TOWN of CANMORE AGENDA Committee of the Whole Council Chamber at the Canmore Civic Centre, 902 – 7 Avenue Tuesday, March 19, 2019 at 1:00 P.M

TOWN OF CANMORE AGENDA Committee of the Whole Council Chamber at the Canmore Civic Centre, 902 – 7 Avenue Tuesday, March 19, 2019 at 1:00 p.m.

A. CALL TO ORDER AND APPROVAL OF AGENDA 1. Agenda for the March 19, 2019 Committee of the Whole Meeting

B. DELEGATIONS 1:00 – 1:45 1. Innovate Canmore 1:45 – 2:00 2. Banff Canmore Community Foundation 2:00 – 2:45 3. Tourism Canmore Kananaskis

C. MINUTES 2:45 1. Minutes of the January 22, 2019 Committee of the Whole Meeting

D. STAFF REPORTS 2:45 – 2:55 1. 2018 Protective Services Year End Report

2:55 – 3:05 2. 2018 Fire- Rescue Year End Report

3:05 – 3:20 BREAK

3:20 – 3:50 3. 2018 Annual Report of Municipal Development Plan Indicators and Measures Purpose: To update Council on the Municipal Development Plan and how Town activities are meeting this Plan.

E. COUNCILLOR UPDATES 3:50 – 4:05 1. March 2019 Councillor Updates

F. SERVICE AREA REPORTS 4:05 – 4:20 1. March 2019 Service Area Reports

G. COUNCIL RESOLUTION ACTION LIST 4:20 – 4:25 1. Council Resolution Action List as of March 1, 2019

H. BOARD AND COMMITTEE UPDATES 4:25 1. Bow Valley Regional Housing 2018 Highlights

I. IN CAMERA None

4:25 J. ADJOURNMENT

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

B-1 3/1/2019

Presentation to Canmore Town Council Tuesday, 19th March 2018

Brian McClure, President Matthew Brown PhD, Chief Technical Officer “The enduring competitive advantages in an economy lie increasingly in local attributes that competitors cannot match ……. Knowledge, Relationships, Motivation……the focus should be on high growth, technology – driven innovation (“Technovation”) industries with high wages.” Michael Porter, Harvard Business School, Economic Development “Cluster Strategy”

YEAR 1 STATUS – “Report Card” The Centre for Technology, Innovation and Entrepreneurship WWW.INNOVATECANMORE.COM

● Background; Phase 1 – Phase 2 ● About Us ● Community Partners ● Co-working and Residency Programs ● Programs and Events

March 19, 2019 Committee of the Whole 1 p.m. Page 2 of 176 1 3/1/2019

TECHNOLOGY, BUSINESS & ECONOMIC DEVELOPMENT MODEL (Page 3)

Feasibility Considerations – TECHNOLOGY

● Positioning in the Provincial and Federal Technology Ecosystem, “Nature of Competition” ● Research Centre vs Technology Incubator/Accelerator ● Software vs Hardware ● Science Focus (AI/Machine Learning vs Exponential Technologies) ● Economic Clusters ● Key Relationships – Public and Private ● Product Focus – Niche Products vs “Unicorns”; short development time ●Sectors –Important to Canmore Community; strong Alberta Research capability

TECHNOLOGY, BUSINESS & ECONOMIC DEVELOPMENT MODEL (Page 3 cont'd)

Feasibility Considerations – TECHNOLOGY (cont'd)

● Key Factors for Success: Create Technological Competitive and Comparative Advantage ● Key Performance Indicators for Innovate Canmore; Access to “tech talent” ● Risk/Reward Analysis; No direct affiliation to University based R&D

Conclusion: Adoption of a “Technovation” Strategy with focus on the Successful Commercialization of new Product Technology within 3 years

March 19, 2019 Committee of the Whole 1 p.m. Page 3 of 176 2 3/1/2019

TECHNOLOGY, BUSINESS & ECONOMIC DEVELOPMENT MODEL (Page 4)

Feasibility Considerations – BUSINESS

● Corporate Structure: Not-for-Profit vs Private Corporate ● Operating Structure: Volunteer vs Permanent Employees ● Funding Models: Grant funding vs Private Equity ● Key Relationships: Public and Private

TECHNOLOGY, BUSINESS & ECONOMIC DEVELOPMENT MODEL (Page 4 cont'd)

Feasibility Considerations – BUSINESS (cont'd)

● Business Model Development: Accelerate Timeframes & Acquisition of Resources ● Key Factors for Success; Create Business Competitive & Comparative Advantage ● Key Performance Indicators for Canmore: Acquisition of “tech talent” and Startup Ventures ● Risk/Reward Analysis; We do not receive Grant funding

Conclusion: Adoption of a “Technovation” Strategy with focus on the Successful Commercialization of new Product Technology within 3 years

March 19, 2019 Committee of the Whole 1 p.m. Page 4 of 176 3 3/1/2019

TECHNOLOGY, BUSINESS & ECONOMIC DEVELOPMENT MODEL (Page 5)

Feasibility Considerations – ECONOMIC DEVELOPMENT

●“Canmore is not investment ready”; SuperNet access, Affordability ● Why Technology/Why Canmore; Economic Diversification & Resilience ● Tech talent availability Local Access to Knowledge & Financial Capital ● Land Use; Limited land base for future expansion within a potential Phase 2 Development of a campus-style Technology Innovation and Development Centre of Excellence

TECHNOLOGY, BUSINESS & ECONOMIC DEVELOPMENT MODEL (Page 5 cont'd)

Feasibility Considerations – ECONOMIC DEVELOPMENT (cont'd)

● Key Factors for Success: Development of a Community based, integrated technology ecosystem ● Key Performance Indicators: Community wide “buy-in”/local strategic collaborations ● Risk/Reward Analysis; “Narrow window of opportunity-we can get left behind”

Conclusion: Adoption of a “Technovation” Strategy with focus on the Successful Commercialization of New Product Technology within 3 years

March 19, 2019 Committee of the Whole 1 p.m. Page 5 of 176 4 3/1/2019

CURRENT UPDATES (Page 6)

● Residency Startup Companies: 4 (March 2019); projected 6 (July 2019) & 12 (Dec 2019). Estimate 20+ (Dec 2020). ● New Collaborations: University of Saskatchewan/ Global Water Security Group; University of Calgary School of Engineering/Cumming Medical School; Creative Destructive Lab, Calgary ● Residency Company Funding: Alberta Innovates; Canmore Angel & Venture Capital Fund ● Innovate Canmore Funding: Calgary Foundation; Minister of Economic Development ● Phase 2 Development of a Technology Innovation & Development Centre of Excellence - Land Use: University of Saskatchewan Campus Proposal (Letter of Intent: 25,000-50,000 sq. ft) in a collaboration with Innovate Canmore

PHASE 2 DEVELOPMENT (Page 7)

Feasibility Considerations ● University of Saskatchewan Letter of Intent (25,000-50,000 sq. Ft) ● Timing: 2021/mid-2022 completion ● Development size: 50,000-75,000 sq. ft campus style modules of 25,000 sq. ft each ● Land Requirement: 3-5 acres ● Cost: $ to be determined ● Funding: Ministry of Economic Development; Commercial/Private ● Contribution of Town of Canmore owned Land: lnnovate Canmore Economic lmpact Analysis of location of the Phase 2 Development vs Other Uses - Viz. comparison of annual economic value/acre for alternative uses (April-May 2019) ● Application to extend Project Deadline to June 30th 2019

March 19, 2019 Committee of the Whole 1 p.m. Page 6 of 176 5 Town of Canmore

COMMUNITY GRANT REPORT

1. Or8anization: lnnovate Canmore 2. Year Funded: Iate 2017 3. Amount of Grant Money Received: 525,000 4. Contact Person: Brian McClure, President 5. Phone Numben 403-707 -8171

6. What were your grant project accomplishments (Describe your proiect's milestone and outcomes)? Established in December 2017, lnnovate Canmore's Vision is to create, nurture and develop an integrated technology ecosystem in Canmore and the Bow Valley culminating in the establishment of an internationally recognized, campus style Technology lnnovation and Development Centre of Excellence; referred to as the Phase 2 Development. [see attached lnnovate Canmore Project - lnitial Perspectivesl Within this vision our Goal is to support the development of new startup entrepreneurial talent to create innovative technology products and market-driven companies translating science and technology innovation into commercial success. This Goal is supported within the lnnovate Canmore Phase 1 "pilot model" whose Focus is to build a vibrant Co-working and Residency community of researchers, developers, and entrepreneurs to work, learn and collaborate to develop their startup ventures to be globally minded but locally based. See

rrj'.,( ',u, !nnovateaa !1n1or€.tcm The grant project funding provided lnnovate Canmore with the financial capacity to research the Federal and Provincial technology space to determine that Canmore's business positioning in that space was best served by focusing our efforts on: *Software development {small physical footprint + high economic value+ access to localtech talent) * AI/Machine Learning (high rate of domestic & global investment) * Develop niche high value products with short development times that disrupt markets * Sectors that are important to Canmore and have a strong Alberta Research capability. Life Sciences & Health Care, Clean Tech, Clean Energy, Geoscience and Earth-Space Sciences, Education. *The Development of the Technology lncubator & Accelerator business model. This technology sector research included, but was not limited to, meeting with well established players in the domain including Volta Labs (Halifax N.S.), Creative Destructive Labs, Velocity, the Alberta Machine lntelligence lnstitute, Alberta lnnovates, the Alberta Ministry of Economlc Development and Ministry of Finance, the University of Alberta (Computer Science Dept), the University of Calgary (Computer Science Dept; Cummin8s Medical School; the Schulich School of Engineering), the University of Saskatchewan (Global Water Security Group). This research has, in turn, facilitated the build-out of the lnnovate Canmore Phase 1 business Model to date, which has in the past 12 months accomplished the establishment of: *a Technology Development Team of local PhD's with expertise in the selected industry sectors * an Education Team that has developed a Partnership collaboration with the Canadian Rockies School Board and the Stoney Education Authority to develop a technology curriculum in the

March 19, 2019 Committee of the Whole 1 p.m. Page 7 of 176 local school system; *a series of Tech Education Programs including: Coding for Kids (8-12 years); a collaboration with Bow Valley College & Canmore Rotary Club Teen Tech (13-19 years) Bow Code Networking lT (adult programing) Women in Tech An entry-leveltech program in collaboration with Bow Valley lmmigration Partnership (Spring) *of 4 new Technology Startup companies in Canmore; 3 in the Medical/Health Sector, one in Clean Tech (moving from Calgary), and potentially one relocating from the USA in Biomedical Engineering. Additionally, there a 2 further potential startups in the Geoscience sector and one in Clean Tech {Power Systems). Within the lnnovate Canmore Residency Startup program we anticipate having 12 startups by the end of 2019 and 20+ by the end of 2020. The continued build-out ofthe Innovate Canmore Phase 1 business model continues to establish the viability of the proposed Phase 2 Development. *the development of an lnnovate Canmore website that has facilitated the build-out of the Phase 1 business model and the subsequent assessment of the potential viability of the Phase 2 Development.

7. What outputs did your project track? Primarily: *the rate of uptake of local tech and business professionals willing to volunteer their services to assist in the build-out of the Phase 1 business model; *the number of community collaborations that have been established within the project including, but not limited to, The Town of Canmore, Bow Valley Chamber of Commerce, Bow Valley College, Canadian Rockies Public Schools and the Stoney Education Authority, Canmore Rotary Club, Bow Valley lmmigration Partnership, Hicks & Co lntellectual Property. +the number of kids participating in the winter Code Play for Kids Program *the number of local tech startups within lnnovate Canmore in 2018 and the growth prospects for 2019. Also, there is one startup making the decision to join us from Calgary and one from the USA presently considering the possibility in the early summer.

