TOWN OF CANMORE AGENDA Committee of the Whole Council Chamber at the Canmore Civic Centre, 902 – 7 Avenue Tuesday, May 8, 2018 at 1:00 p.m.

A. CALL TO ORDER AND APPROVAL OF AGENDA 1:00 1. Agenda for the May 8, 2018 Committee of the Whole Meeting

B. DELEGATIONS 1:00 – 1:15 1. Leanne Allision, Living with Wildlife Short Film Update (verbal presentation) Purpose: ‘Living with Wildlife’ filmmaker, Leanne Allison will give an update on the exposure and impact of the film to date and will update council on the next phase of the project. ‘Living with Wildlife’ 2.0- is a micro site that will be designed for mobile devices to get the messages of the film across at a glance for mobile users.

C. MINUTES 1:15 1. Minutes of the April 10, 2018 Committee of the Whole Meeting

D. STAFF REPORTS 1:15 – 1:45 1. 2017 Protective Services Statistics Year end reports: (1) Emergency Management (2) Fire-Rescue (3) Bylaw Services (4) RCMP (5) Police Committee

1:45 – 2:15 2. Explore 2026 Public Engagement Purpose: To provide Council with an update on the second phase of the Explore 2026 public engagement activities.

E. COUNCILLOR UPDATES 2:15 – 2:30 1. May 2018 Councillor Updates

F. SERVICE AREA REPORTS 2:30 – 2:45 1. May 2018 Service Area Reports

G. COUNCIL RESOLUTION ACTION LIST 2:45 – 2:55 1. Council Resolution Action List as of April 27, 2018

H. BOARD AND COMMITTEE UPDATES 1. Bow Valley Regional Housing Bow River Lodge Update 2. Bow Valley Regional Housing April 2018 Bulletin

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

May 8, 2018 Committee of the Whole meeting 1 p.m. Page 1 of 63 I. IN CAMERA None

2:55 J. ADJOURNMENT

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

May 8, 2018 Committee of the Whole meeting 1 p.m. Page 2 of 63 Unapproved C-1

TOWN OF CANMORE MINUTES Committee of the Whole Council Chamber at the Canmore Civic Centre, 902 – 7 Avenue Tuesday, April 10, 2018 at 1:00 p.m.

COUNCIL MEMBERS PRESENT John Borrowman Mayor Rob Seeley Deputy Mayor Vi Sandford Councillor Karen Marra Councillor Esmé Comfort Councillor Joanna McCallum Councillor

COUNCIL MEMBERS ABSENT Jeff Hilstad Councillor

ADMINISTRATION PRESENT Lisa de Soto Chief Administrative Officer Michael Fark General Manager of Municipal Infrastructure Sally Caudill General Manager of Municipal Services Robyn Dinnadge Manager of Communications Greg Burt Manager of Protective Services Walter Gahler Fire Chief Keri Martens Deputy Fire Chief Camila Ramos-Strankman Planning Technician Alaric Fish Manager of Planning Lee Prevost Supervisor of Planning Andy Esarte Manager of Engineering Adam Robinson Marketing and Sales Coordinator Suzette Cardinal Administrative Assistant (Recorder)

Mayor Borrowman called the April 10, 2018 committee of the whole meeting to order at 1:00 p.m.

A. CALL TO ORDER AND APPROVAL OF AGENDA 1. Agenda for the April 10, 2018 Committee of the Whole Meeting 14-2018COW Moved by Mayor Borrowman that the Committee of the Whole approve the agenda for the April 10, 2018 regular meeting as presented. CARRIED UNANIMOUSLY

B. DELEGATIONS None

Minutes approved by: ______May 8, 2018 Committee of the Whole meeting 1 p.m. Page 3 of 63 Town of Canmore Committee of the Whole Meeting Unapproved April 10, 2018 Page 2 of 3

C. MINUTES 1. Minutes of the March 13, 2018 Committee of the Whole Meeting 15-2018COW Moved by Mayor Borrowman that the Committee of the Whole approve the minutes of the March 13, 2018 regular meeting as presented. CARRIED UNANIMOUSLY

D. STAFF REPORTS 1. Canmore Fire Rescue Master Plan Update Administration spoke to a written report to update the Committee as to the progress of the implementation of the Fire Rescue Master Plan (FRMP) recommendations.

2. Annual Report of Municipal Development Plan Indicators and Measures (2017) Administration spoke to a written report to provide the Committee with an update as to the status of Town activities regarding the Municipal Development Plan, and what the goals will be moving forward.

3. Transportation Planning Update Administration spoke to a written report to provide an overview of proposed updates to the integrated transportation plan that will inform engagement and concept designs on Railway Avenue and Bow Valley Trail

E. COUNCILLOR UPDATES 1. March 2018 Councillor Updates Written report, received as information.

F. SERVICE AREA REPORTS 1. March 2018 Service Area Reports Written report, received as information.

G. COUNCIL RESOLUTION ACTION LIST 1. Council Resolution Action List as of April 2, 2018 Written report, received as information.

Minutes approved by: ______

May 8, 2018 Committee of the Whole meeting 1 p.m. Page 4 of 63 Town of Canmore Committee of the Whole Meeting Unapproved April 10, 2018 Page 3 of 3

H. BOARD AND COMMITTEE UPDATES None

I. ADJOURNMENT 16-2018COW Moved by Mayor Borrowman that the Committee adjourn the April 10, 2018 committee of the whole meeting at 3:45 p.m. CARRIED UNANIMOUSLY

______John Borrowman, Mayor

______Suzette Cardinal Executive Assistant

Minutes approved by: ______

May 8, 2018 Committee of the Whole meeting 1 p.m. Page 5 of 63 D1

2017 Protective Services Year End Reports

1. Emergency Management 2. Fire-Rescue 3. Bylaw Services 4. RCMP 5. Police Committee

May 8, 2018 Committee of the Whole meeting 1 p.m. Page 6 of 63 Emergency Management Highlights – 2017

 The Director of Emergency Management (DEM) and the Manager of Communications attended the Banff Emergency Response exercise and the City of Calgary’s “There’s Snow Time Like the Present” emergency exercise

 Representatives from the US Consulate (Calgary office) asked for a meeting with the DEM and Fire Chief to discuss services the US Consulate can offer to American citizens that are in Canmore should we ever experience an evacuation order or local emergency.

 23 town staff completed Basic Emergency Management training taught by the Alberta Emergency Management Agency

 20 town operational staff completed High Water Basic Safety awareness training

 The Emergency Coordination Centre (ECC) team completed an emergency management training session

 An inventory of emergency packs was purchased and organized to be used for staff when they are deployed to monitor creeks, rivers and culverts

 The ECC emergency activation system was tested

 Manager of Communications completed Public Information Officer training

 The Steep Creeks and Bow River Emergency Response Plans were updated

 DEM, Deputy Fire Chief and a Municipal Engineer attended an Emergency Preparedness Stakeholder meeting hosted by TransAlta

 13 “Seasonal High Water Monitoring” reports were produced, distributed and posted on the website between May 16 and June 26

 The DEM and Fire Chief were in regular communication with the Banff Fire Chief, Parks Canada and the Government of Alberta Wildfire Crews during the Verdant fire

 Three staff from Protective Services (who are members of Canada Task Force 2) attended a training opportunity with Virginia Task Force 1 (https://www.vatf1.org/) in October. Staff were involved in a large scale disaster exercise and also had an opportunity to tour and meet with staff from EOC’s in Virginia and Washington, D.C.

1 Emergency Management 2017 Annual Report | Town of Canmore

May 8, 2018 Committee of the Whole meeting 1 p.m. Page 7 of 63 Fire-Rescue Annual Report – 2017

Statistics

Call Volume 660 700 592 549 600 513 500 386 400 365 312 276 Fire/Rescue 300 Medical 200 274 100 237 227 237

0 2014 2015 2016 2017

• 2017 saw a 20 percent increase in call volume • 2014 – 2017 call volumes increased by 28 percent

2017 Calls by Category

Rescue 12 2% Other Fires 82 48 12% 7% MVC 71 Hazardous 11% Materials Medical 34 Assistance 5% 274 Alarms 42% 139 21%

May 8, 2018 Committee of the Whole meeting 1 p.m. Page 8 of 63 Fires by Category 25

20 20

15 14 14 15 13 13

10 10 7 7 7 6 6 6 4 4 5 3 3 3 2 1 1 0 Wildland Structure Garbage Vehicle Cooking Appliance Firepit

2015: 64 2016: 47 2017:48

Medical Calls by Category 180 161 160 134 140 124 120 100 80 66 70 60 60 43 40 32 33 20 16 13 13 20 7 6 0 ALS BLS EMS Driver Fire Assist Cancelled enroute

2015: 242 2016: 256 2017:274

• The department was “Advance Life Support (ALS) Capable”, meaning there was a minimum of one firefighter on shift that is also a paramedic 80% of the time in 2017.

• When responding to medical co-response calls (both AHS-EMS and Canmore Fire-Rescue are responding) Canmore Fire-Rescue was on scene first 36% of the time.

May 8, 2018 Committee of the Whole meeting 1 p.m. Page 9 of 63 Highlights

• The annual PARTY Program (Prevent Alcohol and Risk-Related Trauma in Youth) took place in May. The department participated in several realistic scenarios as the initial response to an alcohol related motor vehicle crash. CFRS performed vehicle extrication and patient care skills and handed off the patient to EMS.

• Canmore Fire participated in the Banff Emergency Response Exercise. Canmore Command Trailer and seven staff assisted with incident command, accountability and remote video incident surveillance.

• A team of 15 fire fighters representing Canmore Fire Rescue participated in the Banff-Jasper relay in June. Canmore Fire also competed as a volunteer team in the Fire Fit Combat Challenge regional championship in Drumheller. In May, four members participated in the annual Stair Climb Challenge in Calgary to raise awareness and support for firefighters and citizens living with Cancer. Two members each placed 3rd in their respective divisions. In total more than 500 firefighters participated in this event.

• Verdant Creek Fire in Kootenay National Park was evident in the Bow Valley due to the heavy ground-level smoke in the town for much of the summer. Canmore Fire Rescue was in constant communication with the fire scene and prepared equipment and a team of fire fighters to assist if requested. Assisted Town of Banff with evacuation preparedness by providing staff and cots.

• Throughout the year, firefighters conducted fire hall tours, replaced batteries in smoke detectors for seniors and residents with mobility issues, conducted pre-incident plans on sites of interest and responded to community concerns regarding access, CO detector information, etc.

• 36 fire inspections were completed involving restaurants, schools and care facilities. Crews conduct fire inspections when time permits due to other responsibilities and emergency responses. The approved Quality Management Plan for the community states inspections are to be completed on a request or complaint basis. The fire prevention portfolio is under review and plans are underway to increase capacity and effectiveness of the program.

• Fire Prevention Week was held in October. A very busy week of school visits was capped off with an equally busy and successful fire prevention pancake breakfast.

• Road to Mental Readiness (R2MR) program initiated in August. The program exists to build awareness of mental illness and operational stress injuries through education, to reduce the stigma associated with mental illness and to increase the understanding and support for these conditions. This gives firefighters two critical tools: a process for building resilience to deal with trauma or stress, and the skills to recognize when they, or colleagues, need help.

May 8, 2018 Committee of the Whole meeting 1 p.m. Page 10 of 63

• Walter Gahler started with the Town on September 12th as the new Fire Chief.

• Several Fire-Recue members joined the Women in Fire and Emergency Management working group. This group is comprised of women throughout the Province currently working in fire and emergency management. The goal is to share experiences and learnings from across the province with a focus on providing a network of support, leadership and mentorship.

• An all-staff strategic planning and information session was held in December.

• The department had a great turnout of volunteers in December to help the Christmas Spirit Campaign Food Hamper Drive.

• In 2017 the 40 members that form the part time firefighter ranks (paid response and casual members) contributed a significant amount of time to CFRS. They responded to 278 general pages, approximately 3892 hours in emergency response and approximately 2760 hours training. This greatly aided in the overall successful delivery of service to the residents and community of Canmore.

