and LLSA that LLSA should develop a permanent buried pipeline that will eliminate the risk and negative aesthetics associated with a temporary above ground pipeline. While the described alignment was the least disruptive path for an above ground installation, it is not suitable for a buried pipeline since it would be a major disruption to the river ecosystems as well as the village infrastructure.

Permanent Pipeline Alignment Alternatives

Four possible alignments have been identified for the permanent pipeline from the 4-2 site to the Primary Pump House. While the details of each of the proposed alignments and the required approvals are discussed below, the preferred alignments will cross sections of the Improvement District 9 (ID9) leasehold on the south end of the Lake Louise Hamlet and will require the approval of the ID9 to proceed. The

The Lake Louise Ski Area Ltd. PO Box 5, #1 Whitehorn Rd. • Lake Louise, Alberta T0L 1E0 • Tel: (403) 522-3555 • Fax: (403) 522-1301

following is a description of alternatives considered and the request from LLSA to allow a geotechnical investigation within the ID9 leasehold.

LLSA has been working with PCA to find the least disruptive and economical alignment for a pipeline to replace the above ground pipeline. Four different alignments have been identified which are indicated on the attached Figure 1 with the details of the hamlet alignments indicated on Figure 2. A key consideration for all alignments is the need to bore/hammer a duct under the CP Rail tracks as well as the Trans-Canada highway (TCH).

The Following are the highlights of each alignment

Option 1:

This route follows the original considered alignment in the LLSA LRP and includes a section under Village Road. This alignment was the anticipated alignment when PCA originally planned to upgrade the hamlet utility services and in the process abandon an existing duct under the CP Rail tracks that would be used by LLSA for the pipeline. PCA ended up revising their utility plan when they were unable to find a location adjacent to the existing duct to install a new duct due to the presence of large boulders and other geotechnical considerations. Based on PCA’s inability to install a duct on this alignment, LLSA will face the same challenges and therefore this alignment is no longer considered the preferred alignment.

Option 2:

This alignment would cross the CP Tracks to the south of the first option and align with the space between the two existing ball diamonds. This is the alignment that PCA has proposed to avoid the challenges of Option 1. This would create a significant disruption to the use of the ball diamonds unless a construction schedule could be developed around the ball diamond use. There would be a significant cost to restoring the ball diamonds to their original state. Future maintenance could be disruptive to the ball diamonds as well. This alignment will require the creation of an easement within the leasehold. PCA believes that they can create a legal instrument to allow an easement through a lease, however this will take a considerable amount of time since this has not been done before in a national park. Due to the impacts to the recreational facilities, this is not the preferred alignment at this time.

Option 3:

The third option involves paralleling Fairview road to Lake Louise Drive and then crossing under the CP Rail bridge within Lake Louise Drive. The pipeline would then parallel Village road back down to a point where Village road and the CP Rail alignment come to their closest point. While this alignment is longer than the others, it would appear to provide a route that would avoid the need for a duct under the CP Rail Tracks. Further investigation has shown that this alignment will have numerous legal obstacles associated with utilities that are allowed to existing within a PCA roadway as well as CP Rail crossing issues which would

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be in conflict with the agreements that are in place between Parks Canada and CP Rail for the Lake Louise Drive underpass.

Option 4:

This is the preferred option that minimizes any conflicts with PCA utilities, provides a direct route from the well site to the TCH and has minimal disturbance with any pre-existing ID9 facilities. As well, this crossing is in a different location than previous attempts to cross the tracks and since it is a further distance from the Bow River than previous crossings, there is a probability that the sub soil conditions will be more suitable for the installation of a duct. This alignment will require an easement to be put in place between PCA, the ID9 and LLSA.

Build-Out Plan:

Once a suitable location is selected for the installation of the a duct under the CP Rail track, the intention is to install a 750mm to 900mm duct. This duct is expected to contain a 450mm steel pipe to transport raw water from the 4-2 well site to the Primary Pump House. The section of pipe from the CP Rail track to the TCH will be direct buried in an open trench and then a duct will be installed under the TCH for the pipe to pass under. It is expected that Fibre optics will be installed in the trench and ducts along with the pipe to allow future connectivity between the resort and the 4-2 site which will be used to improve services to the 4-2 residence as well as control the well pumps remotely. LLSA would expect to develop a utility easement along the right of way with the ID9 in conjunction with PCA. The easement would include a maintenance allowance for the pipeline which would have an expected design life of 40+ years.

Timeline:

PCA has strongly indicated that they would like to see LLSA switched over to a permanent buried pipeline ahead of the 2021 snowmaking season which is expected to start on October 1st, 2021. Based on this, construction of the pipeline would expect to start in early June and progress through the summer. To achieve this, we will need to complete geotechnical testing to determine a potential CP Rail crossing location prior to February 15th to allow for an accelerated approval by PCA and CP Rail.

Request to ID9:

LLSA is requesting permission to access the two site locations identified as BH8 (alt 1) and BH8 (alt 2) on Figure 3 – Aquifer Raw Water Pipeline ID9 Detail from January 20th to February 15th or whenever all permits are received from PCA in the form of a Restricted Activity Permit(s) (RAP) to drill geotechnical boreholes. The results of these boreholes as well as others drilled outside of the ID9 leasehold will be used to determine a preferred location for a CP Rail crossing. If one of these sites is the preferred site, then a geotechnical test pit would be dug. The test pit is expected to be 1m wide, 4 m long and 4 m deep. The test pit would be filled immediately after the inspection is completed which will be the same day that it is dug. LLSA will take all responsibility for site safety and the location of underground utilities as well as site

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reclamation if the site is not used in the final construction of the pipeline. Acceptance for LLSA to conduct the geotechnical tests is not assumed to be approval for the final construction of the pipeline across the ID leasehold. If either of these sites becomes the final preferred site, LLSA will enter into negotiation with the ID9 and PCA for a final construction and servicing agreement with an accompanying utility easement to be drafted by PCA.

Operational Impacts:

In order to drill BH8 – Alt 1 and BH8 – Alt 2 access to the dog park will need to be limited for a brief period of time on the day of the project. The location of BH8 – Alt 1 (see figure 4) is due east of the access road to the dog park, adjacent to the ball diamonds. To ensure public safety, a section of the access road will need to be temporarily restricted to the public while equipment accesses the sites and fencing is setup. During mobilization/demobilization of machinery and during drilling, two flaggers will be present to ensure the safety of the public. Construction zone signage will be placed at the public access before any machinery enters the site. See Figure 4 for the location of flaggers, fencing, and signage for the BH8-Alt 1 Bore Hole. For the majority of the time, a small section on the west side of the road will remain open for access to the dog park while drilling is occurring. If this is determined that it is not possible to ensure public safety, the access through this site will be for the time it takes to drill this borehole, which will be approximately four hours. For this reason, the BH8-Alt1 site will be drilled first thing in the morning during the lowest use period of the dog park. The road will remain accessible for CP personal in the event of an emergency.

BH8 – Alt 2 is located due south of the gated entrance to the dog park and is removed from the main pathway by approximately ten meters. For this borehole, the road that accesses the dog park will only need to be closed for approximately 10 minutes while machines are moved from the first location. As with the first borehole, two flaggers will be present for public safety. Before this borehole is drilled, a temporary fence will be erected to ensure public safety. Signage will be placed at the closest public contact points to indicate that there is an active construction zone (see Figure 5 for construction layout).

It should be noted that the access road behind the ball diamonds that will be used to access the described borehole locations is on the CP Rail Right of Way (ROW). Written permission has been received from CP Rail to use this access road for drilling equipment mobilization.

Upon completion of the boreholes, 50 mm diameter casing will extend out of the ground surface up to 30cm (see Figure 6 for example). The casing will be capped to prevent animals from getting trapped and to ensure that there are no sharp edges. The casing will be painted in a high visibility color. Both borehole locations have been selected to ensure that they are away from public access routes so that they will not present a public hazard in the future.

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In summary, the road to the dog park will have restricted access on the day of drilling for a minimum of one hour and a maximum of 5 hours. The majority of the access restrictions will be related to borehole BH8 Alt 1 Which will be drilling in the morning. BH8 – At 2 will be drilled in the afternoon and is expected to have reduced access restrictions due to being further from the access road. All equipment will be demobilized from the site at the end of the day.

Thank you in advance for the consideration of this request. If there are any questions or clarification that are required, please feel free to contact me.

Respectfully yours

Bruno Mannsberger P.Eng. Senior Director of Operations & Long Range Planning The Lake Louise Ski Area C (403) 760-1044 D (403) 522-1376

CC: Kathleen Wilker MCIP RPP, Senior Development Officer – Parks Canada Agency Michelle Mausolf MSc. BIT, Environmental Assessment Scientist – Parks Canada Agency Veronica Whitney-Crosland, Environmental Manager – Lake Louise Ski Area

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Figure 1: Pipe Line Alignment Options

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Figure 2: Pipeline Alignment Options – Village Detail

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Figure 3 – Aquifer Raw Water Pipeline ID9 Detail

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Figure 4 – BH8 – Alt 1 Construction plan

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Figure 5 – BH8 – Alt 2 Construction plan

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Figure 6 – Capped Casing post construction

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Issue Brief 2021-02-11

Agenda Item 6c. | ICF Bylaw – Kananaskis Improvement District

Background As required, Administration has been working closely with Administration from the KID and Municipal Affairs to formulate a draft ICF, which has been included with this Bylaw and was approved by Administration from both municipalities.

Administration has now prepared the bylaw for formal adoption, which will accompany the ICF.

Recommendation That council review and pass first (and second and third) reading of Bylaw #2020-02 as presented, if desired.

BYLAW NO. 2021-01

A BYLAW TO ADOPT THE INTERMUNICIPAL COLLABORATION FRAMEWORK BETWEEN KANANASKIS IMPROVEMENT DISTRICT AND IMPROVEMENT DISTRICT NO. 9.

WHEREAS, pursuant to Part 17.2 of the Municipal Government Act, Chapter M-26, RSA 2000 [hereinafter referred to as “the Act”], municipalities that have common boundaries must, by adopting matching bylaws, create an intermunicipal collaboration framework [hereinafter may be referred to as “ICF”] with each other; and

WHEREAS, the purpose of an ICF is to:

1. provide for the integrated and strategic planning, delivery and funding of intermunicipal services, 2. to steward scarce resources efficiently in providing local service, and 3. to ensure municipalities contribute funding to services that benefit their residents; and

WHEREAS, subject to the regulations under the Act, a reference in Part 17.2 to a municipality includes an improvement district;

AND WHEREAS KANANASKIS IMPROVEMENT DISTRICT [hereinafter may be referred to as “KID”] and Improvement District No. 9 [hereinafter may be referred to as “the I.D.”] share a common boundary;

NOW THEREFORE, the Council for the I.D., hereby enacts as follows:

Section 1.0 Title This Bylaw may be cited as Improvement District N0. 9 Intermunicipal Collaboration Bylaw – Kananaskis Improvement District.

Section 2.0 Enactment

Schedule “A”, which is attached to and forms part of this Bylaw, shall constitute the provisions of the Intermunicipal Collaboration Framework between the KID and the I.D., as may be amended from time to time.

Section 3.0 Effective Date This Bylaw shall come into force and take effect at such time as it has received third reading, been signed in accordance with the Municipal Government Act, and the matching bylaw approved and been signed by the KID.

This bylaw shall take effect upon approval of the Minister of Alberta Municipal Affairs.

READ A FIRST TIME this 11th day of February 2021. READ A SECOND TIME this 11th day of February 2021. READ A THIRD TIME AND PASSED this 11th day of February 2021.

Chairperson Chief Administrative Officer BYLAW 2021-01 – ICF KID

Intermunicipal Collaboration Framework

Between

Kananaskis Improvement District (“K.I.D.”)

and

Improvement District No. 9 (“ID No. 9”)

(each a “Municipality, and collectively the “Municipalities”)

WHEREAS the Municipalities share a common boundary;

WHEREAS the Municipalities have reviewed their common interests and wish to work together when appropriate to provide services to their residents; and

WHEREAS the Municipal Government Act stipulates that municipalities that have a common boundary must create an intermunicipal collaboration framework with each other that describes the services to be provided that benefit residents in more than one of the municipalities that are parties to the framework.

NOW THEREFORE, by mutual covenant of the Municipalities it is agreed as follows:

A. DEFINITIONS

In this Framework:

1. “CAO” means the Chief Administrative Officer or acting CAO of each Municipality.

2. “Effective Date” means the later of the dates on which a bylaw or resolution, as applicable, that contains this Framework has been finally adopted by each Municipality.

3. “Framework” means this intermunicipal collaboration framework.

4. “Municipal Government Act” means the Municipal Government Act, RSA 2000, c M-26, as amended from time to time.

5. "Services” means one or more of the following municipal services: a. transportation; b. water and wastewater; c. solid waste; d. emergency services;

Classification: Protected A

e. recreation; and f. any other municipal service as may be identified by a Municipality.

6. “Shared Services” means Services benefitting the residents of each Municipality that the Municipalities have agreed to share.

7. “Shared Services Initiative” means a future project or initiative for Shared Services that may require cost-sharing between the Municipalities.

B. TERM AND REVIEW

1. This Framework shall come into effect on the Effective Date and shall remain in effect unless it is replaced under the terms of this Framework or is no longer required pursuant to s.708.28(1) or s.708.28(5) of the Municipal Government Act.

2. As soon as reasonably possible after a Municipality has finally adopted either a bylaw or resolution that contains this Framework, that Municipality’s CAO shall provide written notice to the other Municipality’s CAO confirming the date of final adoption.

3. The Municipalities shall review the terms and conditions of this Framework by no later than each five year anniversary of the Effective Date.

4. After each five year review is completed, if the Municipalities do not agree that this Framework continues to serve the interests of the Municipalities, the Municipalities will create a new intermunicipal collaboration framework to replace this Framework. ID No. 9 shall notify the Minister of Municipal Affairs and K.I.D. shall notify the Minister of Environment and Parks of the replacement framework within 90 days of a resolution or bylaw containing the replacement framework being finally adopted by each Municipality.

C. THE PRINCIPLES OF INTERMUNICIPAL COOPERATION

1. The Municipalities are committed to fostering intermunicipal cooperation in a non-adversarial, informal and cost-effective manner.

2. The Municipalities will comply with section 708.4 of the Municipal Government Act in aligning their bylaws and resolutions with this Framework as applicable.

D. MUNICIPAL SERVICES

1. The Municipalities acknowledge and agree that they do not have any Shared Services.

E. FUTURE SHARED SERVICES INITIATIVES

1. The Municipalities acknowledge that each future Shared Services Initiative shall be dealt with on a case by case basis. In the event that either Municipality wishes to propose a new Shared Services Initiative, the initiating Municipality’s CAO will provide a written notice to the other Municipality’s CAO within 90 days that includes:

Classification: Protected A

a. a general description of the Shared Services Initiative, b. the estimated costs, and c. the proposed timing of the expenditure.

2. The receiving Municipality will advise if it agrees to or objects to the Shared Services Initiative, and the reasons, within 30 days of receiving the written notice.

3. Both Municipalities recognize that a Municipality’s decision to participate or not to participate in a Shared Services Initiative lies with each respective Municipality.

4. If the Municipalities agree to a Shared Services Initiative, then they shall create a new intermunicipal collaborative framework to replace this Framework. ID No. 9 shall notify the Minister of Municipal Affairs and K.I.D. shall notify the Minister of Environment and Parks of that replacement framework within 90 days of a resolution or bylaw containing the replacement framework being finally adopted by each Municipality.

F. INTERMUNICIPAL DEVELOPMENT PLAN

1. The Municipalities acknowledge that they are each exempt from creating an intermunicipal development plan by the Minister of Municipal Affairs in accordance with Ministerial Order MSL 047/18.

G. DISPUTE RESOLUTION

1. In the event of any dispute regarding the interpretation, implementation, application of or any contravention or alleged contravention of this Framework, the Municipalities agree to refer the matter for joint discussion by their respective CAOs. If the CAOs cannot negotiate a resolution to the dispute within 30 days of their first joint discussion, the Municipalities agree to participate in mediation with a mutually acceptable mediator.

2. The Municipalities agree that mediation will proceed on the following basis:

a. if the Municipalities cannot agree on a mediator, they will ask the President or Executive Director of the ADR Institute of Alberta to assist in the selection process; b. the Municipalities will share the cost of the mediator equally and bear their own costs incurred with respect to the mediation; and c. no evidence of anything said or of any admission or communication made in the course of the mediation shall be admissible in any legal proceeding, except with the consent of both Municipalities.

3. If the Municipalities are not able to resolve the dispute by mediation within one year after the date of the first joint discussion of the CAOs under Article G.1, pursuant to section 708.34(c) of the Municipal Government Act, the Municipalities agree to resolve the dispute through arbitration as set out in section 708.35 of the Municipal Government Act.

H. NOTICES AND COMMUNICATION

1. Each Municipality’s CAO will communicate with each other in a timely manner any items that might be of significance for this Framework.

Classification: Protected A

2. Notices under this Framework shall be provided in writing to the mailing addresses of each respective Municipality and addressed for the attention of the CAO.

3. Notices will be sent either by courier or postal service. Regardless of the method of delivery, any notice is deemed to be received 7 business days after it has been sent. A party will endeavour to send courtesy copies of correspondence by electronic means to the attention of the CAO, but such delivery method will not affect the calculation of days set out above.

I. GENERAL

1. The Municipalities agree that:

a. in this Framework words in the singular include the plural and words in the plural include the singular; b. this Framework does not affect any other responsibility, right or obligation of any Municipality and addresses only their roles with respect to the implementation of this Framework; c. this Framework may be amended by mutual agreement of the Municipalities in writing; d. nothing in this Framework fetters the discretion or regulatory authority of either Municipality in any way; and e. this Framework may be signed in counterpart, in which case the counterparts together constitute one agreement, and communication of execution by e-mailed PDF shall constitute good delivery.

IN WITNESS WHEREOF the Municipalities have hereunto executed this Framework by the hands of their proper officers duly authorized in that regard.

KANANASKIS IMPROVEMENT DISTRICT IMPROVEMENT DISTRICT NO. 9

PER: PER:

______Melanie Gnyp Dave Schebek Council Chair Council Chair

______Date Date

______Kieran Dowling Danielle Morine Acting Chief Administrative Officer Chief Administrative Officer

______Date Date

Classification: Protected A

Issue Brief 2021-02-11

Agenda Item 6d. | Bow Valley Food Alliance Assignment

Background As of September 2020, the Bow Valley Food Alliance (BVFA) has become a non-profit society under the province of Alberta. Because Councillor Stelter has been involved with the BVFA as part of his assignments over the past few years, they believe ID9 fits the criteria to become a member of the BVFA.

According to their current bylaws, (which will be adopted at their AGM in March), a member can be a community member, public agency, food-related organization, business, or foundation. All members are expected to:

1. Attend or send a representative to the quarterly meetings throughout the year. 2. Attend the Annual General Meeting in mid-March (and will be allowed to vote to approve the bylaws and elect Board of Directors). 3. Participate in a working group, project, board or advocating when possible for the vision of our society. 4. Must reside in the geographic area of the BVFA (Lake Louise, ID 9, Banff, Canmore, MD of Bighorn, Stoney Nakoda First Nation).

All members’ participation will be reviewed annually in February. The membership fee is currently zero (0) dollars until otherwise determined by the members at an AGM.

Recommendation

That council review and discuss the possibility of the ID becoming a member of the BVFA.

Town of Banff Virtual Regular Council Meeting Approved 2021 January 25 2021 January 11

MINUTES OF THE VIRTUAL REGULAR MEETING OF COUNCIL of the Town of Banff in the Province of Alberta Virtual Council Meeting Monday, 2021 January 11, at 2:00 pm

COUNCIL MEMBERS PRESENT Karen Sorensen Mayor (Remote Participation) Chip Olver Councillor and Deputy Mayor (Remote Participation) Corrie DiManno Councillor and Acting Mayor (Remote Participation) Grant Canning Councillor (Remote Participation) Ted Christensen Councillor (Remote Participation) Peter Poole Councillor (Remote Participation) Brian Standish Councillor (Remote Participation)

COUNCIL MEMBERS ABSENT None

ADMINISTRATION PRESENT Kelly Gibson Town Manager (Remote Participation) Silvio Adamo Director, Emergency Management, (Remote Participation) Director, Protective Services, and Fire Chief Jason Darrah Director, Communications (Remote Participation) & Marketing Darren Enns Director, Planning & Development (Remote Participation) Adrian Field Director, Engineering (Remote Participation) Alison Gerrits Director, Community Service (Remote Participation) Deputy Director, Emergency Management Chris Hughes Director, Corporate Services (Remote Participation) Paul Godfrey Director, Operations (Remote Participation) Barbara King Director, Human Resources (Remote Participation) Randall McKay Manager, Strategic Initiatives (Remote Participation) & Special Projects) Renee Lavergne Information Governance Coordinator (Remote Participation) Lisa Lee Executive Assistant, Mayor’s Office (Remote Participation) Libbey McDougall Municipal Clerk (Remote Participation)

Minutes approved by: On Original On Original

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Town of Banff Virtual Regular Council Meeting Approved 2021 January 25 2021 January 11

1.0 CALL TO ORDER

To confirm Members of Council, who all participated virtually due to the ongoing COVID-19 Pandemic, as present, the following roll call was conducted:

ROLL CALL:

Present: (6): Mayor Sorensen, Councillor Canning, Councillor Christensen, Councillor DiManno, Councillor Olver, and Councillor Standish

Mayor Sorensen called the virtual Regular Meeting of Council to order at 2:01 p.m.

2.0 APPROVAL OF AGENDA

2.1 Agenda for the 2021 January 11 Virtual Regular Meeting of Council

Moved by Councillor Christensen

That the Agenda for the 2021 January 11 Virtual Regular Meeting of Council be approved.

For: (6): Mayor Sorensen, Councillor Canning, Councillor Christensen, Councillor DiManno, Councillor Olver, and Councillor Standish

MOTION CARRIED

Minutes approved by: On Original On Original

Page 2 of 12

Town of Banff Virtual Regular Council Meeting Approved 2021 January 25 2021 January 11

3.0 ADOPTION OF PREVIOUS COUNCIL MINUTES

3.1 Minutes of the 2020 December 14 Virtual Regular Meeting of Council

Moved by Councillor DiManno

That Minutes of the 2020 December 14 Virtual Regular Meeting of Council be adopted.

For: (6): Mayor Sorensen, Councillor Canning, Councillor Christensen, Councillor DiManno, Councillor Olver, and Councillor Standish

MOTION CARRIED

4.0 INVITED PRESENTATIONS

There were no Invited Presentation scheduled as part of this meeting.

5.0 DELEGATIONS

There were no Delegations scheduled as part of this meeting.

6.0 PUBLIC INPUT ON AGENDA ITEMS

6.1 Written Submissions

6.1.1 Jake Branson: Letter dated 2021 January 08 (Item 8.4, Notice of Motion: Review of Bear Street Shared Street Project)

Council, by unanimous consent, received Jake Branson’s Letter with respect to Item 8.4, Notice of Motion: Review of Bear Street Shared Street Project, for the Corporate Record.

6.1.2 Michael Mendelman, Chief Executive Officer, Banff Hospitality Collective: Email Re: Bear Street Project Review, Received 2021 January 08 (Item 8.4, Notice of Motion: Review of Bear Street Shared Street Project)

Council, by unanimous consent, received Michael Mendelman’s Email with respect to Item 8.4, Notice of Motion: Review of Bear Street Shared Street Project, for the Corporate Record.

Minutes approved by: On Original On Original

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Town of Banff Virtual Regular Council Meeting Approved 2021 January 25 2021 January 11

6.1.3 Josephine Tsu, Annette Fung, and Jin Yin Investments Ltd. – Email Re: Request Special Meeting with Bear and Wolf Street Stakeholders Re Bear Street Project Review, Received 2021 January 08 (Item 8.4, Notice of Motion: Review of Bear Street Shared Street Project)

Council, by unanimous consent, received Josephine Tsu’s, Annette Fung’s, and Jin Yin Investments Ltd.’s Email with respect to Item 8.4, Notice of Motion: Review of Bear Street Shared Street Project, for the Corporate Record.

6.1.4 Maureen VanMackelbergh, General Manager, Brewster’s Mountain Lodge: Letter dated 2021 January 04 (Item 8.4, Notice of Motion: Review of Bear Street Shared Street Project)

Council, by unanimous consent, received Maureen VanMackelbergh’s Letter with respect to Item 8.4, Notice of Motion: Review of Bear Street Shared Street Project, for the Corporate Record.

6.1.5 Kaitlin Paris: Email Re: Bear Street Project Review, Received 2021 January 09 (Item 8.4, Notice of Motion: Review of Bear Street Shared Street Project)

Council, by unanimous consent, received Kaitlin Paris’ Email with respect to Item 8.4, Notice of Motion: Review of Bear Street Shared Street Project, for the Corporate Record.

6.1.6 Hugh Pettigrew: Email Re: 8.4 Notice of Motion: Review of Bear Street Shared Street Project, Received 2021 January 10 (Item 8.4, Notice of Motion: Review of Bear Street Shared Street Project)

Council, by unanimous consent, received Hugh Pettigrew’s Email with respect to Item 8.4, Notice of Motion: Review of Bear Street Shared Street Project, for the Corporate Record.

6.2 Verbal Submissions

No Verbal Submissions were provided at this meeting.

7.0 UNFINISHED BUSINESS

No Unfinished Business was scheduled as part of this meeting.

Minutes approved by: On Original On Original

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Town of Banff Virtual Regular Council Meeting Approved 2021 January 25 2021 January 11

8.0 BYLAWS AND STAFF REPORTS

8.1 Verbal Briefing: COVID Pandemic Updates as of 2021 January 11

An email, submitted by Council Poole, Re: Councill Poole’s Remarks on the COVID-19 Update, Jan 11th Council mtg, dated 2021 January 11, was received for the Corporate Record with respect to Item 8.1, COVID Pandemic Updates as of 2021 January 11.

Moved by Mayor Sorensen

That with respect to Item 8.1, COVID Pandemic Updates as of 2021 January 11, the following be adopted:

That Council receive the COVID Pandemic Updates as of 2021 January 11 Verbal Briefing for the Corporate Record.

For: (6): Mayor Sorensen, Councillor Canning, Councillor Christensen, Councillor DiManno, Councillor Olver, and Councillor Standish

MOTION CARRIED

8.2 Briefing: Bylaw 448 – Temporary COVID-19 Commercial Restrictions

A Document entitled “Proposed Bylaw 452, The Temporary COVID-19 Commercial Restrictions Amending Bylaw – Second Amendment”, was received for the Corporate Record with respect to Item 8.2, Bylaw 448 – Temporary COVID-19 Commercial Restrictions.

Moved by Councillor Christensen

That with respect to Item 8.2, Bylaw 448 – Temporary COVID-19 Commercial Restrictions, the following be adopted:

That Bylaw 452 be introduced and read a first time.

For: (7): Mayor Sorensen, Councillor Canning, Councillor Christensen, Councillor DiManno, Councillor Olver, Councillor Poole, and Councillor Standish

MOTION CARRIED

Minutes approved by: On Original On Original

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Town of Banff Virtual Regular Council Meeting Approved 2021 January 25 2021 January 11 Moved by Councillor Olver

That with respect to Item 8.2, Bylaw 448 – Temporary COVID-19 Commercial Restrictions, the following be adopted:

That Bylaw 452 be read a second time.

For: (7): Mayor Sorensen, Councillor Canning, Councillor Christensen, Councillor DiManno, Councillor Olver, Councillor Poole, and Councillor Standish

MOTION CARRIED

Moved by Councillor Standish

That with respect to Item 8.2, Bylaw 448 – Temporary COVID-19 Commercial Restrictions, the following be adopted:

That authorization now be given to read Bylaw 452 a third time.

For: (7): Mayor Sorensen, Councillor Canning, Councillor Christensen, Councillor DiManno, Councillor Olver, Councillor Poole, and Councillor Standish

MOTION CARRIED UNANIMOUSLY

Moved by Councillor Olver

That with respect to Item 8.2, Bylaw 448 – Temporary COVID-19 Commercial Restrictions, the following be adopted:

That Bylaw 452 be read a third time.

For: (7): Mayor Sorensen, Councillor Canning, Councillor Christensen, Councillor DiManno, Councillor Olver, Councillor Poole, and Councillor Standish

MOTION CARRIED

Minutes approved by: On Original On Original

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Town of Banff Virtual Regular Council Meeting Approved 2021 January 25 2021 January 11

8.3 Request for Decision: Reconsideration of the 2021 Governance and Finance Committee and Council Calendar

Moved by Councillor Olver

That with respect to Item 8.3, Reconsideration of the 2021 Governance and Finance Committee Council Calendar, the following be adopted:

That Council, pursuant to Section 3.6 of Procedures Bylaw 44-7, as amended, suspend Subsections 13.12 a) and b), to reconsider the 2021 Governance and Finance Committee and Council Calendar as follows:

• By cancelling the following Service Review Meetings of the Governance and Finance Committee:

 Wednesday, 2021 January 13, at 9:00 a.m.;  Friday, 2021 January 15, at 9:00 a.m.;  Monday, 2021 January 25, at 9:00 a.m.; and

• By scheduling a Regular Meeting of the Governance and Finance Committee for Monday, 2021 January 25, at 9:00 a.m.

For: (7): Mayor Sorensen, Councillor Canning, Councillor Christensen, Councillor DiManno, Councillor Olver, Councillor Poole, and Councillor Standish

MOTION CARRIED

8.4 Notice of Motion: Review of Bear Street Shared Street Project

Councillor Poole declared a pecuniary interest with respect to Item 8.4, Notice of Motion: Review of Bear Street Shared Street Project, and abstained from discussion and voting, as he is a commercial partner in a business located on Caribou Street and a business and building owner on Bear Street. Councillor Poole left the virtual Council Meeting at 2:39 p.m.

Minutes approved by: On Original On Original

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Town of Banff Virtual Regular Council Meeting Approved 2021 January 25 2021 January 11

Moved by Mayor Sorensen

That Council, pursuant to Section 3.6 of Procedures Bylaw 44-7, as amended, suspend Section 5.14 so as to allow debate with respect to Councillor Christensen’s Notice of Motion Re: Bear Streat Shared Street.

For: (6): Mayor Sorensen, Councillor Canning, Councillor Christensen, Councillor DiManno, Councillor Olver, and Councillor Standish

MOTION CARRIED

Moved by Mayor Sorensen

That proposed Motion COU21-11 to amend Councillor Christensen Motion, COU21-10, be amended in the first “NOW THEREFORE BE IT RESOLVED” clause, by deleting the date “2021 March” following the words “no latter than” and substituting with the date “2021 April 30”.

For: (5): Mayor Sorensen, Councillor Canning, Councillor DiManno, Councillor Olver, and Councillor Standish Against: (1): Councillor Christensen

MOTION CARRIED

Moved by Councillor Olver

That proposed Motion COU21-11 to amend Councillor Christensen Motion, COU21-10, be further amended in the third “AND FURTHER BE IT RESOLVED” clause, by adding the words “and submission deadlines” following the words “written notice of the scheduled meeting date”.

For: (6): Mayor Sorensen, Councillor Canning, Councillor Christensen, Councillor DiManno, Councillor Olver, and Councillor Standish

MOTION CARRIED

Minutes approved by: On Original On Original

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Town of Banff Virtual Regular Council Meeting Approved 2021 January 25 2021 January 11

COU21-11 Moved by Councillor Canning

That Motion COU21-10, as proposed by Councillor Christensen, be amended, as amended, as follows:

• First “NOW THERFORE BE IT RESOLVED” clause, by deleting the words “with a Report, addressing the review of the Bear Street Shared Street Project, available to the public a week prior, to a Special Meeting of Council which should be held before the end of 2021 March, to hear the feedback and further requests of all parties” following the words “NOWTHEREFORE BE IT RESOLVED that Council” and substitute with the words “to Council by way of a Regular Meeting, with a Report addressing the review of the Bear Street Shared Street Project, no later than 2021 April 30.”; and • By deleting the third “AND FURTHER BE IT RESOLVED” in its entirety and replacing with the following:

AND FURTHER BE IT RESOLVED that Administration provide written notice of the scheduled meeting date and submission deadlines to lease holders and business owners and operators involved in the project so as to encourage their participation in the meeting during the regularly scheduled “Public Input On Agenda Items” section of the Agenda.

For: (6): Mayor Sorensen, Councillor Canning, Councillor Christensen, Councillor DiManno, Councillor Olver, and Councillor Standish

MOTION CARRIED

Minutes approved by: On Original On Original

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Town of Banff Virtual Regular Council Meeting Approved 2021 January 25 2021 January 11

COU21-10 Moved by Councillor Christensen

That with respect to Item 8.4, Review of Bear Street Shared Street Project, the following be adopted, as amended:

NOW THEREFORE BE IT RESOLVED that Council direct Administration to return to Council by way of a Regular Meeting, with a Report addressing the review of the Bear Street Shared Street Project, no later than 2021 April 30;

AND FURTHER BE IT RESOLVED that the Report highlight: the challenges and successes of the Project to date; the design process; communications and a schedule for completion as well as an understanding of the consequences experienced;

For: (6): Mayor Sorensen, Councillor Canning, Councillor Christensen, Councillor DiManno, Councillor Olver, and Councillor Standish

MOTION CARRIED

9.0 COMMITTEE REPORTS

9.1 Receive for the Corporate Record: Approved Minutes of the 2020 November 18 Virtual Regular Meeting of the Bow Valley Regional Transit Services Commission

Council, by unanimous consent, received the Approved Minutes of the 2020 November 18 Virtual Regular Meeting of the Bow Valley Regional Transit Services Commission for the Corporate Record.

9.2 Receive for the Corporate Record: Approved Minutes of the 2020 November 17 Virtual Regular Meeting of the Community Art Committee

Council, by unanimous consent, received the Approved Minutes of the 2020 November 17 Virtual Regular Meeting of the Community Art Committee for the Corporate Record.

Minutes approved by: On Original On Original

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Town of Banff Virtual Regular Council Meeting Approved 2021 January 25 2021 January 11

9.3 Receive for the Corporate Record: Approved Minutes of the 2020 June 17 Virtual Regular Meeting of the Banff Housing Corporation

Council, by unanimous consent, received the Approved Minutes of the 2020 June 17 Virtual Regular Meeting of the Banff Housing Corporation for the Corporate Record.

9.4 Receive for the Corporate Record: Approved Minutes of the 2020 August 19 Virtual Regular Meeting of the Banff Housing Corporation

Council, by unanimous consent, received the Approved Minutes of the 2020 August 19 Virtual Regular Meeting of the Banff Housing Corporation for the Corporate Record.

9.5 Receive for the Corporate Record: Approved Minutes of the 2020 November 18 Virtual Regular Meeting of the Banff Housing Corporation

Council, by unanimous consent, received the Approved Minutes of the 2020 November 18 Virtual Regular Meeting of the Banff Housing Corporation for the Corporate Record.

10.0 CORRESPONDENCE

No Correspondence was received for this meeting.

11.0 NEW/URGENT BUSINESS

No items of New/ Urgent Business were scheduled as part of this meeting.

12.0 CONFIDENTIAL ITEMS

No Confidential Items were scheduled as part of this meeting.