What were the benefits to Canmore residents as a result of your project? ln 2018 the main benefit has been the establishment of tech education programing for local kids; very much supported by parents.

9. What were some challenges that your organization encountered over the course of the project? The main challenge faced to date has been the availability of financial & human resources to build-out a sustainable capacity to support the rapid growth of lnnovate Canmore in the first year. However, this is presently being addressed by the recent grant funding application to the Calgary Foundation and the upcoming funding application to the Alberta Ministry of Economic Development.

March 19, 2019 Committee of the Whole 1 p.m. Page 8 of 176 10. Financial Statement for the Project. (Please attach a statement of actual revenues and expenses. This financial statement must be signed by either the Chalrperson or Treasurer of your Organization)

Financial Statement for the Project lncome: Project Funding from the Town of Canmore s2s,000.00 Expenses: Travel 52,069.L2 Legal 2,729.12 Website design, development, hosting 1,991.55 Printing 751.58 Research Publications, Data Bases etc. 2,900.00 Sundries 157.50 (9,998.87) Net lncome 15,401.13

Note: Application to Town Council to extend Project deadline to June 30th2019. lnnovate Canmore Economic lmpact Analysis Study Phase 2 Development - April/May completion. Subject to Town of Canmore consideration of Land Use Contribution to Project. Not yet contracted or paid; proposal dated December 3'd Projected Cost 510,500 <'''-'= President Signature: l p--- >?-

Date Signed: 2sth February 2019

11. Project Bud8et - See below

March 19, 2019 Committee of the Whole 1 p.m. Page 9 of 176 PLEASE COMPTETE THE PROJECT BUDGET: Actual $ Budget

Projed Revenues:

other Fundinq Sources - please specify nla

Reouested Grant - Town of Canmore 25,000

Proiect Total Revenues 25,000

Prcjed Expenditures:

Travel 2,069.72 Legal 2,129.72 Web design, development & Hosting 1,991.55 Printing 751.58 Research Publications, Data bases etc. 2,900.00 Sundries 157.50 Project Total Expenditures 9,998.87

Town oI Conmore Grant Summory

Town of Canmore Grant Request 25,000

Town of Canmore Grant percentage of expenditures nla% nla "A

March 19, 2019 Committee of the Whole 1 p.m. Page 10 of 176 'INNOVATE CANMORE" PROTECT - Initial Perspectives

PHASE 1 PHASE 2 "Pilot Model" "Build-Oui" to completion 3 months 24 to 35 months objective Develop Intelledual Property Monetize lntelledual Property ldentify Technology Problem Flow kalable Proiects - Deskop to Market

Facility Downtown rented Permanent Campus

Part 1: 1,500 + sq ft Tanner Properties similar to "lnnovate calgery"

Part 2:2,500 sq ft Tanner Properties { 4G60,000 sq ft) Key Relationship(s) tandlord Muhi-nationals {satellite location} Research Alliances Town of Canmore/Province

{UofA; Uorc) Research Alliances

Funding Municipal & Provincial Grants Developer/Private Equity Start-up/Private Equity

Knowledge/Learning Workers Multi-nationals/Private Companies rcseorch sturt-ups; 3 + persons ; sole prop etofs individual cont butots

Co-working space Turn-key; Deskiop to Market Scientific & Technicil Mentoring Social networking Local Education - tie-in Universities

Structure Depending upon Funding TBD

Soc i e ty; Co t p o rute n ot-lor - p rcf it, P vote Corporote Xnowledge/Learn ing Workers (talent pool) Locatloo (Land) & Capital

who is hete now; doing whdt ?

who wont' tO be hete? generutionol issues?

Technology focus lArtificial lntelligence)

Technology Census Problem Flow ':t.i..*,

a Architecture; Sup€rNet Broadband

Funding Coryorote Structure

March 19, 2019 Committee of the Whole 1 p.m. Page 11 of 176 3/1/2019

B-2

What is Vital Signs®?

Vital Signs is a community check‐up conducted by community foundations across Canada that measures the vitality of our communities and identifies significant trends in a range of areas critical to quality of life. Vital Signs is coordinated nationally by Community Foundations of Canada.

The Vital Signs trademark is used with permission from Community Foundations of Canada.

March 19, 2019 Committee of the Whole 1 p.m. Page 12 of 176 1 3/1/2019

Truth and Reconciliation

“We took an honest look at the Truth and Reconciliation calls to action and made concerted efforts to take actions in a mindful and fitting way. Even small things can have a significant impact on creating a welcoming community.”

– Sally Caudill, General Manager of Municipal Services, Town of Canmore

Priority: Provide more opportunities for cross‐cultural learning between Indigenous and non‐Indigenous members of our community

Call to Action: One in three survey respondents want more opportunities for cross‐cultural learning. How do we, as a community, meet that demand?

Affordability

Priorities:

• Grow and diversify the economic base of the valley

• Increase supply of affordable housing

Call to Action: How do we, as a community, encourage and support a more diversified and inclusive economy.

March 19, 2019 Committee of the Whole 1 p.m. Page 13 of 176 2 3/1/2019

Environment

Priorities:

• Respecting wildlife corridors

• Incorporating Traditional Ecological Knowledge into land use decisions

Photo credit: Rocky Mountain Outlook

Call to Action: Our survey showed that ensuring the Bow Valley’s fish and wildlife thrive in a changing climate was an important area for improvement. The responses on what to do about it, however, were much less decisive. How do we, as a community, ensure that the Bow Valley maintains its ecological integrity in the face of climate change?

Current Activities

• Vital Signs public launch • The Canmore Public Library Endowment Fund • Community Grants Adjudication • Community Champions Campaign • Board directors recruitment

Bill Fisher Eli Panning‐Osendarp Karen Antrobus Executive Director Research Associate Board Chair (403) 762‐8549 (403) 679‐8600 (mobile) (403) 678‐4915 (mobile) [email protected] [email protected] [email protected]

March 19, 2019 Committee of the Whole 1 p.m. Page 14 of 176 3 B-3

Canmore Kananaskis Community Tourism Strategic Plan March 19, 2019 Committee of theDRAFT Whole 1 p.m. Draft: February 28, 2019 Page 15 of 176 Table of Contents EXECUTIVE SUMMARY 4 01 PROJECT OVERVIEW 18 02 INTERNAL ANALYSIS 23 February 28, 2019 03 VISION AND GOALS 42

Dave Rodney, Executive Director 04 EXTERNAL ANALYSIS 50 Tourism Canmore Kananaskis 05 CANMORE KANANASKIS TARGET MARKETS AND MARKETING STRATEGY 67 Box 8608 Canmore, Alberta, T1W 1P4 06 ROLES IN IMPLEMENTATION 76 07 FUNDING MECHANISMS 82 Dear Mr. Rodney: 08 ACTION PLAN 86 Please find enclosed the revised draft of the Canmore Kananaskis Community Tourism Strategic 09 CONCLUSION 103 Plan. We are looking forward to reviewing the plan with the public on March 13, 2019. APPENDIX A: Public Survey Findings 106 If you have any questions or require clarification on the attached plan, please feel free to contact me at 780-266-7888. APPENDIX B: Explorer Quotient Profiles 112 APPENDIX C: Sustainable Tourism Development Tools 116

Sincerely, APPENDIX D: References 118 APPENDIX E: Change Management Strategy 121

APPENDIX F: Stakeholder Communications Plan 129

Justin Rousseau, Managing Director Expedition Management ConsultingDRAFT Ltd. DRAFT

2 Draft Canmore Kananaskis Community Stategic Plan February 28, 2019 3 March 19, 2019 Committee of the Whole 1 p.m. Page 16 of 176 Executive Summary What makes Canmore Kananaskis unique is that it offers an authentic mountain town experience and vast wilderness that is in close proximity to internationally known attractions, an international airport and a large regional market. No other Alberta destination has this unique combination. 2019 is a watershed year as we embark upon the journey of re-focussing our brand, aligning our efforts and delivering life changing visitor experiences. We welcome all to be part of our exciting new vision!

Compelling Reason for Change

Canmore Kananaskis is at a crossroads. The region is already busy during peak visitation months, yet businesses struggle during the shoulder and off seasons to generate revenue and keep qualified staff. Growth in visitation is likely inevitable, so there is a need for a cohesive plan to deal with it. In order to retain its authenticity and maintain its attractiveness to visitors and residents, Canmore Kananaskis must act now to shape the future. There needs to be a purposeful and deliberate effort on the part of the community and businesses to find common ground and work toward a shared vison for tourism. Failure to take action and work collaboratively could result in over tourism and degradation of the core value proposition of the community. The impacts of this could include decreased quality of life for residents, negative environmental impacts and reduced viability for tourism businesses. If the region chooses to act proactively, it has an immense opportunity to become an iconic, internationally known destination and a leader in sustainable tourism development.

Vision for Tourism in Canmore Kananaskis 5 Year Vision – Together, we will be implementing a highly successful sustainable tourism program that will have captured the imagination of visitors and stakeholders. By 2024, Canmore Kananaskis will be fully committed to a triple bottom line approach to tourism development and this will be well received by visitors. A high degree of trust will have been built up between stakeholders and several high priority sustainable tourism development goals will have been achieved.

DRAFT 10 Year Vision – We will beDRAFT seen as a leader in sustainable tourism development! By 2029, Canmore Kananaskis will be seen as a leader in sustainable tourism development and visitors will be fully engaged in the brand. All stakeholders will be working as one cohesive unit and enjoying the rewards of a destination that has truly embraced a triple bottom line approach including high quality of life for residents, strong income for businesses and a commitment to environmental sustainability. Executive Summary 4 February 28, 2019 5 March 19, 2019 Committee of the Whole 1 p.m. Page 17 of 176 DRAFT

Visitors The Path to Sustainable Tourism Development Visitors will play a central role in realizing the potential of the vision. We know from our research that current customers of the region are a thoughtful, well-educated and affluent group that values authentic experiences. in Canmore Kananaskis It is expected that this segment would pay a premium to visit a destination that truly embraces sustainability. Through the community tourism strategic planning process, it became clear that various segments of the There needs to be a focused effort on developing eco-tourism product, sustainability measures and methods community have very different views about how to shape tourism development in the future. What also became to promote sustainable visitor behaviour. It is critical that the visitor feels part of the movement and actively clear is that there is wide spread agreement on the need for a sustainable approach. But what does that mean? participates in its realization. Who owns it? What are the real benefits?

Sustainability will be achieved by committing to the Businesses triple bottom line approach as a way to guide tourism Businesses could stand to benefit greatly from adopting a triple bottom line approach. If developed in the right development in Canmore Kananaskis over the next ten way, sustainability initiatives can reduce operational costs and drive revenue. It can also help attract highly years. It is the backbone of the vision and will be the fibre The Triple Bottom Line skilled and motivated workers that that are mission-driven. A successful sustainability program can also be used that holds together a strong and unifying strategic plan. Approach is the backbone as a selling tool to promote the destination year-round as a central part of the brand. Recognition gained from For a sustainable system to work, everyone needs to see of the vision and will be the the program can be further leveraged to gain valuable earned media exposure. themselves in it and all key players will be called upon to fibre that holds together a steer toward this common goal. Why will everyone do this? The simple answer is because all will benefit. All have strong and unifying strategic Governments a vested interest in driving towards sustainability because plan. On a daily basis, governments have the difficult job of balancing economic, social and environmental interests. there is inherent economic, social and environmental It is anticipated that if Canmore Kananaskis was successful in embracing a triple bottom line approach, the job benefit in it. The following describes how each segment of governing would be made easier. Governments are much more likely to invest in communities that cooperate of the community will participate and benefit from vs. compete, therefore if the region brought forward a thoughtful, logical and coordinated triple bottom line embracing this vision. approach, it is expected that governments would react favourably.