Part Time Firefighter Time Commitments (these are minimum numbers and does not include projects, special events, volunteerism, etc. 4500

4000 3892

3500

3000 2760

2500 General Pages Response Hours 2000 Training Hours 1500

1000

500 278

0 2017

May 8, 2018 Committee of the Whole meeting 1 p.m. Page 11 of 63 Bylaw Services Annual Report – 2017

The Town of Canmore Bylaw Services Department is responsible for the enforcement of selected Town Bylaws and Provincial Statues. Four Community Peace Officers are available 7 days a week to respond to complaints between the hours of 7:30am and 6:00pm.

Investigations

Investigations, which are reactive in nature, occur because of community concerns reported to Community Peace Officers by phone, email or to a Community Peace Officer in person. In addition, there are proactive investigations as a result of infractions that officers encounter while in the performance of their day to day duties. The investigation category does not include warnings and tickets.

Case Reports 2013-2017

2500 2277 2139

2000 608 413 1518

1500 Total Case Reports 170 vs Proactive 1224 1087 Proactive 130 Case Reports 1000 122 1669 1726 1348 1094 500 967

0 2013 2014 2015 2016 2017 Year

1 Bylaw Services 2017 Annual Report | Town of Canmore

May 8, 2018 Committee of the Whole meeting 1 p.m. Page 12 of 63 2017 - Investigations by category Waste 2% Wildlife Attractant 1%

Assist Other Agency 0% Animal Control Fire Bylaw 19% Traffic Safety Act 1% 21% Land Use Taxi 4% 8% Lost and Found 14% Court & Appeals Noise Parking & Road 3% 1% Use 23% Parks Other 2% 1%

Patrols

Community Peace Officers commence patrols as soon as they arrive for shift commencing with school safety patrols. Aside from enforcement duties, officers present a uniform presence throughout the community, take opportunities to engage the citizenry, and educate individuals whenever appropriate. Patrols are conducted by patrol vehicle, bicycle, and on foot. Dedicated patrols are split and tracked in multiple categories. Below are notable categories as well as a total of all patrols. Patrols numbers increased 28% from 2016 (2477)

3500

3000

2500

2000

1500

1000

500

0 TOC Downtown Parks Schools All Patrols Facilities Number of patrols 305 1784 501 250 3156 Hours spent 362 519 201 185 1187

2 Bylaw Services 2017 Annual Report | Town of Canmore

May 8, 2018 Committee of the Whole meeting 1 p.m. Page 13 of 63

Domestic Animal Impounds

The main objective when responding to a call about a found dog or cat is to ensure their safe return to their homes as soon as possible. When this is not immediately possible, dogs and cats are placed in the Town’s kennel facility where contracted service providers care for them. Here they can be housed for up to 72 hours. When an owner cannot be located or identified, they are surrendered to the Bow Valley SPCA for long- term care and adoption.

 Fortunately, Community Peace Officers only had to surrender eight cats to the Bow Valley SPCA this year. We impounded 28 dogs and 17 cats. Animals that are returned to owners are typically returned within 24 hours

 Social Media continues to play a positive role in the community when it comes to returning domestic animals

Warnings and Tickets

In 2017, Bylaw Services issued 1316 warning and tickets which are generated through investigations and patrols. This is a 38% increase from 2016.

 A stronger emphasis was placed on downtown parking and parking offences in general throughout the town. This was complimented by the Seasonal Parking Officer  With this being the first full year the 4-hour lot downtown was in place, 157 tickets were issued in that lot  72% of all downtown time limit parking tickets were issued to residents of Canmore

2017 Warning and Tickets

Bylaw/Provincial Warnings Tickets Animal Control Bylaw 114 40 Statute Animal Protection Act 4 0 Business Registry Bylaw 1 0 False Alarm 0 0 Fire Bylaw 1 3 Gaming & Liquor Act 1 0 Hunting & Trapping 2 0 Land Use Bylaw 3 20 Noise Bylaw 2 1 Parks Bylaw 8 5 Petty Trespass Act 0 0 Taxi Bylaw 9 0 Traffic and Road Use 142 698 Traffic Safety Act 119 124 Bylaw Recyclables & Waste 11 0 BylawWildlife Attractants 6 2 TOTAL 423 893

3 Bylaw Services 2017 Annual Report | Town of Canmore

May 8, 2018 Committee of the Whole meeting 1 p.m. Page 14 of 63

Photo Radar

The Canmore RCMP is responsible for ensuring that the photo radar program is compliant with guidelines set out by the Province. The Protective Services Manager assists the RCMP by conducting monthly reviews of statistics, responding to citizen requests for more enforcement or new zones and submitting quarterly and annual reports to the Alberta Solicitor General and Public Security.

The photo radar program was audited by the Justice and Solicitor General Department in 2017. The results of the audit determined that the town’s program is in full compliance with the Provincial Guidelines that govern the use of photo radar.

Total Violations 2008-2017

14000 12376 12000 10490 10000 8944 8315 8145 8000 6522 Number of Tickets 6173 6084 6000 5570 5371

4000

2000

0 2008 2009 2010 2011 2012 2013 2014 2015 2016* 2017 Year

(*Of the 8145 tickets issued in 2016, 1467 were refunded or withdrawn.)

Net revenues from photo radar funded the following projects, program and initiatives in 2017:

 Improvements to the Bow Valley Trail CPR crossing  Ongoing active transportation projects  Enhancements to the Cougar Commuter Pathway and Cougar Creek Parking lot  4 Community Safety Grants were awarded  The “I Drive Safely” program rewarded 20 drivers for driving at or below the posted speed limit  Contracted costs for 1.5 RCMP officers  Radio costs for the RCMP and Bylaw Services related to the Alberta First Responders Radio Communication System  70 new driver rebates were issued  1 law enforcement bursary was awarded

4 Bylaw Services 2017 Annual Report | Town of Canmore

May 8, 2018 Committee of the Whole meeting 1 p.m. Page 15 of 63 1. Contribute to community safety - Traffic Work Plan (January 2017-December 2017) • Monthly targets as set out in the National and Divisional Traffic Enforcement Initiative are being managed at our detachment. Plan initiatives and activities are being developed to increase traffic safety. (i.e.: March – Seatbelt compliance, April – Speeding Enforcement, etc.) • Also, in accordance with the initiative, long weekends focus will be on impaired drivers in which check-stop operations are planned. To date we’ve completed two Provincial Road Check Enforcement Initiatives. • Total Numbers of Impaired related offences investigated are 72. Total with Charges Recommended are 36.

2. Contribute to community safety – Reduce Property Crime

• Detachment GIS managing “bait vehicle” program to deal with vehicle thefts. One operation completed, the deployment resulted in “no hits” of attempted theft of the bait vehicle. • To combat bicycle theft Canmore Det. launched during mid-summer 2017 the “bait bicycle” program. To date “no hits” have resulted. • A new police officer completed his Field Coaching “CAPRA” Project that references checking and finding insecure motor vehicles. A letter informing the registered owner advised the vehicle was found unlocked and advised the necessity of locking their vehicle, removing attractive items that would invite thieves and ensuring as best as possible they would not become victims of crimes. • In the near future the detachment and the Town of Canmore Policing Committee hope to collaborate in making this a town wide initiative with pamphlets/fliers and potential signage advising motor vehicle owners to secure their autos and potentially limit the risk of thefts.

3. Contribute to Community Safety - School Action for Emergency (S.A.F.E.) Collectively the Members at the Canmore Detachment have attended schools in the area excess of 30 times. These visits include but are not limited to, classroom presentations, lunchtime walkthroughs, and traffic patrols and enforcement. Members are continually making contact with staff to address any issues being brought forward. Several of the School Safe Plans have been updated while the others are currently being worked on. Canmore Detachment is on target with their goals for this initiative and are looking to have all School SAFE plans updated as of the end of the next quarter. Two schools’ plan’s that are up to date are Canmore Collegiate High School and Our Lady of Snows.

May 8, 2018 Committee of the Whole meeting 1 p.m. Page 16 of 63 4. Enhanced Summer Shifts • Between May and September 2017, w/ the number of checks completed as of June 30th total to 12. • The pattern is 4 hr patrols. • Our focus has been foot patrols, bicycle patrols, road checks and traffic specific enforcement as it relates to the Alberta Traffic Safety monthly targets, I.E. Distracted Driving, Seat Belts, motor vehicle inspections. • We maintained our established pattern of shifts, completed the hours. Further the above mentioned conducted assistance to investigation projects with Canmore RCMP General Investigation Section for property crime offences.

Municipal Crime trends (January 2017- December 2017) Total Criminal Code Offences for Canmore Municipal Detachment increased by 1% between 2016 (1,183) and 2017 (1,199). (5yr increase of 21%: 2013=991). o Persons Crimes increased by 25% between 2016 (142) and 2017 (177). (5yr increase of 31%: 2013 = 135); driven by increases in Assault, Criminal Harassment, and Uttering Threats. o Property Crimes increased by 2% between 2016 (576) and 2017 (587). (5yr increase of 35%: 2013 = 434); driven by increases in Theft Under $5,000, and Mischief to Possession of Stolen Goods. Break & Enter decreased. o Other Criminal Code decreased by 6% between 2016 (465) and 2017 (435). (5yr increase of 3%: 2013 = 991). o Spousal Abuse increased by 13% between 2016 (67) and 2017 (76). (5yr increase of 138%: 2013 = 32).

May 8, 2018 Committee of the Whole meeting 1 p.m. Page 17 of 63 Canmore Municipal Detachment Statistical Comparison January to December: 2013 - 2017 All categories contain "Attempted" and/or "Completed" January-05-18

CATEGORY Trend 2013 2014 2015 2016 2017

Homicides & Offences Related to Death 1 0 0 0 0

Robbery 2 1 1 1 4

Sexual Assaults 6 7 7 8 5

Other Sexual Offences 2 5 3 0 3

Assault 81 84 108 88 109

Kidnapping/Hostage/Abduction 1 3 4 1 0

Extortion 0 0 0 0 2

Criminal Harassment 15 22 28 15 20

Uttering Threats 26 27 47 27 33

Other Persons 1 0 1 2 1

TOTAL PERSONS 135 149 199 142 177

Break & Enter 38 25 39 33 23

Theft of Motor Vehicle 9 7 22 25 28

Theft Over $5,000 17 11 10 11 11

Theft Under $5,000 162 190 225 203 217

Possn Stn Goods 11 10 8 17 18

Fraud 54 58 65 84 83

Arson 5 0 1 2 0

Mischief To Property 138 135 198 201 207

TOTAL PROPERTY 434 436 568 576 587

Offensive Weapons 7 8 10 13 2

Public Order 0 0 0 1 0

Disturbing the peace 208 252 250 228 209

OTHER CRIMINAL CODE 207 194 171 223 224

TOTAL OTHER CRIMINAL CODE 422 454 431 465 435

TOTAL CRIMINAL CODE 991 1,039 1,198 1,183 1,199

May 8, 2018 Committee of the Whole meeting 1 p.m. Page 18 of 63 Canmore Municipal Detachment Statistical Comparison January to December: 2013 - 2017 All categories contain "Attempted" and/or "Completed"

CATEGORY Trend 2013 2014 2015 2016 2017

Drug Enforcement - Production 0 1 0 0 1

Drug Enforcement - Possession 41 28 32 39 25

Drug Enforcement - Trafficking 25 33 22 18 28

Drug Enforcement - Other 2 0 0 1 1

Total Drugs 68 62 54 58 55

Federal - General 29 11 8 7 4

TOTAL FEDERAL 97 73 62 65 59

Liquor Act 232 199 159 142 204

Other Provincial Stats 116 148 172 166 191

Total Provincial Stats 348 347 331 308 395

Municipal By-laws Traffic 19 36 44 24 24

Municipal By-laws 591 550 545 514 486

Total Municipal 610 586 589 538 510

Fatals 0 2 0 0 0

Injury MVC 14 20 19 9 11

Property Damage MVC (Reportable) 240 280 337 310 336

Property Damage MVC (Non Reportable) 41 46 33 42 48

TOTAL MVC 295 348 389 361 395

Provincial Traffic 1,505 2,662 2,019 2,041 1,777

Other Traffic 54 43 29 26 41

Criminal Code Traffic 122 98 118 92 71

Common Police Activities

False Alarms 333 353 336 297 264

False/Abandoned 911 Call and 911 Act 371 325 305 260 354

Suspicious Person/Vehicle/Property 139 154 119 170 225

Persons Reported Missing 17 5 5 10 21

Spousal Abuse - Survey Code 32 34 59 67 76

May 8, 2018 Committee of the Whole meeting 1 p.m. Page 19 of 63 Canmore Policing Committee Annual Report

January 1st, 2017 - January 31st, 2018

Submitted by Nick Servos - Canmore Policing Committee Chairman 2018.