Minutes approved by: On Original On Original

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Town of Banff Virtual Regular Council Meeting Approved 2021 January 25 2021 January 11

13.0 ADJOURNMENT

Moved by Councillor Standish

That this Council adjourn at 3:32 p.m.

ROLL CALL VOTE:

For: (6): Mayor Sorensen, Councillor Canning, Councillor Christensen, Councillor DiManno, Councillor Olver, Councillor Poole, and Councillor Standish

MOTION CARRIED

__On Original ______On Original ______Karen Sorensen Libbey McDougall Mayor Municipal Clerk

Minutes approved by: On Original On Original

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Town of Banff Virtual Regular Council Meeting Unapproved 2021 January 25

MINUTES OF THE VIRTUAL REGULAR MEETING OF COUNCIL of the Town of Banff in the Province of Alberta Virtual Council Meeting Monday, 2021 January 25, at 2:00 pm

COUNCIL MEMBERS ABSENT None

ADMINISTRATION PRESENT Kelly Gibson Town Manager (Remote Participation) Silvio Adamo Director, Emergency Management, (Remote Participation) Director, Protective Services, and Fire Chief Jason Darrah Director, Communications (Remote Participation) & Marketing Darren Enns Director, Planning & Development (Remote Participation) Adrian Field Director, Engineering (Remote Participation) Alison Gerrits Director, Community Service (Remote Participation) Deputy Director, Emergency Management Chris Hughes Director, Corporate Services (Remote Participation) Paul Godfrey Director, Operations (Remote Participation) Randall McKay Manager, Strategic Initiatives (Remote Participation) & Special Projects) Claudia Rustenburg Engineering Services Technician (Remote Participation) Carla Bitz Resource Recovery Coordinator (Remote Participation) Renée Lavergne Information Governance Coordinator (Remote Participation) Lisa Lee Executive Assistant, Mayor’s Office (Remote Participation) Libbey McDougall Municipal Clerk (Remote Participation)

Minutes approved by:

Page 1 of 9

Town of Banff Virtual Regular Council Meeting Unapproved 2021 January 25 1.0 CALL TO ORDER

To confirm Members of Council, who all participated virtually due to the ongoing COVID-19 Pandemic, as present, the following roll call was conducted:

ROLL CALL:

Present: (7): Mayor Sorensen, Councillor Canning, Councillor Christensen, Councillor DiManno, Councillor Olver, Councillor Poole, and Councillor Standish

Mayor Sorensen called the virtual Regular Meeting of Council to order at 2:01 p.m.

2.0 APPROVAL OF AGENDA

2.1 Agenda for the 2021 January 25 Virtual Regular Meeting of Council

Council, by unanimous consent, amended the Agenda for today’s meeting by adding an Item to Section 11.0 New/ Urgent Business entitled “Item 11.1, Verbal Briefing: 2021 Budget Process Updates”.

Moved by Councillor Christensen

That the Agenda for the 2021 January 25 Virtual Regular Meeting of Council be approved, as amended.

For: (7): Mayor Sorensen, Councillor Canning, Councillor Christensen, Councillor DiManno, Councillor Olver, Councill Poole, and Councillor Standish

MOTION CARRIED

3.0 ADOPTION OF PREVIOUS COUNCIL MINUTES

3.1 Minutes of the 2021 January 11 Virtual Regular Meeting of Council

Moved by Councillor Poole

That Minutes of the 2021 January 11 Virtual Regular Meeting of Council be adopted.

For: (7): Mayor Sorensen, Councillor Canning, Councillor Christensen, Councillor DiManno, Councillor Olver, Councillor Poole, and Councillor Standish

MOTION CARRIED

Minutes approved by:

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Town of Banff Virtual Regular Council Meeting Unapproved 2021 January 25

4.0 INVITED PRESENTATIONS

There were no Invited Presentation scheduled as part of this meeting.

5.0 DELEGATIONS

There were no Delegations scheduled as part of this meeting.

6.0 PUBLIC INPUT ON AGENDA ITEMS

6.1 Written Submissions

No Written Submissions were received for this meeting.

6.2 Verbal Submissions

No Verbal Submissions were provided at this meeting.

7.0 UNFINISHED BUSINESS

No Unfinished Business was scheduled as part of this meeting.

8.0 BYLAWS AND STAFF REPORTS

8.1 Verbal Briefing: COVID-19 Pandemic Updates as of 2021 January 25

Moved by Mayor Sorensen

That with respect to Item 8.1, COVID-19 Pandemic Updates as of 2021 January 25, the following be adopted:

That Council receive the COVID-19 Pandemic Updates as of 2021 January 25 Verbal Briefing for the Corporate Record.

For: (7): Mayor Sorensen, Councillor Canning, Councillor Christensen, Councillor DiManno, Councillor Olver, Councillor Poole, and Councillor Standish

MOTION CARRIED

Minutes approved by:

Page 3 of 9

Town of Banff Virtual Regular Council Meeting Unapproved 2021 January 25 8.2 Briefing: Bylaw 448 – Temporary COVID-19 Commercial Restrictions Updates

A Document entitled “Proposed Bylaw 453, The Temporary COVID-19 Commercial Restrictions Amending Bylaw – Third Amendment”, was received for the Corporate Record with respect to Item 8.2, Bylaw 448 – Temporary COVID-19 Commercial Restrictions Updates.

Moved by Councillor Olver

That with respect to Item 8.2, Bylaw 448 – Temporary COVID-19 Commercial Restrictions Updates, the following be adopted:

That Bylaw 453 be introduced and read a first time.

For: (5): Councillor Canning, Councillor Christensen, Councillor DiManno, Councillor Olver, and Councillor Poole Against: (2): Mayor Sorensen and Councillor Standish

MOTION CARRIED

Moved by Councillor DiManno

That with respect to Item 8.2, Bylaw 448 – Temporary COVID-19 Commercial Restrictions Updates, the following be adopted:

That Bylaw 453 be read a second time.

For: (5): Councillor Canning, Councillor Christensen, Councillor DiManno, Councillor Olver, and Councillor Poole Against: (2): Mayor Sorensen and Councillor Standish MOTION CARRIED

Moved by Mayor Sorensen

That with respect to Item 8.2, Bylaw 448 – Temporary COVID-19 Commercial Restrictions Updates, the following be adopted:

That authorization now be given to read Bylaw 453 a third time.

For: (7): Mayor Sorensen, Councillor Canning, Councillor Christensen, Councillor DiManno, Councillor Olver, Councillor Poole, and Councillor Standish

MOTION CARRIED UNANIMOUSLY

Minutes approved by:

Page 4 of 9

Town of Banff Virtual Regular Council Meeting Unapproved 2021 January 25

Moved by Mayor Sorensen

That with respect to Item 8.2, Bylaw 448 – Temporary COVID-19 Commercial Restrictions Updates, the following be adopted:

That Bylaw 453 be read a third time.

For: (7): Mayor Sorensen, Councillor Canning, Councillor Christensen, Councillor DiManno, Councillor Olver, Councillor Poole, and Councillor Standish

MOTION CARRIED

8.3 Briefing: Summer and Year End 2020 Transportation Overview

Moved by Mayor Sorensen

That with respect to Item 8.3, Summer and Year End 2020 Transportation Overview, the following be adopted:

That Council receive the Summer and Year End 2020 Transportation Overview Briefing for the Corporate Record.

For: (7): Mayor Sorensen, Councillor Canning, Councillor Christensen, Councillor DiManno, Councillor Olver, Councillor Poole, and Councillor Standish

MOTION CARRIED

8.4 Request for Decision: Waste Bylaws 433 and 434 – Proposed Amendments to Bylaw 376, the Residential Waste Bylaw, and Bylaw 377, the Non-Residential Waste Bylaw

Moved by Mayor Sorensen

That with respect to Recommendation 1 contained in Item 8.4, Waste Bylaw 433 and 434 – Proposed Amendments to Bylaw 376, the Residential Waste Bylaw, and Bylaw 377, the Non-Residential Waste Bylaw, the following be adopted, after amendment:

That Council:

1. Amend Proposed Bylaw 433, the Residential Waste Amendment Bylaw, as follows: • By adding new Section 1.1.12 as follows:

Minutes approved by:

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Town of Banff Virtual Regular Council Meeting Unapproved 2021 January 25

1.1.12 Adding new Section 6.20 as follows:

6.20 No Person shall deposit Food Waste, as defined in Schedule B, in any Construction Waste Storage Container.

• By deleting the name “Francis Cooke Regional Class III Landfill” and substitute with “Francis Cooke Regional Class III Landfill and Resource Recovery Centre” wherever it occurs in proposed Bylaw 433; • By adding new Section 1.1.13 as follows:

1.1.13 Delete the name “Francis Cooke Regional Class III Landfill” and substitute with “Francis Cooke Regional Class III Landfill and Resource Recovery Centre” wherever it occurs in the Bylaw 376;

and • By adding Revised Schedule D (Attachment 8).

For: (7): Mayor Sorensen, Councillor Canning, Councillor Christensen, Councillor DiManno, Councillor Olver, Councillor Poole, and Councillor Standish

MOTION CARRIED

Moved by Mayor Sorensen

That with respect to Item 8.4, Waste Bylaw 433 and 434 – Proposed Amendments to Bylaw 376, the Residential Waste Bylaw, and Bylaw 377, the Non-Residential Waste Bylaw, the following be adopted, the following be adopted:

That Bylaw 433 be read a second time, as amended.

For: (7): Mayor Sorensen, Councillor Canning, Councillor Christensen, Councillor DiManno, Councillor Olver, Councillor Poole, and Councillor Standish

MOTION CARRIED

Moved by Councillor Poole

Minutes approved by:

Page 6 of 9

Town of Banff Virtual Regular Council Meeting Unapproved 2021 January 25

That Bylaw 433 be read a third time, as amended.

For: (7): Mayor Sorensen, Councillor Canning, Councillor Christensen, Councillor DiManno, Councillor Olver, Councillor Poole, and Councillor Standish

MOTION CARRIED

Moved by Mayor Sorensen

That with respect to Recommendation 3 contained in Item 8.4, Waste Bylaw 433 and 434 – Proposed Amendments to Bylaw 376, the Residential Waste Bylaw, and Bylaw 377, the Non-Residential Waste Bylaw, the following be adopted, after amendment:

That Council:

3. Amend Proposed Bylaw 434, the Non-Residential Waste Amendment Bylaw, as follows:

• By adding new Section 1.1.14 as follows:

1.1.14 By adding new Section 8.21 as follows:

8.21 No Person shall deposit Food Waste, as defined in Schedule B, in any Construction Waste Storage Container.

1.1.15 Delete the name “Francis Cooke Regional Class III Landfill” and substitute with “Francis Cooke Regional Class III Landfill and Resource Recovery Centre” wherever it occurs in the Bylaw 377; and • By adding Revised Schedule D (Attachment 9).

For: (7): Mayor Sorensen, Councillor Canning, Councillor Christensen, Councillor DiManno, Councillor Olver, Councillor Poole, and Councillor Standish

MOTION CARRIED

Minutes approved by:

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Town of Banff Virtual Regular Council Meeting Unapproved 2021 January 25

Moved by Mayor Sorensen

That Bylaw 434 be read a second time, as amended.

For: (7): Mayor Sorensen, Councillor Canning, Councillor Christensen, Councillor DiManno, Councillor Olver, Councillor Poole, and Councillor Standish

MOTION CARRIED

Moved by Councillor Canning

That Bylaw 434 be read a third time, as amended.

For: (7): Mayor Sorensen, Councillor Canning, Councillor Christensen, Councillor DiManno, Councillor Olver, Councillor Poole, and Councillor Standish

MOTION CARRIED

9.0 COMMITTEE REPORTS

9.1 Receive for the Corporate Record: Approved Minutes of the 2020 October 15 Virtual Regular Meeting of the Bow Valley Waste Management Commission

Council, by unanimous consent, received the Approved Minutes of the 2020 October 15 Virtual Regular Meeting of the Bow Valley Waste Management Commission for the Corporate Record.

9.2 Receive for the Corporate Record: Approved Minutes of the 2020 November 19 Virtual Regular Meeting of the Bow Valley Waste Management Commission

Council, by unanimous consent, received the Approved Minutes of the 2020 November 19 Virtual Regular Meeting of the Bow Valley Waste Management Commission for the Corporate Record.

Minutes approved by:

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Town of Banff Virtual Regular Council Meeting Unapproved 2021 January 25

9.3 Receive for the Corporate Record: Approved Minutes of the 2020 December 09 Virtual Regular Meeting of the Municipal Planning Commission

Council, by unanimous consent, received the Approved Minutes of the 2020 December 09 Virtual Regular Meeting of the Municipal Planning Commission for the Corporate Record.

10.0 CORRESPONDENCE

No Correspondence was received for this meeting.

11.0 NEW/URGENT BUSINESS

11.1 Verbal Briefing: 2021 Budget Process Updates

Council, by unanimous consent, received the 2021 Budget Process Updates Verbal Briefing for the Corporate Record.

12.0 CONFIDENTIAL ITEMS

No Confidential Items were scheduled as part of this meeting.

13.0 ADJOURNMENT

Moved by Councillor Standish

That this Council adjourn at 3:56 p.m.

ROLL CALL VOTE:

For: (7): Mayor Sorensen, Councillor Canning, Councillor Christensen, Councillor DiManno, Councillor Olver, Councillor Poole, Councillor Poole, and Councillor Standish

MOTION CARRIED

______Karen Sorensen Libbey McDougall Mayor Municipal Clerk

Minutes approved by:

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Town of Banff Virtual Special Budget Council Meeting Unapproved 2021 January 27

MINUTES OF THE VIRTUAL SPECIAL BUDGET MEETING OF COUNCIL of the Town of Banff in the Province of Alberta Virtual Council Meeting Wednesday, 2021 January 27, at 9:00 a.m.

COUNCIL MEMBERS ABSENT None

ADMINISTRATION PRESENT Kelly Gibson Town Manager (Remote Participation) Silvio Adamo Director, Protective Services, and (Remote Participation) Fire Chief Jason Darrah Director, Communications (Remote Participation) & Marketing Darren Enns Director, Planning & Development (Remote Participation) Adrian Field Director, Engineering (Remote Participation) Alison Gerrits Director, Community Service (Remote Participation) Chris Hughes Director, Corporate Services (Remote Participation) Paul Godfrey Director, Operations (Remote Participation) Barbara King Director, Human Resources (Remote Participation) Randall McKay Manager, Strategic Initiatives (Remote Participation) & Special Projects) Andrea Stuart Finance Manager (Remote Participation) Renee Lavergne Information Governance Coordinator (Remote Participation) Lisa Lee Executive Assistant, Mayor’s Office (Remote Participation) Libbey McDougall Municipal Clerk (Remote Participation)

Minutes approved by:

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Town of Banff Virtual Special Budget Council Meeting Unapproved 2021 January 27

1.0 CALL TO ORDER

To confirm Members of Council, who all participated virtually due to the ongoing COVID-19 Pandemic, as present, the following roll call was conducted:

ROLL CALL:

Present: (6): Mayor Sorensen, Councillor Canning, Councillor Christensen, Councillor DiManno, Councillor Olver, and Councillor Standish

Mayor Sorensen called the virtual Special Budget Meeting of Council to order at 9:01 a.m.

2.0 APPROVAL OF AGENDA

2.1 Agenda for the 2021 January 27 Virtual Special Budget Meeting of Council

Moved by Mayor Sorensen

That the Agenda for today’s meeting be amended by adding a new Item 6.1.4, Laurie Hardingham, Email Re: Using Reserves to Balance the Budget, Received 2021 January 26 (Item 8.1, 2021 Budget Finalization), to Section 6.1, Written Submissions.

For: (6): Mayor Sorensen, Councillor Canning, Councillor Christensen, Councillor DiManno, Councillor Olver, and Councillor Standish

MOTION CARRIED

Moved by Councillor Christensen

That the Agenda for the 2021 January 27 Virtual Special Budget Meeting of Council be approved, as amended.

For: (6): Mayor Sorensen, Councillor Canning, Councillor Christensen, Councillor DiManno, Councillor Olver, and Councillor Standish

MOTION CARRIED

3.0 ADOPTION OF PREVIOUS COUNCIL MINUTES

There were no Previous Council Minutes scheduled as part of this meeting.

Minutes approved by:

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Town of Banff Virtual Special Budget Council Meeting Unapproved 2021 January 27

4.0 INVITED PRESENTATIONS

There were no Invited Presentation scheduled as part of this meeting.

5.0 DELEGATIONS

There were no Delegations scheduled as part of this meeting.

6.0 PUBLIC INPUT ON AGENDA ITEMS

6.1 Written Submissions

6.1.1 Ross Pringle, President, Doncath Holdings Ltd.: Email Re: Budget 2021, Received 2021 January 26 (Item 8.1, 2021 Budget Finalization)

Council, by unanimous consent, received Ross Pringle’s Email with respect to Item 8.1, 2021 Budget Finalization, for the Corporate Record.

6.1.2 Michael Laurie: Email Re: Comments of 2021-2022 Budget Review, Received 2021 January 26 (Item 8.1, 2021 Budget Finalization)

Council, by unanimous consent, received Michael Laurie’s Email with respect to Item 8.1, 2021 Budget Finalization, for the Corporate Record.

6.1.3 Hugh Pettigrew: Email Re: 2021 – 2023 Budget Cycle, Received 2021 January 26 (Item 8.1, 2021 Budget Finalization)

Council, by unanimous consent, received Hugh Pettigrew’s Email with respect to Item 8.1, 2021 Budget Finalization, for the Corporate Record.

6.1.4 Laurie Hardingham: Email Re: Using Reserves to Balance the Budget, Received 2021 January 26 (Item 8.1, 2021 Budget Finalization)

Council, by unanimous consent, received Laurie Hardingham’s Email with respect to Item 8.1, 2021 Budget Finalization, for the Corporate Record.

6.2 Verbal Submissions

No Verbal Submissions were provided at this meeting.

Minutes approved by:

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Town of Banff Virtual Special Budget Council Meeting Unapproved 2021 January 27

7.0 UNFINISHED BUSINESS

No Unfinished Business was scheduled as part of this meeting.

8.0 BUDGET REPORTS

8.2 Request for Decision: 2021 Budget Finalization

Moved by Councillor Poole

That Attachment 2, 2021-2030 Proposed Capital Budget, be amended on page 2 of 5, last chart entitled ‘General Capital Reserve’, fourth line ‘PW-20-07 St. Julien Road shallow reconstruction and storm improvement’, sixth column ‘2022’, by deleting the anticipated cost of ‘$5,896,235’ and adding an anticipated cost of ‘$5,896,235’ to the seventh column ‘2023’.

For: (2): Councillor Christensen and Councillor Poole Against: (5): Mayor Sorensen, Councillor Canning, Councillor DiManno, Councillor Olver, and Councillor Standish

MOTION DEFEATED

Moved by Councillor Poole

That Attachment 2, 2021-2030 Proposed Capital Budget, be amended on page 3 of 5, first chart entitled ‘Other General Capital Projects’, ninth line ‘PW-235-19 Central Park Pedestrian Crossing’, fifth column ‘2021’, by deleting the anticipated cost of ‘$5,000,000’ and adding an anticipated cost of ‘$5,000,000’ to the seventh column ‘2023’.

For: (2): Councillor Christensen and Councillor Poole Against: (5): Mayor Sorensen, Councillor Canning, Councillor DiManno, Councillor Olver, and Councillor Standish

MOTION DEFEATED

Minutes approved by:

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Town of Banff Virtual Special Budget Council Meeting Unapproved 2021 January 27

Moved by Councillor Poole

That Attachment 2, 2021-2030 Proposed Capital Budget, be amended on page 3 of 5, first chart entitled ‘Other General Capital Projects’, ninth line from the bottom of the page ‘PW-90-08 Sidewalk Improvement Program”, fifth column ‘2021’, by deleting the anticipated cost of ‘$200,000’ and substituting with the anticipated cost of ‘$50,000’.

And further that the anticipated budgeted amount for 2022 to 2030 remain at ‘$200,00’.

For: (3): Councillor Christensen, Councillor Olver, and Councillor Poole Against: (4): Mayor Sorensen, Councillor Canning, Councillor DiManno, and Councillor Standish

MOTION DEFEATED

Moved by Councillor Poole

That Attachment 2, 2021-2030 Proposed Capital Budget, be amended on page 3 of 5, first chart entitled ‘Other General Capital Projects’, third line from the bottom of the page ‘RC-61-18 Trail Lighting Upgrades”, fifth column ‘2021’, by deleting the anticipated cost of ‘$548,138’ and adding an anticipated cost of ‘$548,138’ to the seventh column ‘2023’.

For: (2): Councillor Christensen and Councillor Poole Against: (5): Mayor Sorensen, Councillor Canning, Councillor DiManno, Councillor Olver, and Councillor Standish MOTION DEFEATED

Moved by Councillor Poole

That Attachment 2, 2021-2030 Proposed Capital Budget, be amended on page 3 of 5, first chart entitled ‘Other General Capital Projects’, fifth line from the bottom of the page ‘GG-95-20 Town Pageantry Replacement’, as follows:

• Fifth column ‘2021’, by deleting the anticipated cost of ‘$107,000” substituting with the anticipated cost of ‘$53,500’; and • Sixth column ‘2022’, by deleting the anticipated cost of “0” and substituting with the anticipated cost of ‘$53,500’.

For: (2): Councillor Christensen and Councillor Poole Against: (5): Mayor Sorensen, Councillor Canning, Councillor DiManno, Councillor Olver, and Councillor Standish MOTION DEFEATED

Minutes approved by:

Page 5 of 11

Town of Banff Virtual Special Budget Council Meeting Unapproved 2021 January 27

Council, by unanimous consent, recessed at 10:30 a.m. to reconvene at 10:45 a.m.

To confirm Members of Council, who all participated virtually due to the ongoing COVID-19 Pandemic, as present, the following roll call was conducted:

ROLL CALL:

Present: (7): Mayor Sorensen, Councillor Canning, Councillor Christensen, Councillor DiManno, Councillor Olver, Councillor Poole, and Councillor Standish

Council reconvened at 10:46 a.m. with Mayor Sorensen in the Chair.

Moved by Councillor Olver

That with respect to Item 8.1. 2021 Budget Finalization, the following be adopted:

That Council direct Administration to return to a future meeting of the Governance and Finance Committee, no later than 2021 Q1, with a report outlining the details of the Visitor Pay Parking and Residential Permit Parking program.

For: (7): Mayor Sorensen, Councillor Canning, Councillor Christensen, Councillor DiManno, Councillor Olver, Councillor Poole, and Councillor Standish

MOTION CARRIED

Moved by Councillor DiManno

That the proposed 2021-2023 Operating Budget be amended by adding an additional $5000 to the Family Community Social Services (FCSS) Building Bridges Grants line item, for a total of $11,000, in the budget cycle for 2021, 2022, and 2023.

For: (7): Mayor Sorensen, Councillor Canning, Councillor Christensen, Councillor DiManno, Councillor Olver, Councillor Poole, and Councillor Standish

MOTION CARRIED

Minutes approved by:

Page 6 of 11

Town of Banff Virtual Special Budget Council Meeting Unapproved 2021 January 27

Moved by Councillor Standish

That the proposed 2021-2023 Operating Budget be amended by eliminating the 1.4 per cent market adjustment from the Wages and Benefits line for 2021.

For: (3): Councillor Christensen, Councillor Poole, and Councillor Standish Against: (4): Mayor Sorensen, Councillor Canning, Councillor DiManno, and Councillor Olver

MOTION DEFEATED

Moved by Mayor Sorensen

That the proposed 2021-2023 Operating Budget be amended by increasing the amount included in the Wages and Benefits Savings Line by an additional $50,000, for a total of a $150,000 in 2021.

For: (7): Mayor Sorensen, Councillor Canning, Councillor Christensen, Councillor DiManno, Councillor Olver, Councillor Poole, and Councillor Standish

MOTION CARRIED

Council, by unanimous consent, recessed at 11:54 a.m. to reconvene at 1:00 p.m.

To confirm Members of Council, who all participated virtually due to the ongoing COVID-19 Pandemic, as present, the following roll call was conducted:

ROLL CALL:

Present: (7): Mayor Sorensen, Councillor Canning, Councillor Christensen, Councillor DiManno, Councillor Olver, Councillor Poole, and Councillor Standish

Council reconvened at 1:01 p.m. with Mayor Sorensen in the Chair.

Minutes approved by:

Page 7 of 11

Town of Banff Virtual Special Budget Council Meeting Unapproved 2021 January 27

Moved by Councillor Poole

That the proposed 2021-2023 Operating Budget be amended removing the Weekend Bike Valet, with an associated cost of $6,550 proposed to be funded through the Economic Recovery Operating Reserve, scheduled for 2021, from the Banff Avenue Pedestrian Zone Additional Services.

For: (3): Councillor Christensen, Councillor Poole, and Councillor Standish Against: (4): Mayor Sorensen, Councillor Canning, Councillor DiManno, and Councillor Olver

MOTION DEFEATED

Councillor DiManno declared a pecuniary interest with respect to Motions COU21-42 COU21-43, and COU21-44 and abstained from discussion and voting, as she is an employee of the Bow Valley Regional Transit Services Commission which may be impacted financially by these decisions. Councillor DiManno left the Virtual Council Meeting at 1:18 p.m. and returned at 1:37 p.m. after the vote on the last Motion on was declared.

Moved by Councillor Poole

That the proposed 2021-2023 Operating Budget be amended by reduction of $110,000, in 2021, for the tax funding required to provide the Town of Banff service for Transit.

For: (2): Councillor Christensen and Councillor Poole Against: (4): Mayor Sorensen, Councillor Canning, Councillor Olver, and Councillor Standish

MOTION DEFEATED

Moved by Councillor Poole

That the proposed 2021-2023 Operating Budget be amended by a reduction of $25,000, in 2021, in the Regional Transit service line.

For: (2): Councillor Christensen and Councillor Poole Against: (4): Mayor Sorensen, Councillor Canning, Councillor Olver, and Councillor Standish

MOTION DEFEATED

Minutes approved by:

Page 8 of 11

Town of Banff Virtual Special Budget Council Meeting Unapproved 2021 January 27

Moved by Councillor Poole

That the proposed 2021-2023 Operating Budget be amended by removing the Transit Zone Access Point Gates and Signage of $48,000, proposed to be funded from the Economic Recovery Operating Reserve, scheduled for 2021, from the Banff Avenue Pedestrian Zone Additional Services.

For: (2): Councillor Christensen and Councillor Poole Against: (4): Mayor Sorensen, Councillor Canning, Councillor Olver, and Councillor Standish

MOTION DEFEATED

Moved by Councillor Olver

That Item 8.1, 2021 Budget Finalization, be amended by including the following documents:

• Attachment 6: Updated 2021-2030 Capital Budget Tracker; • Attachment 7: Updated 2021-2023 Operating Budget Tracker; • Attachment 8: 2021-2030 Capital Budget with Service Review Adjustments; and • Attachment 9: 2021 -2023 Operating Budget – Service Review and Forecast Format.

For: (7): Mayor Sorensen, Councillor Canning, Councillor Christensen, Councillor DiManno, Councillor Olver, Councillor Poole, and Councillor Standish

MOTION CARRIED

Councillor DiManno noted that in the past she has routinely declared a pecuniary interest with respect to items that pertain to transit issues as she is an employee of the Bow Valley Transit Commission. She indicated that she would not be declaring a pecuniary interest with respect to Motions COU21- 46 and COU21-47 as they are votes relating to the Capital Budget Roll Up and the Operating Budget Roll Up. This, in her estimation, would not qualify as a pecuniary conflict of interest. Councillor DiManno stated her intention to remain in attendance for these votes and Council raised no objections.

Minutes approved by:

Page 9 of 11

Town of Banff Virtual Special Budget Council Meeting Unapproved 2021 January 27

Moved by Councillor Olver

That with respect to Item 8.1, 2021 Budget Finalization, the following be adopted, after amendment:

That Council approve the 2021-2030 Capital Budget as contained in new Attachment 8.

For: (5): Mayor Sorensen, Councillor Canning, Councillor DiManno, Councillor Olver, and Councillor Standish Against: (2): Councillor Christensen and Councillor Poole

MOTION CARRIED

Councillor Olver and Councillor Poole both noted that in the past they have declared pecuniary interests with respect to various aspects of the Operating Budget (Community Services and the St Julien Roadway project respectively). They both indicated that they would not be declaring a pecuniary interest with respect to Motion COU201-47 as this relates to the Operating Budget Roll Up. This, in their estimation, would not qualify as a pecuniary conflict of interest. Councillor Olver and Councillor Poole stated their intention to remain in attendance for the vote and Council raised no objections.

Moved by Councillor Standish

That with respect to Item 8.1, 2021 Budget Finalization, the following be adopted, as amended and after amendment:

That Council approve the 2021-2030 Capital Budget, as amended, and contained in new Attachment 8.

For: (5): Mayor Sorensen, Councillor Canning, Councillor DiManno, Councillor Olver, and Councillor Standish Against: (2): Councillor Christensen and Councillor Poole

MOTION CARRIED

10.0 NEW/URGENT BUSINESS

No items of New/ Urgent Business were scheduled as part of this meeting.

Minutes approved by:

Page 10 of 11

Town of Banff Virtual Special Budget Council Meeting Unapproved 2021 January 27

11.0 CONFIDENTIAL ITEMS

No Confidential Items were scheduled as part of this meeting.

12.0 ADJOURNMENT

Moved by Councillor Standish

That this Council adjourn at p.m. 1:58 p.m

ROLL CALL VOTE:

For: (7): Mayor Sorensen, Councillor Canning, Councillor Christensen, Councillor DiManno, Councillor Olver, Councillor Poole, Councillor Poole, and Councillor Standish

MOTION CARRIED

______Karen Sorensen Libbey McDougall Mayor Municipal Clerk

Minutes approved by:

Page 11 of 11

2/3/2021 Gmail - Stakeholder Update - Amendment to Closure: West Sulphur Wildfire Risk Reduction Project

Danielle Morine

Stakeholder Update - Amendment to Closure: West Sulphur Wildfire Risk Reduction Project 1 message

BanffSuperintendent-DirecteurBanff (PC) AM Stakeholder Update Amendment to Closure: West Sulphur Wildfire Risk Reduction Project

What’s happening:

To ensure the safety of the public, the West Sulphur Wildfire Risk Reduction Project area closure has been expanded (see attached map) and will remain in place until the spring. The expanded closure will affect cross country ski trails in the area.

What you need to know:

The West Sulphur Wildfire Risk Reduction Project area closure has been expanded (see attached map) and will remain in place until the spring:

https://www.pc.gc.ca/en/pn-np/ab/banff/bulletins/495DBE24-2801-4336-96A5-C49203E768B3

The expanded closure will affect cross country ski trails in the area

New ski detour: From Healy/Brewster Creek Trail, take a right past the 3-mile BBQ leaseholder site and continue on from there to the Sundance Canyon Trail (see attached map)

· The following area closures remain in place: Sundance Canyon Trail to the Healy Creek Trail junction, Sulphur Mountain Westside Trail from Sundance Trail to the Sanson Peak Boardwalk junction.

· Please note that the Sundance Canyon Trail remains accessible from the Healy Creek/Brewster Creek trailhead on Sunshine Road. All activity, including foot/ski/bike access continues to be prohibited on the Sundance Trail from the trailhead at the Cave and Basin to the junction with the Healy Creek Trail.

Alternate areas for recreation include:

. Walking: Cave and Basin Boardwalk, Fenland Trail

. Cross Country Skiing: Spray River West Trail, Cascade Valley, Castle Junction trails

. Fat Biking: Spray River East Trail, Lake Minnewanka Shoreline, Cascade Valley

For up to date trail information, please visit: https://www.pc.gc.ca/en/pn-np/ab/banff/activ/randonee-hiking/etat- sentiers-trail-conditions.

Impacts of this work may include some noise and smoke. Parks Canada will try to minimize smoke impacts by ensuring that burning is only conducted during good venting conditions and will use an air curtain burner as much as possible to further reduce smoke impacts. Residents who are sensitive to smoke and who would like to be https://mail.google.com/mail/u/0?ik=a995a08e23&view=pt&search=all&permthid=thread-f%3A1688884801626460719%7Cmsg-f%3A1688884801626… 1/2 2/3/2021 Gmail - Stakeholder Update - Amendment to Closure: West Sulphur Wildfire Risk Reduction Project notified prior to fire operations can be added to our smoke sensitive list by emailing: pc.banff.fireinfo-infofeu. [email protected]

For a complete list of up-to-date closures in Banff National Park please visit: https://www.pc.gc.ca/en/pn-np/ ab/banff/bulletins .

Violators entering an officially closed area will be charged, required to appear in court, and could pay fines up to $25,000.

If you would like more information about this project, please contact:

Alexandria Jones

Fire Communications Officer

403-497-5283

[email protected]

______

Office of the Superintendent, Banff Field Unit

Parks Canada / Government of Canada

101 Mountain Avenue, P.O. Box 900, Banff, Alberta, T1L 1K2

[email protected] / Tel: 403-762-1510

Bureau du Directeur, Unité de gestion Banff

Parcs Canada / Gouvernement du Canada

101, avenue Mountain, C.P. 900, Banff AB T1L 1K2

[email protected] / Tél: 403-762-1510

Parks Canada - 450 000 km2 of memories / Parcs Canada - 450 000 km2 de souvenirs

2021_WestSulphurClosure.jpg 2278K

https://mail.google.com/mail/u/0?ik=a995a08e23&view=pt&search=all&permthid=thread-f%3A1688884801626460719%7Cmsg-f%3A1688884801626… 2/2

Stakeholder Update Lake Louise FireSmart: Winter – Spring 2021

February 1, 2021

What’s happening?

Parks Canada is continuing FireSmart work at multiple locations in and around the village of Lake Louise in Banff National Park. Vegetation will be hand-thinned and debris burned on site, conditions permitting.

Fire personnel will start thinning trees and shrubs around Paradise Lodge & Bungalows, the RCMP detachment and the Husky service station. Work at some locations is expected to continue until mid April, and treatment areas will be closed for public safety.

Why? FireSmart techniques and forest thinning limit the intensity and spread of wildfires, and support fire suppression operations. Once work is complete, the thinned areas will increase wildfire protection for the village of Lake Louise.

What you need to know:  All roads, trails and facilities will remain open. Treatment areas will be closed for public safety and signage will be posted on site.  Work will take place on weekdays during regular business hours. Visitors and residents can expect to hear chainsaws and see crews working.  Minimal smoke may be visible when debris is burning. Residents who are sensitive to smoke can receive advance warning of burning. To be added to our smoke notification list, contact [email protected] or 250-328-1004.  Some firewood will be available to residents with a valid permit. Contact Townsites at 403-522-1186 or [email protected] to apply. Permits may take two weeks to process.  Parks Canada fire personnel are following the advice of public health experts and are implementing measures to support Canada’s efforts to limit the spread of COVID-19.