NGO’s Social Economic There are many groups operating in the region, each with a specific mandate to fulfill. It is anticipated that the vast majority of groups will embrace and actively participate in bringing this new vision to life. $ Residents The community engagement process identified sustainability as a major issue. The triple bottom line approach was tested with the public and received significant support. Residents will play an active role in welcoming DRAFT visitors and will be important brandDRAFT advocates moving forward. Environmental

Triple Bottom Line Approach

6 Draft Canmore Kananaskis Community Stategic Plan February 28, 2019 7 March 19, 2019 Committee of the Whole 1 p.m. Page 18 of 176 How Can this Change Happen? Conscious Travel describes the following steps to change:1

“It’s a demanding but beautiful journey that involves four distinct stages: 1. Meeting up - by forming a close community of adventurers that learn, work and grow together; 2. Waking up - being prepared to delve beneath the surface to root causes and look at challenges in a different way; 3. Growing up - by taking responsibility for the whole and committing to becoming better; 4. Stepping up - to implement a shared vision for tourism that works for all.”

At the present time, many individuals and organizations may be at the ‘Meeting Up” stage while others are further along the continuum. The change management and action plan sections of the strategy describe specific initiatives designed to move the entire destination toward the ultimate goal of “Stepping Up.”

DRAFT DRAFT

8 February 28, 2019 9 March 19, 2019 Committee of the Whole 1 p.m. Page 19 of 176 Goals Develop and promote outstanding visitor experiences that will position Canmore Kananaskis as a destination Acknowledge the importance of tourism in our of choice for those who seek to immerse themselves in community and commit to becoming proactive in its our authentic mountain lifestyle and vast wilderness. development. The tourism industry in Canmore Kananaskis has been operating without an At the present time, there are some in the community that do not fully realize the established DMO for the past two years. That said, the destination has remained impact that tourism has on the destination. The tourism economic impact analysis busy during the high summer season. Promoting the region’s outstanding visitor completed by the Town clearly identifies the economic value of this industry and experiences and developing new, niche products focused on the shoulder seasons will ensure Canmore Kananaskis becomes a destination of choice for travellers seeking an 4 the social opportunities and challenges are apparent in the daily lives of residents. Community leaders should make a strong statement declaring the importance of the authentic mountain experience throughout the year. 1 industry and back it up with concrete and proactive action.

Improve the physical infrastructure of Canmore and Build community-wide trust, collaboration, Kananaskis to enhance visitor experience, prepare for engagement and accountability in order to strengthen growth and improve quality of life for residents. the social infrastructure supporting tourism. Input from the community engagement process indicated a high degree of concern over the effects of tourism on municipal infrastructure. Congestion and infrastructure Due to a variety of factors, there may be a lack of trust among some organizations pressure will only increase as visitation increases; therefore, it is critical that action is and individuals in the community. At the core of this may be the belief among taken to protect and enhance Canmore and Kananaskis’ infrastructure. some that corporations are in Canmore and Kananaskis to generate wealth at the expense of quality of life for residents. However, through the consultation process 5 it became apparent that there is considerable common ground among all parties. Generally, corporations, residents and governments would like to see a sustainable framework in place that would encourage long term prosperity, high quality of life 2 and environmental stewardship. Tourism Canmore Kananaskis and its partners will need to work hard to build trust and understanding for a new framework to succeed.

Create a sustainable framework for tourism developmentDRAFT that will ensure long term economic, DRAFT social and environmental viability.

As identified through the strategic planning process, there appears to be wide spread agreement that sustainability is of critical importance to the success of the strategy. Community members support the triple bottom line approach that seeks common ground among its three pillars (social, environmental, economic). All solutions proposed need to consider the short, medium and long term impact on 3 sustainability.

10 Draft Canmore Kananaskis Community Stategic Plan 11 March 19, 2019 Committee of the Whole 1 p.m. Page 20 of 176 Target Markets for Canmore Kananaskis Experience Development Focus Moving Taking into account detailed visitor data found in this plan, and considering what inspires travel to Canmore Forward Kananaskis, the following target markets will be the focus moving forward. It is very clear from the market data and asset inventory analysis that there is a strong product/market match with several core Canmore Kananaskis should actively Domestic Target Market niche products. Topping the list is nature- pursue the development of unique Authentic Experiencers from Alberta and other parts of Canada who embrace the authentic mountain town based activities. As outlined in the strategy visitor experiences that will facilitate experience and vast wilderness that Canmore Kananaskis has to offer. section, visitors have a critical role to play in participating in activities that support a a powerful connection between the sustainable approach. Canmore Kananaskis visitor and nature. These experiences International Target Market should actively pursue the development of need to further connect the visitor unique visitor experiences that will facilitate a Authentic Experiencers and Free Spirits from the United States and overseas who embrace the authentic powerful connection between the visitor and to the sustainability efforts of the mountain town experience and vast wilderness that Canmore Kananaskis has to offer. nature. These experiences need to further destination. connect the visitor to the sustainability efforts of the destination. The offering should include a mix of experiences that appeal to a wide range of ability levels. Visitors should feel equally involved whether they are comfortable scaling a mountain to learn about the flora and fauna of the region or if they choose in- resort experiential activities that achieve the same objective.

Other product lines important to target markets and that align well with Canmore Kananaskis include the MICE sector (meetings, incentives, conferences and exhibitions), culture/history, dining/shopping, sport, and health/ wellness. It should be noted that for Authentic Experiencers, travel is not necessarily about escape but instead about personal development and learning. For this reason, all product lines should include experiential/learning components.

Top Experiences for Development 1. Nature and sustainability 2. MICE 3. Culture/history Experiential/Learning Focus 4. Dining/shopping 5. Sport DRAFT 6. Health/wellness DRAFT

12 TOURISM CANMORE KANANASKIS February 28, 2019 13 March 19, 2019 Committee of the Whole 1 p.m. Page 21 of 176 Strategy for Tourism Marketing Canmore Kananaskis will employ a market penetration strategy for its domestic market and a market development strategy for its international market. Market penetration focuses on deeper engagement of existing markets through the provision of existing product. Market development entails marketing existing products to market segments that are currently not highly engaged. The following points support this.

Market Penetration (Domestic Focus)

A. Strong Existing Markets – Edmonton, Calgary, Red Deer and their surrounding areas represent over half of Alberta’s population (more than 2.5 million people), and they are already engaged by the product offering in Canmore Kananaskis. Creating a deeper connection with this highly educated, affluent customer base will be important. In addition, furthering relationships with other Canadian markets will also be important.

B. Strong Existing Products– Canmore Kananaskis offers an outstanding tourism product that strongly resonates with Canada’s Authentic Experiencers. Communicating the story of Canmore Kananaskis and marketing the destination’s compelling tourism product to target markets is a high priority.

C. Need for Increased Visitation in the Shoulder and Off-Seasons – Canmore Kananaskis has expressed a need for increased visitation in the shoulder and off-seasons. The destination’s domestic market is currently highly engaged by the available product and travels to Canmore Kananaskis regularly throughout the year. Building upon this year-round interest in the destination will be important to satisfying this need.

Market Development (International Focus)

A. High Value Markets – On average, international visitors spend twice as much as domestic visitors in the Canadian Rockies (on a per person per night basis) and account for 50% of total visitor spending. Attracting this market during the need timesDRAFT of shoulder and off-seasons is a focus of the strategy. DRAFT

14 Draft Canmore Kananaskis Community Stategic Plan 2019 Canmore Community Tourism Stra- 15 March 19, 2019 Committee of the Whole 1 p.m. Page 22 of 176 Implementation The strategy proposes the following guiding principle for implementation and identifies roles in implementation.

Guiding Principle for Implementation

We will work together collaboratively with a sense of cooperation versus competition. We will communicate openly and honestly and be accountable to each other. Together we can realize our shared vision for tourism. Roles

Tourism Canmore Kananaskis – Takes the lead role in ensuring the strategy is moving forward in the most effective and cohesive manner. TCK is a renewed organization that is customer centric, inclusive and focussed on providing value for members and the community. TCK is committed to a destination management approach that considers tourism as an integrated and wholistic system that affects every aspect of the community.

Town of Canmore –A strong partner in ensuring the strategy is moving forward in the most effective and cohesive manner. The Town will partner in modeling the destination management approach and will play an integral role in implementation. The Town may also contribute to project-based or operational funding to support the plan.

Tourism Round Table (Existing Advisory Committee) – The Tourism Round Table is a multi-stakeholder group that acts as a forum for consistent communication, collaboration and idea sharing related to the development of the strategy. Funding the Plan The plan will be funded from a variety of sources including a membership levy, fee-for-service and grant Action Plan funding. The Action Plan identifies a series of specific initiatives that will assist Canmore Kananaskis in achieving its 5 and 10 year vision. Concerted effort will be required from the business community, governments, NGO’s, residents Conclusion and visitors to achieve the goals put forward by this strategic plan. If you are inspired by the vision and would like The Canmore Kananaskis Community Tourism Strategic Plan lays out a strategic direction that will advance the to contribute to implementation, please contact Tourism Canmore Kananaskis to get involved. Destination toward its bold vision to become a leader in sustainable tourism development. There is much work DRAFT to be done to align efforts and DRAFTtackle challenges; however, the Region is in a position of strength with outstanding tourism product, engaged markets, a strategic location and energized stakeholder groups. By coming together as a team and committing to a triple bottom line approach, the future will include a high quality of life for residents, strong income for businesses and a commitment to environmental sustainability.

16 TOURISMDraft Canmore CANMORE Kananaskis KANANASKIS Community Stategic Plan 2019 Canmore CommunityFebruary Tourism 28, 2019Stra- 17 March 19, 2019 Committee of the Whole 1 p.m. Page 23 of 176 Community Overview Located in the Rocky Mountains, Canmore Kananaskis has stunning mountain vistas and a host of unique attractions that offer visitors an authentic mountain experience in a beautiful natural environment. In order for Canmore Kananaskis to continue to be a sought-after destination, there is a growing need for aligned stakeholders to take on the challenges facing the community and its tourism industry. This need has initiated a process to develop a community tourism strategy and to complete a business plan that will help grow Tourism Canmore Kananaskis (TCK) as an essential organization in destination management.

Project Objective The objective of the Canmore Kananaskis Community Tourism Strategic Plan is twofold:

1. To develop a comprehensive Community Tourism Strategic Plan that will create a shared vision and provide clear direction for moving the destination towards its goals. 2. The re-establishment of a sustainable Destination Management Organization in Canmore Kananaskis.

DRAFT DRAFT

Project Overview 18 2019 Canmore CommunityFebruary Tourism 28, 2019Stra- 19 March 19, 2019 Committee of the Whole 1 p.m. 01 Page 24 of 176 Project Team Members Overview of Research The Project Steering Committee was established to oversee the project and provide inspiration for the development A variety of primary and secondary research activities were conducted to develop the plan. Secondary research of a shared vision for tourism in Canmore Kananaskis. Below is a list of Steering Committee representatives. was gathered from the Town of Canmore, Travel Alberta, Alberta Culture and Tourism, Alberta Parks and other sources. Primary research was gathered through an online survey of residents and stakeholders, one-on-one interviews and in-person input sessions.