Membership of the Canmore Policing Committee (January 1st, 2017)

Name Position Term/Expiry Voting member John Reeves Public Member (Chair) 2 years/2017 X Andre Giannandrea Public Member (Vice-Chair) 2 years/2017 X Paul Breed Public Member 2 years/2018 X Hannah de Soto Public Member 2 years/2018 X Rob Seeley Member of Council 1 year /2017 X Nick Servos Public Member 2 years/2017 X Neil Slemko Public Member 2 years/2018 X Greg Burt Manager of Protective Services S/Sgt. John Eneas Officer in charge, Canmore R.C.M.P. Administration Rachel Lippitt Recording Secretary

Membership of the Canmore Policing Committee (January 8th, 2018)

Name Position Term/Expiry Voting member Nick Servos Public Member (Chair) 2 years/2019 X Andre Giannandrea Public Member (Vice-Chair) 2 years/2019 X Hannah de Soto Public Member 2 years/2018 X Rob Seeley Member of Council 1 year /2018 X Neal Sevcik Public Member 2 years/2019 X Nevil Stow Public Member 2 years/2019 X Kara Townsend Public Member 2 years/2019 X Greg Burt Manager of Protective Services S/Sgt. John Eneas Officer in charge, Canmore R.C.M.P. Administration Rachel Lippitt Recording Secretary

Committee Changes in 2017

John Reeves, Paul Breed and Neil Slemko retired from the Policing Committee in 2017.

Members re-appointed by Council in October 2017 were Andre Giannandrea, Nick Servos & Rob Seeley. New members appointed by Council in October 2017 were Neal Sevcik, Nevil Stow and Kara Townsend.

Special mention regarding John Reeves, who retired from the Committee. John was the first Chair of the Canmore Policing Committee and before that worked hard at the formation of the policing

1 Policing Committee 2017 Annual Report | Town of Canmore

May 8, 2018 Committee of the Whole meeting 1 p.m. Page 20 of 63 committee in Canmore. A special plaque was presented to John by the Committee recognizing his many years of service on the Committee.

Canmore Policing Committee Activities and Highlights:

The Canmore Policing Committee held four regular meetings in 2017. Meeting dates, time and locations were advertised, and the general public was welcome to attend. During the year, 5 members of the public attended our regular meetings. Highlights of the meetings are as follows:

In February, following many months of work, the Committee adopted our first Policy Manual, using the guidelines developed by the Solicitor General’s Department. The manual clearly sets out the operational objectives of the committee to conform with the Police Act and Oversight Branch. Canmore is the first Police Committee in Alberta to formally adopt the Policy Manual. Our manual is being used by a number of other Police Committees as a template for their own policy manuals.

In May, the Policing Committee approved the Canmore RCMP Performance Plan. The initiatives included:

 A traffic works plan (each month had a traffic target initiative).  A National and Provincial Traffic Enforcement Initiative.  Crime reduction contributing to safer community’s initiative (reduce bike, auto and property crimes).

At our September meeting, Cst. Tat NG, CP Rail Police, attended and interacted with the Committee regarding problems relating to the rail crossings and property. Regular visits are planned and CP Rail Police are looking forward to working more closely with the Canmore and Banff RCMP regarding issues and solutions.

Our November meeting was re-classified as a special orientation meeting for the new members appointed by Council. We welcomed three new members, Neal Sevcik, Nevil Stow and Kara Townsend. A complete briefing of committee operations was done in accordance with the guidelines set out in our newly adopted policy manual. The objective of the orientation meeting is to assist new members in getting up to speed with committee operations and objectives of the committee. Subsequent to the meeting, all new members were set up to take the on-line training.

At each Police Committee meeting, S/Sgt. John Eneas, RCMP Detachment Commander, provided a monthly staffing update and quarterly “calls to service” reports. The detachment was almost fully staffed for the entire year.

Committee Activities & Projects

Throughout the year, committee members reached out to a number of groups within the community such as condo boards, financial institutions, BOWDA, service clubs, senior centres, and the general public to explain the role of the Policing Committee, and more importantly to solicit feedback from the public as to what can be done to make Canmore a safer community and identify areas the public wants increased policing attention.

One member of the committee attended the Alberta Association of Police Governance (AAPG) Conference in Edmonton in May. The conference was attended by approximately 85

2 Policing Committee 2017 Annual Report | Town of Canmore

May 8, 2018 Committee of the Whole meeting 1 p.m. Page 21 of 63 representatives from the various Police Committees (Blackfalds, Canmore, Drumheller, Fort Saskatchewan, and High River) and Police Commissions (Calgary, Edmonton, Lacombe, Lethbridge, Taber, Blood Tribe, North Peace Tribal Council, Tsuu T’ina, and Lakeshore) throughout the province.

In June 2017, we held a public information session “Coffee with a Cop” at Elevation Place. Participating in the session were Canmore RCMP Officers, Bylaw Officers and Police Committee Members. This public forum was well received and the two-way discussions between officers and the public was a good source of feedback for all concerned.

In November, the Committee and the RCMP conducted a Cyber Crime presentation at the Canmore Senior Centre. After a brief outline regarding the Policing Committee, RCMP Constable Lillian Frechette gave a very detailed presentation on the many aspects of cyber-crime that can be encountered by citizens of Canmore. The presentation was well received by the over 150 attendees.

RCMP Complaints: The Public Complaints Director did not receive any complaints in the past year. The detachment received 3 formal complaints in 2017. Three complaints were filed using the CCRC of the RCMP. One was resolved informally, one was unsupported and the final one is still under investigation.

Policing Oversight Audit: The Policing Committee Oversight Standards for Policing Committees audit will be a self-audit in its first year. We have done our self-audit and we are 98% in compliance. The few areas we are not in compliance are ones where there is a conflict within the Police Act. Each PC will go through the self-audit procedure to make sure they comply with the standards set out by Alberta Justice and Solicitor General. This will be done in 2018.

Financial: Based on the 2016 Federal Census, funding for police services is cost shared with the Provincial Government on a 70% / 30% basis. (70% Canmore / 30% Alberta gov't). Once our population surpasses 15,000, the funding ratio changes to 90% Canmore and 10% Alberta Government. It is anticipated that the results of the next census, to be taken in 2021, will probably result in Canmore surpassing the 15,000-population benchmark, thereby resulting in increased policing costs for the Town (from 70% to 90%) sometime after 2021.

3 Policing Committee 2017 Annual Report | Town of Canmore

May 8, 2018 Committee of the Whole meeting 1 p.m. Page 22 of 63 Briefing

DATE OF MEETING: May 8, 2018 Agenda #: D-2

TO: Committee of the Whole

SUBJECT: Explore 2026 – Final Report on Public Engagement

SUBMITTED BY: Robyn Dinnadge, Manager of Communication

PURPOSE: To provide Council with an update on the second phase of the Explore 2026 public engagement activities.

EXECUTIVE SUMMARY The Town of Canmore is conducting its own work to inform a Canmore decision on whether or not to participate in a potential bid for the 2026 Olympic and Paralympic Winter Games (OPWG).

Based on the priorities and concerns expressed during the first phase of engagement, the second phase of engagement asked the public to evaluate the draft principles to ensure their values were captured. The intended outcome of this phase of engagement is to create principles that could guide Council as they consider participating in a potential OPWG bid.

BACKGROUND/HISTORY In June of 2016 The City of Calgary announced it would be exploring a bid for the 2026 Olympic and Paralympic Winter Games (OPWG). The Town of Canmore recognized a need to conduct its own work to inform a Canmore decision on whether to participate in a potential bid on the 2026 OPWG.

To better understand both the costs and the possible benefits for our community, Council has approved a budget for activities that will provide information to inform their decision on whether to participate in a potential bid.

In December, 2017, Council approved a $200,000 budget funded from the Economic Development Reserve to:  Secure expert advisor(s) $100,000  Provide a staff member to be seconded to the City to assume the project manager role for snow sport events $60,000  Fund travel expenses to participate in the Observer Program at the games in PyeongChang $15,000  Conduct public engagement $25,000

On March 13, 2018 Council was provided with an update on the first phase of the public engagement activities, with an expectation that a report on the second phase would be provided at the Committee of the Whole meeting in May.

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DISCUSSION Council will consider many factors when they make a decision about whether to participate in a potential bid, and public opinion is one of those factors. The first phase of public engagement focused on hearing from the public about their priorities and concerns regarding a potential Olympic bid, so that draft principles could be created to guide decision-makers as they consider participating in a bid. This second phase of public engagement involved having the public evaluate those principles and identify gaps or suggestions for improvement. This report summarizes the second phase of public engagement.

Similar to the first phase of public engagement, the Town’s webpage at www.canmore.ca/olympics was used and promoted in newspaper ads and through social media to inform the public about the initiative. An online survey was open from March 22 - April 10 and there were 232 responses with an average completion time of 10 minutes.

A series of 90 minute workshops were conducted between March 21 and April 12. These workshops facilitated a deeper dive into the evaluation of the principles by the attendees. In total, five workshops were hosted and nearly 50 stakeholders participated.

Information boards were placed in public-facing locations for two weeks to ensure the draft principles were available for residents that may not actively use the internet. A clear call-to-action outlining the various engagement activities, as well as dates, and where to get more information was provided on the information boards.

Information sheets were developed to share findings and answer questions that arose through the engagement process. The information sheet topics included: affordable housing, environment, and logistics.

Lastly, an open house was hosted on April 9 to provide the public with an opportunity to ask questions and give their feedback on the draft principles (47 people attended the event).

Based on what we heard in the first phase from the public about their priorities, concerns, and values, and what we heard in the second phase about modifying the draft principles, feedback from all of the engagement methods was consolidated (see Attachment #1 - Explore 2026 Summary of Community Engagement Phase 2 for the executive summary of the feedback). The full summary report can be found on the Town’s website at www.canmore.ca/olympics. This feedback was then integrated with the work that Council did earlier this year during strategic planning to identify preliminary principles.

The following Foundation Statement and 9 Principles reflect the collective input from the community and Council and are what could be used to guide decision makers as they consider participating in a potential bid. Attachment #2 depicts the evolution of the principles through the engagement process and provides some examples of potential legacy outcomes should we proceed with a Games Bid and abide by the established principles.

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Recommended Explore 2026 Principles

Foundational Statement

The Town will advance Canmore’s future vision, help resolve current challenges, and preserve the roots we cherish as a community today.

1. Be open and transparent in sharing the information used to make decisions related to the Games

2. Achieve legacies that resolve our current community challenges (e.g. affordability, accessibility)

3. Secure ongoing tools for municipal funding in order to have minimal impact on the taxpayer

4. Protect our natural surroundings and set a new global standard by hosting the greenest Games in history

5. Ensure the Town of Canmore is a recognized partner through all phases of the Games process

6. Create economic diversification and improve living wage job opportunities for residents

7. Strengthen relationships with our First Nations neighbours through delivery of the Games

8. Strengthen community spirit and connectedness through hosting the world

9. Advance Canmore’s culture and economy of sport and active lifestyle

Prior to making a decision later this year on whether to participate in a potential bid, Canmore Town Council will be weighing all of the information developed over the coming months against what they have heard, and will continue to hear, from the residents of Canmore.

To that end, we are seeking direction from Council on these principles prior to bringing a request for decision back to council to formally adopt the principles.

FINANCIAL IMPACTS Year to date expenditures from the approved $200,000 budget are as follows:

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Expert Advisors $ 1,209 Staff secondment to Calgary Bid Team $40,212 PyeongChang Observer Program $ 6,789 Public Engagement Program $22,486 $70,696

It should be noted that we have yet to receive invoicing from the IOC for the accommodation and accreditation provided as part of the PyeongChang Observer Program at both the Olympics and Paralympics.

STAKEHOLDER ENGAGEMENT A summary of stakeholder engagement that has been undertaken has been provided above. As we often do with stakeholder feedback, a summary of the public engagement is posted on our website.