For more information: www.firesmartcanada.ca https://www.pc.gc.ca/en/nature/science/conservation/feu-fire/feuveg-fireveg/collectivites- communities

Kelsey Robson Fire Information Officer, Lake Louise, Yoho & Kootenay Field Unit 250-328-1004 pc.feullyk-llykfire.pc@canada

2/3/2021 Gmail - BLLT Member Update: Hot off the press - 2021 Business Plan

Danielle Morine

BLLT Member Update: Hot off the press - 2021 Business Plan 1 message

Banff & Lake Louise Tourism - Member Bulletin Tue, Jan 12, 2021 at 5:02 PM Reply-To: Banff & Lake Louise Tourism - Member Bulletin To: [email protected]

Member Update January 12, 2021

At Banff & Lake Louise Tourism, we are dedicated to bringing you up-to-date information important to your business and our community.

In today’s news:

Banff & Lake Louise Tourism 2021 Business Plan Our 2021 plan has been informed in consultation with members, key stakeholders, industry research, and more. We have planned with optimism and will operate with acute focus to ensure fiscal responsibility. We are excited to share our plans on how we will continue to connect and attract visitors in a safe and sustainable manner. Learn more.

Enhanced public health measures extended to at least January 21 Last week, the provincial government confirmed that Alberta’s enhanced public health measures will remain in place until at least January 21. An announcement regarding the loosening of any existing restrictions will be made a minimum of one week prior to the effective date to ensure businesses have time to prepare. Read the news release

SnowDays update Following the extension of the enhanced public health measures, some additional adjustments have been made to keep people safe during the SnowDays celebration, which will take place January 20-31. Learn more https://mail.google.com/mail/u/0?ik=a995a08e23&view=pt&search=all&permthid=thread-f%3A1688727621071400763%7Cmsg-f%3A1688727621071… 1/3 2/3/2021 Gmail - BLLT Member Update: Hot off the press - 2021 Business Plan Destination marketing update Learn about plans to reactivate paid advertising and the key indicators we are watching for to determine how and when we will proceed. Read more

Visit our Communication Centre

Community Updates

Share your Banff and Lake Louise stories with us If you visit our homepage, you’ll see we’re encouraging people to share the memorable experiences they have had in Banff and Lake Louise. The intent of this is to keep Banff and Lake Louise top-of-mind amongst potential visitors, engage with our audience on a deeper level, and to collect user-generated content for future marketing. Local community participation is welcomed and encouraged. Visit banfflakelouise.com now to upload your story and images.

Events and Webinars

Register for Tourism HR Canada’s webinar Join Tourism HR Canada on Friday, January 15 at 12 p.m. for "Workforce Shortfall – And What it Takes to Restart Canada’s Tourism Workforce,” as they present the latest research, findings and projections for workforce trends and challenges, and how they will affect our industry’s ability to recover in 2021. Learn more and register

Learn about all upcoming webinars

Next Member Update: Tuesday, January 19, 2021

Please visit our Member Toolkit, updated frequently, for the most trusted information. Please direct any questions you have for us to memberservices@ banfflakelouise.com.

CONNECT WITH US!

https://mail.google.com/mail/u/0?ik=a995a08e23&view=pt&search=all&permthid=thread-f%3A1688727621071400763%7Cmsg-f%3A1688727621071… 2/3 2/3/2021 Gmail - BLLT Member Update: Hot off the press - 2021 Business Plan BANFF & LAKE LOUISE TOURISM

SUITE 300, CASCADE PLAZA, 317 BANFF AVE. PO BOX 1298 BANFF ALBERTA, CANADA T1L1B3 PHONE: 403-762-0270

EMAIL: [email protected]

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Danielle Morine

BLLT Member Update: Province relaxes some public health measures 1 message

Banff & Lake Louise Tourism - Member Bulletin Tue, Jan 19, 2021 at 4:51 PM Reply-To: Banff & Lake Louise Tourism - Member Bulletin To: [email protected]

Member Update January 19, 2021

At Banff & Lake Louise Tourism, we are dedicated to bringing you up-to-date information important to your business and our community.

In today’s news:

Province relaxes some enhanced public health measures Last week, the province announced the loosening of a limited number of public health measures. As of January 18, personal services are permitted to reopen by appointment and outdoor gatherings of up to 10 people are allowed. Read the full news release

Visit our Communication Centre

Community Updates

Parks Canada reminds users to plan ahead Parks Canada would like to remind users accessing day use areas, trails and natural ice surfaces within Banff National Park to please remember that parking is limited and is not allowed at commercial vehicle brake check areas or along the Trans-Canada Highway. When travelling during periods of heavy snowfall, avoid parking on snow plow routes and ensure vehicles are well equipped, with winter or studded snow tires. For the most up-to-date road and day use area closure information within the park, visit Parks Canada. https://mail.google.com/mail/u/0?ik=a995a08e23&view=pt&search=all&permthid=thread-f%3A1689361072127708028%7Cmsg-f%3A1689361072127… 1/3 2/3/2021 Gmail - BLLT Member Update: Province relaxes some public health measures

Events and Webinars

Register now: Lessons from Walt Disney online half-day workshop As we prepare for the summer months, Banff & Lake Louise Hospitality Association (BLLHA) has organized for Doug Lipp, speaker and author of Disney U and former head of Disney University’s training team to share timeless lessons about resilience, trust, collaboration, innovation and more. Join us on February 3 from 8:30 a.m. – 12 p.m. Learn more and register

Learn about all upcoming webinars

Additional Information

US-Canada border closure extended to February 21 On January 12, the federal government announced the US border will remain closed until at least February 21 to continue to prevent the spread of COVID-19. Read the news article

News Clips

Crag and Canyon: Banff SnowDays snow sculptors make the best of a frosty situation

Next Member Update: Tuesday, January 26, 2021

Please visit our Member Toolkit, updated frequently, for the most trusted information. Please direct any questions you have for us to memberservices@ banfflakelouise.com.

CONNECT WITH US!

BANFF & LAKE LOUISE TOURISM

https://mail.google.com/mail/u/0?ik=a995a08e23&view=pt&search=all&permthid=thread-f%3A1689361072127708028%7Cmsg-f%3A1689361072127… 2/3 2/3/2021 Gmail - BLLT Member Update: Province relaxes some public health measures SUITE 300, CASCADE PLAZA, 317 BANFF AVE. PO BOX 1298 BANFF ALBERTA, CANADA T1L1B3 PHONE: 403-762-0270

EMAIL: [email protected]

BROUGHT TO YOU IN PARTNERSHIP WITH:

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Danielle Morine

BLLT Member Update: Register for Rendez-Vous Canada 2021 1 message

Banff & Lake Louise Tourism - Member Bulletin Tue, Jan 26, 2021 at 5:54 PM Reply-To: Banff & Lake Louise Tourism - Member Bulletin To: [email protected]

Member Update January 26, 2021

At Banff & Lake Louise Tourism, we are dedicated to bringing you up-to-date information important to your business and our community.

In today’s news:

Highly Affected Sectors Credit Availability Program (HASCAP) In order to support hardest-hit businesses such as those in tourism and hospitality, Business Development Canada (BDC) announced that businesses most heavily impacted by COVID-19 can now access guaranteed, low-interest loans of $25,000 to $1 million with flexible repayment terms to cover operational cash flow needs. BDC will provide 100% guarantees of up to $1 million to help qualifying businesses finance day-to-day business operating costs. Learn more

Rendez-vous Canada (RVC) 2021: Registration opens February 1 After a year’s absence, RVC relaunches in 2021 as as a more expansive and inclusive virtual event, RVC+, using a new platform and engaging new audiences. RVC+, running May 17-20, is an opportunity to share the indelible awe of Banff and Lake Louise with international travel trade partners. This signature tourism marketplace is designed to foster a strong and vibrant visitor economy and support the recovery and resilience of the tourism sector in the months and years ahead. Learn more and register

Visit our Communication Centre https://mail.google.com/mail/u/0?ik=a995a08e23&view=pt&search=all&permthid=thread-f%3A1689999238240113012%7Cmsg-f%3A16899992382401… 1/3 2/3/2021 Gmail - BLLT Member Update: Register for Rendez-Vous Canada 2021

Community Updates

Parks Canada reminds skaters to use caution on natural ice surfaces After four individuals fell through thin ice at Lake Minnewanka, Parks Canada is reminding ice skaters on lakes to carefully check the thickness of the ice and understand that it may vary considerably over short distances. A minimum thickness for ice skating is 15 cm or 6" of solid ice is recommended. Skaters are advised to have equipment available for self-rescue (PFD's, rope, ice picks) when venturing onto areas where ice thickness is inconsistent. For more information on ice safety, visit Parks Canada.

Research & Reports

Destination Canada reveals Canada’s Business Events Restart Recovery Framework Based on research projects conducted in 2020, Destination Canada has produced a report that shares a forward look at recovery and restart, including a summary of the state of the industry, insights from global business events professionals and the evidence-based approach used to track early signs of business events resumption. Read the report

Additional Information

Town of Banff extends temporary COVID-19 bylaw Yesterday, Banff town council opted to extend bylaw 448 to February 8, 2021 which mandates liquor and cannabis stores within the Town of Banff to close to the public at or before 10 p.m., and prohibits delivery services after 10 p.m. Bylaw 448 originally came into effect on December 3, 2020 prior to the province’s enhanced public health measures.

Join TIAC in supporting a tourism recovery plan petition Join the Tourism Association of Canada (TIAC) and Conservative MP and Special Advisor to the Leader on Tourism Recovery, Tony Baldinelli, to sign an electronic petition that calls upon the Government of Canada to present a sector-specific tourism recovery plan on or before the 2021 federal budget. If you want to ensure the plan addresses the specific needs of the travel and tourism sector, sign by 3 p.m. on February 7, 2021. Sign the e-petition

Tourism HR Canada invites employers to help shape the post-pandemic workforce Tourism HR Canada invites tourism and hospitality employers representing accommodation, food and beverage services, recreation and entertainment, transportation, and travel services, to express their interest in participating in a Canada-wide focus group. Feedback will help predict future challenges faced by the sector and recommendations on how to overcome them. The Alberta session will take place on Tuesday, February 16 from 12-1:30 p.m. Express your interest in participating https://mail.google.com/mail/u/0?ik=a995a08e23&view=pt&search=all&permthid=thread-f%3A1689999238240113012%7Cmsg-f%3A16899992382401… 2/3 2/3/2021 Gmail - BLLT Member Update: Register for Rendez-Vous Canada 2021

News Clips

CBC Calgary News at 6 p.m. (January 21, 2021): Listen to Leslie Bruce speak to the pandemic’s impact on tourism and recovery in Banff and Lake Louise (skip to 10:50 mark)

Next Member Update: Tuesday, February 2, 2021

Please visit our Member Toolkit, updated frequently, for the most trusted information. Please direct any questions you have for us to memberservices@ banfflakelouise.com.

CONNECT WITH US!

BANFF & LAKE LOUISE TOURISM

SUITE 300, CASCADE PLAZA, 317 BANFF AVE. PO BOX 1298 BANFF ALBERTA, CANADA T1L1B3 PHONE: 403-762-0270

EMAIL: [email protected]

BROUGHT TO YOU IN PARTNERSHIP WITH:

UNSUBSCRIBE | WEB VERSION

https://mail.google.com/mail/u/0?ik=a995a08e23&view=pt&search=all&permthid=thread-f%3A1689999238240113012%7Cmsg-f%3A16899992382401… 3/3 2/3/2021 Gmail - BLLT Member Update: Provincial relaunch step 1 starts on February 8

Danielle Morine

BLLT Member Update: Provincial relaunch step 1 starts on February 8 1 message

Banff & Lake Louise Tourism - Member Bulletin Tue, Feb 2, 2021 at 6:17 PM Reply-To: Banff & Lake Louise Tourism - Member Bulletin To: [email protected]

Member Update February 2, 2021

At Banff & Lake Louise Tourism, we are dedicated to bringing you up-to-date information important to your business and our community.

In today’s news:

Province relaxes some restrictions from February 8 On January 29, the province announced a stepped approach to the easing of current health measures. Effective February 8, the province will enter Step 1, which will relax some measures in place for restaurants, indoor fitness and school-related children’s sport and performance activities. Read the press release

Businesses within Banff town boundaries are reminded to closely monitor announcements related to bylaw 448, which may further limit hours of operation, services and capacity maximums beyond those set provincially if extended beyond the current expiry date of February 8.

Sharing Banff and Lake Louise stories with media at IMM virtually From January 27-29, our Media and Communications team shared stories of Banff and Lake Louise with 24 North American travel journalists at the virtual International Media Marketplace (IMM). Learn more

Earned media highlights – December 2020 From Forbes to Enroute and CBC, the December highlights are in. Learn what https://mail.google.com/mail/u/0?ik=a995a08e23&view=pt&search=all&permthid=thread-f%3A1690634869116964738%7Cmsg-f%3A16906348691169… 1/4 2/3/2021 Gmail - BLLT Member Update: Provincial relaunch step 1 starts on February 8 our proactive media pitching for the month of December focused on and the key coverage produced. Learn more

Social media highlights – December 2020 Our social media efforts in December reached 4.5 million people (impressions on Twitter) and were engaged 253,793 times, 22 per cent above our December goal. December’s social media strategy focused on using organic social media postings to bring our destination’s Christmas spirit to our audience who wasn’t able to visit, which helped us stay top-of-mind and maintain our reputation as a Christmas destination.

Nominations for board positions open February 8 Banff & Lake Louise Tourism is seeking nominations for Board of Directors positions for the following business categories:

One (1) Lodging Director; One (1) Ski Areas Director; One (1) Restaurant & Bar Director; Two (2) Retail Directors.

Learn more about the commitment and the nomination and election process here.

Visit our Communication Centre

Community Updates

Free hotel stay program for persons isolating expanded Announced yesterday and effective February 1, upon referral by Alberta Health Services (AHS), Albertans who are unable to quarantine or isolate safely at home are eligible for a free-of-charge hotel room stay for up to 14 days, complete with food and other supports. Previously, only Albertans in Edmonton and Calgary were eligible. This is welcomed news for much of our workforce who resides in shared accommodations. Learn more

Workshops & Webinars

Join the TIAC and BCD virtual briefing on HASCAP Exclusive to Tourism Industry Association of Canada (TIAC) members: Join representatives from TIAC and the Business Development Bank of Canada (BDC) for a briefing on the newly announced Highly Affected Sectors Credit Availability Program (HASCAP) on Friday, February 5, 2021 from 11-11:45 a.m. The briefing will provide clarity on registration requirements, process, and answer attendee questions. Register now. Not a member of TIAC? Consider joining

Participate in a Telephone Town Hall with Alberta government officials The prolonged public health restrictions Alberta businesses have faced have https://mail.google.com/mail/u/0?ik=a995a08e23&view=pt&search=all&permthid=thread-f%3A1690634869116964738%7Cmsg-f%3A16906348691169… 2/4 2/3/2021 Gmail - BLLT Member Update: Provincial relaunch step 1 starts on February 8 caused significant impacts and the provincial government wants to hear from you. Join Premier Jason Kenney, along with the Chief Medical Officer of Health and the Parliamentary Secretary for Small Business and Tourism, for a discussion regarding Alberta’s Recovery Plan and health measures in place on Wednesday, February 3 from 5 to 6:30 p.m. Register now

Additional Information

Are you eligible for the Small and Medium Enterprise Relaunch Grant? The Government of Alberta has expanded the Small and Medium Enterprise Relaunch Grant to include unregistered sole proprietors and new businesses that opened between March 1 and October 31, 2020. Applications open February 4. Learn more

Province announces Energy Savings for Business program Energy Savings for Business will help eligible Alberta businesses reduce emissions, decrease operating costs, grow their operations and become more competitive. The program has dedicated $55 million total in funding for Alberta businesses, with up to $250,000 available per project. Find out if your business is eligible to receive funding here.

Feds launch budget consultations to hear from Canadians The federal government is looking for innovative ideas on how to create new jobs and build a greener, more competitive, more innovative, more inclusive, more resilient Canada. Join Canadians nation-wide to share your ideas and priorities for how the government can make investments to grow the economy. Complete the questionnaire

Feds announce new measures to discourage international travel On January 29, Prime Minister Justin Trudeau announced additional travel restrictions and measures to discourage international travel. Additionally, many international flights have been cancelled and inbound international flights are now being routed to one of only four approved international airports in the country, which includes YYC. Read the news release

Next Member Update: Tuesday, February 9, 2021

Please visit our Member Toolkit, updated frequently, for the most trusted information. Please direct any questions you have for us to memberservices@ banfflakelouise.com.

CONNECT WITH US! https://mail.google.com/mail/u/0?ik=a995a08e23&view=pt&search=all&permthid=thread-f%3A1690634869116964738%7Cmsg-f%3A16906348691169… 3/4 2/3/2021 Gmail - BLLT Member Update: Provincial relaunch step 1 starts on February 8

BANFF & LAKE LOUISE TOURISM

SUITE 300, CASCADE PLAZA, 317 BANFF AVE. PO BOX 1298 BANFF ALBERTA, CANADA T1L1B3 PHONE: 403-762-0270

EMAIL: [email protected]

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Danielle Morine

January 19 HR Agenda 1 message

Melanie Brehon Fri, Jan 15, 2021 at 3:47 PM Reply-To: Melanie Brehon To: [email protected]

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HR NEWS January 2021

Photo: Noel Hendrickson / Banff & Lake Louise Tourism https://mail.google.com/mail/u/0?ik=a995a08e23&view=pt&search=all&permthid=thread-f%3A1688994681897472089%7Cmsg-f%3A1688994681897… 1/5 2/3/2021 Gmail - January 19 HR Agenda

HR Group - January 19, 2021 Meeting Agenda

The next HR meeting will take place on January 19, 2021 at 2:00 p.m. via Zoom. The meeting agenda is attached here, we hope to see you there!

Join the meeting:

https://zoom.us/j/95621729589?pwd=aXNUWHB0OUdhT09HVjB6UytPT2t6dz09

Meeting ID: 956 2172 9589 Passcode: 438044

January 19, 2021 HR Agenda

English Language Learning

Bow Valley Learning Council announces online evening classes for Winter 2021

The Bow Valley Learning Council will be offering online English language learning and conversation classes beginning January 18, 2021. See attached poster to learn more.

BVLC English Language Learning

Lessons from Disney U

BLLHA presents an online half-day workshop with Doug Lipp

When: February 3, 2021 | 8:30 a.m. - 12:00 p.m.

BLLHA is pleased to welcome Doug Lipp, speaker and author of Disney U, and former head of Disney University training team at Disney's corporate headquarters to present lessons of service and leadership excellence in an online half-day workshop.

Watch for details and registration information coming soon!

https://mail.google.com/mail/u/0?ik=a995a08e23&view=pt&search=all&permthid=thread-f%3A1688994681897472089%7Cmsg-f%3A1688994681897… 2/5 2/3/2021 Gmail - January 19 HR Agenda

BLLHA Bursary Program

Applications now open for 2021 hospitality bursaries

A limited number of bursaries are available to individuals working in Banff or Lake Louise who are pursuing career development opportunities in the tourism and hospitality industry.

Email completed applications to [email protected] no later than March 31, 2021.

2021 Bursary Application

OHS Updates

COVID-19 Exposure in Workplace Common Areas

Alberta Occupational Health and Safety (OHS) incident monitoring shows an increase in COVID-19 exposure with the failure of controls in workplace common areas. Common areas include: • lunchrooms/break rooms • smoking areas • hallways • washrooms • locker rooms • parking lots • time clocks • elevators

Follow the link below to read more on these increases risks and best practices you can follow to address the risks in your workplace.

COVID-19 Exposure in Common Areas

Changes to the Alberta Worker's Compensation Act

MLT Aikens article summarizes changes to the Alberta Worker's Compensation Act

Effective January 1, 2021, changes to the Alberta Worker's Compensation Act include:

Insurable earnings cap Presumptive psychological coverage Cost of living adjustment calculation Reduction of benefits for egregious conduct

Further changes will take effect April 1, 2021 including:

Employers will no longer be required to contribute to group health and benefit plans for injured workers who are off work, although they may voluntarily do so. We

https://mail.google.com/mail/u/0?ik=a995a08e23&view=pt&search=all&permthid=thread-f%3A1688994681897472089%7Cmsg-f%3A1688994681897… 3/5 2/3/2021 Gmail - January 19 HR Agenda recommend employers speak with legal counsel prior to electing to discontinue benefits. Employers and employees will have a shared duty to co-operate in their workers’ safe return to work, rather than an employer having a duty to reinstate workers after a workplace injury. The roster of independent medical examiners available for selection by an injured worker will be maintained by the WCB. The time limit to appeal a WCB decision to the Appeals Commission will be reduced from two years to one year.

Review the full list of changes here. Read the full MLT Aikens article by following the link below.

MLT Aikens Article

Bow Valley College: Conflict Resolution Across Culture

Insurable earnings cap Attached please find the employer brief and competency profile for the Conflict Resolution Across Culture program developed by Bow Valley College in consultation with hospitality leaders in Banff & Lake Louise.

Bow Valley College has received funding from Alberta Labour and Immigration to develop a micro-credential program on intercultural conflict resolution for supervisors in the hospitality industry. The objective of the micro-credential is to develop supervisors’ ability to effectively and sensitively deal with conflicts that arise - in an often culturally diverse workplace - between direct reports, with direct reports, with peers in other departments, and with upper management.

A meeting to receive details on the program will be announced in the coming days. Please review the attached documents in anticipation of the meeting.

Competency Analysis Validation Brief_Employers

Competency Profile and Framework_Employer Validation

Banff Lake Louise Hospitality Association P.O. Box 5817 Banff, Alberta T1L 1G7 Canada

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Danielle Morine

The Views JANUARY 2021 1 message

Banff & Lake Louise Hospitality Association Fri, Jan 22, 2021 at 12:46 PM Reply-To: Banff & Lake Louise Hospitality Association To: [email protected]

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THE VIEWS January 2021

Monthly BLLHA Newsletter https://mail.google.com/mail/u/0?ik=a995a08e23&view=pt&search=all&permthid=thread-f%3A1689617461181800437%7Cmsg-f%3A16896174611818… 1/6 2/3/2021 Gmail - The Views JANUARY 2021

Photo Courtesy of Devaan Ingraham/ Banff & Lake Louise Tourism

BLLHA presents an online half-day workshop with Doug Lipp

When: February 3, 2021 | 8:30 a.m. - 12:00 p.m.

The Banff & Lake Louise Hospitality Association (BLLHA) is pleased to welcome Doug Lipp, speaker and author of Disney U, and former head of Disney University training team at Disney's corporate headquarters to present lessons of service and leadership excellence in an online half-day workshop.

Over the course of two 90 minute workshops Doug will share timeless lessons from Walt Disney about resilience, trust, collaboration, innovation, culture, leadership, and... moments of magic!

“This is an important time for our industry as we prepare for the summer months. We hope this workshop gives tourism managers in Banff National Park a chance to pause, get inspired and top up their leadership’s toolkit during these challenging times.” said BLLHA president Trevor Long.

Registration is required. Free of charge.

Email [email protected] for more information.

Town of Banff Updates Service Review

The Town has embarked on its annual service review process. Decisions made at service review will inform forthcoming budget decisions. BLLHA will be observing the meetings with an interest in seeking a meaningful temporary reduction to property tax contributions to help improve the cash management position of a growing number of businesses in vulnerable situations. BLLHA will provide updates to members as the service review and budget deliberations unfold.

Learn More

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Feedback requested on food waste diversion infrastructure

Feedback Requested on Food Waste Diversion Infrastructure Banff Town Council is considering a bylaw that would require all buildings in Banff to provide infrastructure for diversion of food scraps and food soiled paper. Input is being requested from building owners, property managers, tenants, and the general public. Take the survey by following the link below. For more information visit the Town’s website here.

Take the survey

Utilities relief for Lake Louise businesses

BLLHA continues to press Parks Canada for cost relief for Lake Louise businesses that have experienced a near doubling of utility costs, even though business demand and revenues have declined by 50% or more. Although visitation is down considerably and with it, utilities consumption, the fixed cost of capital and operational overhead is not aligned with this reduced demand. It is important to note that the commercial sector effectively shoulders 100% of the utility costs within the community of Lake Louise, as there are only 13 residential properties.

Health restrictions

BLLHA has been a part of ongoing discussions with sector partners and various government representatives regarding interpretation of and expected duration of the new health restrictions imposed December 8th. BLLHA continues to advance the need for science and data-based decision making to safely, and confidently, reopen more businesses to receive visitors.

Health restrictions

Amendments made to important Provincial Acts

At the end of 2020, the Government of Alberta amended the Occupational Health and Safety, and the Workers’ Compensation Acts. They clarified rules and definitions around work refusals, and reversed changes made in 2018 to the Workers Compensation Act, https://mail.google.com/mail/u/0?ik=a995a08e23&view=pt&search=all&permthid=thread-f%3A1689617461181800437%7Cmsg-f%3A16896174611818… 3/6 2/3/2021 Gmail - The Views JANUARY 2021 which include reinstating the insurable earnings cap for injured and ill workers, restoring a voluntary system for reinstating an injured worker, and more.

See the changes here

Changes announced to post-graduation work permits

The Government of Canada recently announced that foreign nationals affected by the pandemic with an expired or expiring post-graduation work permit (PGWP) can now apply for another open work permit. These will be valid for 18 months and allow former international students to remain in Canada and continue to seek employment.

Advocating for additional supports for DMOs and sector associations

BLLHA remains active in advocating for provincial and federal supports, such as: increase of the CEWS subsidy to 85% until at least the end of summer 2021, quick implementation of the Highly Affected Sectors Credit Availability Program, an increase of the Canada Emergency Rent Subsidy program to 90% for the hardest hit businesses, and more.

Continued destination oversight via Economic Task Force, ECC and Emergency Communications

As the pandemic endures, local partners, agencies, BLLHA and government decision- makers continue meeting to address the health, safety and resiliency of the community, and to advance the needs for further financial business supports. A concerted commitment by BLLHA to assist struggling businesses persists and will remain a priority until such time that health and travel restrictions which impact our industry begin to ease.

Respond to individual member and sub-sector issues

BLLHA continues to support individual association members and the community at large in resolving challenges such as: liquidity supports, credit availability, non-essential travel https://mail.google.com/mail/u/0?ik=a995a08e23&view=pt&search=all&permthid=thread-f%3A1689617461181800437%7Cmsg-f%3A16896174611818… 4/6 2/3/2021 Gmail - The Views JANUARY 2021 directives, eligibility for grant programs such as the Small Medium Sized Enterprise Relaunch Grant, mandatory vaccinations, mental health and resilience, and other matters.

Small Medium Sized Enterprise Relaunch Grant

Canada-US border to remain closed until at least February 21

Public Safety Minister Bill Blair recently announced the latest extension to international travel restrictions to February 21, 2021. Canada's border measures are among the most stringent in the world and as of January 7, people entering Canada are required to present a negative COVID-19 test before boarding flights.

One-month closure of Highway 1 near Golden begins April 2021

The Kicking Horse Canyon Project, just east of Golden, BC, is moving into its final stage which will require traffic to be rerouted via Highway 93 and 95; adding up to 1.5 hours of travel time. The closure will occur from April 12 to May 14, during the spring 2021 shoulder season. For questions email [email protected].

Visit the website

Read the recent update

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Banff Lake Louise Hospitality Association P.O. Box 5817 Banff, Alberta T1L 1G7 Canada

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Municipal Resource Handbook Update 01/2021

Remove New Information

Information Bulletin 01/21 Municipal Key Dates January 1 to March 31, 2021 (NEW)

Please ensure that council, appropriate administration and staff, and the public (if requested) are provided with this information.

Email: [email protected] | https://www.alberta.ca/municipal-resource-handbook.aspx ©2020 Government of Alberta | Published: December 2020 | ISBN: 2292-4574 Classification: Public Information Bulletin 01/2021 Key Municipal Dates January 1 - March 31, 2021

January 1* Earliest date that a person may file a nomination form at the local jurisdiction office to become a candidate for a general election. The nomination period begins on January 1 in a year in which a general election is to be held and ends at 12 noon on nomination day. See section 25(2) of the Local Authorities Election Act (LAEA). *As January 1 is a statutory holiday, nomination forms may be submitted on the next regular business day. See section 22 of the Interpretation Act. The January 1 nomination period does not apply to summer villages. Their nomination day remains as provided for in section 12 of the LAEA.

January 1 Taxes are deemed to be imposed on January 1, except for supplementary property tax and supplementary business tax. See section 332 of the MGA.

January 1 Earliest date a penalty can be imposed for non-payment of taxes from other years. See section 345(3) of the MGA.

January 1 Earliest date that a municipality can issue an assessment notice. An assessor must annually set a notice of assessment date, which must be no earlier than January 1 and no later than July 1. See section 308.1 of the MGA.

January 1 Annual Statement of Funding and Expenditures (SFE) for Municipal Sustainability Initiative and Gas Tax Fund available for submission. SFE reporting can be completed at http://www.maconnect.alberta.ca.

January 5 Application submission deadline for the Alberta Community Partnership – Intermunicipal Collaboration component. Program guidelines and application information are available at https://www.alberta.ca/alberta- community-partnership.aspx.

Phone: 780-427-2225 Email: [email protected] ©2020 Government of Alberta | Published: January 2021 | ISSN: 2292-4574 Classification: Public February 1 Application deadline for the Provincial Education Requisition Credit program. Program guidelines and application form are at the following link: https://www.alberta.ca/provincial-education-requisition-credit.aspx

February 1 Deadline for submission of Municipal Stimulus Program 2020 Red Tape Reduction Report to Municipal Affairs.

February 5 Application submission deadline for the Alberta Community Partnership – Municipal Restructuring component. Program guidelines and application information are available at https://www.alberta.ca/alberta-community- partnership.aspx.

February 5 Application submission deadline for the Alberta Community Partnership – Mediation and Cooperative Processes component. Program guidelines and application information are available at https://www.alberta.ca/alberta-community-partnership.aspx.

February 28 Last day for each municipality’s appointed assessor to provide the Minister with an annual return declaration. See section 2.3 of the Assessment Quality Minister’s Guidelines

February 28 Last day for the provincial assessor and municipalities to prepare an assessment roll for assessed property. See section 302 of the MGA.

February 28 Last day for municipalities with supplementary assessment bylaws to remit the Alberta School Foundation Fund (ASFF) portion of their supplementary tax levy from the previous year. See section 174 of the School Act.

March 20 Deadline to pass a bylaw for additional number and types of identification to verify name and address of an elector. See section 46(2) and 46(2.1) of the LAEA.

st March 31 Municipalities must submit the 1 quarterly installment to a school board or the ASFF. See section 168 of the School Act.

March 31 Last day to prepare and submit a tax arrears list to the Land Titles Office. See section 412 of the MGA. For the tax arrears list on designated manufactured homes, see section 436.03 of the MGA.

Phone: 780-427-2225 Email: [email protected] ©2020 Government of Alberta | Published: January 2021 | ISSN: 2292-4574 Classification: Public April 1 This is the last day for Intermunicipal Collaboration Frameworks (ICFs) completion. All Municipalities that share a common boundary must adopt an ICF by April 1, 2021 unless they are members of the same growth management board. Municipalities must notify the Minister upon completion of an ICF, unless the municipalities have a Ministerial Order providing an exemption or extension. All notification must be sent to [email protected].

April 1 Municipalities that are required under the MGA to adopt an Intermunicipal Development Plan (IDP) or enter into an agreement that an IDP is not required, providing for all matters referred to in MGA must do so by April 1, 2021. If municipalities have not completed an IDP, entered into an agreement, or have a Ministerial Order provided an exemption or extension, must notify the Minister by April 1 2021

Municipal Governance During the COVID-19 Pandemic Frequently Asked Questions – January 8, 2021

While we continue to navigate the ever-evolving Has it been determined in what phase of the COVID-19 pandemic together, Municipal Affairs vaccine roll-out plan that the vaccine will be remains committed to issuing regular updates to available to municipal first responders and address frequently asked questions and provide new firefighters? information or resources as they become available. For the most up-to-date information on the COVID- NO. The vaccination roll-out started on 19 situation in Alberta, visit alberta.ca/COVID19. December 15, 2020. The roll-out plan involves three phases. Phase 1A includes health-care workers in If you would like a specific issue addressed in an home care and emergency departments. upcoming update, please email your request to [email protected]. Phase 1B will begin in February and include:  Seniors 75 and over  First Nations, Métis and persons 65 years of age Municipal Affairs Updates and over living in a First Nations community or Previous COVID-19 updates are available Metis Settlement online at: www.alberta.ca/municipal-  Health-care workers in medical, surgical and government-resources.aspx COVID-19 units or operating rooms

The second phase is scheduled to start in April 2021 COVID-19 Vaccine Distribution and will continue targeting populations in sequence. At this time, the order of vaccinating populations has Is there an update to the plan to distribute the not been defined. COVID-19 vaccine in Alberta? Phase three is targeted for Fall 2021 and involves YES. In December, Premier Kenney announced the the roll-out to the general public. launch of the COVID-19 vaccine task force responsible for distributing vaccines. More than 56 per cent of vaccine doses in stock have been Public Libraries Resources administered as of this week. Resources are available at:

https://www.alberta.ca/public-library- Up-to-date information on the phased services.aspx implementation plan and additional information Albertans need to know about the vaccine is available at www.alberta.ca/covid19-vaccine.aspx.

Municipal Elections Is the Public Meeting Procedures (COVID-19 Suppression) Regulation still in effect?

Due to the ongoing pandemic, are legislative YES. The Public Meeting Procedures (COVID-19 changes being considered for the Local Suppression) Regulation remains in effect until it has Authorities Election Act (LAEA) for the been repealed. The regulation enables upcoming municipal elections? municipalities to follow the Chief Medical Officer of

Health’s orders for physical/social distancing by YES. Municipal Affairs has met with key municipal conducting meetings electronically. While councils stakeholders to discuss potential risks relating to the are encouraged to consider electronic meetings to 2021 municipal general election and have identified ensure compliance with the public health orders some temporary modifications that could be made, if regarding public gatherings, the decision on how to needed, to specific requirements under the LAEA. conduct meetings remains at the discretion of the An example is the approval of Ministerial Order No. council, committee or commission, while ensuring MSD: 130/20, enabling nomination deposits to also the process used complies with current public health be paid by debit or credit card. The need for certain orders. modifications will continue to be monitored and reviewed to ensure municipalities will have the appropriate ability to align election operations with General Questions public health orders or recommendations. Has a timeline been established as to when the The nomination period began January 1, 2021. current public health measures will be changed? As a way to avoid in-person contact, can candidates submit nomination papers NO. On January 7, 2020, it was announced that the electronically? current public health measures that came into effect on December 13, 2020, are extended and will NO. Currently, nomination papers cannot be remain in place until at least January 21, 2021. submitted electronically. In addition to being These provisions and the situation will be evaluated delivered in person, the specific requirement of closer to January 21, 2021. section 28 of the LAEA to submit nomination forms to the local jurisdiction office can be met by having Are there different authority levels for the forms mailed or delivered by courier. Nomination ongoing enforcement of current restrictions? forms can also be accepted at specific times set by the returning officer, by appointment, or at a secure YES. Enforcement is currently undertaken by drop-off box. several different authorities. Alberta Health Services Public Health Inspectors respond to business- related complaints and continuing care complaints. Council Meetings Response to any time-sensitive complaints about Can councils still hold council meetings in- distancing, social gatherings, and isolation breaches person with members of the public present? can be made by:

YES. Since municipal council meetings are business  Police Officers meetings and not social meetings, they can be held  Uniformed Community Peace Officers Level 1 in person, including with members of the public;  Uniformed Alberta Peace Officers Level 2 however, because of the elevated risk, it is strongly recommended to move to virtual meeting formats wherever possible.