Project Steering Committee A. Interviews Conducted: 1. Town of Canmore – Mayor John Borrowman Organization Representatives 2. Town of Canmore – Lisa De Soto 3. Town of Canmore – Eleanor Miclette Committee Members Andrew Shepherd – Chair, Tourism Canmore Kananaskis; General 4. Canmore Hotel and Lodging Association – Andrew Manager, The Malcolm Hotel Shepherd Rob Seeley – Councillor, Town of Canmore 5. Canmore Business Improvement Area – Beth Vandervoort Dave Rodney – Executive Director, Tourism Canmore Kananaskis 6. Bow Valley Chamber of Commerce – Janet Nystedt Karen Fennell – Marketing Manager, Tourism Canmore Kananaskis 7. BOWDA – Ron Rempel Eleanor Miclette – Manager of Economic Development, Town of 8. Alberta World Cup – Norbert Meier Canmore 9. Kananaskis Outfitters – Claude Faerden Ashley Kalk – Tourism Development Officer – Product Development, 10. Uncorked Experiences Ltd. – Andrew Nickerson Tourism and Recreation Division, Alberta Culture and Tourism 11. Canmore Nordic Centre – Michael Roycroft Cameron Spence – Manager, Experience Development, Travel Alberta 12. Rocky Mountain Outlook – Tanya Foubert (invited) 13. Tourism Canmore Kananaskis – Dave Rodney Consultant Team Justin Rousseau – Expedition Management Consulting Ltd. 14. Tourism Canmore Kananaskis – Karen Fennell Maxwell Harrison – Expedition Management Consulting Ltd. 15. Stoney Nakoda First Nations – (invited) 16. Kananaskis Improvement District - Kieran Dowling 17. Municipal District of Bighorn – Martin Buckley 18. Travel Alberta – Royce Chwin 19. Travel Alberta – Cameron Spence 20. Banff Lake Louise Hospitality Association – Darren Reeder Process 21. Banff Lake Louise Tourism The Canmore Kananaskis Community Tourism Strategy project included five, interconnected phases as described 22. Tourism Jasper – James Jackson below. 23. Tourism Lethbridge – William Slenders 24. Tourism Calgary – Marilyn Bell 25. Alberta Environment and Parks – Debbie Mucha 26. Alberta Environment and Parks – Mark Storie (invited) 27. Alberta Culture and Tourism – Chris Heseltine DRAFTPhase 3 28. Alberta Culture and TourismDRAFT – Roger Kramers Phase 4 Phase 5 Phase 2 Destination Phase 1 Draft Strategy Final Strategy 29. Tourism Impact Services – Robert Chappell Asset Inventory Analysis and Project Startup and Associated and Associated 30. Green Step Solutions – Angela Nagy and Consultation Opportunity Documents Documents Assessment

20 TOURISMDraft Canmore CANMORE Kananaskis KANANASKIS Community Stategic Plan 2019 Canmore CommunityFebruary Tourism 28, 2019Stra- 21 March 19, 2019 Committee of the Whole 1 p.m. Page 25 of 176 B. Meetings Conducted: 1. Committee Meeting #1 Date: September 26, 2018 Purpose: Establish goals and priorities for the project. 2. Sub-Committee Meeting #1 Date: October 16, 2018 Purpose: Confirm the workplan and prepare for the Tourism Strategy Workshops. 3. Sub-Committee Meeting #2 Date: November 1, 2018 Purpose: Provide an update on the project. 4. Public Workshops (Round 1) Date: November 1, 2018 Purpose: Inform the public and stakeholders of the process, gain input on opportunities and challenges, gain input on a future vision for tourism development. 5. Public Workshops (Round 2) Date: November 28, 2018 Purpose: Collect public and stakeholder feedback on the key themes identified from the first Tourism Strategy Workshop. Discuss function of TCK. 6. Sub-Committee Meeting #3 Date: December 21, 2018 Purpose: Provide an update on the project. 7. Committee Meeting #2 Date: January 23, 2019 Purpose: Review the Preliminary Options Report 8. Committee Meeting #3 Date: February 22, 2019 Purpose: Review the Draft Strategy and Associated Documents 9. Public Workshop #3 (upcoming) Date: March 13, 2019 Purpose: Review the Draft Strategy

C. Surveys Administered: 1. Canmore Kananaskis Community Tourism Strategy Survey (N = 187)

D. Documents Reviewed: 1. Strategies, business plans and other documents from Tourism Canmore Kananaskis 2. Strategies, business plans, budgets and bylaws from comparative DMO’s 3. Tourism research and visitationDRAFT statistics from Alberta Culture and Tourism and other provincial sources DRAFT 4. Internal planning documents from stakeholders See Appendix D for a detailed list of resources. Internal Analysis 02

22 TOURISMDraft Canmore CANMORE Kananaskis KANANASKIS Community Stategic Plan 23 March 19, 2019 Committee of the Whole 1 p.m. Page 26 of 176 Canmore Kananaskis is known for its outstanding mountain scenery, world-class outdoor opportunities, Kananaskis Country boutique shops, local restaurants and cafes, and expansive wilderness; all just one hour west of Calgary. The 2 region combines two distinct areas: Canmore and Kananaskis Country. Kananaskis Country is 4,000 km of wildlands and has long been regarded as Calgary’s backyard. Kananaskis includes nine provincial parks and over 50 recreation, wilderness and natural areas that are part of the Alberta’s parks and protected area system. It has world-class golf courses, an Olympic alpine ski resort, an Olympic Nordic Canmore Centre, and Kananaskis Village boasts outstanding hotels, spas and shops.4 Canmore is where visitors come to "live" the mountain lifestyle residents enjoy every day. It is home to Olympic athletes, accomplished mountaineers, artists, entrepreneurs, and people from all walks of life. The Alberta government commissioned a study to estimate the economic impact of tourism in Kananaskis Located just over 90 km west of Calgary and 25 km east of Banff, Canmore offers tremendous access to the Country prior to the flood in 2013 that damaged infrastructure and tourism assets, including the Kananaskis Canadian Rockies.2 Country Golf Course. The study estimated over 1.1 million visits to Kananaskis Country in 2011. Kananaskis generated $194.2 million in tourism expenditures, which were primarily spent on accommodation, followed Tourism is the key industry in Canmore. While the sector is responsible for many social and economic benefits, by food and beverage, then private auto. There were over 3,000 full-time equivalent jobs as a result of tourism tourism also presents challenges. In recognition of this, the Town of Canmore collaborated with the expenditures in Kananaskis Country; generating over $125.4 million in wages and salaries. The total tax revenue municipalities of Banff and Jasper on an economic impact study of the three tourism communities that in 2011 at all three levels of government was estimated at $117.2 million.5 make up Alberta’s Canadian RockiesDRAFT destinations. The study estimated that in 2015 Canmore generated DRAFT an estimated $344.9 million in tourism expenditures. 31% was spent on food and beverage, followed by Canmore Kananaskis draws millions of visitors annually and the population of Canmore continues to grow with 25% on accommodation. Over 5,000 Albertans had permanent jobs as a result of these tourism new residential and vacation home developments. There are a number of challenges the region must face as it expenditures in Canmore, generating over $200 million in wages and salaries. Most of these jobs were in readies for the expected growth. Canmore, making tourism a top employer in the community (e.g. employment in accommodation, trades, other services, travel and entertainment, and transport). The total tax impact of tourism in Canmore was approximately $164 million ($105 million to the federal government; $54.1 million to the province, and $4.9 to local governments).3

24 TOURISMDraft Canmore CANMORE Kananaskis KANANASKIS Community Stategic Plan 2019 Canmore CommunityFebruary Tourism 28, 2019Stra- 25 March 19, 2019 Committee of the Whole 1 p.m. Page 27 of 176 Access (Roads and Highways) Challenges Facing Tourism Development in An increase in both residents and visitors will also mean increased pressure on municipal roads and provincial highways. In Canmore and Kananaskis Country, access and egress on major routes is an issue at peak times and Canmore Kananskis the railway through the Town of Canmore’s core exacerbates the problem. Kananaskis is accessed by one paved Challenges facing tourism development in Canmore Kananaskis are centered around six main themes including provincial highway (Highway 40) and parking and visitor amenities are overextended at peak times. funding a tourism community, affordable housing, urban development, access, environmental impacts and a collective vision for the future. Environmental Impacts Increased visitation leads to greater strain on the natural resources that support daily living in Canmore and Funding a Tourism Community Kananaskis Country. As visitors and residents consume resources through their activities, there are impacts on The Town of Canmore serves a permanent population of approximately 14,000 residents and a non-permanent the environment, such as increased greenhouse gas emissions contributing to climate change, a greater amount population of 3,890.6 However, basic municipal services like water, wastewater, transit, parking and urban of garbage/recycling produced, and more waste water. They also put more pressure on the mountain ecosystem infrastructure support an effective population 68% higher than the permanent population. This meansthe and the wildlife that make their homes there. Fauna such as bears, cougars and elk are forced to navigate a municipality delivers basic services to an effective population of 23,500 on a tax base of only7 14,000. The network of wildlife corridors and habitat patches in an increasingly crowded Bow Valley Corridor. municipality currently has limited options to generate additional revenue. Provincial infrastructure funding is based on the resident population and municipal taxes cannot account for the visitor population.8 Canmore is Stewardship of the environment is one of the guiding principles for the community and the municipal working with the Towns of Banff and Jasper to advocate for provincial recognition of tourism-based communities government.19 There is a desire to show environmental leadership and sustainability; however, there are clearly and the revenue-generating tools needed to maintain and develop high quality infrastructure expected of a diverse voices and visions for Canmore Kananaskis, including opposition to developments that propose growth. world-class destination.9 Collective Vision for the Future Affordable Housing In November 2018, the Town of Canmore voted to support Calgary’s bid on the 2026 Olympic and Paralympic Canmore has the second lowest municipal tax rate in Alberta.10 This tax rate is attractive to investors; however, Games. This decision was based on community support and alignment with Council’s strategic priorities, second homes and recreational properties drive up property values. The average home in Canmore in 2017 was including legacy opportunities for affordable housing, additional flood mitigation, and improvements to barrier- 20 over $730,00011 and the community ranks at the top of the least affordable housing markets in Alberta, based free and accessibility. To support the Olympic bid, Canmore was pursuing opportunities to enhance the Nordic on a price-to-income ratio.12 Centre and make improvements to the event and celebration spaces in the downtown core. While the bid did not live past the Calgary plebiscite, in which 56% of Calgary’s were opposed to hosting the games, it did spark High real estate prices contribute to a lack of affordable housing. This is a problem because affordable housing conversations in Canmore around the vision for the community and its future. is needed to attract and retain seasonal and long-term employees in the tourism and hospitality sector. The The Canmore Kananaskis area is also home to a broad spectrum of business interests, environmental groups, Canmore Community Housing Corporation has created around 200 affordable housing units, but this is well community organizations, dedicated citizens and regional partners that all have a stake in tourism development. 13 under the estimated 1,000 units needed to meet needs. Programs such as Perpetually Affordable Housing are Encouraging ongoing communication and collaboration between operators, Alberta Parks, TCK, Town of Canmore a part of the solution, and the Town continues to seek options to increase the housing stock. Business owners and other impacted groups promote alignment and allow the groups to leverage off of each others’ strength. A also play an important role in alleviating the problem through the provision of employee housing. collective vision is needed so Canmore Kananaskis can be proactive instead of reactive to shaping growth. Urban Development The Town of Canmore is projected to cap growth at 30,000 to 35,000 residents.14 Current developments within the Town limits, such as Silvertip and DRAFTThree Sisters, would add a mix of residential, hotel, commercial and office/ industrial. The proposed Three Sisters Smith Creek development alone is expected to add up to 4000 new DRAFT residents at build out.15 Developments outside the Town’s jurisdiction (and tax base) will house residents and visitors who will look to Canmore for services. For example, River’s Bend in the Hamlet of Deadman’s Flats, which is in the M.D. of Big Horn, is marketed as “just 7 minutes to downtown Canmore”.16

Development in Kananaskis Country is tightly controlled and larger scale developments that would threaten the social, economic and environmental integrity of the park are either strongly discouraged or prohibited in many locations.17 In general, the main priority for this area is to maintain the environment/landscape and water quality, followed by ensuring access for recreational, research and small scale development opportunities.18

26 TOURISMDraft Canmore CANMORE Kananaskis KANANASKIS Community Stategic Plan February 28, 2019 27 March 19, 2019 Committee of the Whole 1 p.m. Page 28 of 176 Economic Diversification Current Initiatives The Town of Canmore has taken steps to promote growth within four priority sectors to help diversify the The Town of Canmore has taken steps to address some of the challenges above. The following descriptions local economy. These sectors include health and wellness, food and beverage, education and creation culture summarize these initiatives.21 multimedia. Each of these sectors have relevance to tourism development and can support the objectives of this strategy. Canmore Affordable Housing Initiatives The Canmore Community Housing Corporation (CCHC) is a non-profit corporation wholly owned by the Town of Community Grants Canmore and governed as an arm’s length organization. Established in 2000, CCHC supports a more sustainable The Town of Canmore Community Grants Program was established to provide funding to Canmore-based not- community by providing a range of housing that is appropriate and affordable for the community’s needs. The for profit societies and community organizations for projects that benefit residents of Canmore and enhance organization does this through research, education, advocacy and their Perpetually Affordable Housing (PAH) community programming in accordance with the Town of Canmore’s vision, goals, and strategic priorities. The program. objectives of the grants are to increase the capacity of local groups by providing occasional support for their efforts. The Town of Canmore Community Grant Program is intended to provide up to 50% of the total expenses for one-time, project-based initiatives. Palliser Trail Upgrades Palliser Trail has been identified as an important link in Canmore’s network of walking and cycling infrastructure. The area is also seeing increased development, and the Town has prioritized making improvements to the transportation infrastructure along this corridor, to connect it with the Town Centre and other community amenities.