STRATEGIC ALIGNMENT The Explore 2026 Public Engagement process was designed to capture input from the community and create a set of principles to guide Council in their decision making regarding this important community initiative and is consistent with the following strategic goal:

We value and support “people” as the corporation’s and community’s strongest asset

ATTACHMENTS Attachment #1 - Explore 2026 Summary of Community Engagement Phase 2 Executive Summary Attachment #2 – Explore 2026 Recommended Principles

AUTHORIZATION

Submitted by: Robyn Dinnadge Manager of Communications Date: April 27, 2018

Approved by: Lisa de Soto Chief Administrative Officer Date: April 30, 2018

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Attachment 1

Executive Summary of Community Engagement Phase 2

Prepared April 27, 2018

Phase 2 community engagement activities evaluated the draft principles developed from the phase 1 engagement. A set of final principles have been created to help guide the Town of Canmore’s decision makers as they consider partnering in a potential 2026 Olympic and Paralympic Winter Games bid.

May 8, 2018 Committee of the Whole meeting 1 p.m. Page 27 of 63 1 Executive Summary

In June of 2016 The City of Calgary announced it would be exploring a bid for the 2026 Olympic and Paralympic Winter Games (OPWG). The Town of Canmore recognized a need to conduct its own work to inform a Canmore decision on whether to participate in a potential bid on the 2026 OPWG.

To better understand both the costs and the possible benefits for our community, Council has approved a budget for activities that will provide information to inform their decision on whether to participate in a potential bid.

Council will consider many factors when they make a decision about whether to participate in a potential bid, and public opinion is one of those factors. The first phase of public engagement focused on hearing from the public about their priorities and concerns regarding a potential Olympic bid, so that draft principles could be created to guide decision-makers as they consider participating in a bid. This second phase of public engagement involved having the public evaluate those principles and identify gaps or suggestions for improvement. This report summarizes the second phase of public engagement.

The outcomes from this work informed a final set of principles - created from community input - that could guide Council as they consider participating in a potential bid.

As the evaluation work was being conducted with the public, information was made available to help inform residents of ongoing updates to the process, as well as specific activities ahead. The webpage (www.canmore.ca/olympics) was continually updated and promoted in newspaper ads and through social media to keep the public informed about the second phase activities and project team learnings. During this second phase of public engagement, the webpage received more than 1,500 page views. Since the beginning of 2018, there have been almost 4,000 page views.

An online survey was open from March 22-April 10 to evaluate the draft principles. There were 232 responses with an average completion time of 10 minutes. The feedback was helpful to understand the suggested changes from the community, and to prioritize which principles they felt were most important.

A series of 90 minute workshops were conducted between March 21 and April 12. These workshops facilitated a deeper dive into the evaluation of the principles by the attendees. The workshops allowed for individual and group work that saw participants analyze and evaluate their top principles of interest. In total, five workshops were hosted and nearly 50 stakeholders participated. While 125 stakeholders received a direct invitation to the workshops, attendance at the workshops was also promoted through usual channels.

As well, information boards were placed in public-facing locations for two weeks to ensure the draft principles were available for residents that may not actively use the Internet. A clear call-to-action outlining the various engagement activities, as well as dates, and where to get more information was provided on the information boards.

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Information sheets were developed to share findings and answers questions that arose through the engagement process. The information sheets are available on the website and currently include the following topics: affordable housing, environment, and logistics.

Lastly, an open house was hosted on April 9 to provide the public with an opportunity to ask questions and evaluate the draft principles. With 47 people attending the event, nearly 50 comments were submitted.

Redundancies were intentionally incorporated into the engagement process in order to ensure a wide range of activities were available for the community to participate in, and options were offered allowing for different communication preferences.

The goal of all of the engagement activities was to test the draft principles directly with the community in order to determine if they reflect the community’s values and if not, to understand what changes could be made.

To evaluate the input received, comments were categorized to identify themes. The survey also provided an opportunity for each principle to be analyzed further by rating each principle based on importance, and measuring to what extent the draft principle captured the priorities and values of the community of Canmore.

Here is a summary of what the public stated as the main themes around the draft principles: • Some principles can be combined • Most principles need to be strengthened and/or changed • Make principles more specific including: o Focus on affordable housing o focus on transportation infrastructure o focus on sport legacy facilities • Remove themes that are not within the municipality’s control • Financial control is important, while recognizing that some financial outlay for long-term benefit is also acceptable • More explanation is needed about how the principles would be used to make decisions

Based on the themes heard in this second phase of engagement, coupled with the work that Council did earlier this year to identify preliminary principles, a revised set of principles was created to reflect the collective input from the community and Council.

EXPLORE 2026 GUIDING PRINCIPLES A principle is a fundamental intention that serves as the foundation for a chain of reasoning. The guiding principles that have been proposed for Explore 2026 were designed to provide general direction for future decision-making; they are not goals that have measureable targets.

The Explore 2026 guiding principles can be used by Canmore’s leaders to help evaluate the community’s participation in a possible bid for the 2026 Olympic and Paralympic Winter Games. These principles do not presuppose that a bid will occur. These principles can be used as a guide for decision making in the short and long term. They are intended to stand the test of time, but can also be adapted if required.

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The principles are now listed in the order of importance (where the first principle listed reflects the public’s indication as most important). This report does not provide a recommendation on whether decisions must be guided by each and every guiding principle – or only some of the principles.

Recommended Explore 2026 Principles

Foundational Statement

The Town will advance Canmore’s future vision, help resolve current challenges, and preserve the roots we cherish as a community today.

1. Be open and transparent in sharing the information used to make decisions related to the Games

2. Achieve legacies that resolve our current community challenges (e.g. affordability, accessibility)

3. Secure ongoing tools for municipal funding in order to have minimal impact on the taxpayer

4. Protect our natural surroundings and set a new global standard by hosting the greenest Games in history

5. Ensure the Town of Canmore is a recognized partner through all phases of the Games process

6. Create economic diversification and improve living wage job opportunities for residents

7. Strengthen relationships with our First Nations neighbours through delivery of the Games

8. Strengthen community spirit and connectedness through hosting the world

9. Advance Canmore’s culture and economy of sport and active lifestyle

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Attachment 2 Development Phases of Explore 2026 Principles

Draft Principles From What We Heard Council’s Guiding New Recommended Examples of Legacy Outcomes Phase 1 Engagement in Phase 2 Engagement Principle from Principle Strategic Planning Make thoughtful decisions Take these principles Ensure the Games Foundational statement that Canmorites can be and create a are delivered in The Town will advance proud of, and that align with foundational overarching alignment with Canmore’s future our community identity and statement tied to all the Municipal vision, help resolve values as identified through principles Development Plan current challenges, and the Town of Canmore’s preserve the roots we guiding documents, cherish as a community including but not limited to today. the Municipal Development Plan, Environmental Sustainability Action Plan and Mining the Future

Foster a sense of community through this process using wide-spread dialogue as a chance to bring Canmore closer to its collective goals as identified through Council’s strategic priorities

Commit to sharing Transparency is Be open and Be open and Trustworthy, respectful dialogue information with the important transparent in transparent in sharing community and stakeholders sharing the the information used to while learning from their information used make decisions related questions, interests and to make decisions to the Games concerns related to the Games

Page 1 of 6 April 27, 2018

May 8, 2018 Committee of the Whole meeting 1 p.m. Page 31 of 63 Draft Principles From What We Heard Council’s Guiding New Recommended Examples of Legacy Outcomes Phase 1 Engagement in Phase 2 Engagement Principle from Principle Strategic Planning Place a special focus on Make the principle more Clearly define Achieve legacies that Expand local and regional transit sustainable legacies around specific, including: a post-Game legacy resolve our current Convert athlete’s village to wildlife, transportation, focus on affordable commitments community challenges during Bid (e.g. affordability, affordable housing units and sport and town housing, focus on phase and multi- accessibility) secure the legislative tools to infrastructure as further transportation party agreement keep it affordable identified through Council’s infrastructure, and focus signing Secure funding for hazard stated strategic priorities on sport legacy facilities mitigation Community safety Consider the livability and Opportunity to be a will not be Secure funding for TCH affordability of Canmore as leader in accessibility in compromised as a pedestrian overpass result of the priority areas of focus Canada Games Create an Olympic Plaza as a Games celebration space and Place a high consideration Need to improve Ensure a legacy of legacy for future event use on the interests of persons accessibility in many housing units that Enhance livability and with disabilities and minority areas of Canmore meet the affordability groups community’s needs Increase accessibility for people with physical abilities throughout

the community

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May 8, 2018 Committee of the Whole meeting 1 p.m. Page 32 of 63 Draft Principles From What We Heard Council’s Guiding New Recommended Examples of Legacy Outcomes Phase 1 Engagement in Phase 2 Engagement Principle from Principle Strategic Planning Explore this opportunity with Public input ranged Operate the Secure ongoing tools Secure resort municipality status, a view to achieve a balanced between no risk, to low Games within a for municipal funding in hotel tax, inclusionary zoning budget and minimize risk, to some financial balanced budget order to have minimal regardless of bid outcome financial exposure for the risk with no pressure impact on the taxpayer Access to one-time grant future of the Town of on the local tax Financial control is opportunities Canmore and its residents payer important, while

recognizing that some financial outlay for long- term benefit is also acceptable Weigh opportunities against Be an environmental Acknowledge the Protect our natural Protect wildlife corridors and how Canmore can be a leader importance of surroundings and set a habitat patches in any Olympic municipal leader in protection for new global standard by associated development environmental stewardship Protect the environment wildlife corridors hosting the greenest and habitat Games in history Improved education and patches awareness of the importance of wildlife movement corridors Integrate sustainability Reduction of human wildlife throughout the conflict planning and staging of the Integrate sustainability Games throughout the planning and staging of the Games Ensure the efficient use of Ensure the efficient use of land land whether for temporary or Zero waste Olympics legacy purposes Legacy of wildlife overpass

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May 8, 2018 Committee of the Whole meeting 1 p.m. Page 33 of 63 Draft Principles From What We Heard Council’s Guiding New Recommended Examples of Legacy Outcomes Phase 1 Engagement in Phase 2 Engagement Principle from Principle Strategic Planning Ensure the Town of Canmore Reword “Canmore lens” Ensure Canmore Ensure the Town of Canmore-centric standards and is a recognized partner in the is taken seriously Canmore is a values are apparent in Olympic exploration of the Olympic Be a full and equal as a full partner recognized partner actions, decisions, and outcomes Games, providing a Canmore partner with with other orders through all phases of lens into the process Calgary of government in the Games process planning and Municipal pride in the delivery of position Games

Target opportunities to Preserve the Canmore Acknowledge and Create economic A strengthened economy where diversify, innovate and we love and manage mitigate the diversification and current and future businesses stabilize Canmore’s economy rising costs of living impact to locals improve living wage job leverage the Games to expand from added opportunities for their economic sectors Increase commercial tax attention and residents Support for deployment of base by diversifying the attraction of economy and focus on municipal broadband services visitors adding new jobs, not just

more jobs in hospitality

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May 8, 2018 Committee of the Whole meeting 1 p.m. Page 34 of 63 Draft Principles From What We Heard Council’s Guiding New Recommended Examples of Legacy Outcomes Phase 1 Engagement in Phase 2 Engagement Principle from Principle Strategic Planning Ensure inclusivity is at the Engage with first nations Build strong Work to strengthen Connectedness and right forefront of decision making and focus on inclusivity community relationships with our relations with our Treaty 7 during planning (not just partnerships to First Nations neighbours neighbours the delivery of the help leverage the through delivery of the games) Games Games Commitment to Truth and opportunity Reconciliation Action #91 - We Work to call upon the officials and host strengthen countries of international relationships with sporting events such as the First Nations Olympics, Pan Am, and neighbours Commonwealth games to ensure through delivery of that Indigenous peoples’ the Games territorial protocols are respected, and local Indigenous communities are engaged in all aspects of planning and participating in such events.