As the warm weather continues, our Are Volunteer Fire Departments allowed to outdoor recreation and skating facilities continue training? continue to be popular destinations. Has there been any YES. Volunteer fire departments are permitted to further clarification made to the undertake training activities as long as appropriate guidelines of use for these municipal facilities protocols are being followed. If this training and on outdoor skating? can be safely delayed until mid-January when the current measures are YES. On December 23, 2020, Dr. Deena Hinshaw expected to be reviewed, then signed Order 44-20, which helps clarify the use of delaying is recommended. outdoor rinks and outdoor group physical activity, including hockey, and other concerns brought forward by municipalities. Additional Resources The Alberta Urban Municipalities Association Section 38(2) provides additional clarity, and states (AUMA) and Rural Municipalities of Alberta (RMA) “…a person may participate in an outdoor group continue to be a valuable resource for municipalities. physical activity consisting of less than 10 persons if a minimum physical distance of 2 metres between all RMA’s COVID-19 response hub is available at participants is maintained at all times.” https://rmalberta.com/about/covid-19-response-hub.

Is there a timeline established for when AUMA’s updated guide is available at municipalities may reopen arenas? www.auma.ca/covid19.

NO. CMOH Order 42-2020 is in effect until at least The Federation of Canadian Municipalities also has January 21, 2021. a list of links and resources for municipalities available at www.fcm.ca/en/resources/covid-19- How long arenas will remain closed will be resources-municipalities.

determined at the same time the stronger health For the most up-to-date information on the measures put in place on December 13, 2020 are COVID-19 situation in Alberta, visit: re-evaluated. www.alberta.ca/COVID19.

Renovations and construction continue during

the pandemic. Inspections under the Safety Codes Act are still necessary. Are there public health measures that impact our safety codes Alberta Biz Connect officers? Alberta Biz Connect provides workplace

guidance and support to businesses and YES. Safety codes officers can continue inspections. non-profits. The online tool also provides Officers must mask while inspecting indoor public sector-specific guidelines to ensure spaces, including construction sites, and can enter businesses can reopen safely during the occupied houses for the purpose of inspection, COVID-19 pandemic. Businesses with according to CMOH Order 42-2020. questions regarding the relaunch can email

the Biz Connect team. Common questions

are also posted online.

Municipal Governance during the COVID-19 Outbreak ©2020 Government of Alberta | Published January 8, 2021 | Page 3 Classification: Public Municipal Governance During the COVID-19 Pandemic Frequently Asked Questions – January 22, 2021

While we continue to navigate the ever-evolving Should municipalities still be encouraging COVID-19 pandemic together, Municipal Affairs employees to work from home? remains committed to issuing regular updates to address frequently asked questions and provide new YES. The mandatory work from home order is information or resources as they become available. determined by operational effectiveness. Employers For the most up-to-date information on the COVID- need to consider what is effective for their 19 situation in Alberta, visit alberta.ca/COVID19. operations. The intent is to limit the chance that people are coming into close contact with others. If you would like a specific issue addressed in an upcoming update, please email your request to Are masks mandatory while [email protected]. skating on municipal outdoor rinks and other public outdoor skating surfaces? Municipal Affairs Updates NO. Currently, physical exercise, including skating, Previous COVID-19 updates are available is exempt from the masking mandate. Social online at: www.alberta.ca/municipal- distancing signs should be posted. government-resources.aspx

Users who are not in the same household should remain at least two metres apart while on the ice, Municipal Operations and entering and exiting the ice surface.

Have there been any recent changes to the Is there a plan in place for the reopening of public health measures in place that affect municipal open space gathering/multi use municipal operations? summer spaces?

NO. As of January 18, outdoor social gatherings can YES. The reopening of summer recreation activities have up to ten people. Physical distancing of two such as beaches, campgrounds and farmers metres should be maintained with members of other markets is dependent on COVID-19 case numbers. households. Outdoor recreation facilities will remain

closed, with the exception of washrooms adjacent to Alberta Health continues to monitor and prepare for outdoor recreation settings, ski facilities and outdoor the upcoming spring and summer months. rinks. These current measures are in place until

further notice.

Municipal Governance during the COVID-19 Outbreak ©2020 Government of Alberta | Published January 22, 2021 | Page 1 Classification: Public Are municipal aquatic centers now able Municipal Elections to open at a lower capacity?

Are there going to be COVID-19 NO. The current measures, which specific requirements or process modifications include restrictions to public access to a wide range for the upcoming municipal elections? of businesses, reflect the seriousness of the public

health emergency. The decision to restrict public YES. Guidance for campaign-related activities is access to fitness facilities and aquatic centres was currently available online at Guidance for not made lightly. Alberta Health is continuously Canvassing and Campaigning. All public health monitoring the impact of the restrictions to determine measures and restrictions in effect at the time of the when and how they should be adjusted. election (summer village elections as early as June)

would apply, including masking and distancing COVID-19 Vaccine Distribution requirements. Section 28 (c) of the Chief Medical Officer of Health (CMOH) Order 42-2020 permits Is there a resource that municipalities can use to businesses or entities that have otherwise been track the progress of the vaccine rollout? ordered closed to the public to remain open for elections purposes and related activities. YES. The Government of Alberta and Alberta Health Services are working hard to immunize Albertans as In addition to delivering nomination forms in person, quickly and safely as possible. Please see the the specific requirement of section 28 of the LAEA to vaccination tracker provided by the Government of submit nomination forms to the local jurisdiction Canada for Alberta’s vaccination progress: office can be met by having forms mailed or https://covid19tracker.ca/vaccinationtracker.html delivered by courier. Nomination forms can also be accepted at specific times set by the returning Up-to-date information on the phased officer, by appointment, or at a secure drop-off box. implementation plan and additional information Albertans need to know about the vaccine is Ministerial Order No. MSD: 130/20, remains in effect available at www.alberta.ca/covid19-vaccine.aspx. and enables nomination deposits to also be paid by debit or credit card. The need for certain th On January 11 , the Premier announced the modifications will continue to be monitored and addition of paramedics and EMRs in Phase 1 of reviewed to ensure municipalities will have the the vaccine rollout plan. Is there a process they appropriate ability to align election operations with must follow to get a vaccine? public health orders or recommendations.

YES. Alberta Health Services (AHS) has created Are there new election forms available? a COVID-19 immunization online booking tool to arrange immunization of newly eligible health-care YES. The nomination form (Form 4) and the newly workers to book their COVID-19 immunization amended Candidate Financial Information Form appointments online from their phones or (Form 5) are now available online at computers. Not all paramedics and EMRs are https://www.alberta.ca/municipal-election- eligible, but those who are eligible should have forms.aspx. received an email with a link to book an appointment.

Can councils still hold council meetings in- Is there additional resources available person with members of the public present? summarizing the recent amendments made to the Municipal Government Act and the Local YES. Since municipal council meetings are business Authorities Election Act that impact Alberta’s meetings and not social meetings, they can be held municipalities? in person, including with members of the public; however, because of the elevated risk, it is strongly YES. To assist municipalities in understanding these recommended to move to virtual meeting formats amendments, Municipal Affairs has also developed wherever possible. more detailed FAQ documents related to the recent amendments. These FAQs can be found online at: Is the Public Meeting Procedures (COVID-19 https://open.alberta.ca/publications/municipal- Suppression) Regulation still in effect? government-act-amendments-2020-red-tape- reduction. YES. The Public Meeting Procedures (COVID-19 Suppression) Regulation remains in effect until it has been repealed. Additional Resources The Alberta Urban Municipalities Association The regulation enables municipalities to follow the (AUMA) and Rural Municipalities of Alberta (RMA) Chief Medical Officer of Health’s orders for continue to be a valuable resource for municipalities. physical/social distancing by conducting meetings RMA’s COVID-19 response hub is available at electronically. While councils are encouraged to https://rmalberta.com/about/covid-19-response-hub. consider electronic meetings to ensure compliance

with the public health orders regarding public AUMA’s updated guide is available at gatherings, the decision on how to conduct meetings www.auma.ca/covid19. remains at the discretion of the council, committee or

commission, while ensuring the process used The Federation of Canadian Municipalities also has complies with current public health orders. a list of links and resources for municipalities available at www.fcm.ca/en/resources/covid-19- resources-municipalities.

For the most up-to-date information on the Alberta Biz Connect COVID-19 situation in Alberta, visit: www.alberta.ca/COVID19. Alberta Biz Connect provides workplace guidance and support to businesses and non-profits. The online tool also provides sector-specific guidelines to ensure Municipal Advisory Services businesses can reopen safely during the If you have further questions, please call: COVID-19 pandemic. Businesses with 780-427-2225 or toll-free by first dialing questions regarding the relaunch can email 310-0000 or email [email protected] the Biz Connect team. Common questions are also posted online.

One-month Closure of Highway 1 near Golden – April/May 2021 January 15, 2021

Kicking Horse Canyon Project Phase 4 construction will require an extended multi-day closure of the Trans-Canada Highway (TCH) east of Golden from April 12 to May 14, during the spring 2021 shoulder season. Activities will include geotechnical investigations, clearing, heavy excavation, piling and hauling that cannot be performed safely in the presence of traffic or during shorter interruptions. Trans-Canada Highway traffic will be routed via Highways 93 and 95, which will add up to 1.5 hours to travel time. The construction zone will be opened to local/commuter traffic, escorted by a pilot vehicle, during one half-hour period in the morning and one half-hour period in the afternoon. Similar escorts will be provided for school buses. Please see initial details below. Further updates will be provided in advance of the closure. The closure is part of a traffic-management strategy developed in consultation with the community and key stakeholders. This strategy is designed to minimize travel disruptions during the peak summer and winter travel periods by having as much work as possible done at night and other off-peak periods.

What to Expect

Timing Hours of Work 12:00 noon Monday, April 12, 2021 to 24/7 12:00 noon Friday, May 14, 2021

Traffic Impacts & Accommodation • All TCH traffic will be routed via Highways 93 and 95, with the following exceptions: o School bus on Golden-Field route will be escorted by a pilot car through the project site daily: Morning school bus from Golden at 6:45 am, return from Field to Golden

at 8:15 am and afternoon school bus from Golden at 3:15 pm, return from Field to Golden at 5:00 pm o Local/commuter traffic will be escorted by a pilot car through the project site daily, between 7:00 am and 7:30 am and 4:30 pm to 5:00 pm o Emergency vehicles in response mode will be escorted by a pilot car anytime on 15 minutes notice • Roadside signage will provide provide advance notification of the closure and alternate route • Day-to-day information will be available on DriveBC

Contact the Project

24/7 Construction Project Information Work on the Project Information Line kickinghorsecanyon.ca bcib.ca 1-844-815-6111 [email protected] [email protected]

About Kicking Horse Canyon Project Phase 4 The Kicking Horse Canyon Project, just east of Golden, BC, was launched in 2003. Three phases of work have transformed 21 kilometres of narrow, winding two-lane highway into a modern four-lane, 100 km/h standard. In November 2020, Kicking Horse Canyon Constructors was awarded a design-build contract to complete the remaining – and most difficult – 4.8 kilometre section. Completion is expected in winter 2023-24.

Contact the Project

24/7 Construction Project Information Work on the Project Information Line kickinghorsecanyon.ca bcib.ca 1-844-815-6111 [email protected] [email protected]

2/3/2021 Gmail - Evening offering of Virtual Partnerships and Collaboration – An edifying alternative to Netflix

Danielle Morine

Evening offering of Virtual Partnerships and Collaboration – An edifying alternative to Netflix 1 message

Exec. Assistant on behalf of Dan Rude Tue, Jan 26, 2021 at 3:03 PM To: Alison Brewster

Dear Mayors, Councillors and CAOs,

The Elected Officials Education Program is excited to offer our first course of 2021, a virtual offering of Regional Partnerships and Collaboration. This course will build on our strong set of offerings in 2020. It is being offered through a combination of three interactive Zoom sessions structured for participants to be able ask questions of the instructor and engage in small group breakout room discussions (where the real learning occurs).

New for this session, the course will be held in the evening to allow for elected officials with obligations during the work day to participate.

Regardless of where your municipality is at with your Intermunicipal Collaboration Framework(s), this course will provide you with the skills, tools and inspiration to help build intermunicipal relationships and overcome the challenges inherent in regional partnerships. Visit the EOEP website for more information and to register for the virtual Regional Partnerships and Collaboration Course.

The course schedule is as follows:

Thursday, February 11 6:30 – 9:00 pm Thursday, February 18 6:30 – 9:00 pm Thursday, February 25 6:30 – 9:00 pm

Why should you consider registering in this course?

Municipal Elections are in less than 1 year! Why did I need to add this dose of reality? - So you can take training to help you be the best elected official that you can be with credentials backing your desire represent your constituents and provide services as effectively as possible. Course Content. EOEP courses are structured to provide up-to-date information on being an Alberta elected official on the topics that matter. As evidenced by the multiple sell outs of the courses that were repeated in 2020, the instructors are engaging and the content valuable. An Accommodating & reduced Time Commitment. The course is divided into 3 evening modules of 2.5 hrs per session to make them engaging and easier to accommodate around participant work schedules. Affordability. The fee for this course is reduced from the standard EOEP course fee to $200. Plus there will be no travel, hotel, or meal costs as normally required for an in-person course away from home. Interaction and learning from fellow councillors. The EOEP course will leverage Zoom’s unique capability for participants to go into breakout rooms to have small group discussions like you do at a face to face EOEP course. Learn from others and make connections with councillors from all across Alberta. A New method of attending a course. Be a part of something new - especially if you haven’t tried it yet. Yes You! We are planning have face to face courses at future conventions when conditions https://mail.google.com/mail/u/0?ik=a995a08e23&view=pt&search=all&permthid=thread-f%3A1689988495591286837%7Cmsg-f%3A1689988495591… 1/2 2/3/2021 Gmail - Evening offering of Virtual Partnerships and Collaboration – An edifying alternative to Netflix allow. However, this is not likely until later this year. In the meantime and between conventions, we will use virtual offerings. We challenge those that have not ever taken an EOEP course or, those that have not taken a EOEP course in this new format to try it out.

If further help is needed please contact the EOEP Registrar at [email protected] or at 780-989-7431.

Have a great day!

This email and any files transmitted with it are confidential and intended solely for the use of the individual or entity to whom they are addressed. If you have received this email in error please notify the sender. This message contains confidential information and is intended only for the individual named. If you are not the named addressee, you should not disseminate, distribute or copy this email.

https://mail.google.com/mail/u/0?ik=a995a08e23&view=pt&search=all&permthid=thread-f%3A1689988495591286837%7Cmsg-f%3A1689988495591… 2/2

January 29, 2021

Honourable Kaycee Madu Minister of Justice and Solicitor General 424 Legislature Building 10800 - 97 Avenue NW Edmonton, AB T5K 2B6

Dear Minister Madu:

On behalf of the Alberta Police Interim Advisory Board, please find attached the Board’s report on recommendations for 2021-22 policing priorities. This report fulfills the following two mandate items from the Board’s Terms of Reference:

 Provide a report detailing the Interim Board’s recommendations and advice on the JSG/RCMP “K” Division Multi-year Financial Plan by January 31, 2021; and

 Provide a report detailing the Interim Board’s recommendations and advice on provincial policing priorities by January 31, 2021.

Please note that we have combined our recommendations on the multi-year financial plan and provincial policing priorities into the same document.

Thank you again for the opportunity to provide these recommendations. We would be happy to meet with you if you would like to discuss our recommendations in greater detail. The Board is now working on creating the governance recommendations for the operational Board to complete our final mandate items.

If you have any questions or suggestions at this time, please feel free to contact me at [email protected].

We look forward to engaging with you soon!

Classification: Protected A

Page 2 of 2

Sincerely,

Tanya Thorn Chair Alberta Police Interim Advisory Board

cc: Paul McLaughlin, President, Rural Municipalities of Alberta Barry Morishita, President, Alberta Urban Municipalities Association Terry Coleman, Chair, Alberta Association of Police Governance Deputy Commissioner Curtis Zablocki, “K” Division RCMP Marlin Degrand, Justice & Solicitor General

Encl: (2)

Classification: Protected A

ALBERTA POLICE INTERIM ADVISORY BOARD Report on Municipal Policing Priorities

January 2021

Contents

Executive Summary ...... 2 Introduction ...... 5 Stakeholder Engagement ...... 6 Engagement Themes: What We Heard ...... 6 Municipal Policing Priorities ...... 8 Next Steps and Implementation ...... 16 Appendix 1 – Alberta Police Interim Advisory Board Terms of Reference ...... 17 Appendix 2 – Alberta Police Interim Advisory Board Membership ...... 22 Appendix 3 – Alberta Police Interim Advisory Board Survey ...... 23

Executive Summary

The Alberta Police Advisory Board was created by the Minister of Alberta Justice and Solicitor General in spring 2020 to give municipalities served by the Provincial Police Service Agreement (PPSA) a strong voice in setting policing priorities. One of the Board’s mandated deliverables was to provide input into discussions on provincial policing priorities for the 2021/22 fiscal year. This report fulfills that mandate and is also intended to be used to inform the Government of Alberta/RCMP multi-year financial plan.

The Board has developed eight municipal policing priorities and related recommendations. These priorities and recommendations are of equal importance to municipalities.

Priority Recommendations Develop a coordinated, long- • Work with the Alberta Police Advisory Board to identify and term strategy to ensure that all prioritize vacancies and gaps in service in both Provincial vacant frontline detachment Police Service Agreement (PPSA) and Municipal Police Service positions are filled. Agreement (MPSA) municipalities. This would include determining what factors should be considered in making resourcing decisions, as well as the relative importance of each factor. • Develop clear and consistent communication processes with municipalities around vacancies, including information on when and how they will be filled.

Update the detachment • Work with the Alberta Police Advisory Board to review resourcing methodology to resourcing methodology to ensure it reflects community ensure that resourcing decisions need, particularly at the local level. This may include both reflect community needs. enhancing direct RCMP engagement with local communities, and working with the Alberta Police Advisory Board to refine resourcing methodology based on the local input gathered. • Work with the Alberta Police Advisory Board to improve communication with municipalities so that they understand how resources are allocated, as well as the value of centralized, specialized, and civilian positions.

Increase efforts to target repeat • Collaborate with the Alberta Police Advisory Board to develop offenders committing crimes in ways in which repeat offender-related strategies and rural and small urban information can be consistently and effectively municipalities. communicated between detachments and municipalities or police advisory bodies, and how such discussions can then be further communicated to CRUs. • Improve reporting to municipalities and the public on what constitutes a “repeat offender” and the strategies being undertaken by the RCMP to address repeat offenders, especially in rural and small urban municipalities.

Work with municipal and • Collaborate with the Alberta Police Advisory Board to develop community leaders to identify best practices and standards for detachments to follow to

2 local priority enforcement areas improve collaboration and engagement with small and use this information to municipalities. determine detachment and • Recognize different rural and urban crime priority areas and regional crime reduction use this information to inform local, regional, and strategies. provincewide policing priorities and strategies.

Continue to support • Collaborate with the Alberta Police Advisory Board to develop detachments in conducting meaningful definitions and measures of proactive policing and proactive policing and community visibility that are relevant in both urban and rural community engagement municipalities. through the increased use of • Determine how the continued growth of specialized units will Crime Reduction Units, Call directly support improved frontline policing (including Back Units, and other resources proactive policing and community visibility) in rural and small that will allow frontline officers urban municipalities. to increase their presence in the • Collaborate with the Alberta Police Advisory Board to develop community. messaging on how to better communicate the proactive policing initiatives already underway to support improved rural police services.

Provide the Alberta Police • That Alberta Justice and Solicitor General allocate a portion of Advisory Board with adequate revenues collected annually through the police costing model and consistent financial and to provide required administrative funding for the Alberta administrative support. Police Advisory Board before transferring funding to the RCMP. • Collaborate with the Interim Board to determine long-term board costs and administrative requirements in order to inform the funding allocation. Work with the Alberta Police • Collaborate with the Alberta Police Advisory Board (possibly Advisory Board to develop best through the formation of a sub-committee involving RCMP, practices to enhance the quality Government of Alberta, and Board members) to develop and consistency of communication and collaboration best practices and communication and approaches in the following areas: collaboration between o How to form relationships with municipal leaders detachments and the o How to effectively report to and update municipalities municipalities that they serve. about policing in the community o How to work with municipalities to identify and engage community leaders, including those from racialized and/or under-represented communities o How to maintain collaboration following changes in detachment and/or municipal leadership

Work with community and • Develop measurable detachment-level requirements for municipal leaders to address engaging with local racialized and/or under-represented racism and other forms of communities. discrimination in policing. • Collaborate with municipalities and other leading community organizations to raise awareness of and respond to local social justice issues.

• Collaborate with the Alberta Police Advisory Board to develop initiatives that will support detachments in undertaking this action.

As the role of the Alberta Police Advisory Board is to provide recommendations to the RCMP and Alberta Justice and Solicitor General, it is ultimately the responsibility of the provincial government and “K” Division leadership to decide whether to accept the Board’s recommendations, and if so, how to integrate them into existing planning processes and strategic initiatives.

The Board would be pleased to meet with RCMP and Alberta Justice and Solicitor General leadership to discuss the priorities identified in this report, and how all three groups can work together towards effective implementation.

Introduction

The Minister of Justice and Solicitor General established the Alberta Police Advisory Board in spring 2020 to give municipalities served by the Provincial Police Service Agreement (PPSA)1 a strong voice in setting policing priorities. As the order of government closest to its citizens, municipalities are well-positioned to help the RCMP identify and address community policing2 and public safety issues. The Board can therefore play an important role in ensuring that policing reflects the needs and concerns of Albertans across the province.

The Alberta Police Advisory Board is being implemented in two phases: in the first year, an interim Board is developing the Board’s structure and scope. On the completion of the interim Board’s mandate, the work of the operational Board will begin for a four-year term. As per the Terms of Reference developed by Alberta Justice and Solicitor General (Appendix 1), the Interim Board is made up of four representatives from the Rural Municipalities of Alberta (RMA) Board, four representatives from the Alberta Urban Municipalities Association (AUMA) Board, and one representative from the Alberta Association of Police Governance Executive. A list of the current interim Board members is provided in Appendix 2.

The Interim Board has been mandated to: 1. Develop the scope and terms of reference for the operational Board. 2. Develop a recruitment and selection process for operational Board members. 3. Develop governance documents for the operational Board, including at minimum, a Competency Matrix for Board member appointments and review, a Code of Conduct, and a Mandate and Roles Document. 4. Provide input, advice, and recommendations to the provincial government and RCMP “K” Division on the buildup of the provincial police service. 5. Provide input into discussions on provincial policing priorities for the 2021/22 fiscal year to facilitate engagement during transition to the operational Board.

This report contains the Interim Board’s recommendations and advice on provincial policing priorities for the 2021/22 fiscal year (Mandate Item 5). The report is also intended to be used to inform the Government of Alberta/RCMP Multi-Year Financial Plan.

1 Under the Police Act, the Government of Alberta is responsible for providing police services to urban municipalities with populations of 5,000 or less and all municipal districts and counties. The provincial government meets this obligation by contracting the RCMP to deliver police services to these municipalities through the Provincial Police Service Agreement (PPSA). This agreement is negotiated and signed by the provincial and federal governments.

2 Community policing is a philosophy that promotes organizational strategies that support the systematic use of partnerships and problem-solving techniques to proactively address the immediate conditions that give rise to public safety issues such as crime, social disorder, and fear of crime.

Stakeholder Engagement

Since its establishment, the Alberta Police Interim Advisory Board has been engaging with key stakeholders to gather information and develop recommendations on policing priorities.

The Board distributed a survey to municipalities in fall 2020 to learn more about municipal perspectives on policing (see survey questions in Appendix 3). This survey received 209 responses from 160 different municipalities. The Board also solicited input from municipalities through email and in person at RMA and AUMA events. Municipal feedback provided the foundation for the recommendations in this report.

Additionally, the Board met multiple times with RCMP “K” Division and Alberta Justice and Solicitor General to learn about current policies and processes related to planning, budgeting, and resource allocation for the provincial police service. This included reviewing the policing priorities and performance measures identified by the RCMP and Alberta Justice and Solicitor General in their 2018- 2021 Joint Business Plan.

Engagement Themes: What We Heard

The Alberta Police Interim Advisory Board received a wide range of feedback from municipalities on how to enhance policing in Alberta. While quantitative analysis of survey results has been invaluable in helping the Board determine policing priorities for municipalities, several broader themes also emerged through qualitative analysis. Some of these themes highlight broad, societal issues that the RCMP cannot resolve alone, but should consider in both their strategic planning and day-to-day operations. Other themes focus on specific policing areas that the RCMP can address directly. The Board was pleased to note that these themes are generally aligned with the some of the priorities outlined in the existing Alberta Justice and Solicitor General/RCMP 2018-2021 Joint Business Plan, indicating a degree of agreement between municipalities, the provincial government, and the RCMP on future goals and directions for policing in Alberta.

Systemic Resource Constraints

Municipalities have consistently highlighted resource constraints in the provincial health, policing, and justice systems as a key barrier to effective policing. Municipalities do not expect to have a hospital, police detachment, and courthouse in every community in Alberta; however, all Albertans must have equitable access to health, police, and justice services and these services must be appropriately resourced in order to be effective. While the RCMP is now in a position to increase its resources as a result of additional funding raised through the new police costing model, their effectiveness will continue to be limited as long as there are vacancies and gaps in the health and justice systems. It is important to note that both the justice and healthcare systems fall under provincial jurisdiction, and municipal governments have a limited role in provincial policy, planning, and decision-making for these systems. Additionally, given fiscal constraints and limited mechanisms for raising revenue, municipalities are not able to fill in gaps in provincial funding.

Crime Reduction and Prevention

As crime and the costs of policing continue to be a key issue in both rural and urban communities, municipalities have identified the need to focus on crime prevention and reduction by resolving the root causes of crime. There is considerable research showing that early intervention and prevention with youth, families, and schools reduces violent crime in a cost-effective way: crime can be prevented by responding as soon as possible when people have risk factors such as addiction, loss of employment, or mental illness. While most early intervention and prevention programs fall under provincial jurisdiction, there is a role for the RCMP to play in cross-agency collaboration with various stakeholders and levels of government to identify the root causes of crime at a community level, pool resources, and coordinate responses. Municipalities do play a role in delivering preventative social supports through the Family and Community Support Services (FCSS) program; in fact, more than half of the municipalities participating in this program pay more than the required municipal cost share for the program. However, municipalities are limited by legislation that prevents FCSS programs from duplicating any provincial services.

Outcome Accountability

Municipalities expect the RCMP to operate according to prescribed accountability and governance frameworks. Many municipalities identified the need for a more transparent, collaborative approach to assessing RCMP performance that is based on the identification of policing and public safety goals through a closer working relationship between the RCMP and their primary stakeholders, particularly municipalities, which are well-positioned to identify community safety issues. Once such goals are identified, appropriate indicators should be created for assessing whether progress is being made towards achieving these goals, and regular reporting processes should be established. Municipalities are cognizant of the additional resources required to support organizational effectiveness and outcome accountability, and they acknowledge the tension inherent in balancing corporate support and centralized positions with “boots on the ground”. However, a collaborative and transparent approach to RCMP performance assessment that engages stakeholders more directly in goal identification and outcome measurement can lead to more successful, responsive, and accountable policing.

Social Justice

Recent events such as the National Inquiry into Missing and Murdered Indigenous Women and Children, the Black Lives Matter movement, and the Merlo-Davidson settlement underscore the need to address systemic discrimination in civil society, and the role of police in both perpetuating this discrimination and combatting it. All civil institutions, including municipal governments and police services, must work in partnership with marginalized populations to address discrimination both internally and in their interactions with the citizens they serve. To ensure public confidence in policing, municipalities support improved civilian oversight and transparency, particularly for complaints and disciplinary reviews, as well as recruitment and training initiatives that focus on diversity and inclusion.

Municipal Policing Priorities

Based on stakeholder feedback, the Alberta Police Interim Advisory Board has developed eight municipal policing priorities and related recommendations to inform discussions on provincial policing priorities for the 2021/22 fiscal year. These priorities and recommendations are of equal importance to municipalities and are grouped by the themes identified in the previous section.

Systemic Resource Constraints

Priority 1: Develop a coordinated, long-term strategy to ensure that all vacant frontline detachment positions are filled.

Albertans need to feel safe and protected in their communities. AUMA, RMA, and the Alberta Association of Police Governance have consistently heard from their members that RCMP vacancy rates and long response times contribute to the perception that some communities are not safe. This feedback has been validated by the responses to the Board’s fall 2020 municipal survey, which identified the following three service issues as the most important for municipalities: • Filling vacancies and providing full coverage service • 911 response times • Community visibility

Only cities were likely to indicate an “other” issue as most important; otherwise, all sizes, districts, and types of municipalities agreed on the above issues as their most important.

These service issues reflect an overall lack of resources; accordingly, the Board supports allocating additional police resources to improve policing services; address rising crime rates; and enable community crime prevention and diversion initiatives. The Board was therefore pleased to see the RCMP’s announcement that the new police costing model will result in additional resources for the RCMP for 2020/21, specifically 76 new police officers and 57 new civilian support positions. Additionally, the RCMP has shared information with the Board on potential resourcing initiatives that include: • 24-hour coverage in all PPSA locations • The creation of a relief team to be deployed to detachments that are experiencing short term human resource shortages • District general duty resources that would provide district commanders with the flexibility to deploy resources to areas of need

RECOMMENDATIONS: • Work with the Alberta Police Advisory Board to identify and prioritize vacancies and gaps in service in both Provincial Police Service Agreement (PPSA) and Municipal Police Service Agreement (MPSA) municipalities. This would include determining what factors should be considered in making resourcing decisions, as well as the relative importance of each factor. • Develop clear and consistent communication processes with municipalities around vacancies, including information on when and how they will be filled.

Priority 2: Update the detachment resourcing methodology to ensure that resourcing decisions reflect community needs.

The RCMP currently determines how to allocate policing resources by analyzing each detachment’s workload. This analysis takes several factors into account, including travel time, call volume, type of crimes occurring in the area, amount of time required for investigations, size of detachment, and time available for proactive policing. When asked to rank which factors were most important to their municipality, survey respondents identified travel time as by far the most significant factor (43%), followed by the types of crime in the area (29%), then time available for proactive policing (12%). Call volume, detachment size, and investigative time required were seen as less important. Rural and small urban municipalities (municipal districts, villages, and summer villages; populations under 5,000) tended to prioritize travel time over type of crime when compared to larger urban municipalities (cities and towns; populations over 5,000), although both were considered important. This likely reflects the fact that rural and small urban municipalities tend to be further away from detachments than larger municipalities.

Additionally, 70% of respondents either agreed or strongly agreed that resource allocation should be balanced between frontline officers and centralized, specialized, or civilian positions.

RECOMMENDATIONS: • Work with the Alberta Police Advisory Board to review resourcing methodology to ensure it reflects community need, particularly at the local level. This may include both enhancing direct RCMP engagement with local communities, and working with the Alberta Police Advisory Board to refine resourcing methodology based on the local input gathered. • Work with the Alberta Police Advisory Board to improve communication with municipalities so that they understand how resources are allocated, as well as the value of centralized, specialized, and civilian positions.

Crime Reduction and Prevention

Priority 3: Increase efforts to target repeat offenders committing crimes in rural and small urban municipalities.

Repeat offenders are a major issue in rural and small urban municipalities across Alberta. Anecdotally, many municipal leaders have indicated that most of the criminal activity occurring within their communities is due to a small group of individuals that frequently re-offend. Survey results highlight the importance that municipal leaders place on addressing repeat offenders, particularly in rural municipalities and specialized municipalities. This may indicate a specific link between repeat offenders and property crimes common in rural areas with a limited police presence.

Although a complete strategy to effectively focus on and reduce the rate of prolific and repeat offenders includes reforms to social supports and the justice system that are beyond the scope of the Alberta Police Advisory Board, there are ways in which policing approaches at the detachment, regional and province-wide level could better address repeat offenders.

The Alberta Justice and Solicitor General/RCMP 2018-2021 Joint Business Plan includes a key initiative under the “crime reduction” priority to establish “specialized crime reduction units focused on targeting

9 repeat offenders.” It is the Board’s understanding that the first crime reduction unit (CRU) was formed in Alberta in 2017 as a pilot project, and four CRUs are currently in place in the province. The Board supports the CRU model as a key tool to address prolific offenders and appreciates that the RCMP has identified expanding the use of CRUs as a potential 2021 resourcing initiative.

According to the Civilian Review and Complaints Commission’s (CRCC) March 2020 Review of the RCMP’s Crime Reduction-Type Units, Alberta’s CRUs collaborate “with the provincial agencies responsible for health, housing, addictions and human services both at the working and senior levels, including the provincial deputy minister level.” While this collaboration between CRUs and provincial agencies is a positive, the report lacks any reference to CRUs attempting to work with municipalities, municipally operated social service organizations (such as Family and Community Support Services), community peace officers, or local non-profit agencies that may provide support to those at high risk of becoming repeat offenders. As many rural and small urban communities have little or no direct provincial agency presence, it is imperative that CRUs increase their collaboration with non-provincial entities that may play a role in both preventing individuals from becoming repeat offenders and helping to identify possible repeat offenders within these communities.

RECOMMENDATIONS: • Collaborate with the Alberta Police Advisory Board to develop ways in which repeat offender- related strategies and information can be consistently and effectively communicated between detachments and municipalities or police advisory bodies, and how such discussions can then be further communicated to CRUs. • Improve reporting to municipalities and the public on what constitutes a “repeat offender” and the strategies being undertaken by the RCMP to address repeat offenders, especially in rural and small urban municipalities.

Priority 4: Work with municipal and community leaders to identify local priority enforcement areas and use this information to determine detachment and regional crime reduction strategies.

Survey results showed that while some categories of criminal activity are priorities in municipalities of all types, sizes, and regions of Alberta, there are noticeable differences in how important other types of crime were viewed by different survey respondents. For example, although “major property crime” was clearly identified as the most important crime category for Alberta’s municipalities overall, it was ranked as relatively low among town and city respondents (larger urban municipalities) and as very high among rural municipalities, summer villages, and villages. Conversely, towns and villages ranked drug-related offences as a much higher priority than respondents representing rural and small urban municipalities. Similarly, family violence was ranked as a higher priority by larger municipalities, while property crime was less of a priority.

What these results suggest is that while both drug offences and property crimes impact communities of all types and sizes, the direct impacts of each likely differ. This data could be interpreted to suggest that individuals committing drug crimes in towns and villages (where they likely live) may be travelling to rural and small urban municipalities to commit property crimes linked to drug sales or use. This is a significant assumption, but it speaks to the larger issue: crime is a major concern in communities across the province, but its specific impacts differ based on municipal size and type.

While the survey results indicate broad differences in priority crime areas among municipalities of different types and sizes, it is likely that priority issues vary by individual municipality. For this reason, ongoing, quality collaboration between detachments and municipal/community leaders is essential to ensure that those policing the community understand the concerns and priorities of community residents and businesses. In larger municipalities where both police and municipal governments may have the time and capacity to regularly interact, this may be straightforward. However, in smaller municipalities, limited police and municipal capacity may mean that collaboration is more difficult. The impacts of municipal size on collaboration are supported in the survey results. The table below contrasts the overall survey responses to the responses of municipalities with a population below 2,000 on several questions related to police/municipal collaboration.