Integrated Parking Management Plan The Town of Canmore commissioned a report to evaluate potential parking management strategies suitable for Canmore’s Town Centre. The plan describes factors to consider when selecting and implementing strategies, including their benefits, costs, implementation requirements, obstacles, and ways to overcome those obstacles. It recommends a set of strategies to be included in an integrated parking management program.

Integrated Transportation Plan 2018 Update In 2018, the Town of Canmore updated their Integrated Transportation Plan. The plan guides transportation decisions and influences land use by identifying transportation infrastructure requirements and policies needed to attain the community’s vision and goals for economic growth.

Human-Wildlife Coexistence In 2018, a report was developed by a multi-stakeholder group to provide direction on the sustainable management of human-wildlife interactions in the Bow Valley. Six key areas for improving human-wildlife coexistence were identified, including trans-boundary management, wildlife in developed areas, habitat security, food conditioning and habituation, people compliance,DRAFT and wildlife management. DRAFT Downtown Revitalization Plan In the Fall of 2019, the Town of Canmore is planning to develop a downtown revitalization plan.

28 TOURISMDraft Canmore CANMORE Kananaskis KANANASKIS Community Stategic Plan 29 March 19, 2019 Committee of the Whole 1 p.m. Page 29 of 176 Strategic Alignment Analysis Tourism Supply Investment has been made by the Town of Canmore and private organizations in plans and policies that impact To support the strategic plan process, a tourism asset inventory was completed. The following discussion tourism development. The development of a Tourism Strategic Plan for Canmore Kananaskis was found to be in summarizes the key findings. The full inventory can be accessed here. alignment with several existing strategies and plans in the region. Figure 1 provides a summary of key linkages related to the project. Defining a Tourism Asset Figure 1. Strategic Alignment of Tourism Development in Canmore Kananaskis For the purposes of this study, tourism assets are goods or services that serve visitors and shape meaningful, memorable travel experiences. It is recognized that tourism assets are also used by residents. The Canmore Canmore Sustainable Economic Development Canmore Municipal Development Plan (2016) Kananaskis’ tourism asset categories are: and Tourism Strategy (2009) • A comprehensive document covering all • Transportation (e.g. air, rail, ground transport, trails and pathways) • Informs sustainable economic and tourism aspects of development, including tourism. • Accommodation (e.g. hotels, motels and inns, lodges and cabins, campgrounds, hostels, guest ranches, bed development in Canmore. Specifically states the goal of facilitating more and breakfasts) opportunities for recreation and tourism. • Entertainment and Recreation (e.g. events/festivals, outdoor activities, arts and attractions) • Food and Beverage (e.g. restaurants, cafes, pubs, breweries, catering) Town of Canmore Tools for the Future (2017) Canmore Recreation Master Plan (2016) • Retail (e.g. speciality stores, gift stores) • Identifies residents’ concerns about becoming • Discusses strategies and planning for sport • Travel Services (e.g. travel agencies, tour operators, wholesalers, visitor information services) a high-traffic resort community. tourism which is viewed as an important • Sharing Economy (e.g. peer-to-peer accommodation, peer-to-peer travel experiences, rideshare) aspect of tourism and the economy. Rather than focus on services commonly found in a full-service community, the study focuses on assets that directly serve visitors and support the visitor economy. The following summarizes key findings. Town of Canmore Long Term Financial Strategy Environmental Sustainability Action Plan (2013) (2018) • Guiding document for sustainable economic • Planning for infrastructure that will help development and developing tourism strategy support the Town’s tourism industry. in alignment with environmental goals. Accomodation Canmore Kananaskis has a strong mix of accommodation providers. There are approximately 124 fixed-roof Town of Canmore Strategic Plan (2018) Integrated Parking Management Plan (2018) and properties, including hotels (36), condo hotels/private dwellings/tourist homes (56); bed and breakfasts (31), • States strategic priorities which will impact Integrated Transportation Plan (2018) hostels (3); and lodges/cabins (6). There is a total of 2,324 hotel rooms in Canmore and 317 in the Village of tourism development. Goals and priorities • Encourages different modes of transportation Kananaskis. The average daily room rate in peak season is $301.56, which contributes to the attractiveness of cover community, transportation, livability, and infrastructure design to mitigate peer-to-peer accommodation like Airbnb (average daily rate of $181). Illegal short-term rentals are an issue, sustainability, economy, and wildlife co- congestion from vehicles and promote though. There are only a few areas in the community where this type of use is allowed and home and condo unit existence. visitation to downtown areas. owners occasionally do not comply with restrictions.22

There are 76 campgrounds in the region with a total of 3,503 campsites. The majority of these campsites are Various Area Structure and Development Plans (2000-2018) located in Kananaskis. Sites include unserviced, serviced, walk-in and backcountry. Visitors can enjoy comfort • Provides the framework for environmentally responsible development for eco-tourism. camping at the privately-run Sundance Lodges in Kananaskis. There are also equestrian campgrounds, group • Resort centre development plans as well as affordable housing for residents who are important to the camping areas, and sites open for winter camping. tourism economy. DRAFT Kananaskis is a leader in barrier-freeDRAFT facilities, making the Canadian Rockies accessible for persons with Unlocking the Potential of Canada’s Visitor Economy (2018)* disabilities, seniors and their families. William Watson Lodge located in Peter Lougheed Provincial Parkhas • Identifies tourism as one of Canada’s largest economic drivers. accessible picnic sites, cabins (22), campsites (11) and a comfort camping hut (1), as well as access to more than • Identifies five key challenges facing tourism in Canada, including: demand is concentrated, access is 20 km of barrier-free trails. difficult, labour is in short supply, investment is lacking, and governance is not integrated. • Demonstrates the opportunity to dramatically grow the tourism sector by generating excitement around nature-based attractions, showcasing unique cultural experiences in smaller urban centres, and elevating existing major urban centres. *In lieu of a provincial strategy for tourism, this national level document has been used to identify alignment. 30 TOURISMDraft Canmore CANMORE Kananaskis KANANASKIS Community Stategic Plan 2019 Canmore CommunityFebruary Tourism 28, 2019Stra- 31 March 19, 2019 Committee of the Whole 1 p.m. Page 30 of 176 Food and Beverage There are approximately 82 food and beverage establishments in Canmore Kananaskis, with a number of local independent options in the downtown district. Even food or coffee on the go in Canmore can be local. Visitors seeking familiar franchises will find them too. Canmore Kananaskis has a growing reputation for itsdining experiences, as celebrated by the Canmore Uncorked Food and Drink Festival and Canmore Food Tours. From local ingredients to world flavours, there are plenty of options in Canmore. There are also two local breweries, the Canmore Brewing Company and The Grizzly Paw. Both are well-known parts of Alberta’s craft beer scene. Dog lovers can even pick up fresh handmade cookies at Mut Hut, the local pet bakery.

Experience Providers Visitors choose Canmore Kananaskis for the mountains and the outdoor experiences. Many visitors come fully independent with all the outdoor gear and skill they need. Others look to hire experience providers to access opportunities. Experience providers in Canmore Kananaskis sell guided experiences to visitors across a range of activities, including: • Alpine skiing • Mountain biking • Canoeing/kayaking • Nature interpretation • Caving • Nordic skiing • Dog sledding • Photography • Fishing and fly fishing • River floats and white-water rafting • Heli-hiking / sightseeing • Rock and ice climbing • Hiking/backpacking • Snowshoeing • Horseback riding and pack tours • Stand up paddle boarding • Hunting • Ice hockey • Mountaineering and ski mountaineering

Other experience offerings include: • Brewery tours • Destination weddings • Comfort camping • Golf tours • Distillery tour • Japanese-speaking tours • Food tours • Yoga

Some experience providers are owner/operators who deliver the guided experience themselves, whereas others are small businesses with staff and seasonal guides. Experience providers may sell direct to visitors or have a contractual relationship with the travel trade that packages tours for Canadian and overseas markets. Canmore Kananaskis has some of Alberta’s bestDRAFT market-ready and export-ready tourism product, including products DRAFT that are recognized by Destination Canada as Canadian Signature Experiences (e.g. Canadian Hockey Player Experience, Mount Charles Stewart Heli-Hike, Mushing in the Rockies, and Rat’s Nest Cave Tour).23

32 TOURISMDraft Canmore CANMORE Kananaskis KANANASKIS Community Stategic Plan 33 March 19, 2019 Committee of the Whole 1 p.m. Page 31 of 176 Sport Tourism Canmore Kananaskis has world-class sport and recreation facilities that position it as a high-performance sport tourism destination. The Canmore Nordic Centre was built to host the cross-country ski and biathlon events for the 1988 Calgary Winter Games is located 1.5 km from downtown Canmore in the Canmore Nordic Centre Provincial Park. From 2004 to 2008, the facility was redeveloped to meet international Nordic competitive standards.24 The centre holds national training camps for Canada’s biathlon and cross-country ski teams, hosts local, provincial, national and international competitions, and its trails are used year-round by residents and visitors for Nordic skiing, hiking and biking.25

Nakiska Ski Area is 55 km southeast of Canmore and 5 km north of Kananaskis Village in Evan-Thomas Provincial Recreation Area. Nakiska is the official training centre of Alpine Canada and hosts international teams for early- season training camps. With continued enhancements to snowmaking, high-speed quads, and ski trails, Nakiska is a venue of choice for world cups and international competitions.26

Festival and Events Canmore Kananaskis hosts festivals and events that draw residents and visitors. Community and tourism events share the common goal of celebrating the authentic mountain lifestyle, as seen in the mix of events like trail running, mountain biking, Nordic skiing, and alpine sports.27 Canmore has worked to add a community festival atmosphere to sporting events like World Cups, and regional visitors come specifically to Canmore for cultural events like the Canmore Folk Music Festival, Canmore Highland Games, Celtic Festival and activities on Canada Day and National Indigenous Peoples Day.