Use this exploration to This principle isn’t strong Ensure Games Strengthen community Showcase and strengthen inspire greatness throughout enough don’t negatively spirit and connectedness Canmore-specific arts and Canmore to bring out our impact community through hosting the world culture collective best The intangible legacies affordability or of pride, engagement, accessibility Provide public art as part of volunteerism, hosting confidence as a community can be most Create a community of valuable volunteers

Give these potential Pride and satisfaction in legacies their due delivering an extraordinary respect Games together

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May 8, 2018 Committee of the Whole meeting 1 p.m. Page 35 of 63 Draft Principles From What We Heard Council’s Guiding New Recommended Examples of Legacy Outcomes Phase 1 Engagement in Phase 2 Engagement Principle from Principle Strategic Planning Leverage Canmore’s living Remove themes that are Olympic legacy to set a not within the leading standard throughout municipality’s control the process toward clean and ethical sport

No previous draft principle Add a principle that Ensure that an Advance Canmore’s Cement Canmore as a premier existed during the initial incorporates the endowment fund culture and economy of mountain snow sports phase importance of sport in is created that is sport and active community Canmore sufficient to lifestyle support the Enhanced sport/recreational legacy objectives opportunities post-Games Cultivate the next generation of Olympic supporters and athletes Create an endowment fund to support enhanced recreation facilities

Page 6 of 6 April 27, 2018

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Council Updates

DATE OF MEETING: May 8, 2018 Agenda #: E-1

1. Mayor Borrowman a) Inter-municipal Committee  Discussion regarding the Canmore Fire hall study (for information)  Discussion regarding the MGA direction for Inter-municipal Collaboration Frameworks o Suggestion that the CAO’s prepare a framework for an ICF to be reviewed by the Committee prior to going to Councils  Ms. De Soto reviewed the latest stats on Canmore Rec facilities usage b) Canmore Hospital Ladies Auxiliary 40th Anniversary  Brought greeting, congratulations, and thanks from our community for the work done over the past 40 years by the volunteers on the CHLA c) Canmore Young Adults Network  Attended an evening discussion with young adults, at the request of the Canmore Young Adults Network Board. The discussion was related to the possible 2026 Winter games bid. d) Rocky Mountain Heritage Foundation Board  Discussion re: how the Foundation will move forward with fundraising for the moderate improvements proposed for Quarry lake (eg: parking, vegetation, vault toilet) e) CCHC Board  Avail CPA presented the 2017 Financial Statements f) AUMA Safe and Healthy Communities Committee, Edmonton  Met with the committee members, Kelly Gibson (Director, Corporate Services, ToB), and Troy Holinski (President, Alberta Capital Finance Authority) regarding the AUMA resolution approved last September asking AUMA to work with the Province to enable wholly owned corporations to be considered for capital financing directly through the ACFA g) Chamber of Commerce Presentation (Learn at Lunch)

2. Councillor Seeley a) Policing Committee: Chair Nick Servos and a few members of the Canmore Policing Committee attended the recent AAPG conference (Alberta Association of Police Governance) in Lacombe. Highlights and information: Police Committee education training – Police Oversight and Governance: Important to our Communities. Supporting excellence in civilian of policing services in Alberta. Policing in a democracy  A fundamental of democratic policing is that organizations are open and operate with transparency  They must not be subject of direct political influence

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 They must be subject to oversight and governance by representatives of the community they serve  What is at stake is public trust, confidence and the legitimacy of the policing organization Municipal Policing Service Agreement (MPSA) – Article 7.1: For the purposes of the Agreement, the Member in charge will act under the direction of the CEO, or such other person as the CEO may designate in writing, in aiding the administration of justice in the municipality and in carrying into effect of the laws in force in the province and municipality. Council’s Role:  Establishment of the Bylaw  Appointment of Committee members  Budget Local Responsibilities  Each Policing Committee should have its own policies and procedures  Policing Oversight Standards help establish or update the required policies as it sets out what should be included in the policy manual  Although it is important to have a mission/mandate and a vision for a Police Commission, a 3-5 year strategic plan (A vision) is helpful for a Council and a Policing Committee Assisting in selecting an Officer in Charge – Very important role Article 7.3  Before appointing the member in Charge, the Commanding Officer will consult with the CEO, and the CEO may request the community be consulted, in which case, such consultation will be undertaken in accordance with the RCMP’s policies on community participation. b) Hockey Alberta – Hosting the 2018, Alberta Hockey hall of Fame Induction Ceremonies in Canmore again. I’m participating in this year Host Committee that includes Larry Gale, and several prominent Community members. The Bow Valley Chamber of Commence has also been engaged and agreed to assist. This years VIP Red Carpet Event may be hosted at the new Malcolm Hotel & Conference Centre in Spring Creek. c) Attended Agenda Review meetings as Deputy Mayor

3. Councillor Sandford a) Bow Valley Waste Management Commission – nothing to report b) SDAB – nothing to report c) Bow Valley Regional Transit Services Commission – I defer to Councillor McCallum’s report d) I attended: Selection Committee- Mayor’s Awards for Volunteer Excellence; and Mayor’s Awards for Volunteer Excellence

4. Councillor Comfort a) Bow Valley Waste Management Commission – nothing to report b) Canmore Public Art Committee (CPAC) – The members have been busy with the public art project. The artists have been doing community talks at artsPlace, as well as visiting the approved sites for the piece. These talks are detailed and interactive. The artists also tour the town of Canmore and talk to Canmore residents about what the town means to

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them. A very productive day was spent in strategic planning examining the following topics:  What is our vision for public art?  What’s our Mission?  Rewriting goals  Public art programs in other places: Breckenridge, Colorado, Calgary  Youth Involvement (CYAN)  Much brainstorming and idea floating. The notes are being compiled and then will be edited and returned to the CPAC to see what will work. c) Canmore Mountain Arts Foundation/ArtsPlace (CMAF) - I was not able to attend the last meeting as I had a conflict with another committee. d) Environmental Advisory Review Committee (EARC) – Brief meeting  Plastic bags/Education initiatives/Single use strategy  Discussion of movie Biosphere is currently working on with students at CCHS – recycling/waste reduction focusing on 5 key messages suggested by S. Robins (Supervisor, Solid Waste Services). Movie could be integrated into Waste Reduction week campaign and shared on social media.  M.Watt has asked A. Comeau for his top 3 things he’d like the community to do regarding recycling. M. Watt to report these back to the group. Items could be integrated into Waste Reduction week campaign and shared on social media.  “Recycle more. Recycle right.” This is the goal; if we are making the effort, it should be done with maximum effect. e) Municipal Stakeholder Committee for Elizabeth Rummel School Travel Plan Project – I met with the coordinator of this initiative, Lucy Taylor. It continues to unfold as it should. All parties are on board and collaborating. The issues with elementary students are different than middle school. Good habits are being taught to the kids and a better understanding of traffic calming, signage and other needs are gained through this process. f) Wildsmart - Attended Bear Day at CNC on behalf of the Mayor brief welcome speech. Approximately 400 attendees through the day on April 14th. Two new features were very popular with the crowd:  Bear on a track - a realistic life-size model of a small black bear was mounted on a spring release track. Participants were positioned at the end of the track and practiced deploying (inert) bear spray on the advancing bear. A (LOUD) recording of an aggressive bear accompanied the “attack”  Family hikes – a WildSmart guide took small groups on a short hike and faced four simulated bear encounters over a 20-minute period, including three that had a warning and one “surprise”  Thirty wildlife ambassadors will be on the trails this summer AND two seasonal CO’s dedicated to enforcement

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5. Councillor McCallum a) Bow Valley Regional Housing  The Community Engagement Committee had their kick off meeting and are planning a Spring Garden Party on June 9th at the Bow River Lodge. This event is meant to align with Alberta Seniors Month and will be open to the community. More details will follow.

 Statistics:

b) Bow Valley Regional Transit Services Commission  The commissions’ auditors were present and provided an audit presentation to the members. There were some recommendations provided but otherwise a clean audit was presented.  Increased bus service for Banff Local will start May 18th.  Increased ridership for Regional Service continues to climb which has increased Canmore Local ridership through better connection times.  Canmore Local service had the strongest month yet with 8,753 riders. April ridership is expected to be lower with both school boards being off for Easter Break.  Canmore Local services new bus is due to arrive in June. The wrap will be a Red Fox  Southland Transportation has been awarded the contract to provide On-It service this summer through the Valley c) Teepee Town Task Force - nothing new to report d) Canmore Planning Commission - nothing new to report e) Other:  April 16th, 2018 – Mayor’s Awards for Volunteer Excellence  April 19th, 2018 – Integrated Town Centre Parking Management Plan Workshop

6. Councillor Hilstad a) CCHC – Operation Spreadsheet

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Ownership:  We have released the second phase of 24 Larch units for sale at Hawks Bend. All 24 units have signed offers to purchase, 17 of these units are confirmed sales and the remaining 7 are currently within their rescission period.  In the first phase of 17 Juniper units we have 15 confirmed sales, with 2 units that are still available to purchase.  There are 3 units at Spring Creek that are conditionally sold. 1 of the PAH units was sold by Spring Creek Mountain Village directly to an eligible owner in the mobile home park.  The Own program waitlist has seen a drop in numbers as the households who have confirmed purchases have been removed from the waitlist. A total of 40 applications remain in process Rental  Both rental waitlists have seen a slight increase over last month, but are generally are remaining even with additions and removals.  We saw an increase in inquiries, many inquiries related to The Northview Apartment REIT property.  We saw one unit in each property turn over in April. One tenant has moved out of Canmore for work. b) Canmore Planning Commission (CPC)  Application DP2017-204 for a Multi-Family Residential (38 Units) – Requesting Variances to Side Yard Projections, Yard Setbacks and Loading Stall Requirements on Lot 2 & 3 Block 49 Plan 1095F was APPROVED

7. Councillor Marra a) Bow Valley Regional Housing – Defer to Councillor McCallum b) BRZ – Upcoming AGM c) Canmore Library – Friends of the Library report having a very successful book sale

5 May 8, 2018 Committee of the Whole meeting 1 p.m. Page 41 of 63 Service Area Reports

DATE OF MEETING: May 8, 2018 Agenda #: F-1

A. CAO’s Office 1. CAO a) Inter-municipal Committee: A meeting of the Inter-municipal Committee with the MD of Bighorn was held on April 11th. Discussion topics included the upcoming Canmore Fire Hall Study, the process for development of the Inter-Municipal Collaborative Framework Agreement required under the new MGA, and a review of statistics regarding patronage of Town of Canmore recreation facilities by MD residents. The statistics show that MD residents use our facilities in approximate proportion to their percent of the population.

b) 2019-2012 Strategic Plan: Managers met with their department teams through February and March to develop suggestions for activities and projects to build on Council’s draft strategic planning goals. A joint session of managers was held in early April to consolidate department input. This information was then shared with Council at a planning workshop held on April 17th. Council spent time on this date reviewing management input and developing a set of strategic priorities that will form the basis of their new Strategic Plan for 2019-2022. The draft plan will be shared with the public and brought forward to Council for approval prior to the summer break.

c) General Assembly: An all staff general assembly was held on April 17th. The purpose of the assembly is to share corporate information and items of interest to the entire employment body. Topics covered included updates on the Olympic Bid process and an overview of the Cannabis legislation changes and HR policy updates.

d) RoundTable on Human Wildlife Coexistence: The RoundTable met on April 25th to review the final draft of the Technical Working Group’s report. The report was received well by the RoundTable members and is now undergoing final edits. It identifies 6 key issues, and 27 recommendations that will inform municipal, provincial and federal land managers as well as the public of changes that can be made in the Bow Valley to reduce the probability and severity of human-wildlife interactions.

The timing and process for release of the Report is still being finalized, however the intent is to share it broadly with citizens, stakeholders and visitors, through a series of Open Houses and presentations.

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e) Olympic Bid Update I’ve been participating in weekly conference calls as the Bid Corporation (BidCo) gets up and running along with representatives from all other parties. The City of Calgary, Province and Federal Governments are still working through their internal processes for nominating directors to the BidCo Board, much of which won’t be finalized until the Board Chair has been selected.

The search firm Korn Ferry has been hired lead the process for recruitment and selection of a BidCo Board Chair and CEO. It’s expected the Chair will be in place by mid-May and the CEO by the end of May, early June. A shadow Bid Team being led by Olympic consultant Terry Wright, continues to work on development of Games Concept and Budget. Manager of Recreation, Jim Younker continues to be part of this group which is ramping up in numbers and currently consists of 25+ people.

f) PyeongChang Debrief The multi-stakeholder team that attended the PyeongChang Olympic and Paralympic Winter Games in Korea have completed their debrief exercise. A summary report of the program elements and key learnings is attached.