Question Alberta overall Municipalities with Municipalities with population below population above 2,000 2,000 Does your municipality have a 27.5% said yes 19.4% said yes 36.0% said yes police oversight body? How often does your 58.6% meet two 39.6% meet two 77.1% meet two or municipality/police oversight body times or more times or more more times meet with your detachment commanders? Do you consider your current 65% said yes 56% said yes 73.0 said yes meeting frequency with RCMP detachment commanders sufficient? Does your RCMP detachment 66% said yes 59% said yes 74.2% said yes provide you with a copy of their annual performance plan (APP)? Is your municipality or police 55% said yes 35% said yes 60.2% said yes oversight body involved in developing the detachment’s APP? Does your municipality or police 82% said yes 70% said yes 95.3% said yes oversight body receive regular reporting from your detachment?

What the results above suggest is that collaboration between small municipalities and their detachments is consistently lower than collaboration between detachments and municipalities in general. This inconsistency likely flows upwards into the policing-related priorities of small and rural municipalities being under-considered in RCMP regional and province-wide priority-setting.

While Alberta’s Police Act places the onus on municipalities to form police committees as a formal means to collaborate with their local detachment, it is not the only way. The results above clearly show that detachments often meet with municipal councils regardless of whether the municipality has a standalone police committee. However, the results also show that the level of engagement requires improvement, especially in small municipalities, nearly half of which consider their current meeting frequency with their detachments to be insufficient.

RCMP and Alberta Justice and Solicitor General should emphasize the development of detachment standards for engagement with the municipalities they serve. Alberta Police Interim Advisory Board members have regularly heard from municipal leaders that municipal-detachment engagement is often “personality-driven,” as it is almost entirely dependent on the willingness of a particular detachment commander to take the time to work with municipal leaders. In many cases, municipalities have formed strong relationships with a detachment, only to see them evaporate when the detachment’s leadership shifts.

The Alberta Justice and Solicitor General/RCMP 2018-2021 Joint Business Plan makes some indirect references to improving community engagement, including the need to develop strategies for “local partnerships” within detachment Annual Performance Plans, and “improve the way in which the RCMP connect with, involve, and inform communities to ensure the public is receiving a prompt response to criminal complaints and a positive service experience.” However, neither of these initiatives specifically addresses the need to better inform and engage municipalities, which is especially important in small communities in which the municipality is often most knowledgeable of local concerns and trends.

RECOMMENDATIONS: • Collaborate with the Alberta Police Advisory Board to develop best practices and standards for detachments to follow to improve collaboration and engagement with small municipalities. • Recognize different rural and urban crime priority areas and use this information to inform local, regional, and provincewide policing priorities and strategies.

Priority 5: Continue to support detachments in conducting proactive policing and community engagement through the increased use of Crime Reduction Units, Call Back Units, and other resources that will allow frontline officers to increase their presence in the community.

The Alberta Justice and Solicitor General/RCMP 2018-2021 Joint Business Plan includes a strategy to create specialized units, along with the Police Reporting and Occurrence System (PROS) data centre, to increase the amount of time available to frontline police officers for proactive policing and community engagement.

The Alberta Police Interim Advisory Board is highly supportive of this existing strategy and recommends that the RCMP continue to dedicate resources to forming and expanding the use of specialized units to address and respond to crime, which will allow local officers to increase their presence in the communities they serve more strategically.

However, both the concepts of proactive policing and community visibility, as well as their importance, are not homogeneous across Alberta, but rather differ across municipal size and type. For example, in urban municipalities, community visibility may look like police consistently appearing at and participating in community events to build relationships with residents. In isolated rural areas of the province, visibility may be as simple as having a police officer physically visit a resident who was the victim of a property crime, rather than only follow up over the phone. In other words, the threshold for what constitutes an effective level of community visibility differs significantly across the province, meaning that a single definition or measure of community visibility if unlikely to exist.

Similarly, the importance of proactive policing varies across the province. In urban communities that are typically located near a detachment and have short response times, proactive policing is more of a

12 priority, likely because it is seen as the “next step” in enhancing community safety beyond the core policing aspects of actually responding to calls for service. Conversely, rural municipalities rank response time as having much higher importance than community visibility, likely because current response times in rural areas are much longer than urban communities.

The survey reflects some of the differences in how urban and rural municipalities view proactive policing. The question below shows the relative importance that representatives of different municipal types assigned to travel time and time available for proactive policing in terms of how much importance each should have determining RCMP resourcing allocations (note that a higher number indicates a higher level of importance).

Municipal Type Travel time importance Proactive policing importance City 1.71 4.29 Town 3.89 3.45 Village 4.80 3.75 Summer village 5.12 4.35 Rural municipality 4.97 2.89

What these results suggest is that larger urban municipalities that are likely to host a detachment are less concerned about travel time (which is likely already adequate), while villages, summer villages and rural municipalities, which are less likely to be near detachments, view travel time as a major concern. Interestingly, while all four urban municipal types shown above view proactive policing as relatively important, it is much less so in rural municipalities. This should not be viewed as an assumption that rural municipalities are not interested in having enhanced proactive policing in their area, but rather that response times (or reactive policing) is such a major concern in rural areas that rural expectations for anything beyond basic response is currently quite low.

These results also suggest that the RCMP must more effectively report on their rural proactive policing efforts, in the form of Crime Reduction Units, Call Back Units, and other initiatives, and their link to seeking to improve both police availability and community visibility in rural communities. It is likely that many rural residents (and municipalities) may be unaware of the proactive and strategic initiatives being undertaken by the RCMP with the end goal of increasing police presence and response in rural areas.

RECOMMENDATIONS: • Collaborate with the Alberta Police Advisory Board to develop meaningful definitions and measures of proactive policing and community visibility that are relevant in both urban and rural municipalities. • Determine how the continued growth of specialized units will directly support improved frontline policing (including proactive policing and community visibility) in rural and small urban municipalities. • Collaborate with the Alberta Police Advisory Board to develop messaging on how to better communicate the proactive policing initiatives already underway to support improved rural police services.

Outcome Accountability

Priority 6: Provide the Alberta Police Advisory Board with adequate and consistent financial and administrative support.

The Alberta Police Advisory Board fills an important gap in the current RCMP-Alberta Justice and Solicitor General planning and priority setting process by ensuring that small and rural communities have some level of representation in the process. The current interim Board is supported by RMA and AUMA, along with additional assistance from Alberta Justice and Solicitor General and RCMP staff. Moving forward, RMA and AUMA expect to have a lesser role in the Board, as board members will no longer exclusively be RMA and AUMA representatives, but rather broader municipal and community representatives from rural and small urban municipalities.

To ensure that the Board functions effectively in the long-term, a portion of the funds currently collected through the new police costing model should be used to support the expenses and administrative requirements of the board. This includes board member costs and per diems and board administrative and capacity requirements, such as minute-taking, report writing, survey construction and analysis, and other specialized skills that the board will require but that cannot continue to be provided on RMA and AUMA on a no-cost basis. Proactively confirming that the operational Board will be adequately supported is crucial to supporting member recruitment, long-term planning, and ensuring the board can focus on policing, rather than on how to remain operational with limited provincial support.

RECOMMENDATIONS: • That Alberta Justice and Solicitor General allocate a portion of revenues collected annually through the police costing model to provide required administrative funding for the Alberta Police Advisory Board before transferring funding to the RCMP. • Collaborate with the Interim Board to determine long-term board costs and administrative requirements in order to inform the funding allocation.

Priority 7: Work with the Alberta Police Advisory Board to develop best practices to enhance the quality and consistency of communication and collaboration between detachments and the municipalities that they serve.

The RCMP has been a consistent and helpful partner for the Alberta Police Interim Advisory Board since its establishment in early 2020. The interim Board will be in place until the end of November 2021. Moving forward, the operational Board will likely consist of a variety of municipal and community representatives from rural and small urban municipalities across Alberta. In addition to providing input and recommendations to the RCMP and provincial government on behalf of municipalities, it is expected that the Board will play an important role in enhancing local engagement and partnership between the RCMP and municipalities across the province.

As explained under Priority 4, the effectiveness of local detachment-municipal engagement and collaboration varies by municipal size and type. A core focus of the work undertaken by the RCMP and Board should be to improve the consistency of local communication and collaboration, particularly in small municipalities, through the creation and implementation of best practices and policies that can be

14 used by both detachments and municipalities to encourage engagement in cases where a lack of time and resources may prevent the use of more “official” approaches such as police committees.

Such approaches should be flexible to meet the differing needs and capacities of municipalities, and should be grounded in the idea that an ongoing relationship should exist between each detachment and all of the municipalities it serves, but that this relationship should not necessarily look the same across the province.

RECOMMENDATIONS: • Collaborate with the Alberta Police Advisory Board (possibly through the formation of a sub- committee involving RCMP, Government of Alberta, and Board members) to develop communication and collaboration best practices and approaches in the following areas: o How to form relationships with municipal leaders o How to effectively report to and update municipalities about policing in the community o How to work with municipalities to identify and engage community leaders, including those from racialized and/or under-represented communities o How to maintain collaboration following changes in detachment and/or municipal leadership

Social Justice

Priority 8: Work with community and municipal leaders to address racism and other forms of discrimination in policing

Alberta’s communities are diverse, and many Albertans have had negative experiences with police that have shaped their perceptions of policing and the role of police in their communities. Incidents across Canada and the United States over the past year have brought into sharp focus the concerning relationship between police and racialized groups that has existed for decades. It is critical that the RCMP engage with racialized and Indigenous communities, and other marginalized groups across the province to understand their perspectives on systemic discrimination in policing, and to ensure that all Albertans are effectively served by police.

While the Alberta Justice and Solicitor General/RCMP 2018-2021 Joint Business Plan includes a priority related to better serving Indigenous communities, a similar priority is required for other marginalized groups. Additionally, although the business plan includes a strategy to develop cultural awareness, diversity and inclusion training for all employees, action must go beyond simply requiring employees to take a single diversity training course. This focus should extend to the detachment level and require each detachment to take concrete, measurable steps to learn about and engage with racialized and vulnerable groups within the communities they serve. The Alberta Police Advisory Board can play a role in supporting this relationship-building by working with municipalities to identify those in small and rural communities that are members of or represent racialized or vulnerable populations.

RECOMMENDATIONS: • Develop measurable detachment-level requirements for engaging with local racialized and/or under-represented communities. • Collaborate with municipalities and other leading community organizations to raise awareness of and respond to local social justice issues.

• Collaborate with the Alberta Police Advisory Board to develop initiatives that will support detachments in undertaking this action.

Next Steps and Implementation

Many of the recommendations above build on actions already reflected in planning documents, and mainly focus on the need to accelerate implementation or collaborate with the Alberta Police Advisory Board to a greater extent around certain existing initiatives.

The Board would appreciate an opportunity to meet with the leadership of the RCMP and Alberta Justice and Solicitor General to discuss the priorities identified in this report, and how all three groups can work together towards effective implementation.

Appendix 1

Appendix 2 – Alberta Police Interim Advisory Board Membership

Tanya Thorn Board Chair Councillor, Town of Okotoks Kara Westerlund Alternate Chair Councillor, Brazeau County Tom Burton Board Member Councillor, Municipal District of Greenview Terry Coleman Board Member Board Chair, Alberta Association of Police Governance Angela Duncan Board Member Deputy Mayor, Village of Alberta Beach Tyler Gandam Board Member Mayor, City of Wetaskiwin Trina Jones Board Member Councillor, Town of Legal Kathy Rooyakkers Board Member Councillor, County of Wetaskiwin Jason Schneider Board Member Reeve, Vulcan County

Appendix 3 – Alberta Police Interim Advisory Board Survey

1. Name of Municipality

2. Our municipality is a: City Town Village Summer Village Specialized Municipality County/Municipal District Other (please specify)

3. We represent a population: Under 2,000 2,000 - 5,000 5,001 - 10,000 Over 10,000

4. Our municipality receives RCMP services from the following detachment(s): (fill in)

5. Please provide a contact name, in case there is a need to follow up with your municipality to clarify feedback or get more detailed information regarding interesting ideas or collaborations (optional).

Engagement with RCMP

6. Does your municipality have a police oversight body? Yes No

7. How often does your municipality or municipal/community police oversight body meet with your RCMP detachment commander(s)? Four times a year or more 2-3 times a year Once a year Less than once a year We’ve never met formally

8. Do you consider your current meeting frequency with the RCMP detachment commander(s) to be sufficient? Yes No

9. Does your RCMP detachment(s) provide you with a copy of their annual performance plan(s)?

Yes No 10. Is your municipality or municipal police oversight body involved in developing the detachment’s annual performance plan (APP)? Yes No

11. Does your municipality or municipal police oversight body receive regular reporting (such as information on statistics, trends, and detailed crime rates) from your local detachment(s)? Yes No

If yes, what type of information do you receive? Is there any other type of information you would like to receive that is not currently provided?

If no, what type of information would you like to receive?

12. Please share any examples of effective collaboration between your detachment(s) and your municipality/community members.

13. How could your detachment(s) improve engagement with your municipality/community members?

14. Do you think that processes for providing input on local policing priorities should be formalized and standardized? For example, independent municipal, community police oversight bodies, which are currently optional, could be mandated in legislation. Yes No

If yes, what is your preferred mechanism for doing so?

Policing Priorities

15. Rank the policing priorities below in the order of importance for your municipality in 2021/22. Traffic enforcement (i.e. aggressive driving, distracted driving) Family violence (i.e. domestic abuse and threats) Illegal drug-related offenses (i.e. possession, trafficking) Impaired driving (drugs, alcohol) Crimes against persons (i.e. assaults, threats) Minor property crime (i.e. vandalism, theft from motor vehicles, theft under $5,000) Major property crime (i.e. break and enters, theft of motor vehicles, theft over $5,000) Proactive/community policing (i.e. school resource officers, patrols) Increased focus on prolific offenders Other (fill in)

16. Rank the RCMP service issues below in the order of importance for your local RCMP detachment to resolve in 2021/22.

911 response times Community visibility Filling vacancies and providing full coverage service Engaging with the municipality (reporting, setting priorities, communication on service changes, etc.) Communication with community members and other stakeholders Other (fill in)

Rollout of New Police Resources

The RCMP currently determines how to allocate additional and/or new policing resources by analyzing each detachment’s workload. This analysis takes the following factors into account: • Travel time • Call volume • Type of crimes occurring in the area • Amount of time required for investigations • Size of detachment • Time available for proactive policing (patrols, community engagement, visiting schools, and attending community events).

17. Rank the order of importance of these factors to your municipality.

18. Are there any other factors that should be considered?

Revenue collected through the new costing model will be reinvested into policing, leading to an increase in the number of RCMP officers and civilian positions throughout the province. This investment prioritizes adding uniformed patrol officers in rural RCMP detachments, but will also add police officers to centralized RCMP units that work to address province-wide issues such as organized crime, drug trafficking, and auto and scrap metal theft. A portion of the revenue will also be used to fund new civilian positions to assist with administrative tasks and provide investigative support. These administrative roles are intended to improve response times and help ensure officers have the support they need to protect Albertans by spending more time in their communities.

19. Do you agree that RCMP resource allocation should balance frontline officers with centralized, specialized, and/or civilian positions? (Strongly agree to strongly disagree)

Police Costing Model

20. Have you engaged in conversations with your local detachment around whether any new police resources arising from the new costing model may affect policing in your municipality? Yes No

If yes, what information did you receive from your detachment on new police resources?

21. Has the information provided by the Government of Alberta on the new police costing model been sufficient to ensure your council and staff understand the new model, including how costs are determined and how the additional funding could be used?

Yes No

If no, what additional information do you require on the new police costing model?

2/3/2021 Gmail - M.D of Spirit River No. 133 - Letter to Premier Kenney RE: COVID-19 Lockdowns

Danielle Morine

M.D of Spirit River No. 133 - Letter to Premier Kenney RE: COVID-19 Lockdowns 1 message

Good afternoon all,

For your perusal, please find attached a letter from Reeve Tony Van Rootselaar of the Municipal District of Spirit River No. 133 to the Honourable Premier Jason Kenney regarding the impact of COVID-19 lockdowns on Albertans, as well as a paper published by Ari R Joffe, MD, FRCPC with the Stollery Hospital.

Thank you,

Montana Kuhar

Executive Assistant

Municipal District of Spirit River #133

Box 389

Spirit River, Alberta T0H 3G0

Phone: 780-864-3500 Ext: 207 https://mail.google.com/mail/u/0?ik=a995a08e23&view=pt&search=all&permthid=thread-f%3A1690082114548386902%7Cmsg-f%3A16900821145483… 3/4 2/3/2021 Gmail - M.D of Spirit River No. 133 - Letter to Premier Kenney RE: COVID-19 Lockdowns Email: [email protected]

2 attachments MD Spirit River - Letter to Kenney.pdf 79K Rethink the Lockdown Paper.pdf 1471K

https://mail.google.com/mail/u/0?ik=a995a08e23&view=pt&search=all&permthid=thread-f%3A1690082114548386902%7Cmsg-f%3A16900821145483… 4/4 Preprints (www.preprints.org) | NOT PEER-REVIEWED | Posted: 4 November 2020 doi:10.20944/preprints202010.0330.v2

Rethinking the Lockdown Groupthink

COVID-19: Rethinking the Lockdown Groupthink

Author: Ari R Joffe MD, FRCPC* Affiliation: Department of Pediatrics, Division of Critical Care Medicine, University of Alberta and Stollery Children’s Hospital, Edmonton, Alberta, Canada; John Dossetor Health Ethics Center, University of Alberta, Edmonton, Alberta, Canada. Corresponding Author: Ari R Joffe MD; Email: [email protected] ORCID: http://orcid.org/0000-0002- 4583-707X

Keywords: Cost-benefit analysis; COVID-19; Groupthink; Lockdowns; Public Health

Abstract: The Severe Acute Respiratory Syndrome Coronavirus 2 (SARS-CoV-2) has caused the Coronavirus Disease 2019 (COVID-19) worldwide pandemic in 2020. In response, most countries in the world implemented lockdowns, restricting their population’s movements, work, education, gatherings, and general activities in attempt to ‘flatten the curve’ of COVID-19 cases. The public health goal of lockdowns was to save the population from COVID-19 cases and deaths, and to prevent overwhelming health care systems with COVID-19 patients. In this narrative review I explain why I changed my mind about supporting lockdowns. First, I explain how the initial modeling predictions induced fear and crowd-effects [i.e., groupthink]. Second, I summarize important information that has emerged relevant to the modeling, including about infection fatality rate, high-risk groups, herd immunity thresholds, and exit strategies. Third, I describe how reality started sinking in, with information on significant collateral damage due to the response to the pandemic, and information placing the number of deaths in context and perspective. Fourth, I present a cost-benefit analysis of the response to COVID-19 that finds lockdowns are far more harmful to public health than COVID-19 can be. Controversies and objections about the main points made are considered and addressed. I close with some suggestions for moving forward.

Rethinking the Lockdown Groupthink

Introduction

The Severe Acute Respiratory Syndrome Coronavirus 2 (SARS-CoV-2) initially caused Coronavirus Disease 2019 (COVID-19) in China in December 2019, and has caused a worldwide pandemic in 2020. In response, most countries in the world implemented lockdowns, restricting their population’s movements, work, education, gatherings, and general activities in attempt to ‘flatten the curve’ of COVID-19 cases. Even now, as the so-called ‘second-wave’ of COVID-19 cases is occurring, governments are considering and some implementing another lockdown to again ‘flatten the curve’. The public health goal of lockdowns is to save the population from COVID-19 cases and deaths, and to prevent overwhelming health care systems with COVID-19 patients. I was a strong proponent of lockdowns when the pandemic was first declared.1

In this narrative review I explain why I changed my mind. First, I explain how the initial modeling predictions induced fear and crowd-effects [i.e., groupthink]. Second, I summarize important information that has emerged relevant to the modeling. Third, I describe how reality started sinking in, with information on significant collateral damage from the response to the pandemic, and on the number of deaths in context. Fourth, I present a cost-benefit analysis of the response to COVID-19. I close with some suggestions for moving forward.

An important point must be emphasized. The COVID-19 pandemic has caused much morbidity and mortality. This morbidity and mortality have been, and continue to be, tragic.

1. The initial predictions induce fear

1.1 How it started: modelling

Early modeling made concerning predictions that induced fear (Table 1). Kissler et al. predicted the need for intermittent lockdowns occurring for a total of 75% of the time, even after July 2022, to avoid “overwhelming critical care capacity.”2-4 In their discussion they wrote that the response “is likely to have profoundly negative economic, social, and educational consequences… We do not take a position on the advisability of these scenarios given the economic burden….”2 On March 16, 2020, the Imperial College COVID-19 Response Team published modelling of the impact of non-pharmaceutical interventions (NPI) to reduce COVID-19 mortality and healthcare demand in the United States (US) and United Kingdom (UK).5 They wrote that suppression “needs to be in force for the majority [>2/3 of the time] of the 2 years of the simulation,” without which there would be 510,000 deaths in Great Britain and 2.2 million deaths in the United States by mid-April, surpassing ICU demand by 30 times.5 In their discussion they wrote that “we do not consider the ethical or economic implications [page 4]… The social and economic effects of the measures which are needed to achieve this policy goal will be profound [page 16]….”5 The Imperial College COVID-19 Response Team extended this to the global impact of the pandemic on March 26, 2020,6 and estimated that without lockdowns there would be “7.0 billion infections and 40 million deaths globally this year.”6 In their discussion they wrote “we do not consider the wider social and economic costs of suppression, which will be high and may be disproportionately so in lower income settings.”6 In a later publication, this group modeled that “across 11 countries [in Europe], since the beginning of the epidemic [to May 4], 3,100,000 (2,800,000 – 3,500,000) deaths have been averted due to [NPI] interventions….”7 Another group similarly claimed that, in 5 countries [China, South Korea, Iran, France, US], NPIs “prevented or delayed [to April 6] on the order of 62 million confirmed cases.”8

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Rethinking the Lockdown Groupthink

1.2 How it took off: Crowd Effects [Groupthink]

There ensued a contagion of fear and policies across the world.9-12 Social media spread a growing sense of panic.13 Popular media focused on absolute numbers of COVID-19 cases and deaths independent of context, with a “sheer one-sided focus” on preventing infection.12 There was an appeal of group hysteria; “everyone got a break from their ambitions and other burdens carried in normal life”, and became united in crowds, which have a numbing effect.9 There was talk of “acting together against a common threat”, “about seeming to reduce risks of infection and deaths from this one particular disease, to the exclusion of all other health risks or other life concerns”, with virtue signaling to the crowd, of “something they love to hate and be seen to fight against.”9 A war effort analogy is apt, with the “unquestioning presumption that the cause is right, that the fight will be won, that naysayers and non-combatants [e.g., not wearing a mask] are basically traitors, and that there are technical solutions [e.g., vaccine and drugs] that will quickly overcome any apparent problem or collateral damage.”9 This was associated with a “disregard and disinterest on the part of individuals in the enormity of the collateral damage, either to their own kids, people in other countries, their own futures….”9 The crisis was framed as a “war against an invisible enemy,” presenting the false choice between “lives and livelihood,” spreading fear and anxiety while ignoring the costs of the measures taken - this resulted in conformity and obedience.12,13 There has been a strong positive association between new daily and total confirmed COVID-19 cases in a country and support for the heads of government, reflecting the “rally ‘round the flag’” effect [“the perception that one’s group is under attack and hence unity is required to defend the group”].14

The NPIs spread to ~80% of OECD countries within a 2-week period in March 2020.15 A main predictor of a country implementing NPIs was prior adoptions of a policy among spatially proximate countries, i.e., the number of earlier adopters in the same region.15 Variables not predicting adoption of NPIs included the number of cases or deaths, population >65 years old, or hospital beds per capita in the country.15 It seems we were all “stuck in this emotional elevation of COVID-19 deaths and suffering above everything else that could possibly matter.”16 There was the unquestioned assumption that “there were and are no alternatives to extreme measures implemented on entire populations with little consideration of cost and consequences [externalities].”10 Even now, how a country ‘performed’ is measured by COVID-19 cases and deaths without denominators, without other causes of deaths considered, without considering overall population health trade-offs “that cannot be wished away” [e.g., the future of our children from lack of education and social interaction, and “changes to our wealth-generating capacity that has to pay for future policies”],9 and without considering how sustainable current policies are [protection is temporary and leaves us susceptible; “there is no exit from the pandemic; there is only an exit from the response to it”10].

All of this, even though in October 2019 the WHO published that for any future Influenza pandemic: travel-related measures are “unlikely to be successful… are likely to have prohibitive economic consequences”; “[measures] not recommended in any circumstances: contact tracing, quarantine of exposed individuals, border closure”; social distancing measures [closures of workplace, avoiding crowding and closing public areas] “can be highly disruptive, and the cost of these measures must be weighed against their potential impact”; and “border closures may be considered only by small island nations in severe pandemics… but must be weighed against potentially serious economic consequences.”17 Referring to the 2009 influenza pandemic, Bonneux and Van Damme wrote that “the culture of fear” meant that “worst-case thinking replaced balanced risk assessment” on the part of influenza “experts”.18 But “the modern disease expert knows a lot about the disease in question, but does not necessarily know much about general public health, health economics, health policy, or public

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Rethinking the Lockdown Groupthink

policy, which are much more about priority setting and hence resource allocation between competing priorities [because resources are limited, wise allocation saves lives].”19

Some of this crowd effect is related to cognitive biases, “the triumph of deeply human instincts over optimal policy.”20 Identifiable lives bias included the identifiable victim effect [we ignore hidden ‘statistical’ deaths reported at the population level], and identifiable cause effect [we prioritize efforts to save lives from a known cause even if more lives would be saved through alternative responses]. Present bias made us prefer immediate benefits to even larger benefits in the future [steps that would prevent more deaths over the longer term are less attractive].20-22 The proximity and vividness of COVID- 19 cases (i.e., availability and picture superiority bias), and anchoring bias [we adhere to our initial hypothesis, and disregard evidence that disproves our favorite theory] affected our reasoning.21,23 Superstitious bias, that action is better than non-action even when evidence is lacking, reduced anxiety.12 Escalation of commitment bias, investing more resources into a set course of action even in the face of evidence there are better options, made us stand by prior decisions.24 We need to take an “effortful pause”, reflecting on aspects of the pandemic that don’t fit with our first impressions.25 The groupthink [“the tendency for groups to let the desire for harmony and conformity prevail, resulting in dysfunctional decision-making processes… becoming less willing to alter their course of action once they settle on it”] needs to be replaced by deliberative consideration of all the relevant information.24

2. Important New Information Emerging

2.1 The Infection Fatality Rate (IFR)

Based on seroprevalence data as of September 9, 2020, including 82 estimates from across 51 locations in the world, Ioannidis found that the median corrected IFR was 0.23% [range 0.00 to 1.54%].26 Among those <70 years old the median crude and corrected IFR was 0.05% [range 0.00 to 0.31%]. He estimated that for those <45 years old the IFR was almost 0%, 45-70 years old about 0.05-0.30%, and ≥70 years old ≥1%, rising to up to 25% for some frail elderly people in nursing homes.27 He estimated that at that point there were likely 150-300 million infections that had occurred in the world, not the reported 13 million, most being asymptomatic or mildly symptomatic.26,27 The WHO recently estimated that about 10% of the global population may have been already infected, which, with a world population of 7.8 billion, and 1.16 million deaths, would make a rough approximation of IFR as 0.15%.28

Even these numbers are most likely a large over-estimate of the IFR. First, in serosurveys the vulnerable [e.g., homeless, imprisoned, institutionalized, disadvantaged people], who have higher COVID-19 incidence, are more difficult to recruit. Second, there is likely a healthy volunteer bias in serosurvey studies. Third, and most importantly, there is a lack of sensitivity of serology.29-34 Many reports now document there is often a rapid loss of antibody in COVID-19 patients that were less severely ill.29-36 Moreover, at least 10% of COVID-19 patients never seroconvert, and many more may only develop a mucosal IgA response,37,38 or only a T-cell response [which may be the case in up to 50% of mild infections].39,40 Finally, most data come from unusual epicenters where “infection finds its way into killing predominantly elderly citizens” in nursing homes and hospitals,26 and where “[in Italy, Spain, France] an underfunded, understaffed, overstretched and increasingly privatized and fractured healthcare system contribute to higher mortality rates… [Lombardy] has long been an experimental site for healthcare privatization.”10 With “precise non-pharmacological measures that selectively try to protect high-risk vulnerable populations and settings, the IFR may be brought even lower.”26

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Rethinking the Lockdown Groupthink

A serology-informed estimate of the IFR in Geneva, Switzerland put the IFR at: age 5-9 years 0.0016% (95% CrI 0, 0.019), 10-19 years 0.00032% (95% CrI 0, 0.0033), 20-49 years 0.0092% (95% CrI 0.0042, 0.016), 50-64 years 0.14% (95% CrI 0.096, 0.19), and age 65+ outside of assisted care facilities 2.7% (95% CrI 1.6, 4.6), for an overall population IFR 0.32% (95% CrI 0.17, 0.56).41 Similarly, a large study from France found an inflection point in IFR around the age of 70 years [see their Figure 2D].42

2.2 High-risk groups

Ioannidis et al. analyzed reported deaths from epicenters, in 14 countries and 13 states in the United States, to June 17, 2020.43 They found that in those age <65 years the relative risk of death was 30-100X lower in Europe and Canada, and 16-52X lower in the USA, compared to those ≥65 years old.43 They estimated that those age 40-65 years old have double the risk of the overall <65 year old group, and females have 2X lower risk than males.43 This is compatible with a steep inflection point in the IFR around the age of 70 years old. Older adults in nursing homes accounted for at least half of the COVID- 19 deaths in Europe and North America, and over 80% in Canada.44,45 In nursing homes the usual median survival is ~2.2 years, with a yearly mortality rate >30%, even without COVID-19.46 Outbreaks of the seasonal respiratory coronavirus in adults living in long-term care facilities are common, with case- fatality rates of 8%.47 Ioannidis et al estimated that the average daily risk of COVID-19 death for an individual <65 years old was equivalent to the risk from driving between 12-82 miles/day during the pandemic period, higher in the UK and 8 states [106-483 miles/day], and only 14 miles/day in Canada.43

By far the most important risk factor is older age.41-43 There is a ~1000 fold difference in death risk for people >80 years old versus children.43 In the largest observational study I am aware of, the OpenSAFELY population in the UK, including over 17 million people with 10,900 COVID-19 deaths, compared to those age 50-59 years old, the Hazard Ratio for death from COVID-19 ranged from 0.06 for those age 18-39 years, to >10 for those age >80 years.48 In comparison, even important co-morbidities such as severe obesity, uncontrolled diabetes, recent cancer, chronic respiratory or cardiac or kidney disease, and stroke or dementia rarely had HR approaching ≥2.48 Those co-morbidities with HR>2, including hematological malignancy, severe chronic kidney disease, and organ transplant, affected only 0.3%, 0.5%, and 0.4% of the total population.48

A rapid systematic review found that only age had a “consistent and high strength association with hospitalization and death from COVID-19… strongest in people older than 65 years….”49 Other risk groups for mortality had either a low-moderate effect [obesity, diabetes mellites, male biological sex, ethnicity, hypertension, cardiovascular disease, COPD, asthma, kidney disease, cancer] and/or were inconsistently found to have an effect in the literature [obesity, diabetes mellites, pregnancy, ethnicity, hypertension, cardiovascular disease, COPD, kidney disease].49 Even with these risk factors, the absolute risk may still be low, given the overall IFR in the population at that age.

2.3 Objection: Is This Age Discrimination?

An objection may be that singling out the elderly as high risk is age discrimination. This is false on two counts. First, pointing out the truly high-risk group is the elderly is only emphasizing that this is the group that requires protection from severe COVID-19 outcomes. Second, as Singer has pointed out, “what medical treatment does, if successful, is prolong lives. Successfully treating a disease that kills children and young adults is, other things being equal, likely to lead to a greater prolongation, and thus do more good, than successfully treating a disease that kills people in the 70’s, 80’s, and 90’s.”50 In fact, when we try to stay healthy “what we are trying to do is to live as long as we can, compatibly with

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having a positive quality of life for the years that remain to us. If life is a good, then, other things being equal, it is better to have more of it rather than less.”50 We should count every quality adjusted life year equally, whether it is in the life of a teenager or a 90-year old.50,51 This was also the conclusion of “The Fair Priority Model” for global vaccine allocation, prioritizing preventing premature death using a standard expected years of life lost metric.52

Different from discrimination such as racism [“no one who is black was ever white”], in this case “everyone who is old was once young”, i.e., there is an impartial age-neutral perspective from which we can all see that it is in everyone’s interests to save the lives of younger people.51 In a thought- experiment, Singer asks us to imagine that you have just become a parent, at some stage in your child’s life she is likely to be infected with a dangerous virus, and her chances of being infected and dying from the infection are the same in any year of her life. Now imagine that curative drug A, effective if <40 years old, and drug B, effective if >40 years old, are so costly that the government cannot afford both to be produced. Which drug should be produced? It is clearly contrary to your child’s interests to vote for drug B: this would increase her risk of dying before her 40th birthday; to improve her chances of living a longer life, we vote for drug A.51

Veil of ignorance reasoning is a widely respected and transparent standard for adjudicating claims of fairness. A fair distribution of resources is said to be one that people would choose out of self-interest, without knowing whom among those affected they will be: what would I want if I didn’t know who I was going to be? In an experimental study participants were asked to decide whether to give the last available ventilator in their hospital to the 65 year old who arrived first and is already being prepped for the ventilator, or the 25 year old who arrived moments later, assuming whoever is saved will live to age 80 years old. In the veil of ignorance condition, the participant was asked to “imagine that you have a 50% chance of being the older patient, and 50% the younger.”53 Asked if “it is morally acceptable to give the last ventilator to the younger patient”, 67% in the veil of ignorance condition vs. 53% in control answered ‘yes’ (odds ratio 1.69; 95% CI 1.12, 2.57); compared to younger age participants (18-30 years), older participants (odds ratio 3.98) and middle age participants (odds ratio 2.02) were more likely to agree.53 Asked if “you want the doctor to give the ventilator to the younger patient”, 77% answered ‘yes’, maximizing the number of life-years saved rather than the number of lives saved.53

2.4 The Herd Immunity Threshold

The classical herd immunity level is calculated based on the basic reproduction number (Ro) as (1 – 1/Ro), and is the proportion of the population that must be immune to a virus before the effective reproduction number (Re) is <1, and thus the virus cannot perpetuate itself in the population. This calculation assumes a homogeneously mixing population, where all are equally susceptible and infectious. For Ro 2.5, the threshold is ~60% of the population. However, the assumption is not valid, as there is heterogeneity in social mixing and connectivity, with higher and lower levels of activity and contacts. One model incorporating heterogeneity of social mixing found the threshold, for Ro 2.5, to be 43%, and likely lower as other heterogeneity in the population was not modelled [e.g., sizes of households, attending school or big workplaces, metropolitan versus rural location, protecting the elderly, etc.].54 A model that incorporated variation in connectivity compatible with other infectious diseases found that for Ro 3, the threshold is 10-25% of the population developing immunity.55 Another model that “fit epidemiological models with inbuilt distributions of susceptibility or exposure to SARS- CoV-2 outbreaks” calculated “herd immunity thresholds around 10-20% [because]… immunity induced by infection… [contrary to random vaccination] is naturally selective.”56 In support of this heterogeneity,

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it is now known that there is overdispersion of transmission of SARS-CoV-2, with 80% of secondary infections arising from just ~10% of infected people.57-59

2.5 Objection: consider Sweden

It has been claimed that Sweden’s strategy of achieving herd immunity failed, with excess deaths and a suffering economy. However, that is not clear. First, cases and deaths fell consistently in later July/August, with deaths continuing at a very low level into October despite no lockdown.60 Second, serosurveys in mid-July found 14.4% of the population may be seropositive; thus, with 5761 deaths as of August 1, in a population of 10.23 million, the crude IFR may have been 0.39%, and even lower considering the sensitivity of serology discussed above.61 Early on, Sweden did not adequately protect those in nursing homes, a failing that also inflates the IFR.62 The excess all-cause mortality per 100,000 up to July 25, 2020 in Sweden was 50.8, lower than in England and Wales, Spain, Italy, Scotland, Belgium, Netherlands, France, and the US.62,63 Third, in a globalized world, with entangled webs of supply, demand, and beliefs, “what we do here will devastate people not just here, but also elsewhere and everywhere.”64 Compared to Denmark, with an economy heavily dependent on pharmaceuticals, Sweden’s recession looks bad. However, compared to the European Union, Sweden looks good; the European Commission forecasts a better 2020 economic result for Sweden (GDP -5.3%) than many other comparable European countries (e.g., France -10.6%, Finland -6.3%, Austria -7.1%, Germany -6.3%, Netherlands -6.8%, Italy -11.2%, Denmark -5.2%).65

2.6 The Exit Strategy

Herd immunity appears to be the only exit from the response to COVID-19. This can be achieved naturally, or through vaccine. For the reasons given here, it is very possible that the lockdowns are only delaying the inevitable.