Art and Theatre Canmore has a strong visual and performing arts scene. The community arts centre, artsPlace Canmore, offers live music and theatre performances, film screenings, art exhibits and classes. It maintains an arts directory, useful for event planners looking to book local talent for conferences, weddings and events.28

Canmore has an impressive number of art galleries (16). Galleries in the walkable downtown core showcase local, Indigenous and Canadian works in oil, acrylic, photography, glass, stone, bronze, silver and clay. The galleries are diverse. Lifeways Canmore, for example, is a social enterprise shop and gallery space showcasing the works of local First Nations artists, while All in the Wild features wildlife photography by Jason Leo Bantle (his other galleries are in Toronto, Niagara-on-the-Lake, Banff and Saskatoon). Many of the galleries have artists demos and events open to residents and visitors. Visitors can also shop for art in the Village of Kananaskis. The Berg Gallery DRAFT features artwork from 15-notedDRAFT Canadian artists. Shopping The Town of Canmore has all the amenities of a community with a growing, urban population. Visitors can purchase food, fuel and supplies at familiar retail chains, grocery stores and gas stations. They can find their favorites brands and gear in a number of outdoor shops (20), and there are various stores that offer mountain and Canadian-inspired home decor, gifts and souvenirs (22). Visitors to Kananaskis will find basic amenities to luxury goods at the Village of Kananaskis. The Fortress Junction Service station is the only gas station in Kananaskis. The campground stores also have convenience and outdoor items.

34 2019 Canmore CommunityFebruary Tourism 28, 2019Stra- 35 March 19, 2019 Committee of the Whole 1 p.m. Page 32 of 176 Visitor Services Canmore Kananaskis has two visitor information centres. The Travel Alberta Visitor Information Centre is Community Engagement Results conveniently accessed just off Highway 1 in Canmore. Staff provide trip counselling services and referrals. They As an input into the process, Canmore Kananaskis residents and stakeholders were engaged through a variety of primarily help visitors book experiences (35%), attractions (25%), followed by restaurants (16%), campgrounds consultation activities, including an online survey, one-on-one interviews and facilitated workshops. The findings (16%) and accommodations (8%).29 These bookings likely reflected the popular destinations for visitors, including from these engagement activities are described in this section (see Appendix A for more information). It should Banff, Lake Louise, Jasper, as well as attractions in Canmore Kananaskis. Barrier Lake Visitor Information Centre be noted that the results of the online survey are not statistically significant, but the input provides important is located in Kananaskis Country. Staff provide visitors with information and recommendations on campgrounds, context to the report. hiking trails, experiences and area attractions. Visitors can also get visitor information, recommendations and booking support from hotel concierge. Summary of the Online Survey (N = 187) Residents and stakeholders were surveyed to collect input that will support the Community Tourism Strategic Meeting, Wedding and Convention Facilities Plan. Respondents were asked to fill out an online survey, which ran from November 1 – 22, 2018. A link to the Canmore Kananaskis properties are well equipped for the small to medium sized Meetings, Incentives, survey was posted on local websites and promotion occurred through TCK’s social media channels, as well as a Conventions and Exhibitions (MICE) market. Properties can host conferences, business meetings and weddings direct email invitation to TCK’s database. In total, 187 responses were collected. The majority of respondents of various budgets and sizes. Canmore-based businesses that support the MICE market include wedding and were residents (69%), followed by businesses (24%), government (2%), and NGO (2%). The main findings from event planning (23), photography (73), catering (12), and travel/tour services (85). Located a one-hour drive from Calgary, properties in Canmore Kananaskis offer attractive pricing and all the mountain views without the additional national park fees. At present time, Canmore is lacking a large conference facility that can host larger conferences and drive visitation in the shoulder seasons.

DRAFT DRAFT

36 TOURISMDraft Canmore CANMORE Kananaskis KANANASKIS Community Stategic Plan 37 March 19, 2019 Committee of the Whole 1 p.m. Page 33 of 176 Respondents were asked to identify the most important issues they believed the strategy should focus on. Respondents were also asked to summarize their vision for tourism in five words or less. The first theme that The top three issues that were identified included Environmental Sustainability (56.7%), Affordable Housing emerged was the importance of providing an authentic experience (i.e. the soul of Canmore with its natural (46.0%) and Creating a Sustainable Funding Model for Destination Management and Marketing (33.7%). The beauty and simplicity). There were also two important conflicting themes – that of expanding tourism, especially least important issues to respondents were Growing Visitation During the Peak Season (0.5%), Clarity on Target internationally, and also of ceasing the expansion of tourism altogether. There is some clear frustration with Markets (4.3%) and Affordable Options for Visitors (5.9%). tourism in Canmore Kananaskis that has driven some residents to demand less tourism. The issues seem to stem from overcrowding, commercialization, and affordable housing. There are also many on the other side of the Question 2. As we begin developing the tourism strategy for Canmore Kananaskis, what do spectrum who wish to expand tourism and make Canmore Kananaskis a world-class destination. you think are the top 3 issues we should focus on? You may select up to 3 options. Respondents were asked to comment on the areas TCK should focus on in the first five years. The most commonly chosen focus areas were stakeholder engagement, collaboration, and communication (40.8%), building the Canmore Kananaskis brand (34.1%), and industry training and education (31.3%). The least chosen services included producing tourism events (13.4%), tourism product development (15.1%) and advocacy for the tourism industry (17.9%). 56.7% Question 7. Tourism Canmore Kananaskis is in the process of re-establishing itself as the official destination management organization for Canmore Kananaskis. In your view, what 46.0% are the primary services this organization should focus on in the first 5 years of operation? You may select up to 3. 40.8% 33.7% 32.6% 28.9% 34.1% 23.5% 31.3% 16.6% 13.9% 26.8% 11.2% 8.0% 8.0% 23.5% 5.9% 4.3% 19.6% 0.5% 17.9% 17.3% 15.1% 13.4%

5.6% future of tourism Other (please specify) Clarity on target markets Expanding visitorImproving experiences visitor amenities Affordable Environmentaloptions for visitors Sustainability Creating a shared vision for the

Growing visitation in the off seasons . . . Creating a sustainable funding model for . . . DRAFT DRAFT Role clarity andAffordable collaboration housing in fordestination tourism sector . . . workers Promotion of Canmore Kananaskis as a world . . . Controlling visitation in the peak season (Summer) Don’t know/Refused Growing visitation in the peak season (Summer) . . . Other (please specify) Producing tourism events Tourism product development First point of contact for visitors Industry training and education Advocacy for the tourism industry Tourism advertising and promotions Building the Canmore Kananaskis brand Stakeholder engagement, collaboration, . . .

Leadership and mentorship for tourism operators

38 Draft Canmore Kananaskis Community Stategic Plan February 28, 2019 39 March 19, 2019 Committee of the Whole 1 p.m. Page 34 of 176 Key Themes from In-Person Community Engagement 14 key themes were identified through input gathered from the public sessions, one-on-one interviews with identified stakeholders and consultation with the project Committee.

Key Themes

1. Tourism is the primary driver of economic activity in Canmore Kananaskis. Our economic and social prosperity depends on a healthy local tourism industry. 2. Growth in the Canmore Kananaskis tourism industry is a certainty. We choose to shape it rather than hide from it. 3. Tourism is of interest to the entire community; therefore, we require community-wide input into its development. 4. There is a need to move to a destination management mindset that sees tourism as a holistic, integrated system that affects every aspect of community life. 5. We need a sustainable funding model for destination management that ensures long term investment certainty. 6. All businesses, organizations and individuals who benefit from tourism should share in the costs needed to support the industry. 7. Our brand is based on respect for the environment, celebrating our authentic mountain lifestyle and sharing our history. We must protect, feed, nurture, share and celebrate the “soul” of this place. 8. Our tourism industry is only as strong as the people who contribute to it. We need to keep our region open and inclusive by ensuring attractive and affordable living options are available to residents and workers, and by ensuring individuals of all ability levels can experience our region. 9. We must work together collaboratively with a sense of cooperation versus competition. Together we can realize our shared vision for tourism. 10. We will work with our regional partners including Banff, Calgary, Stoney Nakoda, Alberta Parks, Kananaskis Improvement District and the MD of Bighorn to reach complimentary objectives. 11. Canmore and Kananaskis are stronger together and must work together to offer more choice and diversity for visitors. DRAFT 12. We will identify niche marketsDRAFT and encourage visitation from those who value our region and its unique attributes. 13. We need to invest in infrastructure, transit and product that benefits investors, tourists and residents alike. 14. We will focus our efforts on growing visitation during the shoulder seasons and mid-week.

40 2019 Canmore CommunityFebruary Tourism 28, 2019Stra- 41 March 19, 2019 Committee of the Whole 1 p.m. Page 35 of 176 Compelling Reason for Change

10 Year Vision – We will be seen as a leader in sustainable tourism development!

By 2029, Canmore Kananaskis will be seen as a leader in sustainable tourism development and visitors will be fully engaged in the brand. All stakeholders will be working as one cohesive unit and enjoying the rewards of a destination that has truly embraced a triple bottom line approach including high quality of DRAFT life for residents, strongDRAFT income for businesses and a commitment to environmental sustainability.

Vision and Goals 42 February 28, 2019 43 March 19, 2019 Committee of the Whole 1 p.m. 03 Page 36 of 176 Visitors The Path to Sustainable Tourism Development Visitors will play a central role in realizing the potential of the vision. We know from our research that current customers of the region are a thoughtful, well-educated and affluent group that values authentic experiences. in Canmore Kananaskis It is expected that this segment would pay a premium to visit a destination that truly embraces sustainability. Through the community tourism strategic planning process, it became clear that various segments of the There needs to be a focused effort on developing eco-tourism product, sustainability measures and methods community have very different views about how to shape tourism development in the future. What also became to promote sustainable visitor behaviour. It is critical that the visitor feels part of the movement and actively clear is that there is wide spread agreement on the need for a sustainable approach. But what does that mean? participates in its realization. Who owns it? What are the real benefits?

Sustainability will be achieved by committing to the Businesses triple bottom line approach as a way to guide tourism Businesses could stand to benefit greatly from adopting a triple bottom line approach. If developed in the right development in Canmore Kananaskis over the next way, sustainability initiatives can reduce operational costs and drive revenue. It can also help attract highly ten years. It is the backbone of the vision and will be the The Triple Bottom Line skilled and motivated workers that that are mission-driven. A successful sustainability program can also be used fibre that holds together a strong and unifying strategic Approach is the backbone as a selling tool to promote the destination year-round as a central part of the brand. Recognition gained from plan. For a sustainable system to work, everyone needs of the vision and will be the the program can be further leveraged to gain valuable earned media exposure. to see themselves in it and all key players will be called fibre that holds together a upon to steer toward this common goal. Why will everyone do this? The simple answer is because all will strong and unifying strategic Governments benefit. All have a vested interest in driving towards plan. On a daily basis, governments have the difficult job of balancing economic, social and environmental interests. sustainability because there is inherent economic, It is anticipated that if Canmore Kananaskis was successful in embracing a triple bottom line approach, the job social and environmental benefit in it. The following of governing would be made easier. Governments are much more likely to invest in communities that cooperate describes how each segment of the community will vs. compete, therefore if the region brought forward a thoughtful, logical and coordinated triple bottom line participate and benefit from embracing this vision. approach, it is expected that governments would react favourably.

Triple Bottom Line Approach

44 Draft Canmore Kananaskis Community Stategic Plan February 28, 2019 45 March 19, 2019 Committee of the Whole 1 p.m. Page 37 of 176 How Can this Change Happen? Conscious Travel describes the following steps to change:30

DRAFT DRAFT

46 February 28, 2019 47 March 19, 2019 Committee of the Whole 1 p.m. Page 38 of 176 Goals Develop and promote outstanding visitor experiences that will position Canmore Kananaskis as a destination Acknowledge the importance of tourism in our of choice for those who seek to immerse themselves in community and commit to becoming proactive in its our authentic mountain lifestyle and vast wilderness. development. The tourism industry in Canmore Kananaskis has been operating without an At the present time, there are some in the community that do not fully realize the established DMO for the past two years. That said, the destination has remained impact that tourism has on the destination. The tourism economic impact analysis busy during the high summer season. Promoting the region’s outstanding visitor completed by the Town clearly identifies the economic value of this industry and experiences and developing new, niche products focused on the shoulder seasons will ensure Canmore Kananaskis becomes a destination of choice for travellers seeking an 4 the social opportunities and challenges are apparent in the daily lives of residents. Community leaders should make a strong statement declaring the importance of the authentic mountain experience throughout the year. 1 industry and back it up with concrete and proactive action.