2. General Manager of Municipal Infrastructure a) The 2017 Alpine Helicopter Operating Report has been submitted and is currently under review. Further updates will be presented to Council once Administration has met with Alpine Helicopters.

3. General Manager of Municipal Services a) Our five year Service Agreement with Canadian Mountain Arts Foundation to provide artsPlace programs and services expired at the end of April. The agreement allows for a five year extension. A meeting was held with artsPlace staff and board members to review the agreement and found several housekeeping items to update. We mutually agreed to a five year extension and will create a letter of understanding about the housekeeping items to ensure that when the extension expires in 2023 that the new agreement includes updated language. b) In March Council approved an increase to the third RCMP clerk position to make it full time. We are now hiring for that position and have seen a significant increase in the number of well qualified candidates for the position now that it is full time. c) The GMMS is participating in a research project through the City of Lacombe that is working to develop performance indicators for municipal services as part of strategic planning and to evaluate service efficiency and effectiveness and inform internal and external accountability.

4. Human Resources a) “Equal Pay Day” was April 10, 2018. The “day” was started in 1996 to raise public awareness about the gap between men’s and women’s wages. While progress has been made over the years on closing the gender wage gap, on average, women still do not earn as much as men. Decisions on pay at the Town of Canmore are based on the employee’s experience, skills, and job responsibilities and not on gender. The Employee Pay Policy will be updated during this term of Council to reflect our commitment to gender pay equity.

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5. Finance a) The 2018 property tax notices will be mailed out by May 30, with payment due on or before June 29. b) Recent changes to the MGA, specifically section 608, now allows for the electronic mailing (email) of assessment and tax notices. The current software tools in use are unable to email notices but Finance will be working on a solution over the coming year.

6. Communication a) The Town of Canmore has a Public Participation Policy that was last updated in 2007. We will be updating it this year and, starting in June, we will be engaging with the community to find out how we can best involve citizens in future public participation. The intent of the policy is to outline how the Town of Canmore approaches public engagement, and will provide citizens and stakeholders with an understanding of when and how they will be engaged.

B. MUNICIPAL SERVICES 1. Community Social Development a) Bow Valley Parent Link (BVPL) was recently awarded a grant from the Banff Canmore Community Foundation to support facilitator training for an Early Childhood Development program called “Circle of Security”. As part of the grant, BVPL will invite an early childhood educator from the Stoney Nakoda Nation to be trained as a program facilitator. The hope is that together the two facilitators can create a Circle of Security program that incorporate Indigenous culture. b) BVPL and Denise Mitchell from the Stoney Nakoda Nation will be meeting with the staff from the Province of Alberta (via phone) to discuss the potential delivery of parent link services in Morley. c) A Family and Community Support Services (FCSS) volunteer recently attended an International Summit for Cycling Without Age. Canmore’s Cycling Without Age program was referenced several times throughout the summit. d) Jane Kuzik, Family and Community worker with FCSS, has recently given the town her notice of resignation. Jane has accepted a Manager position with the Job Resource Centre; starting in August, 2018. Jane’s contract position was recently extended to support the CSD strategy. Projects related to the strategy will still be completed with short-term contract support.

2. Recreation Services a) Staff in Recreation and Facilities continue to work closely with user groups to manage the Canmore Recreation Centre Life Cycle Maintenance construction schedule in such a way that minimizes impact to user groups. While there will be some programing disruptions during the project the schedule is being managed to ensure that special events important to the user groups can still occur. b) Recreation Services is planning for an upgrade to the Recreation Management Software System implemented in early 2017. This upgrade is anticipated to increase process efficiency and provide a better customer experience.

3. Municipal Clerk/Records

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a) Late last year the Municipal Clerk’s Offices from Banff and Canmore received joint funding from the Alberta Community Partnership grant program for a study to determine the feasibility of developing a regional model to deliver information governance services. A request for proposals has been posted and we are planning to award on June 4. b) The records team and members of the IT department completed acceptance testing on our new EDRMS system and software. The next step will be for the consultant to provide training on the new system for our records and IT staff.

4. Protective Services a) Taxi cab driver online training and testing has been successful to this point. Taxi brokers and drivers have made several inquiries and so far 3 drivers have attempted and passed the exam. b) Due to a short term administrative staffing shortage at the RCMP, the front counter hours have been reduced to Monday – Thursday 08:30-15:30 (in an emergency the outside phone can still be used). Once they are back to a full complement, the hours will revert back to Monday – Friday 08:00-16:00.

5. Arts and Events a) 30+ event applications are in various stages of the approval process for events taking place between May and October. We expect up to 10 more applications for this time period. b) The current Community Event Policy has been updated and will be circulated to Town departments for review and comment before going to Council. c) Planning is well underway for National Indigenous Peoples Day (June 21). In addition to the parade, a cultural festival will take place at Centennial Park. Several Bow Valley partners have engaged in the planning of this event. d) 2018 National Public Art Competition – deadline for submission of the four shortlisted artist design concepts is May 31 with the selection committee meeting in early June to award the commission.

C. MUNICIPAL INFRASTRUCTURE 1. Planning & Development a) Permit Activity / Development Levels –Permit activity has continued to be high and revenue is again above projections. However, the additional workload is stressing current resources with other major project work underway as well (e.g. Land Use Bylaw updates, enforcement activities, Three Sisters ASP submission, Secondary Suite incentive). Combined with some staff shortages in the department, the workload is continuing to be a challenge. Administration is exploring alternatives for assistance.

b) National Capital Commission Planning Forum – Manager Alaric Fish was invited to Ottawa to speak about the Canmore planning environment. It included a public presentation to approximately 200 people (free, but sold out in two days!), and workshop discussions with Commission staff. The Commission is responsible for Federal lands in the Ottawa area, including Gatineau Park which faces many similar challenges to Canmore: urban growth adjacent to protected spaces, increased and new kinds of recreation pressures, enforcement challenges and limited resources to manage high levels of visitation. Key points were around collecting

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quality data, importance of a clear plan, providing information and education, enable alternatives, and when necessary, undertake enforcement.

2. Engineering Services a) Capital Projects  Integrated Transportation Plan – Presentation and open house held on April 19 and approximately 25 people attended. Web contents and videos explaining recommended updates to the transportation plan are online and have been shared on social media. Administration is in the process of drafting the 2018 Integrated Transportation Plan document and will bring it forward to Council in June for recommendation for adoption for planning purposes.  Integrated Parking Management Plan – A workshop was held with key stakeholders on April 19th, followed by a public presentation and open house. These initial sessions outlined various strategies that can be implemented to manage parking in Canmore. The consultant reviewed field conditions and will incorporate this preliminary feedback into a draft plan. A workshop with key stakeholders and community survey is planned for May to review specific details of the plan. The plan will be finalized subsequent to the May engagement activities, and brought forward to Council with recommendation for adoption for planning purposes.  Engagement work for various transportation projects (8th and 8th, Railway, Bow Valley Trail, Teepee Town, Palliser Trail) will begin in May and continue through the summer. The focus of preliminary engagement will be issue identification, to be followed by concept development.  Palliser Trail Pedestrian Connectivity – network analysis underway to determine vehicle lane requirements, and trip generation for travel by foot, bicycle and transit. b) Steep Creek Mitigation Work  Lower Three Sisters Creek – Bids received within budget and are under evaluation. Award will follow in May. Construction schedules to be determined.  Cougar Creek – Bow Valley Trail Culvert Repairs – Construction underway.  Cougar Creek Long Term Mitigation – Consultants shortlisted for provision of procurement and construction administration services. Preparation of tender documents is planned to start in June, with tender and construction phases contingent on NRCB and provincial permit approvals.  X,Y,Z Creeks and Echo Canyon Creek – Detailed hazard and risk assessment underway. c) Other  Construction complete for new water main between construction 12th Avenue between 16th and 17th Street, and replacement of approximately 40 m of sanitary sewer at the west end of 16th Street. Additional drainage improvements were added to the scope when it was discovered that storm water is entering the sewer system due to settlement. This work will be completed as part of 2018 capital works for street and drainage rehabilitation. 3. Facilities a) Capital Project Updates  Fire Hall Study (7013): The information gathering phase is underway. Existing studies and data have been provided and are being analyzed, and meeting with key stakeholder groups

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are also occurring. The draft report will be presented to Council for review in late summer or early fall, with final report planned by the end of the year.  CRC Lifecycle Maintenance Project (7009/7010): The sub trade tendering phase has closed, and the results will be presented to Council in a separate presentation on May 15th. Given the high priority need to reinforce the structure in Alex Kaleta Arena, Administration has approved proceeding with portion of the project.  Public Works Critical Items Project (1622): Mechanical equipment has been delivered, so there will be significant activity in May, mostly focused in the east side of the building where the maintenance bays are located. Substantial completion is still expected in June.  NWMP Barracks Short-Term R&M (7011): No new updates.  Seniors Centre Exterior Envelope R&M (7012): Tendering is in progress. Construction is still tentatively planned to start at the end of May/early June.  Fire Hall Storage (1619): Discussions with the original contractor are still ongoing, but a re-payment program is now in place. Upon discussion with the new Fire Chief and Bylaw Services, their operational needs have changed in such a way as to no longer require the shed in place. As such, we not proceed with shed implementation, and we will close off the project.  Civic Centre Mechanical (1616): No major updates to report.  Tourism Power Upgrades (1619): No major updates to report. b) Operational Updates  Old Downtown VIC - Several members of the Facilities and Recreation Departments who will be displaced from the Canmore Recreation Centre (CRC) will be re-locating to this space to accommodate the CRC Lifecycle Maintenance Project. Office partitions that were being replaced at the Banff RCMP detachment have been relocated to this facility, which was a win-win for both organizations. Several other staff, including the new Economic Development Manager and Administrative Assistant, and several other staff are also being accommodated in the facility as an interim short-term measure to address existing space constraints throughout the organization. Once Facilities and Recreation staff move back to the CRC, the Old VIC will likely continue being used as office space. Some renovations will be required to convert the space into a more permanent office space, which will be forwarded in the 2019 capital budget.  Pearl (A.K.A. Worktech) Update: The Facilities Department was an early adopter of this asset management software party because of the need to manage large volumes of work orders. In 2016, a total of 819 work orders were generated, which increased to 1,101 in 2017. This increase is likely mostly reflective of the increased use of the software as staff gained software expertise as opposed to an increase in actual number of work orders. As additional years of data are gathered, a more accurate assessment of trends will be available. Based on the volume of work orders by facility, it confirms that we are resourcing them appropriately.

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 The table below shows the volume of work orders generated by our top ten facilities. Building 2016 2017 Total Canmore Recreation Centre 237 420 657 Elevation Place 326 226 552 Civic Centre 101 115 216 Fire Hall 49 55 104 Public Works 18 53 71 Roundhouse 4 47 51 Seniors Centre 10 33 43 artsPlace 19 20 39 Old Downtown VIC 17 14 31 Scouts Hall 5 13 18

4. Public Works a) Parks  Municipal Trees: A hotel recently removed 15 established town trees from an MR on Bow Valley Trail. The Town issued a Stop Work Order and have begun a process to determine the value of the trees with assistance from an arborist. More details and next steps will be provided once they become available.  Cross Reserve Permits: As the snow melts, the Town receives an increase number of applications for Cross Reserve Permits. Permits are required for someone wishing to cross Town green space to access private property to do work. They are required so staff can monitor and ensure any damage to green space is remediated. Approx. 50% of people we approach while working in the field do not have the required permit. Ongoing education of the public and the visual awareness of the field teams is required to curb the issue.  Playground Replacement in Three Sisters: There will be a request from a parent committee to replace the playground at the Our Lady of the Snow and École Notre-Dame des Monts School site this year. They have raised over $125,000 through a combination of hosting fundraising events, grants and donations.