There are problems with the natural herd immunity approach involving the currently projected and implemented waves of lockdowns. First, this will take years to occur, causing economic and social devastation. This also assumes immunity is long-lasting such that cycles of shutting down can be successful over 2 or 3 years, and without which it is more likely COVID-19 will be an annual occurrence.2 Second, the less devastating test-trace-isolation/quarantine strategy seems not feasible. In the United States it was estimated that there would be a need to train an extra 100,000 public health workers, and to do >5 million SARS-CoV-2 tests per day, necessitating the building of many new very large testing factories.66 Countries would still need to keep borders closed and maintain physical distancing (e.g., no large events) in order to make contact tracing feasible; this would be for years, during which people may become very reluctant to be tested. Modeling suggests that to be successful, because asymptomatic and pre-symptomatic individuals may account for 48-62% of transmission (even in nursing home residents),67 contact tracing and quarantine would have to occur within 0.5 days for >75% of contacts, necessitating mobile app technology that has its own feasibility and ethical problems.68-70

Vaccine induced herd immunity involves many assumptions. First, there will be the discovery of an effective and safe vaccine that does not cause antibody-dependent (or other immune) enhancement; this, even though the problem in severe COVID-19 may be the host response, especially in the elderly and children.71-73 Second, the immune response will be durable, not last for only months, and have little immunosenescence [reduced response to vaccine with rapid decline of antibody levels] in the elderly.72,74 Third, that mass production and delivery of the vaccine will occur very soon, and be done equitably to all humans on Earth; otherwise, there is the risk of conflict, war, and terrorism in response

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to gross inequity in vaccine distribution.52 In response to the 2009 pandemic of H1N1 Influenza the United States achieved a weekly vaccination rate of only 1% of the population.72 Vaccine refusers may include 30% of the population in North America and globally,72,75 and if they have “increased contact rates relative to the rest of the population, vaccination alone may not be able to prevent an outbreak.”72 There is already competition among high income countries, and likely crowding out of low-income countries that represent about half of the human population.76 The only globally eradicated human disease is smallpox, which took “30 years to achieve”, and the “fastest historical development of a [new] vaccine was 4 years (Merck: mumps), while most take 10 years.”77

3. Reality Sinking In

3.1 Iatrogenic Collateral Harms: lockdown as a ‘drug’ with dangerous side-effects when its use is prolonged

The COVID-19 response has threatened to make, and likely has already made, several Sustainable Development Goals for the most vulnerable among us in low-income countries out of reach.78-82 The numbers involved are staggering, and in the many millions (Table 2). The response has had major detrimental effects on childhood vaccination programs, education, sexual and reproductive health services, food security, poverty, maternal and under five mortality, and infectious disease mortality.78-93 The effect on child and adolescent health will “set the stage for both individual prosperity and the future human capital of all societies.”94 The destabilizing effects may lead to chaotic events (e.g., riots, wars, revolutions).95,96

In high-income countries, the collateral damage has also been staggering (Table 3), affecting visits to emergency departments and primary care for acute (e.g., myocardial infarction, stroke) and ‘non- urgent’ (‘elective’ surgery, and cancer diagnosis and treatment) conditions, intimate partner violence, deaths of despair, and mental health.12,97-112 Of excess deaths occurring during the pandemic in high- income countries, 20-50% are not due to COVID-19.62,113-115 There was an unexplained 83% increase of 10,000 excess deaths from dementia in England/Wales in April, and an increase in non-COVID-19 Alzheimer disease/dementia deaths in the US, attributed to lack of social contact causing a deterioration in health and wellbeing of these patients.115,116

COVID-19 “Is a disease of inequality and it also creates even more inequality.”95 Unequal structural determinants of health meant that disadvantaged minorities have experienced a greater toll from the COVID-19 “Great Lockdown”,117 with contributors including lower income (e.g., economic and job insecurity), homelessness or crowding at home (and in transportation), worse health care (and pre- existing health disparities), and inability to work from home (e.g., for essential, manual, and temporary workers).45,95,118,119 COVID-19 policing has involved “racial profiling and violence, crippling punishments for those living in poverty, and criminalization of mental health.”120 Refugees are particularly vulnerable, undertaking “arguably the most essential form of travel… with little access to water, space or health care.”120 The effect on the health of women and girls is particularly severe, disproportionately affecting sexual and reproductive health services, income, and safety.121,122

3.2 Numbers in Context

Numbers without denominators and without context are deceiving. Some data in this section may put the COVID-19 pandemic numbers in perspective.

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Assuming all deaths with COVID-19 are deaths from COVID-19, in the USA as of August 22, 2020, COVID- 19 was the cause of 9.24% of overall deaths; this means that >90% of deaths are not a focus of our attention (ETable 1, see Additional file 1).123 Similarly, in Canada, COVID-19 was the cause of 5.96% of estimated deaths over the first 6 months of 2020, again meaning >94% of deaths are not a focus of our attention, and not being reported daily in the press as are COVID-19 deaths (ETable 2, see Additional file 1).124,125 A similar analysis in the UK found that, during 16 weeks of the pandemic, the risk of death was “equivalent to experiencing around 5 weeks extra ‘normal’ risk for those over [age] 55, decreasing steadily with age, to just 2 extra days for schoolchildren… [and in those] over 55 who are [detected as] infected with COVID-19, the additional risk of dying is slightly more than the ‘normal’ risk of death from all other causes over one year.”126

Across the world in 2019 there were 58,394,000 deaths, >4.87 million deaths/month and >159,983 deaths/day; COVID-19 deaths are shown relative to these underlying deaths in Table 4.127,128 The number of deaths is highly unequal, with far more deaths at earlier ages in low-income countries and Sub-Saharan Africa.127 If all countries were to achieve the Sustainable Development Goal of Under 5 Mortality Rate <25 deaths/1000 by 2030, from the year 2015 this would avert 12.8 million deaths.129 From 2000-2017, if all units had an Under 5 Mortality Rate that matched the best performing unit in each respective country, this would have averted 58% of deaths in those under 5 years, that is, 71.8 (68.5 to 74.9) million deaths.130 A realistic projection was that if the pandemic takes 5 years for “full cycling”, 60% of the global population is infected, and the IFR is 0.19%, COVID-19 will account for 2.9% of global deaths. If only 10% of the high-risk population are infected, COVID-19 will account for 0.6% of global deaths over 5-years.95

Some causes of death in the world are given in Table 5; COVID-19 deaths (~3500/day up to September 4, 2020) are also shown.131-143 For example, there are an estimated 4110 deaths/day from Tuberculosis,133 3699 deaths/day from motor vehicle collisions,131 21,918 deaths/day due to use of tobacco,132 >3400 deaths/day from Under 5 cases of pneumonia or diarrhea,137,138 and 30,137 deaths per day from dietary risk factors.139 The WHO has estimated that if all people would adopt a vegan diet this would avert 13.7 M (95% CI 7.9, 19.4) deaths by 2030.84 Some of these deaths are preventable if we were to take appropriate action, and some we as a society have decided we are willing to accept in trade-off for our freedom and wellbeing.

4. An Informed Cost-Benefit Analysis of Lockdowns

4.1 The Corona Dilemma

The economist Paul Frijters has asked us to consider “The Corona Dilemma” (Figure 1a and 1b) modelled after the so-called “Trolley Problem” in philosophy.144 He asks us to imagine “you are the decision maker who can pull the lever on the train tracks to avoid the coming train from going straight.”144 Our options are to divert the train or not. “If you do not divert the train – you are letting the virus rage unchecked [i.e., COVID-19 deaths].”144 On the other hand, “if you pull the lever – the diverted train will put whole countries into isolation, destroying many international industries and thus affecting the livelihood of billions, which through reduced government services and general prosperity will cost tens of millions of lives [i.e., COVID-19 reaction].”144 The world pulled the lever, and the unintended health consequences of these measures did not play a part in modelling or policy.

4.2 Cost-Benefit Analysis

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Medical and Public Health experts are not expert in this type of analysis.18,19 Health resources are finite. We all take health risks to ensure a better future for ourselves, family, children, and society. “Wellbeing of the population is the ultimate goal of government.”145,146 To compare outcomes of policies we need a common single metric of measurement to weigh trade-offs and make rational decisions. The goal is to maximize the sum of years lived by the population,52 weighted by the health quality of those years [i.e., Quality Adjusted Life Years, QALY] or the wellbeing quality of those years [i.e., Wellbeing Years, WELLBY]. The QALY misses some important things that are valued by individuals, including joy, status, and things that give fulfillment like jobs. The WELLBY measures the value of anything that makes life enjoyable, and captures almost everything that is important to people. It is measured by life satisfaction, asking “overall, how satisfied are you with your life nowadays?” and rated on a Likert Scale from 0 [“not at all”] to 10 [“completely”]; the usual healthy level is ‘8’, and those indifferent between living on or not at all score ‘2’ – 1 regular year of happy life (1 QALY) is worth 6 WELLBY.145,146 Despite some limitations, cost and benefit should be measured in terms of human welfare in the form of length, quality, and wellbeing of lives, and “to make no assessment is just to make policy in a vacuum.”147

First, consider the benefits of lockdown, preventing COVID-19 deaths. Using the age distribution of deaths and comorbidities, in the UK the average person who died due to COVID-19 had 3-5 healthy years left to live; that is, 3-5 QALY, or 18-30 WELLBY.95,144,147 This number was even lower in Italy.144 We can calculate that lockdowns ‘saved’: 50% infected to herd immunity X 0.3% IFR X 7.8 Billion people X 5 QALY lost per death = 11.7 million deaths, 58.5 million QALY, or 360 million WELLBY. The number is likely much lower than this for several reasons: it is likely <40% to herd immunity, the IFR is likely <0.24%, some deaths would occur even with lockdowns [that might prevent at most 70% of deaths; in Sweden it was estimated lockdown could have prevented one-third of deaths],148 with focus on retirement and nursing homes we might avoid many of the excess deaths, and we cannot stay locked down forever [if no ‘exit strategy’ exists, then lockdown is not really a ‘strategy’10]. A more realistic number is at least 2X lower, well fewer than 5.2 million deaths ‘saved’. It is also worth mentioning that the efficacy of lockdown has been questioned in several studies, reducing the benefit of lockdown potentially markedly further (ETable 3, see Additional file 1).149-155

Second, consider the costs of lockdown.144,156-158 An important point must be made here. We are not comparing COVID-19 deaths vs. economy as prosperity. Rather, it is COVID-19 deaths vs. recession deaths – it’s lives versus lives, as the economy is about lives. “It’s horrible either way… [we’re] advocating for the least people to die as possible.”159

Expected costs of the recession in lives can be calculated based on two methods. One uses historical evidence of a strong long-run relation between government spending [economic development] and life expectancy.144,156-158 Government expenditures on healthcare, education, roads, sanitation, housing, nutrition, vaccines, safety, social security nets, clean energy, and other services determines the population wellbeing and life-expectancy.144 If the public system is forced to spend less money on our children’s future, there are statistical lives lost [people will die in the years to come]. The social determinants of health, including conditions of early childhood, education, work, social circumstances of elders, community resilience (transportation, housing, security), and fairness (economic security) determine lifespan.160 As a general rule, US$10K/year GDP buys an additional 10 years of life, so in a life of 75 years, US$750K buys 10 years in life expectancy = US$75K/QALY.144,156-158 This is a maximum cost; in India US$25K/QALY is appropriate [most effect occurs for vulnerable and marginalized groups].144 The other method is based on government numbers that are used to estimate how much health and life expenditures buy. Since the lockdown is a government public health policy, “it is saving lives which is what the lockdown was for… we are treating decisions on how to face COVID-19 in the same way as

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decisions… are made about resources to apply to the treatment of cancer, heart disease, dementia, and diabetes.”147 Based on research on how costly it is to save people from illness (how government services maintain health), in the UK it is US$20K/QALY, and using consumer willingness to pay it is US$80K/QALY.144-146 This again is a maximum cost, as this is for Western countries, who are at least 3X wealthier than the average country in the world; you can save a life in poor countries with US$2-3K, and lives are saved more cheaply with the first few billions spent.144,161 It is estimated that in 2020-2021 the world economy will shrink by at least US$8-9 trillion (about 6% of GDP), and this will take many years to recover (Figure 2).144,156,157,162,163 The loss in terms of GDP will be “easily US$50 trillion over the coming decade”,144,156 with lockdowns ordering businesses and workplaces to stop functioning, ports closed, business bankruptcies, and resultant disrupted supply and demand chains.64,164,165 We can calculate that the recession resulting from lockdowns ‘cost’: US$50 trillion X 40% as government expenditure ÷ US$100K/QALY = 200 million QALY, or 1.2 billion WELLBY. This is an underestimate, and the actual figure is likely at least 12X higher for several reasons: the number US$100K/QALY was used when it is far less than this for half the world population residing in low-income countries and may be much lower even in high-income countries, and a conservative estimate of world GDP loss during the pandemic was used, particularly if there is another prolonged period of lockdown.

Another cost of lockdown is the loneliness and anxiety effect on individuals. It is estimated that loneliness from isolation costs 0.5 WELLBY/person/year.145,146 If lockdowns last for 2 months to 4 billion people, this results in a cost of 333 million WELLBY.156 The cost is likely far higher, as this assumes only 2 months of lockdown, and does not include the effect of loneliness on life-span (i.e., early mortality) and disease that occurs particularly to young people.166-172

The last cost considered here is the effect of unemployment. It is estimated that unemployment costs 0.7 WELLBY/unemployed person/year.145,146 Since it is estimated there will be 400 million additional unemployment years due to the lockdowns, the cost is 280 million WELLBY/year.156,173 The cost is likely at least 3X higher, as recovery from unemployment will occur over several years, we do not consider the effect on wellbeing to the families of the unemployed, and we do not consider the effect on deaths of despair in young people or on loss of health insurance.

The effects of loneliness and unemployment on life-expectancy are not considered in the costs above, only the loss of life-satisfaction in WELLBYs. Recent literature has summarized the major effect of individual income, social network index (i.e., integration in a social network), and adverse childhood experiences on life-span, early mortality, risk of chronic diseases (including heart disease, diabetes, kidney disease, stroke, cancer, lung disease, Alzheimer’s, substance use, depression), and suicide rates.166-172 Recent financial difficulties, history of unemployment, lower life satisfaction, and history of food insecurity are associated with mortality in the United States.167 Actual or perceived social isolation is one of the top 3 risk factors for death due to cardiovascular disease, increases risk of death in the next decade by 25-30%, and “risks creating cohorts of individuals who are less socially functional.”168,174 Unemployment is associated with a mean adjusted hazard ratio for mortality of 1.63.175 Life stress is associated with development and exacerbation of asthma, rheumatoid arthritis, anxiety disorders, depression, cardiovascular disease, chronic pain, HIV/AIDS, stroke, certain types of cancer, and premature mortality.176 Especially concerning are the effects on children during “the early years” of life, increasingly recognized as the period of greatest vulnerability to, and greatest return on investment from, preventing adverse long-term outcomes that can have lasting and profound impacts on future quality of life, education, earning potential, lifespan, and healthcare utilization.169-172 The early years of life are a critical period when a child’s brain develops from social interaction and experiences, thus providing the foundation for their entire future life potential. During the pandemic children are being

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exposed to increased intimate partner violence, family financial crises, disrupted education, an increasing achievement gap (i.e., low-income families who do not have access to computer, internet, space, food, and parental support cannot participate in online learning), loneliness, physical inactivity, lack of support services (e.g., school lunches, access to early childhood services and aids for those with disability), etc.87,88,104,107,177-179 These adverse childhood experiences have permanent impacts that cannot be compensated for by later improvements in social situations.

The cost-benefit analysis is shown in Table 6, finding on balance the lockdowns cost a minimum of 5X more WELLBY than they save, and more realistically, cost 50-87X more. Importantly, this cost does not include the collateral damage discussed above [from disrupted healthcare services, disrupted education, famine, social unrest, violence, and suicide] nor the major effect of loneliness and unemployment on lifespan and disease. Frijters and Krekel have estimated that “the [infection] fatality rate should be about 7.8% to break-even and make a radical containment and eradication policy worthwhile, presuming that would actually eliminate the disease.”180 A similar cost-benefit analysis for Canada is shown in ETable 4 (see Additional file 1), with the cost at least 10X higher for lockdowns than the benefit. A different analysis for Australia is shown in Table 7, estimating the minimum cost is 6.6X higher than the benefit of lockdown.181,182 Another cost-benefit analysis for the UK used National Institute for Health and Care Excellence guidelines for resource decisions, that 1 QALY should cost no more than US$38.4K. Assuming lockdown could save up to 440K people [although more likely at most: 66.65 million population X 40% to herd immunity X 0.24% IFR = 64K people] of 5 QALY each, and a minimum GDP loss of 9% [i.e., assuming lost output comes back quickly, and not including any health costs of unemployment or disrupted education], “the economic costs of the lockdown… is far larger than annual total expenditure on the UK national health service… the benefits of that level of resources applied to health… would be expected to generate far more lives saved than is plausibly attributable to the lockdown in the UK... The cost per QALY saved of the lockdown looks to be far in excess… (often by a factor of 10 and more) of that considered acceptable for health treatments in the UK.”147 The authors estimated the benefit of easing restrictions for over the next 3 months outweighs the cost by 7.3- 14.6X.147 “A cost-benefit analysis of 5 extra days at COVID-19 alert level 4” for New Zealand found that the cost in QALY was 94.9X higher than the benefit.183 Finally, a cost-benefit analysis for the US is shown in Table 8, finding the cost of lockdown would be at least 5.2X the benefit.184,185

4.3 Objection: the economic recession would happen without lockdown

This is unlikely, particularly if the fear is appropriately controlled with clear communication on risk, numbers with denominators and context, and important trade-offs, as this information becomes available. The resources and attention should be directed towards protecting the most vulnerable (i.e., the elderly). The evidence for policy impact on total human welfare should be based on a wide range of expertise, including economists, and not only health experts. The CIDRAP group published suggestions for communication during a crisis, which included advice to not over-reassure (i.e., be realistic about the course post-lockdown – cases and deaths will climb), to express uncertainty (i.e., explain the difficult dilemmas and trade-offs, and why we choose which course; explain that the initial reaction was temporary, buying time to figure out next steps); to validate emotions (i.e., admit waves of disease will occur and there may be economic devastation); and to admit and apologize for errors (i.e., we must resurrect a devastated economy in order to save lives).186

The severity of mandated lockdowns was directly linked with the severity of the economic collapse.147,181,187-191 These were direct commands to halt work, restrict travel, restrict the number of people inside dwellings, close factory floors, stay at home, etc. Economic activity, GDP loss, and

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unemployment were temporally, within weeks, related to lockdown orders.181 There was a dramatic decline in employment, consumer spending, and economic outcomes largely accounted for by different degrees of restrictions in different countries.181,188,189 The consensus, for example by the Bank of England, the Reserve Bank of Australia, the Organization for Economic Co-operation and Development, the International Monetary Fund (e.g., the “calamitous Great Lockdown”), and the Chief Medical Officer of Health in Canada (e.g., “the extensive slowdown in the Canadian economy as a result of public health emergency measures” on p. 29), is that the economic recession is a result of the lockdowns.45,117,190,191,192

4.4 Objection: consider the ‘long-haulers’

The long-term effects of COVID-19 illness need to be studied and clarified. Much of the current information is based on anecdotes (i.e., single cases) in the press. It may be expected that survivors of ARDS due to COVID-19 will have significant quality of life sequelae similar to ICU survivors from other causes of ARDS, or even lower given the lower cytokine levels in COVID-19.193,194 It may also be expected that some survivors of COVID-19 that did not require hospitalization will have significant lingering symptoms for months similar to what occurs with other causes of community acquired pneumonia.195 The few studies reported to date do not well quantify the severity and duration of long-term symptoms such as fatigue, breathlessness, ‘foggy thinking’, etc., making it difficult to interpret the impact on cost- benefit analyses.196-200 The highest rates of ‘long-COVID-19’ are from crowdsourced online data where there is likely a strong selection bias in participation.201-203 In addition, most of these reports do not compare to contemporary controls during the pandemic, controls who are often experiencing social isolation, unemployment, and loneliness. For example, one survey of people without COVID-19 in the United States found a high prevalence of anxiety (25.5%), depressive (24.3%), and trauma and stressor related (26.3%) disorders, with 13.3% who started or increased substance use to cope, and 10.7% who seriously contemplated suicide in the last 30 days.204 The Household Pulse Survey in the US found that in 2019 11% of adults had symptoms of anxiety or depressive disorder, while in April-August 2020 35-40% did.205 Another survey in US adults found the prevalence of depression symptoms was more than 3-fold higher during COVID-19 than before, and worse for those with lower social and economic resources.206 A survey in Australia found worse exercise (47.1%), mental wellbeing (41%), weight gain (38.9%), screen time (40-50%), and life satisfaction (down by an average of 13.9%) during the pandemic.207 In Canada, 57% of children 15-17 years old reported their mental health was “somewhat worse” or “much worse” than it was prior to physical distancing measures during the pandemic, and Canadians ≥15 years old had a 23% decrease in reported “excellent or very good self-perceived mental health”.177,208 Although there will likely be many ‘long-haulers’, the incidence, severity, and duration of long-term symptoms would need to be very high to change the cost-benefit balance. Given that at a generous minimum the cost- benefit balance is at least 5X against lockdowns, the sequelae of COVID-19 would need to cost well over 200 million QALY worldwide, and likely >10X that number, to make the cost-benefit analysis in need of reconsideration.

4.5 Objection: Low-income countries are particularly susceptible and need protection

The Imperial College COVID-19 Response Team modeled the effect on low-income countries.209 These countries were hypothesized to be more susceptible to COVID-19 deaths, even with markedly lower population over age 65 years (about 3%), due to several factors: larger size of households [i.e., more homogeneous contact patterns], far fewer hospital and ICU beds, lower quality of health care, and unique co-morbidities [e.g., HIV in >1%, tuberculosis in >25%, and malnutrition in >30% of the population].209 For suppression to have benefit, it was estimated to need to be in force 77% of the time [compared to 66% in high-income countries] over the 18 months of modeling [and “well beyond the

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time window of our simulations”].209 However, modeling inputs were overestimated, with >90% of the population infected, and baseline IFR at in high-income countries 1.03%. Moreover, low-income countries are more vulnerable to lockdown adverse effects for several reasons: lower ability to work from home, more household based transmission (when confined to home), economic vulnerability [a higher degree of informal labor markets, and marginal capacity to provide support for ensuring livelihoods], slower build-up of herd immunity [given limited health care capacity], little testing capacity, wider health risks from diverting all attention to a single disease, and future health system failure once suppression measures are lifted (also see Table 1).209,210 The effects of a recession on government spending is magnified when this spending was already insufficient to improve the social determinants of health. In India, the desperation is leading to an increase in child trafficking.211 Surveys in Africa indicate a very low IFR; for example, in Kenyan blood donors 5% were seropositive yet the country reported only 100 deaths, in Bantyre, Malawi, a serosurvey found 12.3% of healthcare workers were seropositive yet only 17 deaths were reported, and in two cities in Mozambique seropositivity was 3% and 10% yet only 16 deaths were reported.212 It is extremely likely the cost-benefit analysis is even more against lockdown in low-income countries for these reasons.

5. Discussion:

5.1 What to do now: change the trolley track

5.1.1 Other calls for a change in response priorities

Several other groups and individuals have made calls for a change in COVID-19 response priorities (Table 9).213-220 In an open letter on July 6, 2020, to the Prime Minister and Premiers of Canada signed by many former deputy ministers of health, chief public health officers, and medical deans, the authors called for “A Balanced Response.”213 They write that the current approach “carries significant risks to overall population health and threatens to increase inequalities… Aiming to prevent or contain every case of COVID-19 is simply no longer sustainable…”213 In an open letter to the National Cabinet in Australia signed by many economists and medical experts with the Australian Institute for Progress, the authors make similar points.214 They write that “to analyze the COVID-19 effect it is necessary to understand it as shortening life. But the lockdowns and the panic have also had a cost in shortening life for others.”214 Ioannidis called for evidence to guide policy, noting many of the collateral and recession effects discussed above.215-219 “Shutdowns are an extreme measure. We know very well that they cause tremendous harm.”216 A resignation letter by an economist in the Australian Treasury wrote that “the pandemic policies being pursued in Australia… are having hugely adverse economic, social and health effects… The need for good policy process does not disappear just because we face a public health crisis…”220 The “Great Barrington Declaration” written on October 4, 2020, by infectious disease epidemiologists and public health scientists recommends “Focused Protection.”221 The declaration writes that “current lockdown policies are producing devastating effects on short and long-term public health… leading to greater excess mortality in years to come…”221

A caveat to quoting these open letters is that “petitions cannot and should not be used to prove that the positions of the signatories are scientifically correct,” as this would be based on the fallacies of ‘argument ad populum’ and ‘invoking authority’, and have other drawbacks.222 These open letters are used only to show that many have expressed views similar to those expressed here, and this might open the door to serious consideration of the empirical evidence and arguments presented above.

5.1.2 Objection: Herd Immunity Is a Dangerous Idea

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There are several objections that have been made to the idea of opening up society to achieve natural herd immunity.223-226

First, an objection is that natural herd immunity assumes the immunity is long lasting, and this may not be the case.223-226 If immunity is short-lived, then COVID-19 may become an endemic and likely yearly viral infection as predicted by Kissler.2 In the event of short-lived immunity it will still be important to achieve natural herd immunity to protect the high-risk groups (i.e., the elderly) now and yearly (until a vaccine is widely available) without recurrent and prolonged lockdowns that devastate the economy and thus population life-expectancy and wellbeing. Notably, if immunity is not long-lasting this will be a problem for possible vaccine induced herd immunity as well, as the world population will need vaccines to be produced and delivered everywhere at least each year.

Second, another objection is that the costs in deaths, mental and physical health and suffering, socioeconomic inequities, and harming the economy will be too high.223,224 This objection ignores the discussion above of the trade-offs involved that include not only COVID-19 direct effects, but also indirect effects of the response to COVID-19, the collateral damage and cost-benefit analysis where it was shown that the costs of all these effects is in fact much higher with lockdowns.

Third is the objection that uncontrolled transmission in younger people would inevitably result in infections in high-risk groups with high mortality.223-226 The ability to successfully shield continuing care facilities and hospitals from COVID-19 is questioned.223,224 Prolonged isolation of high-risk groups is said to be “unethical”.223 The objection is odd, as if we cannot protect those in nursing homes nor hospitals, why are we using personal protective equipment at all? In addition, prolonged isolation of all groups is what has occurred now, and based on the cost-benefit analysis this is what is unethical by causing far more harm to all, including the high-risk elderly. Of course, infection can still spread to high-mortality populations; however, the goal is to reduce this risk. Moreover, <10% of the population is at high-risk, accounting for >90% of potential deaths; surely we can focus on protecting this subgroup of people.219 Monitoring in Europe shows that despite increasing COVID-19 cases, excess mortality has only shown a slight increase, suggesting protection of the most vulnerable may be feasible.227 Modelling has also suggested that social distancing of those over 70 years of age would prevent more deaths than a fixed duration of social distancing of the entire population.228

Fourth is the objection that healthcare systems will be overwhelmed by uncontrolled spread.223,224 This is a worrisome possibility, as health-care providers may be forced to make painful rationing decisions. If a healthcare system is overwhelmed, the effects would have to be extreme to make the benefit of lockdowns to save ICU capacity comparable to the long-term costs. There are several ways to minimize this possibility, including a focus on protecting those at high-risk (see below), information dissemination to cause fast awareness of voluntary sensible self-imposed use of handwashing and (in crowded areas) masks,229,230 limiting very large gatherings, and expanding critical care capacity when necessary. Forecasting of healthcare capacity needs in the short or medium term, even when built directly on data and for next day predictions, has consistently failed, and most healthcare systems were not overwhelmed despite sometimes being stressed with high peaks of cases.219,231 Forecasting failure led to elderly patients being discharged to nursing homes (where there was high mortality), and largely empty wards (unnecessarily affecting hospital utilization for other serious conditions); in Canada “overall ICU occupancy rates did not exceed 65% (p. 12)”.45,219 Lockdowns in anticipation of forecast healthcare incapacity should not be done, especially if based on forecasting that is not released for public scrutiny nor repeatedly fit to real-time data to verify accuracy. In addition, if there are insufficient ICU beds for

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the population due to underfunding, the effects of the recession on government healthcare spending in the future will markedly adversely worsen this situation in the long-term.

Fifth is the objection that natural herd immunity is not achievable.223-226 This is based on the few case reports of re-infection, the Brazilian city of Manaus where seroprevalence was up to 66% yet there is currently a resurgence of COVID-19 cases, and the claim that natural herd-immunity has never occurred. The seven published case reports of re-infection, four with symptoms [one requiring hospitalization, and one death in an immunocompromised 89 year old with few details reported], when 10% of the world population has likely been infected over the past 10 months cannot yet provide evidence that severe reinfection and contagion is at all common.232-237 Regarding Manaus, the high seroprevalence likely reflected the special situation of a relatively homogeneous cohort of people in overcrowded low socioeconomic urban situations, with reliance on crowded long riverboat travel; now there seems to be a different demographic cohort of young wealthy individuals being exposed.238-240 In addition, the peak seroprevalence in blood donors in Manaus was 51.8% in June, while another study of household seroprevalence in Manaus on May 14-21 found this to be 12.7% [the respective numbers for Sao Paulo were closer, at 6.9% and 3.3% in the two serosurveys].240,241 Even correcting for a possible lower sensitivity of capillary blood used in the household survey does not explain the difference, as the corrected seroprevalence might be up to 19.3%.242 Regarding historical natural herd-immunity, it is likely that this was achieved for several infections, with outbreaks that occurred as births added sufficient numbers of new susceptible young individuals (e.g., for Measles, Mumps, Rubella).

Finally, an important point to emphasize is that the information in this review does not depend on natural herd immunity being achieved. The collateral damage, and the cost-benefit analysis showed that lockdowns are far more harmful than a risk-tailored population specific response. “Public health is the science and action of promoting health, preventing disease, and prolonging life… ensuring that Canadians can live healthy and happier lives (p. 59-60);”45 some suggestions for how to do this is discussed below.

5.1.3 Some suggestions: What can we do?

5.1.3.1. Focus on protecting those at high risk: A risk-tailored, population-specific response.243 This starts with better public understanding of the risks and trade-offs involved.186 Protection should focus on high-risk groups: those hospitalized [e.g., prevent nosocomial infection],216 in nursing homes [e.g., staff work in only one facility, adequate personal protective equipment supply, more staff, equitable pay],244 prisons, homeless shelters, and certain demographics [e.g., age ≥70 years, those with multiple severe co-morbidities].243 There should be investment in improving the social determinants of health [e.g., “invest in strategies that address health inequities and better serve the elderly, people experiencing homelessness, and those living with limited means”243].45,160,245 Don’t lock everyone down, regardless of their individual risk, as this will cause more harm than benefit.216 It is not true that “no one is protected until everyone is protected.”45

5.1.3.2. Open schools for children:87,246 School provides essential educational, social, and developmental benefits to children.247 Children have very low morbidity and mortality from COVID-19,174 and, especially those ≤10 years old, are less likely to be infected by SARS-CoV-257,249-251 and have a low likelihood to be the source of transmission of SARS-CoV-2.178,252 Children account for 1.9% of confirmed cases worldwide.248 School closures don’t seem to have an impact on community outbreaks.178,253 Modelling predicted that school and university closures and isolation of younger people would increase the total number of deaths [postponed to a second and subsequent waves].228 Modelling also predicted that

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school closures alone would prevent only 2-4% of deaths.254 We need to educate parents and teachers regarding their low risk, and focus teachers with greater vulnerability due to age or multiple comorbidity on remote learning. Until schools open, education is lacking especially for those with the fewest opportunities, worsening social disparities that education systems are intended to level. Similarly, allow visitation in children’s hospitals and pediatric long-term care facilities, where the risk even with co-morbidities is so low as to not warrant the tragedy of sacrificing our most vulnerable in the false hope of protecting them.43,48,49,178

5.1.3.3. Build back better: Maybe we have learned that the “government can intervene decisively once the scale of an emergency is [or seems] clear and public support is present.”255 Maybe we can “recalibrate our sense of omnipotence seeing the ability of ‘natural’ forces to shock the global economy.255 Maybe we can tip “energy and industrial systems towards newer, cleaner, and ultimately cheaper modes of production that become impossible to outcompete.”255 This would involve investment in clean technologies [e.g., renewable energy, green construction, natural capital, carbon capture and storage technologies], and conditional [on measurable transition] bailouts. This is because climate change, like the COVID-19 response, will involve market failures, externalities, international cooperation, and political leadership: the devastation is just in slow motion and far graver. The aggregate fiscal stimuli aimed at alleviating the consequences of the COVID-19 crisis for 149 countries amount to US$12.2 trillion.256 Climate experts have estimated that “the additional investment needed to shift low-carbon energy investment onto a Paris-compatible pathway thus amounts to about US$300 billion per year globally over the coming 5 years… 12% [of total pledged stimulus to date] when considered over the entire 2020-2024 period….”256 Moreover, “subtracting divestments from high- carbon fossil fuels… indicates that the overall increase in net annual investments to achieve an ambitious low-carbon transformation in the energy sector are notably small… 1% [of the total announced stimulus to date] over the 2020-2024 period.”256 A green recovery may be a driver of employment, spur innovation and diffusion of technologies, reduce stranded assets, and result in a more sustainable and resilient society.117,256

5.2. Some Research Priorities

More information will help to optimize responses to the pandemic. This particularly applies to possible prevention, prophylaxis, and treatment of COVID-19. How effective cloth masks are at preventing infection, or at reducing severity of infection needs more study.257,258 The safety, efficacy, and durability of protection from vaccines, particularly in high-risk groups, must be determined in large Phase III randomized controlled trials.259 Novel treatments are in clinical trials, with dexamethasone having benefit on mortality in those with severe COVID-19 requiring oxygen treatment.260 Research is also required to determine the frequency and severity of reinfections.261 The frequency, duration, and severity of ‘long-COVID’ requires better study. The impact of influenza on COVID-19 morbidity and mortality requires study, as both viruses may compete for the same susceptible individuals.261 Importantly, research on “the impending authoritarian pandemic… [the] toll being inflicted on democracy, civil liberties, fundamental freedoms, [and] healthcare ethics…” (e.g., due to those responses that were not strictly necessary nor proportionate, largely copied from the “authoritarian example of others”) is required to prevent regression and “erosion of rights-protective democratic ideals and institutions”262 across the globe.262-264

6. Conclusion

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“The destruction of lives and livelihoods in the name of survival will haunt us for decades.”10 The decisions we made entailed “trade-offs that cannot be wished away.”10 The most affected by the pandemic response are “the poor, the marginalized, and the vulnerable,” while we in high-income countries have shifted “negative effects… to places where they are less visible and presumably less serious.”10 We must open up society to save many more lives than we can by attempting to avoid every case (or even most cases) of COVID-19. It is past time to take an effortful pause, calibrate our response to the true risk, make rational cost-benefit analyses of the trade-offs, and end the lockdown groupthink.