Create a sustainable framework for tourism developmentDRAFT that will ensure long term economic, DRAFT social and environmental viability.

48 Draft Canmore Kananaskis Community Stategic Plan 49 March 19, 2019 Committee of the Whole 1 p.m. Page 39 of 176 External Analysis To discover the current best practices of destination management organizations in the tourism industry, the External Analysis consultant team conducted a literature review and industry research of successful destination management organizations. The culmination of these efforts has resulted in the following conclusions.

04 Best Practices in Destination Management Organizations 1. All of the DMO’s we reviewed utilized some kind of membership-based model. 2. Partnerships within the private and non-governmental sectors are integral to the sustainability of DMO’s. 3. All of the organizations that were reviewed engaged in cooperative marketing initiatives withtheir memberships. These funds were often matched by provincial-level programs, such as Travel Alberta’s Cooperative Marketing Investment Program. 4. The key to sustainability for DMO’s is to find the right mix of revenue streams to suit their configuration and scale.

DMO Review The consultant team gathered information from successful DMO’s in Alberta and British Columbia, as well as regional organizations in Ontario and Australia. The research covered topics of their main service offerings, organizational structure, and revenue sources. The main findings are summarized in Figure 2 next. Key points from the DMO review include: • Expanded service offerings allow for diversified revenue streams. • A diverse board of directors allows for multiple industries to have input on strategic direction. • All local DMO’s use a membership model and receive funding from a Destination Marketing Fund (DMF). DRAFT DRAFT

50 TOURISM CANMORE KANANASKIS February 28, 2019 51 March 19, 2019 Committee of the Whole 1 p.m. Page 40 of 176 Figure 2. Findings from the DMO Review Figure 2. Findings from the DMO Review (cont’d) Organization Board Structure Main Offerings Revenue Sources Organization Board Structure Main Offerings Revenue Sources

Local DMO’S Tourism 8 Appointed city • External marketing • >90% Municipal Lethbridge38 members • Internal marketing government grant Banff and Lake • Lodging: 3 • Consumer • 87% Membership 5 Appointed for development for Louise Tourism31,32 • Restaurants: 2 Marketing fees targeted business skills members. • Retail: 2 • Media relations • 10% Partnerships • Transportation, • Business • 3% Other Attractions, development Regional DMO’s Entertainment: 1 • Visitor services • Service: 1 • Financial and Tourism Sydney • Subject to the • State level strategic • 99% Grants from • Ski areas: 1 administrative (NSW) Regional control and tourism planning tax revenue • Lake Louise: 1 services and DMO39,40 direction of the to and within NSW • 1% Other • District 9: 1 support Minister • Develop tourism • Appointed: Mayor • Appointed by the business ventures • Appointed: Minister • Design, construct, Superintendent of operate tourism Banff National Park facilities • Major events Tourism Calgary33,34 • 10 members • Regional, national, • 50% Destination consisting of and international marketing fees prominent business marketing • 28% City operating Ontario Regional • 13 appointed • Supports local • Provincial leaders in the city • Preferred listings grant Tourism members from municipal tourism government grants and visibility to • 10% Travel Alberta Organization (13 business and local organizations • Partnership consumers joint program such RTOs exist governments • Marketing product programs • Savings programs • 7% Partner buy-in across Ontario)41 development • DMF (voluntary) • Marketing and • 5% Other • Workforce • Breakdown varies promotions development widely across the • Marketing and different RTOs promotion Tourism Jasper35 • 7-member elected • Consumer • 80% Membership board marketing fees (voluntary) • Voted weight • Media relations • 20% other determined by DMF • Marketing product contribution development

Tourism Whistler36,37 • 5 appoinDRAFTted • Market research • 46% Membership DRAFT • 7 elected from • Media materials fees (mandatory) various sectors of • Trade show access • 24% Marketing and business • Marketing and Sales promotions • 11% Conference • MICE Centre • 18% Golf Course • 1% Other

52 Draft Canmore Kananaskis Community Stategic Plan TOURISM CANMORE KANANASKIS February 28, 2019 53 March 19, 2019 Committee of the Whole 1 p.m. Page 41 of 176 Canadian Rockies Tourism Region Visitor Statistics (2014)42 Visitor Analysis In 2014, 4.35 million total visits were made to the Canadian Rockies tourism region by residents of Alberta, The Alberta government publishes visitor statistics for the Province and its six tourism regions, including the other parts of Canada, the United States, and overseas. This accounted for 13% of all visits to the province. Canadian Rockies. Due to a change in the quality of data from Statistics Canada, starting in 2015 the Alberta Visitors to the Canadian Rockies tourism region primarily came from Alberta (71.8%), followed by the U.S. and government provides analyses for international and domestic visitation to Alberta; and only for domestic overseas (21.2%), and other Canadian provinces (7%). The total direct tourism expenditures for the region was visitation to its tourism regions. As a result, 2014 is the most recent analysis for international and domestic an estimated $1.7 billion, of which more than half (52.5%) is attributed to U.S. and overseas visitors. Given their visitation to the Canadian Rockies tourism region. Their 2016 report is an analysis of domestic tourism only smaller share of overall visitation, this indicates a high average spend by U.S. and overseas travellers. Their (Alberta and Other Canada). The consultant team used these reports and more recent PRIZM data to provide the top spending categories were accommodation, as well as food and beverage. Compared to all other travellers, following analysis of current visitation and target markets for Canmore Kananaskis. overseas visitors like to shop. In 2014, they spent nearly double what Albertans did on retail. Over half (55%) of all visits to the region involved at least one overnight stay, resulting in approximately 2.37 million overnight visits, of which 19% were from Calgary and area, 17% from Edmonton and area, 14% from Europe (primarily the United Kingdom and Germany), 12% from Asian/Oceania, 7% from central Alberta and 4% from British Columbia. The average length of stay was 3 nights with travel most popular from July to September. In terms of the main The Canadian Rockies - including its key tourism communities of purpose of travel for overnight visitors, pleasure was most common (70.6%), followed by visiting friends and Jasper, Banff and Canmore - collectively form Alberta’s most iconic relatives (20%), other (5.2%) and business (4.2%). Important visitor information in illustrated in the charts below: attraction, and one of Canada’s most widely-recognized destinations on the international tourism stage. “In 2014, the total direct tourism expenditures for the region was an - Banff, Jasper and Canmore Tourism Economic Impact Study (2016) estimated $1.7 billion, of which more than half (52.5%) is attributed to U.S. and overseas visitors.”

Where do visitors come from? Why do they visit?

Origin of Visits in Canadian Rockies - 2014 Main Purpose of Overnight Travel to Canadian Rockies (N=4.35 million persion-visits) - 2014 (N=2.37 million overnight visits)

Other Canada Business 7.0% Other 4.2% US DRAFT 6.6% 5.2% DRAFT20.0% 14.6% VFR Overseas

Pleasure Alberta 71.8% 70.6%

54 February 28, 2019 55 March 19, 2019 Committee of the Whole 1 p.m. Page 42 of 176 When do they visit? How much do they spend? Calendar Quarter of Overnight Visits in Canadian Rockies Tourism Region - 2014 Tourism Expenditures in Canadian Rockies by Origin - 2014 October- January-March April-June July-September December (Quarter 1) (Quarter 2) (Quarter 3) (Quarter 4) Other Canada All Overnight 17% 24% 43% 16% 9.0% By Market US 15.9% 38.9% Alberta Alberta 27% 22% 26% 25%

Other Canada 18% 19% 49% 14% Overseas 36.2% United States 2% 17% 76% 6%

Overseas 6% 31% 56% 7%

Other Characteristics of Overnight Visitors Where do they overnight? Characteristics of Overnight Visits to Canadian Rockies - 2014 Accomodation Used in Canadian Rockies Tourism Region - 2014 Other United (N=7.13 million person-nights) Description Alberta Overseas Canada States

Average length of stay 2.2 3.1 3.4 4.3 Hotel 3.86

Campground/RV Park 0.95 Average spending per person per visit $298 $428 $916 $949

Friends and Relatives 0.88 Average spending per party per visit $502 $712 $1845 $1695 Other DRAFT0.54 DRAFT Other Related Properties 0.49 Average spending per person per night $140 $135 $280 $223

Motel 0.41 Average spending per party per night $236 $225 $564 $399

Average party size 3.9 3.1 2.0 1.8

56 Draft Canmore Kananaskis2019 Community Canmore CommunityStategic Plan Tourism Stra- TOURISM CANMORE KANANASKIS February 28, 2019 57 March 19, 2019 Committee of the Whole 1 p.m. Page 43 of 176 Alberta Target Markets by Geography United Kingdom Alberta is a primary market for Canmore Kananaskis. Alberta The Canmore Kananaskis region attracts visitors from across the world. Domestic markets are the The United Kingdom is Alberta’s largest overseas market. government analysis of travel by residents of Alberta and other largest in terms of total numbers of visitors. Internationally, the USA, UK, Australia, Germany, China In 2015, there were 151,600 overnight visits by U.K. parts of Canada indicates that in 2016 Albertans accounted for and Japan are the most engaged markets. travellers to Alberta, totalling $197.3 million in tourism 89.7% of the 4.27 million total person-visits by domestic travellers expenditures.48 Awareness of the Canadian Rockies is high, to the Canadian Rockies tourism region when including day trips. and Canmore Kananaskis has the experiences that resonate Of the Alberta travellers, 64% were from Calgary and area; 16% with this market. Residents of the U.K. are keen to travel from Edmonton and area, and 5% from central Alberta.43 and tend to stay longer and spend more that other markets to the Canadian Rockies.49 Economic factors like gas prices and cost of air travel continue to encourage Albertans to travel close to home. In 2016, Albertans tended to stay in the Canadian Rockies tourism region for an average of 2.6 days and traveled in parties of 4.1. They spent Australia an average of $294 per person per visit, totaling over $708 million. Accommodation and food and beverage accounted for Australian travel to Canada shows steady, gradual growth. 66% of spending by residents of Alberta in the region. Travel was In 2015, there were 92,300 overnight visits by Australians to primarily from July to September (35%), followed by October Alberta, totalling $133.5 million in tourism expenditures.50 to December (23%), January to March (23%), and April to June Canada is well perceived by Australians, and the majority of (19%).44 their trips to Canada are for pleasure or to visit friends and relatives (86%). Most visitors travel independently (nearly 60%), with only 18% choosing an escorted tour. Australian travellers are more likely than most to arrive during the ski Other Canada season and spring months.51 Canadians are inspired to visit the iconic Canadian Rockies as part of exploring their own country. Alberta government analysis of travel by residents of Alberta and other parts of Canada indicates that in 2016 Germany 10.3% of the 4.27 million total person-visits by domestic travellers to 45 the Canadian Rockies tourism region were by other Canadians. Travel German leisure travellers perceive Canada as a top Alberta identifies Ontario, Quebec, Saskatchewan and British Columbia travel destination offering authentic and relevant travel as key Canadian markets for Alberta, including the opportunity to grow experiences. About half of German holiday trips to Canada 46 visitation from the Visiting Friends and Relatives (VFR) market. Other are into B.C., Alberta and/or the Yukon. Three quarters of Canadians tended to stay in the Canadian Rockies tourism region an these trips are for pleasure or to visit friends and relatives. average of 4.2 days and travel in an average party size of 3.3. They spent In 2015, there were 117,100 overnight visits by German an average of $536 per person per visit, totalling over $270 million in travellers to Alberta, totalling $121.5 million in tourism 2016. Travel was primarily from July to September (41%), January to expenditures. March (21%), October to December (20%), and April to June (18%). DRAFT Japan Travel from Japan to Canada is DRAFT slowly recovering United States after more than a decade of general decline (50% China from 2002 to 2010). In 2015, there were 60,100 The United States is Alberta’s largest international market and Travel Alberta targets California, Texas, overnight visits by Japanese travellers, totalling $67.3 Visitation from China has steadily increased since Canada Washington and Montana. In 2014, U.S. visitors accounted for 6.6% (289,000) of the 4.35 million total in tourism expenditures. While time and affordability received Approved Destination Status in 2010. In 2015, visits made to the Canadian Rockies tourism region by residents of Alberta, other parts of Canada, the are cited as barriers to a Canadian holiday, Japanese there were 85,300 overnight visits to Alberta from Chinese United States, and overseas. U.S. visitors accounted for 15.9% of direct tourism expenditures in the travellers feel Canada offers good value for money travellers, totalling $75.8 million in tourism expenditures. region. They spent an average of $916 per person per visit, totalling over $264.5 million in 2014. They and is among their top five destinations to consider. While the traditional escorted tour group remains stayed an average of 3.4 nights and visited primarily from July to September (76%), followed by April Older travellers aged 55+ represent the largest popular, Chinese travellers are increasingly interested in to June (17%), October to December (6%), and January to March (2%).47 The average party size was 2, segment of potential travellers from Japan, followed niche experiences, including ski, winter, RV, self-drive, pointing to couples or pairs of friends traveling together more so than family groups. The dollar value and by travellers aged 18 to 34. The trend is toward more photography and golf.52 Independent, middle-class, affluent perceptions of Canada’s safety attracts US travellers. While leisure travel remains strong, business travel independent travel, but packaged tours booked and youthful (20 to 45 years old) are characteristics that has declined.March 19, 2019 Committee of the Whole 1 p.m. through travel agents remain standard.53 define the fastest growing segment ofPage Chinese 44 of 176 traveller. Travel Alberta Target Market by Traveller Type Data from Existing Domestic Visitors (2018) Explorer Quotient (EQ) is a market segmentation tool developed by Destination Canada to help destination PRIZM data was derived from analysis of 1,000 postal codes of actual customers in Canmore Kananaskis. These marketers and managers understand the values, motivations and worldviews of different types of travellers, postal codes were collected from the customer data of hotels in Canmore. For this reason, the PRIZM data termed Traveller Types. Travel Alberta has used EQ to identify Free-Spirit millennials as the traveller type most is viewed as highly reliable and, most importantly, local. It is important to note that this information is from likely to be inspired by Alberta’s tourism brand and to share “goosebump moments” with others.54 Canadian visitors only.