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The playground structure was installed in 2006 and not due for lifecycle until at least 2031. However, the parent committee felt the structure was not suitable for a school site, so they took the initiative to raise 100% of the funds. It is beneficial for the Town to deliver the project because the asset is owned by the Town. The parent committee has work tirelessly to raise the funds required to turn this from an idea to a project, showing some great community spirit!

b) Streets & Roads  Spring Street Sweeping: The program began on March 27th with the initial sweeping of arterial and collector roads to remove heavy material accumulation. Street sweepers will be operating 7 days a week, 10-12 hours a day until the work is completed. Residential neighborhood sweeping began on April 23.

c) Solid Waste Services  Annual Container Maintenance: The program began in early April. This involves cleaning up the winter litter from around and under the containers, inspecting and repairing the hydraulic components, removing graffiti and adjusting the doors if needed. All 266 waste and recycling containers will be inspected.  Community Clean Up: The litter picking campaign began at the start of May and will run until the end of June. Volunteers are being asked to contact the Public Works office to register their group/family, identify a location and collect litter picking equipment (gloves, bags and litter reachers).

d) Utilities a) Regulatory:  April 5: There was a sanitary force main break on Elk Run Boulevard near R-Joy. It was reported to Alberta Environment and Parks at 11:40am as it is deemed a release. The cause was a corroded coupler between two adjoining pipes that appear to date back to the original installation. Epcor, with support from contractors, isolated the leak and completed the repair. The section of road will be repaved during the summer.  April 12: A water line was struck by a contractor during the installation of a new water main along Spring Creek Gate around 5:40 PM. The hit was reported to Alberta Environment and Parks at 9:45 PM. The contractor completed the repair by installing two repair clamps and a new section of pipe. There were eight services along Spring Creek Lane that were impacted. All repairs, flushing, testing and bacteriological sampling was completed and the line placed back in service by 9:30 AM the next morning.

b) Service Disruptions:  March 21: There was a frozen service on Deer Place and Epcor responded to thaw the water service. Service was returned to normal operation within 24 hours.  March 26: A water main break on 8th Avenue was reported around 7:00 PM. The leak was found to be on the water main saddle for the service to the residence. Epcor responded and coordinated the repair. A positive pressure was maintained during the

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repair allowing homes to have water, albeit low pressure during the repair which took approx. 10 hours to complete.  March 28: There was a frozen service on 3rd Street and Epcor responded to thaw the water service. Service was returned to normal operations within 24 hours.  March 31: There were two frozen services on 16th Street that required temporary services. No thawing was necessary as the water line thawed themselves naturally before equipment arrived.  March 31: There was a frozen sewer service on River Road Place and Epcor responded to thaw the service. Service was returned to normal operations within 24 hours.  April 10: A section of water main was shut down on 16th Street and 11th Ave to complete a water line looping project. Households were notified. The water main was flushed, tested and bacteriological samples taken before it was returned to service.  April 11: A section of water main was shut down on 17th Street and 11th Ave to complete a water line looping project. Same project details as above.

9 May 8, 2018 Committee of the Whole meeting 1 p.m. Page 50 of 63 F1-A(f) Attachment

PyeongChang Olympic and Paralympic Winter Games (OPWG) Observer Program Summary

The 2018 Olympic and Paralympic Winter Games concluded in PyeongChang, South Korea on March 18, 2018. As part of the continuing Olympic Bid Exploration process, a number of delegates from the Government of Canada (GoC), Government of Alberta (GoA), Town of Canmore and City of Calgary took part in the International Olympic Committee’s (IOC) and International Paralympic Committee’s (IPC) Observer Programs. Each order of government paid for their own travel expenses.

The Observer Program is intended to provide delegates with an in-depth look at the Olympic and Paralympic Winter Games (OPWG). Delegates attended IOC and IPC workshops and conducted self- assessments regarding existing and built infrastructure used at the PyeongChang Games, liaised with other orders of government, explored potential economic development opportunities, met with Canadian Olympic Committee (COC), Canadian Paralympic Committee (CPC), IOC and IPC officials, athletes, staff and Canadian IOC members to gain an understanding from the primary Olympic/Paralympic authorities as to concerns and advice for OPWG bidding and hosting.

Three other cities also took part in the Observer Program – Sapporo, Japan; Stockholm, Sweden; and, Sion, Switzerland. It was apparent through involvement in the Observer Program, that the other 2026 Interested Cities already have Bid Corporations in place.

The City of Calgary’s stated objectives of participating in the Observer Program were:

1) To gain a deeper understanding and first-hand perspective on the opportunities and challenges involved in hosting the Olympics and Paralympics; 2) To invite a broader level of engagement within The City of Calgary, Government of Alberta, Town of Canmore, Government of Canada and other stakeholders; 3) To demonstrate to the International Olympic and Paralympic Committees that Calgary is interested in assessing the Olympic and Paralympic Winter Games and has leadership potential, credibility and a collaborative approach; 4) Experience team building for those who will carry out the majority of the early-stage work required at both the Executive and Observer levels; 5) To present Team Canada as a unified front in our activities by involving the COC, Canadian IOC members, and all orders of government to work together on key messaging and objectives

Town of Canmore delegates specifically identified interest in experiencing, witnessing and learning about the key Games elements that would impact our community including:

1) Scale and scope of Athlete’s Village, how it is integrated into the community and impacts on surrounding neighbours; 2) Scale and scope of Live Sites and community cultural experiences; 3) Impacts of transportation and security logistics on community residents and businesses.

May 8, 2018 Committee of the Whole meeting 1 p.m. Page 51 of 63 A debrief meeting was held on March 6th for delegates that attended the Olympic Games and on April 26th for the group that attended the Paralympic Games. Both groups agreed that their objectives were met. Representatives from all orders of government (municipal, provincial and federal) appreciated having facetime together in PyeongChang to discuss each other’s perspectives on the opportunities and challenges in hosting the Olympics and Paralympics.

Workshops and Program Tours Attended by Delegates at the Olympic Winter Games:

 Venue Concept  Brand, Identity, Protection and Look of the Games  Opening and Closing Ceremonies  Sport Overview  Spectator Experience & Engagement  Medical Services  Accommodation  Technology Strategic Planning  Planning for Security Operations  Press Operations  Tour of International Broadcast Centre (IBC) and Main Press Centre (MPC)  Athlete Experience including visits to Athlete Village  Sustainability Round Table  Games Management 2020/Olympic Agenda 2020  Olympic Park Visit/Culture & Education presentation

Workshops and Program Tours Attended by Delegates at the Paralympic winter Games:

 Arrivals & Departures  Medical & Anti-Doping  Engagement Communication  Paralympic Village Overview  Ceremonies  Accreditation & Uniforming  Understanding Classification  Paralympic Brand  Venue Operations (Alpensia Biathlon Centre, Gangneung Hockey Centre, Gangneung Curling Centre, Jeongseon Alpine Centre)  Technology  Sustainability & Legacy  Marketing  Transition Planning & Implementation  Athletes’ Experience – Paralympic Village  Paralympic Family  Paralympic Planning Integration  Sport Overview

May 8, 2018 Committee of the Whole meeting 1 p.m. Page 52 of 63  Winning Strategies for Major Sport Events  The making of a Successful Host City: Networks, Infrastructure, Power, People  Setting, measuring and achieving legacy objectives  Attracting and Inspiring Audiences  Workforce & Workforce Services  Spectators Experience  Media Experience & Operations  Accommodation  Accessibility  Transport  Venues’ Planning & Management  City Operations

Key Learnings from Olympic Games Observer Program Include:

Games Operations

 Many Canadians were part of the Games operations teams in South Korea. Our capacity to host an Olympics/Paralympics has been looked at from the perspective of facilities, but we can’t lose sight of the fact that Canada, as a winter sports nation, has expertise in running major events.  It’s important to have a festival atmosphere outside of the Olympic Park and bring the Games to all members of the community, whether they have tickets to events or not.  Gangneung City focused their efforts on advancing tourism by investing in local business, development and implementation of a large cultural program and with displays of public art.  The Games felt very safe and welcoming. There wasn’t a military-type presence. Rather, security personnel were dressed in highly-visible jackets.

International Olympic Committee (IOC)

 IOC officials provided great feedback that the Calgary team was prepared for all of the sessions we attended  IOC also stated that it was meaningful to have Executives and Indigenous representatives attend the Games.

Organizing Committee of the Olympic Games (OCOG)

 Meetings with the PyeongChang Organizing Committee revealed evidence to support that the IOC has evolved through Agenda 2020, and that the new Host City Contract should better positions future host cities.  Delegates from The City of Calgary and the Town of Canmore met with the mayor of Gangneung, who stated that the Olympics were used to connect the country. New highways, a train and hotels were built for the Games, benefitting many towns and cities in South Korea  Engage youth as early as possible.  Volunteers enhance the brand; they engaged youth and athletes and went to schools to bring out the excitement

May 8, 2018 Committee of the Whole meeting 1 p.m. Page 53 of 63 Key Learnings from Paralympic Games Observer Program Include:

Post Games Legacies

 Important to have legacy plans for all venues  World cares about environmental record

Scale of Paralympics  Staging the Paralympics within a platform created for the Olympics does not properly showcase the Paralympic event  Need to make the games scalable in reverse to provide a space which fits the Paralympics

Plan for Accessibility beyond Villages  Build it for the Paralympic and the Olympians and all spectators will get around easily  Hotel rooms and buses must also be accessible  Snow removal on sidewalks and key walking areas is critical for athletes and spectators who are not able bodied

Opportunity for expansion of inclusivity  Three legacies of IPC are accessibility (infrastructure and services), sport development, and social inclusivity  Profile and build awareness of sledge hockey, wheelchair curling, and other Paralympic sports  Leverage Paralympic brand and hosting to incorporate all types of inclusivity into our community

May 8, 2018 Committee of the Whole meeting 1 p.m. Page 54 of 63 Council Resolution Action List - Outstanding Resolutions G1 # Agenda Item Resolution Council Mtg Date Service Area Action Status Last Update DATE Complete

307-2011 Request for Direction – Employee Housing Program That Council direct Administration to work with CCHC to develop an assessment based policy for the 16-Aug-11 P&D Planning had proposed a solution as part of the 2017 LUB amendments, but Council has 23-Mar-18 provision of employee housing. asked for further engagement. This will occur as part of the 2018 LUB updates.

192-2014 Bow Valley Trail Annual Limits for the Conversion of Visitor that council postpone consideration of the Bow Valley Trail Annual Limits for the Temporary 19-Aug-14 Planning Administration had been working with CCHC on this but there were a number of concerns 27-Jan-17 Accommodation Units Policy Conversion of Visitor Accommodation Units Policy until administration returns with a revised policy. from CCHC. Recent priorities have been on other housing initiatives (Daycare Site, Palliser Lands, Secondary Suites). This initative has not seen enquiries from the public to date and may be less appealing given the high hotel occupancies this summer. A Visitor Accommodation Review is scheduled in 2017/2018 and could inform this further.

233-2014 Bylaw 2014-014 Land Use Amendment for Stewart Creek that council direct administration to continue to work with the owner of the property and the Province 29-Sep-14 Planning The status of this is on hold until the 2018 Three Sisters ASP has been presented to Council 30-Oct-17 Residential of Alberta to find a mutually agreeable conservation arrangement to protect the 70‐metre wildlife as these lands may be subject of a new proposal.This is part of larger discussions on corridor buffer along the western edge of the realigned Stewart Creek Across Valley Wildlife Corridor, wildlife corridors on the Three Sisters lands and is unlikely to be resolved until other TSMV and ensure that there is no development of said lands whatsoever beyond that which is allowed corridor discussions finalize - later in 2017 or 2018. pursuant to Wildlands Conservation zoning, other than a potential future access road to Lots 7, 8, and 9. 157-2015 Tourist Accommodation Options that council direct administration to amend the Land Use Bylaw to remove the ability for future mixing 26-May-15 Planning This will form part of a LUB amendment. This is planned for 2018. 30-Oct-17 of tourist homes, visitor accommodation and residential uses within a single building.

158-2015 Tourist Accommodation Options that council direct administration to undertake a public consultation process to determine if the Land 26-May-15 Planning This will require a significant significant community consultation and has been resourced 27-Jan-17 Use Bylaw should be amended to allow residential dwellings to be used for short-term/tourist home for 2017/2018. rentals subject to clear regulations. 167-2016 Lot 1, Block 7, Plan 9711867 - 990 Wilson Way that Council direct administration to pursue selling a portion of MR dedication in Stewart Creek Phase 25-May-16 GMMI Lot 28MR Disposition at 201 Stewart Creek Rise approved by Council September 20, 2017. 30-Oct-17 3, the proceeds of which would go to the cash in lieu municipal reserve account. A rezoning will be brought forward in 2018. 168-2016 Lot 1, Block 7, Plan 9711867 - 990 Wilson Way that Council direct administration to create a plan to ensure that all publicly owned lands within the 25-May-16 Planning Admin determined that the work to produce a plan was commesurate with the work to 23-Mar-18 town of Canmore limits are zoned as they are intended and to return the plan to council with the cost implement it and therefore a mapping update and review will be incorporated in to the of implementation for approval in time for 2017 budget process in November. LUB update planned for 2017. This has now been pushed back to 2018.