Abbreviations COVID-19: Coronavirus Disease 2019 GDP: Gross Domestic Product IFR: Infection Fatality Rate ICU: Intensive Care Unit NPI: Non-pharmaceutical Intervention QALY: Quality Adjusted Life Years SARS-CoV-2: Severe Acute Respiratory Syndrome Coronavirus 2 UK: United Kingdom US: United States WELLBY: Wellbeing Adjusted Life Years

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Declarations Ethics approval and consent to participate: Not applicable Consent for publication: Not applicable Availability of data and materials: All data generated or analyzed during this study are included in this published article (and its supplementary information file). Competing interests: The author declares that he has no competing interests. Funding: none Author’s contributions: ARJ wrote the manuscript, and approved the final version.

Figure Titles and Legends Figure 1(A). The Trolley Dilemma using numbers compatible with the Corona Dilemma. Legend: Modified with permission from Frijters P, reference 144. Figure 1(B). The Corona Dilemma choices explicitly explained. Legend: Modified with permission from Frijters P, reference 144. Figure 2. Explanation of how acute GDP loss of 6-7% will accumulate over the decade to a loss of at least US$50 trillion. Legend: Reproduced with permission from Frijters P [Personal Communication].

Additional Files Additional file 1.pdf Title: ETables ETable 1. Total and COVID-19 deaths in the USA, as of August 22, 2020 ETable 2. COVID-19 deaths in Canada as of August 30, 2020 compared to deaths in 2018. ETable 3. Studies suggesting that the efficacy of nonpharmaceutical interventions to prevent spread of COVID-19 are not as high as some predicted. ETable 4. Cost-benefit analysis in WELLBYs for Canada’s response to COVID-19.

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230. Jones NR, Qureshi ZU, Temple RJ, Larwood JP, Greenhaigh T, Bourouiba L. Two metres or one: what is the evidence for physical distancing in covid-19. BMJ (2020) 370:m3223. 231. Chin V, Samia NI, Marchant R, Rosen O, Ioannidis JPA, Tanner MA, Cripps S. A case study in model failure? Covid-19 daily deaths and ICU bed utilisation predictions in New York State. Eur J Epidemiol (2020) 35:733-742. 232. Prado-Vivar B, Becerra-Wong M, Guadalupe JJ, Marquez S, Butierrez B, Rojas-Silva P, et al. COVID- 19 re-infection by a phylogenetically distinct SARS-CoV-2 variant, first confirmed event in South America. SSRN [Preprint]. (Sept 9, 2020) Available at: https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3686174 [Accessed October 29, 2020]. 233. Van Elslande J, Vermeersch P, Vandervoort K, Wawina-Bokalanga T, Vanmechelen B, Wollants E, et al. Symptomatic SARS-CoV-2 reinfection by a phylogenetically distinct strain. Clinical Infectious Dis (2020) In Press. DOI: https://doi.org/10.1093/cid/ciaa1330. Milder symptoms. 234. To KKW, Hung IFN, Ip JD, Chu AWH, Chan WM, Tam AR, et al. Coronavirus disease 2019 (COVID-19) re-infection by a phylogenetically distinct severe acute respiratory syndrome Coronavirus 2 strain confirmed by whole genome sequencing. Clinical Infect Dis (2020) In Press. DOI: 10.1093/cid/ciaa1275. 235. Gupta V, Bhoyar RC, Jain A, Srivastava S, Upadhayay R, Imran M, et al. Asymptomatic reinfection in 2 healthcare workers from India with genetically distinct severe acute respiratory syndrome Coronavirus 2. Clinical Infect Dis (2020) In Press. DOI: 10.1093/cid/ciaa1451. 236. Tillett RL, Sevinsky JR, Hartley PD, Kerwin H, Crawford N, Gorzalski A, et al. Genomic evidence for reinfection with SARS-CoV-2: a case study. Lancet Infect Dis (2020) In Press. DOI: https://doi.org/10.1016/S1473-3099(20)30764-0. More severe- hospitalized 237. Mulder M, van der Vegt DWJM, Munnink BBO, GeurtsvanKessel CH, van de Bovenkamp J, Sikkema RS, et al. Reinfection of SARS-CoV-2 in an immunocompromised patient: a case report. Clinical Infect Dis (2020) In Press. DOI: https://doi.org/10.1093/cid/ciaa1538 238. Harris B, Pulice C, Cookson C, Burn-Murdoch J, Kazmin A, Cotterill J. Hotspots of resurgent Covid erode faith in ‘herd immunity’. Financial Times (2020). Available at: https://www.ft.com/content/5b96ee2d-9ced-46ae-868f-43c9d8df1ecb [Accessed October 26, 2020]. 239. Boadle A. In Brazil’s Amazon a COVID-19 resurgence dashes herd immunity hopes. National Post (2020) Available at: https://nationalpost.com/pmn/health-pmn/in-brazils-amazon-a-covid-19- resurgence-dashes-herd-immunity-hopes [Accessed October 26, 2020]. 240. Buss LF, Prete Jr CA, Abrahim CMM, Mendrone Jr A, Salomon T, de Almeida-Neto C, et al. COVID-19 herd immunity in the Brazilian Amazon. medRxiv [Preprint] (September 21, 2020). Available at: https://www.medrxiv.org/content/10.1101/2020.09.16.20194787v1 [Accessed October 26, 2020]. 241. Hallal PC, Hartwig FP, Horta BL, Victora GD, Silveira MF, Struchiner C, et al. Remarkable variability in SARS-CoV-2 antibodies across Brazilian regions: nationwide serological household survey in 27 states. medRxiv [Preprint] (May 30, 2020). Available at: https://www.medrxiv.org/content/10.1101/2020.05.30.20117531v1 [Accessed October 26, 2020]. 242. dos Santos VA, Rafael MM, Sabino EC, da Silva Duarte AJ. Sensitivity of the Wondfo One Step COVID-19 test using serum samples. Clinics (2020) 75:e2013. 243. Mishra S, Kwong JC, Chan AK, Baral SD. Understanding heterogeneity to inform the public health response to COVID-19 in Canada. CMAJ (2020) 192(25):e684-e685. 244. Holroyd-Leduc JM, Laupacis A. Continuing care and COVID-19: a Canadian tragedy that must not be allowed to happen again. CMAJ (2020) 192(23):e632-e633. 245. Williams DR, Cooper LA. COVID-19 and health equity – a new kind of “herd immunity.” JAMA (2020) 323(24):2478-2480. 246. Esposito S, Principi N. School closure during the Coronavirus Disease 2019 (COVID-19) pandemic: an effective intervention at the Global level? JAMA Pediatr. (2020) In Press. DOI: https://doi.org/10.1001/jamapediatrics.2020.1892.

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247. Levinson M, Cevik M, Lipsitch M. Reopening primary schools during the pandemic. NEJM (2020) 383(10):981-985. 248. Forbes MB, Mehta K, Kumar K, Lu J, Le Saux N, Sampson M, Robinson J. COVID-19 infection in children: estimating pediatric morbidity and mortality. medRxiv [Preprint] (May 8, 2020). DOI: https://doi.org/10.1101/2020.05.05.20091751. Available at: https://www.medrxiv.org/content/10.1101/2020.05.05.20091751v1 [Accessed October 11, 2020]. 249. Davies NG, Klepac P, Liu Y, Prem K, Jit M, CMMID COVID-19 working group and Eggo RM. Age- dependent effects in the transmission and control of COVID-19 epidemics. Nature Med (2020) 26:1205- 1211. 250. Viner RM, Mytton OT, Bonell C, Melendez-Torres J, Ward J, Hudson L, et al. Susceptibility to SARS- CoV-2 infection among children and adolescents compared with adults. A systematic review and meta- analysis. JAMA Pediatr (2020) In Press. DOI: 10.1001/jamapediatrics.2020.4573. 251. Snape MD, Viner RM. COVID-19 in children and young people. Science (2020) 370(6514):286-288. 252. The National Collaborating Centre for Methods and Tools. Rapid Review Update 6: What is the specific role of daycares and schools in COVID-19 transmission. (Sept 14, 2020). Available at: https://www.nccmt.ca/uploads/media/media/0001/02/98cc589e2c1db4996ba0cb5d52daef448b175f24 .pdf [Accessed October 11, 2020]. 253. Lewis Y. Why schools probably aren’t COVID hotspots. Nature (2020). In Press. Available at: https://www.nature.com/articles/d41586-020-02973-3 [Accessed October 31, 2020]. 254. Viner RM, Russell SJ, Croker H, Packer J, Ward J, Standsfield C, et al. School closure and management practices during coronavirus outbreaks including COVID-19: a rapid systematic review. Lancet Child Adolesc Health (2020) 4(5):397-404. 255. Hepburn C, O’Callaghan B, Stern N, Stiglitz J, Zenghelis D. Will COVID-19 fiscal recovery packages accelerate or retard progress on climate change? Oxford Review of Economic Policy (May 8, 2020) Smith School Working Paper No. 20-02. ISSN 2732-4214 (Online). Available at: https://www.smithschool.ox.ac.uk/publications/wpapers/workingpaper20-02.pdf [Accessed October 11, 2020]. 256. Andrijevic M, Schleussner CF, Gidden MJ, McCollum DL, Rogelj J. COVID-19 recovery funds dwarf clean energy investment needs. A modest fraction of current global stimulus funds can put the world on track to achieve Paris Agreement goals. Science (2020) 370(6514):298-300. 257. Gandhi M, Rutherford GW. Facial masking for Covid-19 – potential for “variolation” as we await a vaccine. NEJM (2020) In Press. DOI: 10.1056/NEJMp2026913 258. Chou R, Dana T, Jungbauer R, Weeks PHC. Update Alert 3: Masks for prevention of respiratory virus infections, including SARS-CoV-2, in health care and community settings. Annals Internal Med (2020) In Press. DOI: 10.7326/L20-1292. 259. Krammer F. SARS-CoV-2 vaccines in development. Nature (2020) 586;516-527. 260. Lamontagne F, Agoritsas T, Macdonald H, Leo YS, Diaz J, Agarwal A, et al. A living WHO guideline on drugs for covid-19. BMJ (2020) 370:m3379. 261. Shaman J, Galanti M. Will SARS-CoV-2 become endemic? Science (2020) 370(6516):527-529. 262. Thomson S, Ip EC. COVID-19 emergency measures and the impending authoritarian pandemic. J Law Biosci (2020) In Press. DOI: 10.1093/jlb/Isaa064 263. Frijters P. The descent into Darkness in the UK and Victoria. Quo Vadis? Club Troppo (September 10, 2020). Available at: https://clubtroppo.com.au/2020/09/10/the-descent-into-darkness-of-the-uk- and-victoria-quo-vadis/ [Accessed October 27, 2020]. 264. Timotijevic J. Society’s ‘new normal’? The role of discourse in surveillance and silencing of dissent during and post Covid-19. SSRN [Preprint] (2020) Available at: https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3608576 [Accessed October 31, 2020].

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Table 1. Initial modeling predictions that induced fear and crowd-effects

Reference Statements and Predictions from the modeling Kissler et al.2-4 “prolonged or intermittent social distancing may be necessary into 2022 [to avoid overwhelming critical care capacity]… expanded critical care capacity… would improve the success of intermittent distancing and hasten the acquisition of herd immunity” “projected that recurrent wintertime outbreaks of SARS-CoV-2 will probably occur after the initial, most severe pandemic wave [if immunity wanes over 40 weeks]” With a baseline reproductive number (Ro) 2.5, no seasonality to viral transmission, and the current intensive care capacity of the USA they projected the need for intermittent lockdowns occurring for a total of 75% of the time, even after July 2022. Imperial College “suppression [effective reproductive number (Re)<1] will minimally require a combination of social distancing of the modeling of non- entire population, home isolation of cases and household quarantine of their family members. This may need to be pharmaceutical supplemented by school and university closures… [and] Will need to be maintained until a vaccine becomes available.” interventions in USA “we show that intermittent social distancing – triggered by trends in disease surveillance – may allow interventions to and UK5 be relaxed temporarily in relative short time windows….[Suppression] needs to be in force for the majority [>2/3 of the time] of the 2 years of the simulation.” The modeling assumed an IFR of 0.9%, hospitalization rate of 4.4%, and that 81% of the population would be infected before herd immunity, resulting in 510,000 deaths in Great Britain and 2.2 million deaths in the United States by mid- April, surpassing ICU demand by 30X, if lockdowns did not occur. Imperial College “we estimate that in the absence of interventions, COVID-19 would have resulted in 7.0 billion infections and 40 modeling of non- million deaths globally this year… healthcare demand can only be kept within manageable levels through the rapid pharmaceutical adoption of public health measures… to suppress transmission… sustained, then 38.7 million lives could be saved.” interventions “[Suppression] will need to be maintained in some manner until vaccines or effective treatments become available.” globally6 Imperial College Used a “model [that] calculates backwards [infections] from observed deaths… [and] relies on fixed estimates of some estimate of lives epidemiological parameters [Ro 3.8; attack rates in different age groups from 60-99%; infection fatality rate in saved so far in different countries of 0.91-1.26%]….” Europe7 Concluded that “we find, across 11 countries [in Europe], since the beginning of the epidemic [to May 4], 3,100,000 (2,800,000 – 3,500,000) deaths have been averted due to [NPI] interventions….” Hsiang et al.8 In 5 countries [China, South Korea, Iran, France, US], using “reduced-form economic methods”, NPIs “prevented or delayed [to April 6] on the order of 62 million confirmed cases, corresponding to averting roughly 530 million total infections… we estimate that all policies combined slowed the average growth rate of infections [from 43%/day, a doubling time ~2 days] by -0.252 per day….”

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Table 2. Some effects of the COVID-19 response that put Sustainable Development Goals out of reach.

Sustainable Development Goal Effect of COVID-19 Response: some details Childhood vaccination Programs stalled in 70 countries [Measles, Diphtheria, Cholera, Polio] Education School closures: 90% of students (1.57 Billion) kept out of school -Early primary grades are most vulnerable, with effects into adulthood: effects on outcomes of intelligence, teen pregnancy, illicit drug use, graduation rates, employment rates and earnings, arrest rates, hypertension, diabetes mellites, depression -Not just education affected: school closures have effects on food insecurity, loss of a place of safety, less physical activity, lost social interactions, lost support services for developmental difficulties, economic effects on families Sexual and reproductive health Lack of access: estimated ~2.7 Million extra unsafe abortions services For every 3 months of lockdown: estimated 2 Million more lack access to contraception, and over 6 months, 7 Million additional unintended pregnancies Food security Hunger pandemic: undernourished estimated to increase 83-132 Million (>225,000/day; an 82% increase) -from disrupted food supply chains [labor mobility, food transport, planting seasons] and access to food [loss of jobs and incomes, price increases] End poverty Extreme poverty (living on 70 Million -Lost “ladders of opportunity” and social determinants of health Reduce maternal and U5M Estimated increase of 1.16 Million children (U5M) and 56,700 maternal deaths, if essential RMNCH services are disrupted (coverage reduction 39-52%) for 6 months in 118 LMIC -mostly (~60%) due to affected childhood interventions [wasting, antibiotics, ORS for diarrhea]; and childbirth interventions [uterotonics, antibiotics, anticonvulsants, clean birth] Infectious Disease Mortality Tuberculosis: in moderate and severe scenario, projected excess deaths (mostly from reduced timely diagnosis and treatment) 342,000-1.36 Million over 5 years (an increase of 4-16%) Malaria: in moderate and severe scenario, projected excess deaths (mostly from delayed net campaigns and treatment) 203,000 to 415,000 over 1 year (an increase of 52-107%, with most deaths in children <5yo). HIV: in moderate projected excess deaths (mostly due to access to antiretrovirals) 296,000 (range 229,000- 420,000) in Sub-Saharan Africa over 1 year (an increase of 63%). Also would increase mother to child transmission by 1.6 times. LMIC: low- and middle-income countries; ORS: oral rehydration solution; RMNCH: Reproductive Maternal Newborn and Child Health; U5M: under 5 mortality. References: 78-93

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Table 3. Some effects of the COVID-19 response on public health in mostly high-income countries.

Effect of COVID-19 Response Some Details Delayed/avoided/disrupted medical Visits to emergency departments for myocardial infarction or stroke declined in USA by ≥20-48% care Delayed cancer care and ‘non-urgent’ procedures -weekly presentations with cancer diagnoses down 46% in USA and UK -90% reduction in non-cancer surgeries in Ontario in March/April -surgery backlog in Ontario March 15 to June 13: 148,000; clearance time estimated to take 84 weeks -in Canada at least $1.3 billion additional funding is required to return to pre-pandemic wait times for six procedures (CABG, cataract surgeries, hip and knee replacements, MRI and CT scans) within 1 year Of excess deaths in high-income countries during pandemic, 20-50% are not from COVID-19 Unexplained 83% increase (10,000 excess) deaths from dementia in England/Wales in April [lack of social contact causing a deterioration in health and wellbeing]

Violence against women [household Intimate Partner Violence: estimated effect from 3 months lockdown is 20% increase [>15 Million stress; disrupted livelihoods, additional cases] social/protective networks, support Female Genital Mutilation: 2 Million more cases over next decade services] Child Marriages: 13 Million more cases over next decade Increased police reports [France, UK, Ontario] and support line calls [China, Italy, Spain, Vancouver, Alberta] by 20-50% Deaths of despair In USA alone: 68,000 (from 27,000 – 154,000) suicide deaths predicted [related to unemployment, and due to Mental Health effects of 3 months [suicide, depression, alcohol use disorder, childhood trauma due to drugs, alcohol, and suicide] domestic violence, changes in marital status, social isolation]: Years of Life Lost in USA 67.58 Million, Canada 7.79 Million, UK 13.62 Million, etc.

Surge in Canada in opioid deaths (by 40-50%), alcohol consumption (by 19%), cannabis use (by 8%), tobacco smoking (by 4%), and suicidal thoughts. References: 97-119

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Table 4. World mortality data 2019, with COVID-19 mortality to Sept 4 in 2020 for comparison.

Region Annual deaths in Infant mortality Under 5yo mortality Age 15-60 mortality Age 65+ thousands Rate/1000 Rate/1000 Rate/1000 (% of deaths) (per day) (% of deaths) (% of deaths) World 58,394 (160) 28 38 (10%) 140 (32%) (57%) COVID-19 on Sept 865 (3.5) (0%) (0.06%) (26%) (74%) 4, 2020 High-income 11,161 4 5 (1%) 81 (19%) (80%) Middle-income 41,551 27 35 (9%) 144 (36%) (55%) Low-income 5,665 46 68 (31%) 234 (42%) (27%) Sub-Saharan Africa 9,052 49 74 (31%) 281 (46%) (23%) Canada 291 4 5 (1%) 62 (17%) (82%) References: 127,128. Effect of COVID-19 is in bold for emphasis.

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Table 5. Selected causes of death in the world, with deaths per year and day, compared to COVID-19 in 2020.

Cause of death Deaths/year (/day) Case Fatality Rate Age Group predominant COVID-19 on Sept 4, 2020 864,618 (3500) 0.24% ≥65-70 years old

Malaria 405,000 (1110) 0.2% Children Tuberculosis 1,500,000 (4110) <15% - Measles 140,000 (384) 1.46% Children Influenza 389,213 (range 294-518K)a 0.01-0.02% for pH1N1 Children 34,800 [13-97K], and ≥65 years old. Respiratory deaths only

HIV 690,000 (1890) - Access to treatment for 67% Motor Vehicle Collisions 1,350,000 (3699) - Young 5-29 years old, mostly in Low- to Middle-Income Countries Tobacco >8,000,000 (21918) - - Childhood (U5M) pneumonia 808,920 (2216) - <5 years old Childhood (U5M) diarrhea 533,768 (1462) 0.08% U5M <5 years old Dietary risk factors 11,000,000 (30137) - - a. The 1957-1959 Influenza pandemic, when the world population was 2.87 billion, was estimated to cause 4 deaths/10,000 population totaling 1.1 million excess deaths due to respiratory disease, with the greatest excess mortality in school-aged children and young adults. If COVID-19 is of similar severity, given the world population of 7.8 billion, we would expect ~3 Million deaths, mostly in the elderly.143 K: thousands; U5M: under 5 mortality. Effect of COVID-19 in bold for emphasis. References: 131-143

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Table 6. Cost-Benefit analysis in WELLBYs for the world’s response to COVID-19

Factor in World Benefit Cost COVID-19 deaths 360M WELLBY - Recession - 1.2B WELLBY Unemployment - 280M WELLBY Loneliness - 333M WELLBY Disrupted health services, disrupted - Not counted education, famine, social unrest, violence, suicide TOTAL 360M WELLBY 1.813B WELLBY

BALANCE 5X [minimum]-87X [maximum]

B: Billion; M: Million; WELLBY: wellbeing years. See text for details of the calculations. Maximum: benefit reduced in half; recession effect increased 12X, unemployment effect increased 3X, and still not counting the disruption of health services, education, life-span effects of loneliness, etc.

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Table 7. Cost-benefit analysis in Quality Adjusted Life Years for Australia’s response to COVID-19

Consideration Cost/month Benefit overall Comment

Wellbeing (immediate) 83,333 QALY - Attributes half of reduction (of 0.5 WELLBY) to lockdown Reduced economic activity 25,812 QALY - Attributes half of yearly 6% loss in GDP to lockdown, and only (government services) government expenditure (not private) buys welfare (36% of GDP), at $100,000/QALY Increased suicides 600 QALY - Expected to rise 25% over next 5 years, and attributes only 40% of this to lockdown Disrupted non-university 740 QALY - Foregone wages of children: each year of schooling yields schooling approximately 9% more future earnings; assumes 80-90% equivalence of disrupted to normal school days Disrupted health services, - - Not included. Also does not consider bad habits inculcated future mental stress and (reduced physical activity, increased weight gain (for 40%), violence increased alcohol intake)

Reduced COVID-19 deaths 50,000 QALY This is for lockdown ‘ad infinitum’ (not per month); 0.04% of population saved Total over 3 months of 331,485 QALY 50,000 QALY Minimum cost is 6.6X any benefit lockdown QALY: Quality Adjusted Life Years; WELLBY: Wellbeing Years. References: 181,182

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Table 8. A cost-benefit analysis for lockdown in the US, modified from Cutler & Summer.184,185

Factor Quoted184 Revised Explanation of revision COST GDP loss $7.592 Trillion $7.592 Trilliona No revision made. Note that, as the US accounts for 15% of world GDP, this translates to the global loss of $50.6 Trillion (as estimated in Table 6). Mental Health 0 $0.8 Trillion Assuming that 50% of the mental health effect is from lockdowns BENEFIT Deaths avoided $4.4 Trillion $0.3125 Trillion Assuming the 625,000 deaths lose 5 QALY each at $100,000 per QALY. This is better than assuming each death, regardless of age or comorbidity, is the loss of the entire value of a statistical life. This is also how the cost on mental health was calculated. Health impairment $2.6 Trillion $0.4875 Trillion Assuming 35% of quality of life is lost for the remaining years left [likely 15 remaining years of 80 on average in a statistical life]. Mental Health $1.6 Trillion $0.8 Trillion Assuming 50% of the mental health effects are due to not having lockdowns to prevent COVID-19 cases. Cost-benefit Benefit 1.3X Cost Cost 5.2X Benefit A minimal estimate: the GDP loss will likely be higher; willingness to pay for QALY balance is usually <$100,000/QALY, and NICE uses $30,000/QALY; not all deaths could be avoided by lockdown; at least 20% of excess deaths are not due to COVID-19 (i.e., are more likely from the response); severe cases (i.e., those that do not need intensive care, and may only need oxygen) likely have lower risk for health impairment of the severity modeled. a. If the Value of a Statistical Life is accepted as used in the reference at $7 million, and the US economy will lose $7.592 Trillion in GDP over the decade, that is equivalent to the loss of 1,084,571 whole (statistical 80-year duration) lives = 86,765,680 years of lost life; that is equivalent to (assuming 5 QALY lost per COVID-19 death) 17,353,136 COVID-19 deaths.

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Table 9. Other calls for a change in COVID-19 response priorities

Reference Content of the call for adjusting COVID-19 response priorities Open letter on July 6, The current approach “carries significant risks to overall population health and threatens to increase inequalities… 2020, to the Prime Aiming to prevent or contain every case of COVID-19 is simply no longer sustainable… We need to accept that Minister and Premiers COVID-19 will be with us for some time and to find ways to deal with it.” of Canada213 The response risks “significantly harming our children, particularly the very young, by affecting their development, with life-long consequences in terms of education, skills development, income and overall health.” Suggest that we need “to focus on preventing deaths and serious illness by protecting the vulnerable while enabling society to function and thrive… While there is hope for a vaccine to be developed soon, we must be realistic about the time… We need to accept that there will be cases and outbreaks of COVID-19.” “Canadians have developed a fear of COVID-19. Going forward they have to be supported in understanding their true level of risk… while getting on with their lives – back to work, back to school, back to healthy lives and vibrant, active communities….” COVID-19 “is not the only nor the most important challenge to the health of people in Canada… The fundamental determinants of health – education, employment, social connection and medical and dental care – must take priority…” Open letter to National “exposure to COVID-19 is only temporarily avoidable”; “to analyze the COVID-19 effect it is necessary to Cabinet of Australia214 understand it as shortening life. But the lockdowns and the panic have also had a cost in shortening life for others.” Some of these costs include that the lockdown: “will decrease national income… and this will have a measurable effect on the length of the average lifespan”, “[has] disrupted normal health services… estimated an increase in cancer deaths over the next 12 months of 20%”, [and will cause] future suicides by the unemployed and others whose lives have been ruined.” Urge for “a cost-benefit analysis, including lives saved versus lives lost, both directly and consequentially… [and] weekly or daily non-epidemic death figures should be posted as well as deaths from the epidemic…” Ioannidis, JPA95,215-219 Called for evidence to guide policy, noting many of the collateral and recession effects discussed above. “Shutdowns are an extreme measure. We know very well that they cause tremendous harm.” “the excess deaths from the measures taken is likely to be much larger than the COVID-19 deaths… learning to live with COVID-19 and using effective, precise, least disruptive measures is essential to avoid such disasters and to help minimize the adverse impact of the pandemic”95 “When major decisions (e.g., draconian lockdowns) are based on forecasts, the harms (in terms of health, economy, and society at large) and the asymmetry of risks need to be approached in a holistic fashion, considering the totality of the evidence.”219

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Resignation letter by “the pandemic policies being pursued in Australia… are having hugely adverse economic, social and health effects… economist in Victorian The need for good policy process does not disappear just because we face a public health crisis… the elderly are Treasury220 many times more vulnerable to a serious outcome than the young. It was necessary, therefore, to work out a targeted age-based strategy… The direct and indirect costs imposed by regulatory approaches may not be… immediately obvious. Risk regulation that is poorly targeted or costly will divert resources from other priorities… needed to commission a cost-benefit analysis of alternative policy options….” Governments should have realized “they are hostage to chronic groupthink and actively sought alternative advice… instead of performing its taxpayer-funded duty of providing forthright analysis of alternatives… can (even now) be managed by isolating the elderly and taking a range of voluntary, innovative measures.” The Great Barrington “current lockdown policies are producing devastating effects on short and long-term public health… leading to Declaration221 greater excess mortality in years to come… keeping students out of school is a grave injustice… The most compassionate approach that balances the risks and benefits of reaching herd immunity, is to allow those who are at minimal risk of death to live their lives normally to build up immunity to the virus through natural infection, while better protecting those who are at highest risk.”

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Figure 1a and 1b

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Figure 2

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ETable 1. Total and COVID-19 deaths in the USA, as of August 22, 2020.

Age group COVID deaths in 6 months Deaths from all causes COVID as % of deaths in to Aug 22 to Aug 22 2020

0-14 57 14679 0.39% 15-24 280 18594 1.51% 25-44 4558 93066 4.90% 45-54 8648 100926 8.57% 55-64 20655 231983 8.90% 65-74 34980 351806 9.94% 75-84 43392 430582 10.08% 85+ 51710 537185 9.63% TOTAL 164280 1778821 9.24% Assumes all deaths with COVID-19 are deaths from COVID-19. Reference: 123

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ETable 2. COVID-19 deaths in Canada as of August 30, 2020 compared to deaths in 2018.

Age group COVID deaths in 6 Deaths in all of COVID as % of deaths over 6 months of 2020 2018 months of 2020 0-19 1 3092 0.06%

20-29 9 3273 0.55% 30-39 15 4455 0.67% 40-49 50 7287 1.35% 50-59 211 19959 2.07%

60-69 651 40231 3.13% 70-79 1635 60143 5.16% 80+ 6420 146266 8.07% TOTAL 8992 283706 5.96% In 2018 there were 23642 deaths/month and 777 deaths/day in Canada. References: 124, 125

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Rethinking the Lockdown Groupthink

ETable 3. Studies suggesting that efficacy of nonpharmaceutical interventions to prevent spread of COVID-19 are not as high as some predicted.

Study Details of efficacy of non-pharmaceutical intervention Luskin DL149 Using “highly detailed anonymized cellphone tracking data provided by Google… tabulated by the University of Maryland’s Transportation Institute into a ‘social distancing index’”, it was found that lockdown severity correlated with a greater spread of the virus, even when excluding states with the heaviest caseloads, and not with population density, age, ethnicity, prevalence of nursing homes, or general health, suggesting that “[heavy] lockdowns probably didn’t help.” This analysis also found that states that subsequently opened-up the most tended to have the lightest caseloads, suggesting that “opening up [a lot] didn’t hurt.” Atkeson A, et An analysis across 23 countries and 25 states each with >1000 deaths by July 22 found that the growth rates of daily deaths from al.150 COVID-19 fell rapidly [from a wide range of initially high levels - doubling every 2-3 days] within the first 30 days after each region reached 25 cumulative deaths, and has hovered around zero or slightly below since. Epidemiological models found that this implied both the Re and transmission rates fell rapidly from widely dispersed initial levels [Re≥3], and the Re has hovered around 1 after the first 30 days of the epidemic virtually everywhere in the world. The authors suggest that there must be “an omitted variable bias” accounting for this finding [and similar findings in previous pandemics], that the role of region-specific NPI’s implemented in the early phase of the pandemic is likely overstated, and that the removal of lockdown policies has had little effect on transmission rates. Chaudhry R, A study using data from the top 50 countries ranked by number of cases found that “rapid border closures, full lockdowns, and et al.151 wide-spread testing were not associated with COVID-19 mortality per million people.” Wood SN152 A mathematical model using “a Bayesian inverse problem approach applied to UK data on COVID-19 deaths and the disease duration distribution” suggested that “infections were in decline before the full UK lockdown (March 24), and that infections in Sweden started to decline only a day or two later.” Chin V, et The model for Europe used in [7] was based on circular reasoning [i.e., having modelled Re “as a step function and only allowed to al.153 change in response to an intervention”]. Using a model allowing for gradual changes over time and better fitting the data, complete lockdown had “no or little effect, since it was introduced typically at a point when Rt was already low.” For example, when lockdown was adopted in the UK, “Rt had already decreased to 1.46.” In fact, “lockdown and event ban had similar effect sizes on the reduction of Rt”. Overall, “one cannot exclude that the attribution of benefit to complete lockdown is a modelling artefact.” Homburg S, The model in [7] used circular reasoning [“the purported effects are pure artefacts”] by “using as an a priori restriction that Rt may Kuhbandner only change at those dates where interventions become effective.” In the UK “the growth factor had already declined… strongly C.154 suggests that the UK lockdown was both superfluous… and ineffective.” In addition, the attribution of the decline in Sweden’s Rt to banning of public events is odd because that was an “NPI that they found ineffective in all other countries.” Islam N, et Implementation of any physical distancing intervention [including lockdown] was associated with an overall reduction in COVID-19 al.155 incidence of only 13% [IRR 0.87, 95% CI 0.85 to 0.89] in 149 countries. There was no effect on this estimate of days since the first reported case of COVID-19 until the first implementation of physical distancing policies.

Preprints (www.preprints.org) | NOT PEER-REVIEWED | Posted: 4 November 2020 doi:10.20944/preprints202010.0330.v2

Rethinking the Lockdown Groupthink

ETable 4. Cost-benefit analysis in WELLBYs for Canada’s response to COVID-19 Factor in Canada Benefit per month Cost per month

COVID-19 deaths 37.59M X 0.5 for herd X 0.003 IFR - X 5 QALY/ 12 months = 23,494 QALY = 140,963 WELLBY Recession - (1.713T GDP/12 months X 0.15 GDP loss X 0.4 government spending)/100K = 85,650 QALY = 513,900 WELLBY Unemployment - 2M X 0.7/12 months = 116,667 WELLBY Loneliness (if we end half - 37.59M/2 X 0.5/12 months = of lockdown) 783,125 WELLBY Disrupted health services, - Not counted disrupted education TOTAL 0.141M WELLBY 1.41M WELLBY

BALANCE 10X [minimum] IFR: infection fatality rate; K: thousands; M: Million; QALY: quality adjusted life years; WELLBY: wellbeing years

2/3/2021 Gmail - Letter to Premier Kenney - COVID-19 Restrictions

Danielle Morine

Letter to Premier Kenney - COVID-19 Restrictions 1 message

Good morning,

Please find attached a letter from Reeve Josh Knelsen to the Premier regarding the reopening of recreational and business services.

Thank you.