280-2017 Bylaw 2017-29, 2017 Land Use Bylaw Update that Council direct administration to bring back a revised LUB update bylaw for first reading based on 3-Oct-17 planning Land Use Bylaw Update 2017-36 was given third reading on March 20, 2018. 23-Mar-18 consultation carried out to date as soon as reasonably possible and include discussion with respect to parking solutions for neighbourhoods and enforcement of the Land Use Bylaw.

283-2017 Proposed Off-Leash Dog Park that Council direct administration to bring the Open Space and Trail Plan to Council for review as soon 3-Oct-17 planning Work is anticipated to start later in 2018. 23-Mar-18 as is practicable in the new year. 325-2017 Steep Creek Hazard and Risk Policy Updates direct administration to continue public engagement on the Steep Creek Hazard and Risk Policy and 5-Dec-17 engineering mapping amendments prior to bringing an update to Council for approval. 332-2017 Canmore Organics Recycling that Council refer the request received from Canmore Organics Recycling (CORE) to administration to 19-Dec-17 public works inform the work being done by the Town regarding organic waste handling, with recommendations to be presented to Council prior to or as a part of the 2019 budget discussions.

24-2018 CRC Lifecyle Maintenance Project that Council direct administration to bring any tender savings related to capital project 7009 back to 27-Feb-18 facilities Final design and tender package development has re-started and is expected to conclude Council with recommendations for additional scope items. by the end of March. Sub-trade tendering expected to conclude by the end of April. Tender results will be presented to Council on May 15th. 69-2018 Property Tax Exemptions that Council direct administration to draft a policy and/or bylaw to guide future Council decision 3-Apr-18 finance making regarding property tax exemption.

May 8, 2018 Committee of the Whole meeting 1 p.m. Page 55 of 63 Page 1 of 1 G:\Governance\Resolution_Tracking\Council_Resolution_Action_List 5/3/2018 3:52 PM Monthly Bulletin April 2018

ACTIVE INITIATIVES  Housing Needs Study Our study has moved into the analysis and reporting stage. The project schedule anticipates completion in June of 2018.  Alberta Seniors Communities and Housing Association One member of the BVRH board accompanied one member of the BVRH management team to the 2018 ASCHA Conference and Trade Show in Edmonton. The conference provided educational and networking opportunities, including best practice sharing and updates from government representatives.

GOVERNANCE AND LICENSING  Annual external audit The 2017 annual audit was completed in March, identifying no issues, discrepancies nor internal control weaknesses. The auditors di not identify any fraudulent or illegal activities, nor unresolved audit issues.

RATES OF OCCUPANCY Bow River Lodge 91% occupancy Cascade House 86% occupancy Bow River Homes 100% occupancy Mount Edith House 100% occupancy Community Housing 98% occupancy Rent Supplement 100% subscription

SPECIAL PROJECTS  Bow River Lodge Redevelopment “This is Home” Schedule:  Phase 1: The building is fully operational, while deficiency work continues. Alberta Seniors and Housing is working on the shower and mechanical noise issues.

 Phase 2: Substantial planning is expected to commence shortly. Construction on this phase cannot start until Phase 1 is fully operational. Meanwhile, we anticipate that demolition of the old lodge will begin in Q2 2018.

Design:  Phase 2: This facility will be designed to meet the needs of designated supportive living level 4 and dementia operations, including enhanced safety and care- provision considerations. Alberta Health Services (AHS) has provided design guidelines that the facility must consider to secure a Designated Supportive Living (DSL) agreement, which is the goal to meet the current and future needs of 1

May 8, 2018 Committee of the Whole meeting 1 p.m. Page 56 of 63 the people of the region. Next steps include Project Approvals, Project Coordination, and negotiation of an Agreement with AHS. A Request for Proposals (RFP) for architectural services has been developed for release once all necessary approvals are in place.

Economics:  Phase 2: The current capital cost range is estimated between $16 million and $19 million; the Government of Alberta has committed $16 million to date. BVRH is responsible for the furniture and equipment for the facility, which we will fund through a combination of fundraising and financing, including municipal requisition. It is expected that this development will improve our operating model to the point that we are able to achieve much more significant economies of scale, thereby significantly reducing the need to requisition for operating costs at Bow River Lodge in the future.

ABOUT BOW VALLEY REGIONAL HOUSING Bow Valley Regional Housing (BVRH) is a Housing Management Body (HMB) for the Government of Alberta. Alberta’s HMBs were created to operate and administer provincially owned social housing facilities and programming. The Province holds an extensive portfolio of these facilities through the Alberta Social Housing Corporation (ASHC), serving many needy and vulnerable Albertans. Each HMB is self-governing under the Alberta Housing Act, managing the ASHC assets in their particular region. Each region is comprised of multiple municipalities, improvement districts, etc. HMBs may also operate other kinds of housing and may own buildings that house accommodation programs.

Every municipality in Alberta is a contributing member of their regional HMB. They are required to have at least one appointee on the governing board, which is responsible for acting in the best interests of the HMB. The board must consider the needs of each contributing municipality in its governance of the HMB.

HMB operations are supported through various means. Tenants pay rent and/or lodge fees, but since these are set at very affordable rates, the revenues cannot cover the costs of operations. Seniors Lodge deficits are funded through municipal ratepayer requisitions and provincial grants. Social Housing deficits (including independent seniors housing and community housing) are funded by Alberta Seniors and Housing.

As the HMB for the Bow Valley region, we are responsible for social housing, as well as affordable supportive living accommodation for seniors throughout Kananaskis Country, the Bow Corridor, the MD of Bighorn and all of Banff National Park, an area covering about 13,500 square kilometres. This region has two towns and seven hamlets containing about 25,000 people. Our five contributing municipalities are Kananaskis ID, MD of Bighorn, Town of Canmore, Town of Banff and Banff National Park ID9. The people of the region are able to access all of the programs we offer, subject to eligibility requirements.

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May 8, 2018 Committee of the Whole meeting 1 p.m. Page 57 of 63 We are a self-governing body. We collaborate with two provincial ministries and five municipal governments, along with numerous local and community agencies to provide and promote safe and appropriate housing to our region.

The BVRH Mission Statement Bow Valley Regional Housing commits to provide accommodation services for the Bow Valley region seniors and residents of modest means who struggle to secure and maintain appropriate housing.

All told, we currently house, or help to house more than 400 residents of the Bow Valley in eight permanent housing projects encompassing 36 separate buildings.

We manage:  seniors’ lodges in Canmore and Banff that currently house up to 88 residents  an expansion project underway at our lodge in Canmore will bring designated supportive living to the region that will provide appropriate accommodations to our most vulnerable seniors while alleviating pressures in local hospitals  seniors’ independent housing buildings in Canmore and Banff that include 62 one-bedroom apartments  58 family housing residences in Canmore  the Rent Supplement Program in the region that currently provides financial assistance to approximately 40 Bow Valley households

We have some other great ideas!  Visioning is underway for the conversion of a 15-unit wing from lodge accommodation to seniors’ self-contained housing for low-income independent seniors, which will allow us to re-profile part of the Bow River Lodge site to increase the number of senior’s self-contained units, and add other affordable housing options.

The BVRH Vision Statement Bow Valley Regional Housing aspires to collaborate with relevant agencies to ensure that suitable programming that will mitigate the housing needs of our client base is available. We will:  Make decisions and recommendations using relevant and valid data regarding community trends and housing needs.  Obtain funding to develop infrastructure that meets identified needs for social and senior’s affordable housing programs.  Embrace operating principles that incorporate innovation, service excellence and best practices.  Attract and retain highly qualified and caring staff.

BVRH has approximately 39 employees based in either Bow River Lodge (Canmore) or Cascade House (Banff). Our Administration and Maintenance Teams are based in Canmore but serve all of our operations. We have Housekeeping and Food Service Teams in both of our lodges. 3

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BVRH Values Service: client-focus; empathy; caring; commitment to quality and; a guiding philosophy of serving our clients in their homes.

Integrity and Accountability: high ethics; professionalism; transparency; accountability and; inclusiveness.

Efficacy: sustainability; innovation; versatility; collaboration; communication; vision and; resourcefulness.

Information is available on our website at www.bvrh.ca

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May 8, 2018 Committee of the Whole meeting 1 p.m. Page 59 of 63 The Bow River Lodge Update 20 April, 2018

Keeping you informed about the This is Home project.

Save the Date!

We've been doing a lot of celebrating at Bow River Seniors' Lodge lately, and there's more to come!

On the afternoon of June 9th, our first annual Spring Garden Party will celebrate the arrival of spring (surely it will be here by then!) and Alberta Seniors' Week. Seniors' Week includes public events around the province, celebrating seniors' involvement in our communities and their contributions to the life we all enjoy as Albertans.

During the Spring Garden Party, we will welcome residents' families and the general public in our lovely new courtyard space, with music, fun activities for all ages, information about seniors' programs in the Bow Valley and - of course - refreshments.

So dust off your best garden party outfit, mark the date, and hope for spring. But don't worry - in the case of inclement weather, we'll move the fun indoors.

We are a registered charity (#118814292RR0001) Visit our website to donate: www.bvrh.ca May 8, 2018 Committee of the Whole meeting 1 p.m. 1 Page 60 of 63

Ribbon-cutting for Phase One

On February 23, the Honourable Lori Sigurdson, Minister of Seniors and Housing for the province of Alberta, visited our lodge to help cut the ribbon on Phase One of This Is Home.

We ran out of chairs! A standing-room-only crowd of residents, families and friends, and construction project staff greeted the speeches with enthusiasm.

L to R: CAO Ian Wilson, CMHC rep Elena Salikhov, BVRH board chair Joanna McCallum, Bighorn Reeve Dene Cooper, Lodge rep Hilda Slavin, Canmore deputy mayor Vi Sandford, Minister Sigurdson, MLA Cam Westhead and Banff Mayor Karen Sorensen helped cut the official ribbon.

We are a registered charity (#118814292RR0001) Visit our website to donate: www.bvrh.ca May 8, 2018 Committee of the Whole meeting 1 p.m. 2 Page 61 of 63

Ribbon-cutting for Phase One (continued)

After the Minister cut the Phase One cake, guests enjoyed refreshments fresh from the Lodge kitchen. Interested visitors toured the beautiful new facility with Ian and admired the views from the suites.

We are a registered charity (#118814292RR0001) Visit our website to donate: www.bvrh.ca May 8, 2018 Committee of the Whole meeting 1 p.m. 3 Page 62 of 63

What's Next with Phase Two of This Is Home?

Now that Phase One is up and running, we're looking ahead to Phase Two. This will involve demolition of the oldest part of the Lodge buildings, which will be replaced with a new facility designed especially for people who need special help because of physical frailty or significant memory impairment. The new building will include four "houses", each set up for fifteen residents, for a total of sixty new spaces. Minister Lori Sigurdson officially announced provincial funding for Phase Two during a visit to our Lodge in April, 2017.

We had hoped that construction on Phase Two would start in the summer of 2018, but that now appears very unlikely.

"The staff at Alberta Seniors and Housing have a lot on their plates," says Ian Wilson, CAO of Bow Valley Regional Housing. "They are in the midst of a very ambitious building program for seniors' facilities all over the province. We hope that our Phase Two design and construction will get underway soon".

Support for This Is Home - Attend, Volunteer, Donate

To help out the Seniors' Lodge, attend our events (such as our Spring Garden Party), volunteer your time (contact Rieko at [email protected] to add your name to the volunteer list), or donate to support furnishings, equipment and programming not covered by provincial funding.

Financial donations big and small are welcome. Fund an armchair or an entire lounge, a side table or a whole bedroom! If you would like to help create a warm and welcoming home for Bow Valley seniors, please call Ian Wilson at 403-678- 5922, or email [email protected]

We are a registered charity (#118814292RR0001) Visit our website to donate: www.bvrh.ca May 8, 2018 Committee of the Whole meeting 1 p.m. 4 Page 63 of 63