Carol Gabriel, Deputy CAO | Mackenzie County

Legislative & Support Services

PO Box 640, 4511-46 Ave. | Fort Vermilion | AB | T0H 1N0

Direct: 780.927.3719 ext. 2524 | Main Line: 780.927.3718

Toll Free: 1.877.927.0677 | Cell: 780.926.6540

www.mackenziecounty.com

https://mail.google.com/mail/u/0?ik=a995a08e23&view=pt&search=all&permthid=thread-f%3A1690510860811445511%7Cmsg-f%3A16905108608114… 3/4 2/3/2021 Gmail - Letter to Premier Kenney - COVID-19 Restrictions 2021-01-27 Premier of Alberta - Reopening Recreational and Business Services.pdf 47K

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Mackenzie County P.O. Box 640, 4511-46 Avenue, Fort Vermilion, AB T0H 1N0 P: (780) 927-3718 Toll Free: 1-877-927-0677 F: (780) 927-4266 www.mackenziecounty.com [email protected]

January 27, 2021

The Honourable Jason Kenney Premier of Alberta 307 Legislature Building 10800-97 Avenue Edmonton, AB T5K 2B6

Dear Premier:

RE: REOPENING RECREATIONAL AND BUSINESS SERVICES

While we appreciate the work the government has done to ensure the safety of Albertans, we recognize the extreme toll the pandemic has taken on our residents, businesses and recreational centres.

We strongly urge the Provincial Government to reopen access to indoor recreational facilities, such as arenas, to the public and establish additional supportive public health guidelines. These could include allowing facility rentals for private functions.

Additionally, we urge the Provincial Government to reopen all business services as many are at risk of closing permanently and losing their livelihood. In our rural remote northern location, services such as restaurants are extremely limited. Reinstating in-person service will assist in sustainability into the future.

Again, we thank you for your efforts in keeping Albertans safe, and we look forward to having a conversation with you to discuss the specific needs of our communities. Please feel free to contact me at (780) 926-7405 or by email to [email protected].

Yours sincerely,

Josh Knelsen Reeve

…2 Premier of Alberta Page 2 January 27, 2021

c: Dr. Deena Hinshaw, Chief Medical Officer of Health Mr. Dan Williams, MLA Peace River Rural Municipalities of Alberta – Member Municipalities Alberta Urban Municipalities Association – Member Municipalities Mackenzie County Council La Crete Chamber of Commerce Fort Vermilion & Area Board of Trade High Level Chamber of Commerce 2/3/2021 Gmail - Reinstatement of the 1976 Coal Development Policy

Danielle Morine

Reinstatement of the 1976 Coal Development Policy 1 message

Louise Albert Wed, Feb 3, 2021 at 11:53 AM To: "[email protected]"

Good Morning,

Please see attached letter with respect to the Reinstatement of the 1976 Coal Development Policy

If you have any questions please contact our Manager of Legislative Services, Kara Rusk ([email protected] or 403.603.3652)

Thank you, Louise Albert on behalf of Mayor Craig Snodgrass

Executive Assistant to the CAO Town of High River 309B MacLeod Tr SW, High River, AB T1V 1Z5 Direct: 403.603.3434 Fax: 403.652.2396 www.highriver.ca

The contents of this email message and any documents accompanying this transmission contain confidential information intended for a specific individual and purpose. The information is private and is protected by law. If you are not the intended recipient, you are hereby notified that any disclosure, copying, distribution or the taking of any action in reliance on the contents of this electronically transmitted information is strictly prohibited. If you have received this communication in error, please notify the sender immediately at the phone number listed above.

PDFMailer.pdf 96K

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February 3, 2021

OFFICE OF THE MAYOR

VIA E-MAIL: [email protected]

Office of the Chairperson, Improvement District No. 09 (Banff) PO Box 58 Lake Louise, AB T0L 1E0

Attention: Chairperson Dave Schebek

RE: Reinstatement of the 1976 Coal Development Policy

Dear Mr. Schebek:

In June of 2020, the Government of Alberta rescinded the Coal Development Policy (Coal Policy) without adequate consultation with First Nations, environmental groups, residents, property owners and local governments. This policy was originally developed with the intended purpose to guide coal extraction along the eastern slopes of the Rockies based upon a land use classification system and dictated where and how coal leasing, exploration and development could occur.

The Coal Policy introduced in 1976, guided coal extraction in one of the most important landscapes in Alberta and Canada. The Eastern Slopes provides water to users from the Rockies to the Hudson Bay. For 44 years, the policy provided essential protection of valuable water resources, ensuring downstream communities had access to clean drinking water, that farmers had access to irrigation water to protect their livelihoods and that ecosystems that tourists come to experience remained in their pristine state.

The rescindment of any policy that affects public lands and/or water resources, requires public consultation with First Nations, environmental groups, residents of Alberta, property owners and local municipalities. Without that consultation, our democratic processes are undermined.

In response to the Government of Alberta’s action, the Town of High River’s Council adopted the following resolution at its Regular Meeting of Council on January 11, 2021:

BE IT RESOLVED THAT Council direct Administration to draft a letter to Premier Jason Kenney, requesting the immediate reinstatement of the 1976 Alberta Coal Policy which was rescinded on June 1, 2020;

AND THAT the letter requests that the Government of Alberta begin public consultation with Indigenous groups, environmental groups and all stakeholders in Alberta on any proposed revisions or replacement to this policy;

AND FURTHER THAT this letter be sent to the Minister of Environment & Parks Honorable Jason Nixon, Minister of Energy Honourable Sonya Savage as well as the MLA for Livingstone-Macleod Roger Reid.

This letter was sent to the Premier and Ministers on January 12, 2021 and a meeting has been requested with the Premier. To date, the Town of High River has neither received a response to our letter nor a meeting with the Premier.

Other local governments, public officials and Albertans have called upon the Government of Alberta to reinstate the Coal Policy. In response, the Government of Alberta has cancelled some of the coal leases but this is not adequate in order to protect water resources for downstream communities, such as High River.

Therefore, at the February 1, 2021 Special Meeting of Council, the following resolution was adopted:

WHEREAS Council adopted resolution #RC 14 -2021 requesting the Province of Alberta immediately re-instate the 1976 Coal Development Policy;

AND WHEREAS coal exploration and open pit mining will impact water resources for downstream communities affecting businesses, residents, ranchers, farmers and ecosystems;

AND WHEREAS coal exploration is causing irreparable damage to the landscapes and watersheds as well as adversely affecting the public’s access, use and enjoyment of Crown lands on the Eastern Slopes of Alberta;

AND WHEREAS local First Nations groups, municipalities, landowners and ranchers are legally challenging the Province’s rescindment of the 1976 Coal Policy in the Courts;

BE IT RESOLVED THAT Council request all coal exploration be immediately ceased on the Eastern Slopes of Alberta and cease issuance of any new exploration permits on the Eastern Slopes of Alberta until public consultation has taken place regarding the future of coal mining on the Eastern Slopes of Alberta;

AND THAT Council request the Government of Alberta & Premier Jason Kenney issue an immediate stop work order for all existing coal exploration permits on the Eastern Slopes of Alberta and cease issuance of any new exploration permits on the Eastern Slopes of Alberta until public consultation has taken place regarding the future of coal mining on the Eastern Slopes of Alberta;

AND THAT Council direct Administration to investigate legal options relating to the damage caused due to exploration on Alberta’s Eastern Slopes.

AND FURTHER THAT Council direct Administration to prepare a letter with a copy of this resolution to all members of the Federation of Canadian Municipalities, Alberta Urban Municipalities Association, Rural Municipalities of Alberta, Municipalities of Saskatchewan, Saskatchewan Association of Rural Municipalities and Association of Manitoba Municipalities requesting their support to re-instate the 1976 Coal Development Policy.

In light of this resolution, the Town of High River is respectfully requesting that you consider drafting a letter of support to the Government of Alberta for the immediate Exploration Stop Work Order as well as the reinstatement of the Coal Policy.

Thank you for considering our request,

Sincerely,

Craig Snodgrass Mayor

CS/cp/kr

February 1, 2021

RE: Approved FortisAlberta 2021 Distribution Rates - REVISED

As a follow up to our correspondence in September 2020, FortisAlberta has received approval from the Alberta Utilities Commission (AUC) for its distribution rates, effective Jan. 1, 2021. In addition, the AUC has approved the Alberta Electric System Operator (AESO) 2021 tariff resulting in adjustments to the Base Transmission Adjustment Rider, the Quarterly Transmission Adjustment Rider and Balancing Pool Allocation. FortisAlberta collects and flows through all transmission and Balancing Pool costs billed by the Alberta Electric System Operator (AESO) as approved by the AUC.

The attached charts illustrate the estimated percentages and average changes for each rate class based on estimated consumption and demand between December 2020 and January 2021 on a distribution rate only basis and a bundled bill basis from your retailer. The bundled bill percentages indicated on the attached chart will vary slightly compared to the version you received in September, as it reflects the transmission rate rider adjustments.

We thank you for the opportunity to advise you of these updates. Please feel free to contact me or your Stakeholder Relations Manager should you have any questions or require further information.

Sincerely,

Dave Hunka, Manager, Municipalities & Key Accounts North P: (780) 464-8311 C: (780) 868-7040 E: [email protected]

2021 Approved Rates Average Monthly Bill Impacts by Rate Class

DISTRIBUTION ONLY

Rate Class Consumption Demand Rate Dec 2020 Bill Jan 2021 bill $ Difference % Change Description Usage Usage

300 kWh $31.75 $32.15 $0.40 1.2% 11 Residential 640 kWh $39.57 $40.07 $0.55 1.2% 1200 kWh $52.46 $53.12 $0.66 1.2%

900 kWh 5 kVA $84.06 $85.06 $1.00 1.2% FortisAlberta 21 1,400 kWh 10 kVA $153.98 $155.79 $1.81 1.2% Farm 7,500 kWh 25 kVA $363.77 $368.00 $4.23 1.1%

6,000 kWh 20 kW $781.94 $788.22 $6.28 0.8% FortisAlberta 26 14,518 kWh 33 kW $1,324.69 $1,335.31 $10.62 0.8% Irrigation *Seasonal bill 45,000 kWh 100 kW $4,021.74 $4,053.98 $32.24 0.8% impact

Streetlighting 31 5,144 kWh 12,500 W $2,288.25 $2,327.79 $39.54 1.7% (Investment) Streetlighting 33 (Non- 7,900 kWh 12,000W $819.12 $833.42 $14.30 1.7% Investment) 38 Yard Lighting 5,000 kWh 12,000 W $1,436.58 $1,462.13 $25.55 1.7% Rates 31, 33 and 38 is based on 100 HPS Lights in assorted fixture wattages. 1,083 kWh 5 kW $72.76 $73.59 $0.83 1.1% Small General 41 2,165 kWh 10 kW $129.04 $130.52 $1.48 1.1% Service 10,825 kWh 50 kW $579.34 $585.96 $6.62 1.1%

2,590 kWh 7.5 kW $178.57 $180.51 $1.94 1.1% Oil and Gas 44/45 5,179 kWh 15 kW $333.11 $336.72 $3.61 1.1% Service 25,895 kWh 75 kW $1,501.36 $1,517.52 $16.16 1.1%

32,137 kWh 100 kW $590.52 $589.40 -$1.12 -0.2% 61 General Service 63,071 kWh 196 kW $942.62 $940.88 -$1.74 -0.2% 482,055 kWh 1500 kW $4,848.13 $4,840.13 -$8.24 -0.2%

824,585 kWh 2500 kW $9,623.97 $9,525.10 -$98.87 -1.0% Large General 63 1,529,869 kWh 4638 kW $11,199.66 $11,081.29 -$118.37 -1.1% Service 3,298,338 kWh 10,000 kW $15,151.44 $14,984.13 -$167.31 -1.1%

Transmission The Distribution component will increase from $37.49/day to $39.17/per day. 65 Connected The Transmission Component is the applicable rate of the AESO. Service

2021 Approved Rates Average Monthly Bill Impacts by Rate Class BUNDLED BILL Including Energy, Retail, and DT Rates & Riders

Rate Class Consumption Demand Rate Dec 2020 Bill Jan 2021 bill $ Difference % Change Description Usage Usage

300 kWh $75.40 $76.94 $1.54 2.0% 11 Residential 640 kWh $123.68 $126.59 $2.91 2.3% 1200 kWh $203.24 $208.36 $5.12 2.5%

900 kWh 5 kVA $193.79 $200.12 $6.33 3.2% FortisAlberta 21 1,400 kWh 10 kVA $321.64 $331.74 $10.10 3.0% Farm 7,500 kWh 25 kVA $1,237.47 $1,286.11 $48.64 3.8%

6,000 kWh 20 kW $1,587.94 $1,723.51 $135.57 7.9% FortisAlberta 26 14,518 kWh 33 kW $3,234.64 $3,558.05 $323.41 9.1% Irrigation *Seasonal bill 45,000 kWh 100 kW $9,886.93 $10,888.68 $1,001.75 9.2% impact

Streetlighting 31 5,144 kWh 12,500 W $3,029.68 $3,082.75 $53.07 1.7% (Investment) Streetlighting 33 (Non- 7,900 kWh 12,000W $1,669.39 $1,698.42 $29.03 1.7% Investment) 38 Yard Lighting 5,000 kWh 12,000 W $1,979.14 $2,012.07 $32.93 1.6% Rates 31, 33 and 38 is based on 100 HPS Lights in assorted fixture wattages. 1,083 kWh 5 kW $212.43 $218.99 $6.56 3.0% Small General 41 2,165 kWh 10 kW $400.44 $413.35 $12.91 3.1% Service 10,825 kWh 50 kW $1,904.50 $1,968.26 $63.76 3.2%

2,590 kWh 7.5 kW $467.36 $478.72 $11.36 2.4% Oil and Gas 44/45 5,179 kWh 15 kW $899.08 $921.85 $22.77 2.5% Service 25,895 kWh 75 kW $4,284.27 $4,394.69 $110.42 2.5%

32,137 kWh 100 kW $3,828.11 $3,892.65 $64.54 1.7% 61 General Service 63,071 kWh 196 kW $7,143.33 $7,270.46 $127.13 1.7% 482,055 kWh 1500 kW $52,152.08 $53,129.02 $976.94 1.8%

824,585 kWh 2500 kW $87,932.39 $87,418.81 -$513.58 -0.6% Large General 63 1,529,869 kWh 4638 kW $148,716.35 $147,831.52 -$884.83 -0.6% Service 3,298,338 kWh 10,000 kW $311,502.17 $309,683.77 -$1,818.40 -0.6%

Transmission The Distribution component will increase from $37.49/day to $39.17/per day. 65 Connected The Transmission Component is the applicable rate of the AESO. Service

Riders Included: Retail/Energy Price Assumptions Municipal Franchise Fee Rates 11 through 44 – October 2019 to September 2020 (Average by Rate Class) Average EEAI RRT Rates Municipal assessment Rider (0.73% on July 1, 2020) Rates 61 and 63 – August 2019 to July 2020-2020 Base TAR and 2021 Base TAR Average EPCOR Default Supply Rate 2020 Q4 QTAR and 2021 Q1 QTAR January 2020 BPAR and 2021 BPAR

CUSTOMER CONTRIBUTIONS SCHEDULES **

Table 1 Maximum Investment Levels for Distribution Facilities When the Investment Term is 15 years or more

Type of Service Maximum Investment Level

Rate 11 Residential $2,638 per service

$2,638 per service, less FortisAlberta’s costs of Rate 11 Residential Development metering and final connection

Rate 21 Farm and Rate 23 Grain Drying $5,984 base investment, plus $857 per kVA of Peak Demand

Rate 26 Irrigation $5,984 base investment, plus $952 per kW of Peak Demand

Rate 38 Yard Lighting $851 per fixture

Rate 31 Streetlighting (Investment Option) $3,080 per fixture

Rate 41 Small General Service $5,984 base investment, plus $952 per kW of Peak Demand

Rate 45 Oil and Gas Service $5,984 base investment, plus $952 per kW of Peak Demand FortisAlberta invests as required per unmetered to metered service conversion program.

$5,984 base investment, plus Rate 61 General Service (less than or equal to 2 $952 per kW for the first 150 kW, plus MW) $120 for additional kW of Peak Demand

Rate 63 Large General Service (over 2 MW) $108 per kW of Peak Demand, plus (Distribution Connected) $119 per metre of Customer Extension

**Alberta Utilities Commission (AUC) Decision 24843-D01-2020, Dec. 18, 2020. Maximum Investment Levels are reduced if the expected Investment Term is less than 15 years.

2/3/2021 Gmail - Upcoming price adjustments at Parks Canada | Rajustements de droits à venir à Parcs Canada

Danielle Morine

Upcoming price adjustments at Parks Canada | Rajustements de droits à venir à Parcs Canada 1 message

tourisme / tourism (PC) Mon, Feb 1, 2021 at 2:11 PM To: "tourisme / tourism (PC)"

le français suit

As a valued tourism industry partner, we wanted to let you know about changes to some Parks Canada fees planned for implementation in January 2022 and January 2023.

In 2019, Parks Canada conducted public and stakeholder consultations on fees. The feedback received has guided fee changes which will be implemented starting in January 2023. These adjustments will not affect admission or front-country camping, but will result in changes to fees that offer a high level of individual benefits to visitors, such as enhanced experiences, facility rentals and special event permits. These changes will include adjustments for the cost of living since fees were last reviewed in 2008 and will also bring some Parks Canada fees closer to those charged by nearby tourism providers, helping to avoid unfair competition with local businesses providing similar services and experiences.

Please visit the Parks Canada website for more information about these price adjustments and for details on how to request a copy of the consultation report.

On January 1, 2020, Parks Canada began a cycle of adjusting fees for inflation every two years based on the requirements of the 2017 Services Fees Act. The next fee adjustment as part of this cycle will take place on January 1, 2022.

These fee changes will help ensure that Parks Canada can continue to offer world-class experiences that support tourism in Canada. If you have any questions about these changes, or would like to discuss how we can work together, please do not hesitate to contact us. We look forward to working with you.

Sincerely,

L'industrie du voyage Parcs Canada / Gouvernement du Canada [email protected]

Travel Trade Parks Canada / Government of Canada [email protected]

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Parcs Canada - 450 000 km2 de souvenirs / Parks Canada - 450 000 km2 of memories

À titre de partenaire estimé de l’industrie du tourisme, nous aimerions vous informer de

changements apportés à certains droits de Parcs Canada qui entreront en vigueur en janvier 2022 et

janvier 2023.

En 2019, Parcs Canada a mené des consultations sur les droits auprès du public et des parties prenantes. Les commentaires reçus ont servi de guide afin d’établir des rajustements de droits qui seront mis en œuvre en janvier 2023. Ces rajustements n’affecteront pas les droits d’entrée ou le camping en avant-pays, mais causeront des changements aux droits qui offrent des bénéfices de haut niveau aux visiteurs, tels que les expériences enrichies, la location d’installations et les permis d’événements spéciaux. Ces changements incluront des rajustements en fonction du coût de la vie puisque les droits n’avaient pas été révisés depuis 2008, et feront en sorte que certains droits de Parcs Canada se rapprocheront de ceux exigés par les fournisseurs touristiques avoisinants, ce qui permettra d’éviter une concurrence déloyale avec les entreprises locales offrant des services et des expériences semblables.

Visitez le site Web de Parcs Canada pour obtenir de plus amples renseignements sur ces rajustements de droits ainsi que des détails sur la manière d’obtenir une copie du rapport de consultation.

Le 1er janvier 2020, Parcs Canada a débuté un cycle de rajustement de droits en fonction de l’inflation à tous les deux ans en vertu de la Loi sur les frais de service de 2017. Le prochain rajustement en fonction de l’inflation sera effectué le 1er janvier 2022.

Ces rajustements de droits permettront à Parcs Canada de continuer d’offrir des expériences de calibre mondial qui soutiennent le tourisme canadien. Si vous avez des questions au sujet de ces changements, ou si vous aimeriez discuter de la façon dont nous pourrions collaborer, n’hésitez pas à communiquer avec nous. Au plaisir de travailler avec vous.

Cordialement,

L'industrie du voyage Parcs Canada / Gouvernement du Canada [email protected]

Travel Trade Parks Canada / Government of Canada [email protected]

Parcs Canada - 450 000 km2 de souvenirs / Parks Canada - 450 000 km2 of memories

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Danielle Morine

AMPPE 2021, a call to action, and details on a new federal assistance program 1 message

The Association for Mountain Parks Protection & Enjoyment Tue, Jan 26, 2021 at 3:09 PM Reply-To: [email protected] To: [email protected]

AMPPE's Membership Update. News you won't find elsewhere .

January 26, 2021

Members,

The last ten months have certainly tested our resilience. While we have reason to be optimistic in 2021, we know that recovery will take effort over the long term and that advocacy will play an ever more critical role in the months and years ahead.

In addition to Covid-related developments, the coming year will see continued park planning consultations, the formation of a transportation committee, and municipal elections. The outcomes of each of these items will tremendously impact will the way we both recreate, and do business in the Mountain Parks.

AMPPE has created a plan for 2021 that will see us continuing to monitor these developments as they happen while finding opportunities to influence outcomes to ensure continued access to Mountain Park recreational activities, improved visitor experience, increased investment within the parks, and effective and transparent park management.

AMPPE's plan includes actions to better align with, and support partners such as Banff Lake Louise Tourism, Banff Lake Louise Hospitality Association, and Jasper Tourism while not duplicating efforts.

AMPPE will continue to work with Global Public Affairs to find, build, and maintain strategic relationships and leverage opportunities to bring attention to the issues facing AMPPE members at federal and provincial government levels.

Locally, Debbie Harksen (Director of Communications and Engagement) will focus on engaging members and partners and building support for our advocacy efforts. AMPPE's strength as an organization lies in our collective action.

Over the year, AMPPE will ask for your help and expertise to develop cycling strategies, nordic skiing proposals, and share your ideas for new winter activities and facility enhancement. If you are a skier, cyclist, or have a passion for developing some quality experiences, please contact Debbie at [email protected] or 587-335-0829.

P.S. In case you missed them, you can read past newsletters HERE

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Call to action!

Banff Bow Valley Sustainable People Moving Framework Expert Advisory Panel: Parks Canada is creang an e xpert panel to advise the Agency on the development of a long-term framework for the sustainable movement of visitors in the Bow Valley in Banﬀ Naonal P ark. The expert panel will be guided by a Terms of Reference (ToR) document that describes the makeup of the group, their priories, and ho w they will work together to develop a suite of recommendaons f or Parks Canada.

Parks Canada has released a dra term of reference (ToR) document for public review. The deadline for input and quesons is February 5, 2021. Parks is accepng f eedback on the ToR and is seeking recommendaons f or panel members. To send feedback email Parks at [email protected]

The panel will provide Parks Canada with recommendaons tha t, if implemented, could have massive impacts on the Bow Valley. Please help us to take action by reading this document and letting us know what you think. If you are sending comments on the ToR to Parks, please cc us on your response ([email protected]) so we can track your comments and AMPPE's response as a whole.

**JUST ANNOUNCED** Government launches the Highly Aﬀected Sectors Credit Availability Program (HASCAP)

Today, the federal government announced the launch of the Highly Aﬀected Sectors Credit Availability Program (HASCAP).

Through HASCAP, the Business Development Bank of Canada (BDC) has been mandated to provide a guarantee to Canadian ﬁnancial instuons t o help businesses heavily impacted by COVID-19 access addional liquidity and c over operang c osts, as follows:

loans ranging from $25,000 to $1 million to qualifying businesses; hard-hit businesses such as a hotel or restaurant chain with mulple loc aons under one en ty could be eligible for up to $6.25 million; low-interest loans and repayment terms of up to 10 years; up to a 12-month postponement on principal repayments at the start of the loan; and, BDC will provide a guarantee to the ﬁnancial instuon f or 100% of the value of the loan.

Eligibility requirements:

The business must have been ﬁnancially stable and viable before the current economic situaon; Businesses need to show a year-over-year revenue decline of at least 50% in three months, within the eight months before their applicaon; The loan will be used to connue or r esume operaons; The business must be Canadian based; and, The business must have previously applied for either the Canada Emergency Wage Subsidy (CEWS) or the Canada Emergency Rent Subsidy (CERS).

To confirm eligibility and apply to HASCAP, you will need to contact your primary financial instuon. Eligible businesses c an start applying as early as February 1 at their principal financial instuons, and mor e widely by February 15. HASCAP will be available to businesses in all sectors unl June 30, 2021.

https://mail.google.com/mail/u/0?ik=a995a08e23&view=pt&search=all&permthid=thread-f%3A1689988853511248812%7Cmsg-f%3A16899888535112… 2/3 2/3/2021 Gmail - AMPPE 2021, a call to action, and details on a new federal assistance program

Worth mentioning again...2021 Board Changes

Board of Directors: 2020 saw a few changes to AMPPE's Board of Directors. Long time Board members Mark Howe (Jasper Rafting) and David Roberts (Fairmont Hotels) have retired from the Board. AMPPE thanks them for their years of service.

AMPPE is also pleased to announce that two new members have joined the Board, Welcome to Clare McCann, local mountain biker and owner of Bikescape, and Tracy Lowe, General Manager of the Chateau Lake Louise. Check out AMPPE's 2021 Board of Directors.

“No one will protect what they don’t care about; and no one will care about what they have never experienced.”

~ Sir David Attenborough

Visit our website

CONTACT- Debbie Harksen, Director of Communicaons [email protected]

Phone-587-335-0829

Association for Mountain Parks Protection & Enjoyment | Mail: P.O. Box 2999, Banff, T1L1C7 Canada 587-335-0829

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Danielle Morine

Follow up from Climate Discussion Nexus 1 message

John Robson, Climate Discussion Nexus Fri, Jan 29, 2021 at 11:22 AM Reply-To: "John Robson, Climate Discussion Nexus" To: Dave Schebek

Offering a forum for more open debate on all aspects of climate change, especially better use of scientific information in public discussion and policy formation.

Dear Regional Chair Schebek,

In December 2020 we reached out to you offering a fresh perspective on climate change, a complex and potentially very expensive issue facing Canadian cities. And we’re now reminding you that the Climate Discussion Nexus presents important information and commentary that offers facts and logic instead of hype and insults.

We are sorry to say that one of your colleagues reacted so offensively to our offer that we felt obliged to post a public reply. But in that response, we repeated that the purpose of our newsletter, blog, and videos is to promote civil discussion and informed decision-making including on whether your constituents really face catastrophic changes in weather patterns requiring hugely expensive infrastructure projects as well as pricing gasoline and home heating out of reach for many of them.

We offered to appear before that particular representative’s environment committee and present an alternative to the often shrill and narrow-minded orthodoxy you hear on climate. And we would be happy to do the same for you, in committee or before a full council.

Our website is www.climatediscussionnexus.com and from there you can easily access the blog and videos (including our skeptical look at claims of scientific https://mail.google.com/mail/u/0?ik=a995a08e23&view=pt&search=all&permthid=thread-f%3A1690246387589795083%7Cmsg-f%3A1690246387589… 1/2 2/3/2021 Gmail - Follow up from Climate Discussion Nexus consensus on a global warming crisis and predictions of looming climate disaster) and sign up for the weekly newsletter. And as always, if you have questions you can reach me at [email protected] or by phone at 343-254- 2233.

I do hope we can connect for a productive discussion because this topic is too important for us to allow the debate to be reduced to slogans and insults.

Yours sincerely,

John Robson Executive Director Climate Discussion Nexus

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www.climatediscussionnexus.com

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Happy Tuesday everyone!

Hard to believe January is already over. As many of you may have seen, we are a ways away from being able to offer in- person recreational programming (likely step 2, although could be step 3). We are continuing to work hard to offer you virtual programs in the interim.

Here is some info to note - please pass this along to your friends, employees and anyone who you feel should know!

Rink

The rink will be open for FREE use between sunrise and 10:00pm. The dividers are out and people cannot move them (half for skating and half for puck/sticks with one set out). Each half of the rink can have a maximum of 10 people. If you show up and there are too many people, you cannot skate. If you show up and there are 10 people playing with sticks, but only 2 on the skating half, you are welcome to skate on that half but no sticks and pucks are permitted.

In addition, the single net is for shooting only - not organized games. You MUST maintain 2m distance at all times. We added the net because people were slamming pucks against the boards and damaged 3 that will have to be replaced. Please remember that when you destroy stuff here at the rink, it just means less money we can spend on new stuff for you!

Finally, our priority is for locals. If out of town visitors happen to show up, we will welcome them if space allows, but please do not advertise this to your guests.

We are taking small, private bookings assuming all regulations are adhered to so please contact us if you wish to take advantage of this.

Also, please remember, we do not have washrooms or change rooms for public use.

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Dog Park

We will continue to be open!

Kids Fitness Program

Laura is exploring virtual fitness options for local youth! Please complete this survey and if we get enough interest we will offer it!

https://www.surveymonkey.com/r/FGPN3XX

February Fitness & Yoga

Join Jen & Laura for virtual fitness this month!

1. Tuesday & Thursday at 7:00pm HIIT with Laura 2. Wednesdays at 7:30pm Post-Pow Slow Yoga Stretch with Jen

There is no registration required, so this should be all you need!

Please play whatever music you'd like. Jen & Laura will instruct you!

Notes for all classes:

1. Please log in at least 5 mins before the scheduled start time so you can work out any technical issues. The class will start right on time and there will be a verbal review at the start that you must hear.

2. Everyone must have their camera on so the instructor can do their best to correct incorrect posture/alignment etc. We are trying to run this class as close to an in-person class as possible! The amount of individual attention will depend however on the volume of attendees.

3. Please ensure you have done a PAR-Q verbal or written check in the past 12 months or since any changes in your health. If you have not, please read this (http://eparmedx.com/…/20…/03/January2020PARQPlusFillable.pdf). If you answered no to all the PAR-Q questions, you can be reasonably sure that you can exercise safely and have a low risk of having any medical complications from exercise. If you answered "Yes" to any of the PAR-Q questions, tell your health professional before starting any fitness program.

4. By participating in a virtual fitness or yoga class hosted by the Lake Louise Sport & Recreation Centre, you are agreeing to the terms laid out in our release form and understand that while the instructor will do their best to identify and correct any unsafe behaviour, there is an increased risk doing fitness at home. Your waiver can be found attached to this post.

5. Each participant will be muted, so please indicate to the instructor by raising your hand if you have a question.

6. Please ensure your zoom "name" is correct as this is what the instructor will use to address you.

Here is your scheduled Zoom class invitation.

Topic: Lake Louise Sport & Recreation Centre - February Fitness & Yoga Join Zoom Meeting https://zoom.us/j/98607451156 Meeting ID: 986 0745 1156

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+1 587 328 1099 Canada +1 647 374 4685 Canada +1 647 558 0588 Canada +1 778 907 2071 Canada +1 204 272 7920 Canada +1 438 809 7799 Canada Meeting ID: 986 0745 1156 Find your local number: https://zoom.us/u/aeAI1tnT7S

Walking Without Waste

The Bow Valley Primary Care network invites you to join us for a month-long Winter walk challenge, Walking without Waste encourages people to safely enjoy moving their bodies outdoors. Starting February 3rd, SHAPE Alberta’s Winter Walk Day, join us for 28-days of fun challenges, community clean-up and resources to keep you moving and accountable. Participants are encouraged to take ownership of their valley and pick-up waste during their walks. Not only are physical and social activities important for health and wellness, but so is connecting to and caring for, nature.

Register at: https://bit.ly/3aehe6P to receive your resource package including a 28-day Checklist of fun challenges to complete, trail ideas, a pedometer, as well as a chance at winning awards. *Must register to be eligible for awards **Ice cleats available for those in financial need, please email [email protected] for more information

And for easier sharing over social media here is the Facebook Event page: https://www.facebook. com/events/188629149620226

Family Resource Network Programs

The Bow Valley Family Resource Network has some free upcoming programs we would love to (virtually) see you at! Programs are open to all Bow Valley residents. Register online at www.banff.ca/register or call 403-762-1251. If you have questions or would like more information on Bow Valley Family Resource Network programs, visit www.banff.ca/ familyresourcenetwork or email [email protected].

Feeding Your Baby

Are you getting ready for your baby to start solid foods? Public Health Dietitian, Carley O’Kane, will answer all your questions about what to feed first, textures and other topics related to feeding your baby. This class is best suited for parents and caregivers with children under 12 months of age. Free giveaways to all registrants! Open to all Bow Valley residents. This session will be offered online via Zoom.

Date: Friday, February 12 Time: 9:30am-11:00am

Mealtime Struggles

Do you have questions about your child's eating? This class teaches you how to create a positive mealtime environment, introduce new foods and cope with mealtime struggles. Taught by Public Health Dietitian, Carley O’Kane, this class is for parents and caregivers with children 1-5 years of age. Open to all Bow Valley residents with free giveaways for all registrants! This session will be offered online via Zoom.

Date: Friday, March 5 Time: 9:30am-11:00am

Nutrition Tips & Tricks for a Healthy Family

https://mail.google.com/mail/u/0?ik=a995a08e23&view=pt&search=all&permthid=thread-a%3Ar3782969645118074979%7Cmsg-a%3Ar80109985563… 4/5 2/3/2021 Gmail - Recreation Update Struggling with day-to-day nutrition in your busy family life? Want to get some healthy foods into your picky eater? Join Dawn Byford, Holistic Nutritional Consultant and Plant-based Cook, in this free workshop on feeding your family in a healthy and easy way. Learn simple tips on affordable shopping, saving time in the kitchen, engaging kids in eating new foods and nutrition’s connection to mood and energy in your family. Open to all Bow Valley residents. This workshop will be delivered online via Zoom.

Date: Thursday, February 25 Time: 10-11:00am

Parent & Baby Fitness

Join this free class designed for parents & caregivers with babies who are not yet walking. Instructor Kim Mayberry will lead you through a warm-up, low impact exercises and cool down. Register for all three or single sessions. Open to all Bow Valley residents. Sessions are currently offered online via Zoom.

Date: Tuesdays, February 2, 9, 16 & 23 Time: 10-10:45am

Bystander Intervention Training

The Bow Valley Harmony Project in partnership with Lake Louise Sport & Recreation Centre is excited to announce that the Centre for Sexuality will be providing an *online* Bystander Intervention workshop to anyone living in Lake Louise on February 3 and February 4, 2021! Participants will explore the root causes of sexual violence, learn about consent, policies, and legal obligations to address sexual harassment. This workshop also highlights factors that may prevent people from intervening, strategies to address harassment that empowers the person who is experiencing harassment and focuses on the roles of bystanders in the workplace and community. Participants will also gain tools to create safer spaces for patrons and clients. This two-part training is FREE to attend and open to all residents of Lake Louise. Part 1: February 3, 2021 6pm to 7:30pm Register in advance for the training on February 3, 2021 beginning at 6pm MST: https://zoom.us/meeting/register/tJAtc-yorTMvGNFXU-5Zt3JxvM9WseZ7bYTT Part 2: February 4, 2021 6pm to 7:30pm Register in advance for the training on February 3, 2021 beginning at 6pm MST: https://zoom.us/.../tJYkf-ivpjstHNEsush3c8z7wBK7ry9tGmfa

https://ywcabanff.ca/programs-services/harmony-project/bystander-intervention-training/

Thank you all and please let me know if you have any questions!

Danielle Morine Execuve Direct or, Lake Louise Sport & Recreaon Cen tre 103 Village Road | Box 58 Lake Louise | Alberta | T0L 1E0 Oﬃce (403) 522-2606 | Cell (403) 762-1958 If you are emailing about Improvement District No. 9, please reach me at daniellemorine@ improvementdistrict9.ca

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