Free Spirits are young and young at heart. They are highly social and open minded. They have an enthusiastic Analysis of the data revealed that the majority of domestic visitation to the region originates from Alberta (56%). look on life and travel and indulge in high-end experiences that they share freely online. They choose active This was followed by Ontario (22%), British Columbia (7%), and Saskatchewan (7%).57 holidays and seek out nature and water-activities, winter sports, festivals and events, unique food and dining and the arts.

Free-Spirit millennials are a growing subset within the Free- Spirit audience.55 This is a younger What makes Alberta different than other demographic, commonly considered destinations is the unique combination of to be born between the early 1980s our authentic experiences, breathtaking Figure 3. Domestic Visitation by Province of Origin (2018) and early 2000s and to have grown up in an age when the internet became landscapes, and of course, Albertans Quebec a way of life. Millennials are well themselves. When all these things come Manitoba into jobs and careers, are starting together, there’s no place in the world like families, and prioritize spending differently than other generations Alberta. 4% 4% Saskatchewan (e.g. travel instead of buying a car 7% or a home). They are also the largest - Alberta Tourism Brand Industry Toolkit British Columbia traveller type in geographic markets 7% important to Alberta, like the U.S., 56 U.K. and China. 56% Alberta

Ontario 22%

Free-Spirit millennials desire the best of everything and want to be with others who feel the same way. They travel for the thrill and emotional chargeDRAFT of doing things and love to share and DRAFT brag about their experiences.

- Alberta Tourism Brand Industry Toolkit

60 TOURISMDraft Canmore CANMORE Kananaskis KANANASKIS Community Stategic Plan 2019 Canmore CommunityFebruary Tourism 28, 2019Stra- 61 March 19, 2019 Committee of the Whole 1 p.m. Page 45 of 176 In terms of overnight stays in Canmore from visitors originating in Alberta, the largest markets include Edmonton Contrary to the Travel Alberta target markets, the PRiZM data indicates the majority of Canadian visitors are and area (45%), Calgary and area (25%) and Central Alberta (18%). actually Authentic Experiencers, followed by No Hassel Travellers, Free Spirits and Gentle Explorers (see Figure 5).58 This is an important finding when marketers are seeking to speak to Canadian visitors. Messages that resonate with these EQ’s should be developed. For more information on EQ profiles, see Appendix B.

Figure 5. Domestic Overnight Traveller EQs for Canmore Kananaskis

Figure 4. Origin of Overnight Stays from Alberta Visitors (2018)* Personal History Explorers Virtual Travellers 4% 3% Northern Alberta Canadian Rockies 2% Rejuvenators

Southern Alberta 6% Authentic 5% Cultural History 26% Experiencers 5% Buffs 8%

Central Alberta 18% Edmonton Cultural Explorers 11% 45% and Area No Hassle 16% Travellers 12% Gentle Explorers 14% Calgary and Area 25%

Free Spirits

The PRIZM tool also gathered relevant demographic information on target markets, including average household income, age groups, education, and life stage. These data points are described below. *By destination region (established by Alberta Culture and Tourism).

$143,204 46% Younger Kids Household income is above the Household Maintainers are 47% of youths are under 10 DRAFT market average DRAFTbetween 25 and 44 years of age years old 41% 25% High Diversity Have a university degree of Have college certificate or 47% are Immigrants to Canada diploma diploma or Born outside their province of residence 80% Own their homes (mostly single-detached)

62 TOURISMDraft Canmore CANMORE Kananaskis KANANASKIS Community Stategic Plan 2019 Canmore CommunityFebruary Tourism 28, 2019Stra- 63 March 19, 2019 Committee of the Whole 1 p.m. Page 46 of 176 Competitive Analysis Banff The Town of Banff is located 25 km west of Canmore in Banff National Park. It is one of Canada’s most recognized destinations and is part of a UNESCO World Heritage Site. Banff National Park attracts over 4 million visitors annually and the townsite boasts impressive mountain views, shopping, restaurants, attractions, hotels and services. Tourism and hospitality drive the local economy and support many of the town’s 8,856 residents. The number of visitors in Banff far exceeds residents on a daily basis and Banff is distinctly a tourist town. The appeal of Banff is its convenient proximity to high-profile attractions; however, with that comes crowds and cost. Canmore Kananaskis is well positioned for visitors looking for a more local experience in Canmore or who would prefer the vast open spaces of Kananaskis.

Jasper The Town of Jasper is located in Jasper National Park and is part of a UNESCO World Heritage Site. From its origins as a railroad division point, today it draws nearly 2.5 million visitors annually and tourism is its primary industry. Jasper has a population of just over 4,500 permanent residents and serves as a destination and main service centre for the national park. Jasper’s daily number of visitors far exceeds the local population.59 Jasper is not faced with the same scale of second-home ownership, but it does share the challenges of affordable housing and limited municipal revenue sources to meet infrastructure expectations of a world-class destination. It also shares the exceptional natural beauty and outdoor experiences offered in the Canadian Rockies. Jasper is more remote than Canmore Kananaskis, as it is located 365 km west of Edmonton and 414 km northwest of Calgary. Edmonton and area (and northern Alberta) is a key regional market for Jasper. The driving distance from Edmonton to Jasper or Canmore Kananaskis is comparable, so the Edmonton area has growth potential for Canmore Kananaskis.

Fernie The City of Fernie is a mountain community of approximately 5,250 residents located in southeast British Columbia. Originally a coal mining town, tourism is now a primary industry and the second homeowner market is recognized as a significant contributor to the visitor economy. Positioned as “a community first, destination second,” Fernie has earned its reputation as a welcoming, down-to-earth place for outdoor enthusiasts.60 Investment in historic buildings and beautification has resulted in an attractive and vibrant downtown with unique shops, restaurants, galleries and cultural attractions. Alberta is a key market accounting for nearly 50% of leisure travel to Fernie. It is 300 km west of Calgary and attracts skiers, mountain bikers, campers and paddlers DRAFT looking for an alternative to theDRAFT increasingly busy Bow Valley corridor. Hotel prices are also attractive with the average daily rate at approximately $200.61

64 2019 Canmore CommunityFebruary Tourism 28, 2019Stra- 65 March 19, 2019 Committee of the Whole 1 p.m. Page 47 of 176 Golden The Town of Golden in southeast British Columbia lies between two mountain ranges, the Columbia Mountains and the Rocky Mountains. The community of approximately 4,000 residents boasts enviable outdoor opportunities and proximity to national parks, provincial parks and public land. Tourism, forestry, mining and transportation are key industries, giving the Town an industrial feel. Golden enjoys the “Alberta influence,” which has insulated it somewhat from steep declines other resort municipalities in British Columbia have experienced during economic downturns.62 Alberta remains a strong seasonal market, in particular Calgary which is only 260 km to the east. While visitors do choose Golden as a base to explore Banff and Lake Louise, Canmore Kananaskis is better positioned in terms of driving time and road conditions. However, Golden is attractive for its more affordable accommodation.

Competitive Advantage What makes Canmore Kananaskis unique is that it offers an authentic mountain town experience and vast wilderness that is in close proximity to internationally known attractions, an international airport and a large regional market. No other Alberta destination has this unique combination.

What makes Canmore Kananskis unique is that it offers an authentic mountain town experience and vast wilderness that is in close proximity to internationally known attractions, an international airport and a large regional market. No other Alberta destination has this unique combination.

DRAFT CanmoreDRAFT Kananaskis Target Markets and Marketing Strategy 05

66 TOURISMDraft Canmore CANMORE Kananaskis KANANASKIS Community Stategic Plan 67 March 19, 2019 Committee of the Whole 1 p.m. Page 48 of 176 Recommended Target Markets for Canmore International Target Market Authentic Experiencers and Free Spirits from the United States and overseas who embrace Kananaskis the authentic mountain town experience and vast wilderness that Canmore Kananaskis Considering the visitor data described previously, and taking into account what inspires travel to Canmore has to offer. Kananaskis, the following target markets have been identified for the strategy. Visitors from the U.S. and overseas countries tend to stay longer and spend significantly more than domestic visitors during their trips to the Canadian Rockies. According to Travel Alberta, Free Spirits are the largest traveller Domestic Target Market type in international geographic markets important to Alberta, like the U.S., U.K. and China. Attracting more of these visitors, particularly in the shoulder and off-seasons, will diversify Canmore Kananaskis’ markets and Authentic Experiencers from Alberta and other parts of Canada who embrace the authentic reduce the negative impacts of seasonality throughout the year. mountain town experience and vast wilderness that Canmore Kananaskis has to offer. Free Spirits are highly social and open minded travellers.64 Experimental and adventurous, they indulge in high- Increasing visitation in the shoulder and off-seasons is an important goal for the tourism sector in Canmore end experiences that are shared with others. When travelling, Free Spirits like to indulge themselves and will Kananaskis. Targeting visitors from Alberta and other parts of Canada is the most likely way to achieve this goal, actively look for luxury and high-end experiences. Some of the activities that most appeal to them include dining since these visitors are already travelling to the Canadian Rockies throughout the year. Authentic Experiencers at restaurants offering local ingredients, viewing wildlife and touring a destination’s main attractions. Their should be targeted first, as this EQ type was found to be the most highly engaged market based on a PRiZM top defining social values include gratification from shopping, risk-taking, vitality for life, and a need for status analysis of 1,000 postal codes from overnight visitors. recognition. For more information on Free Spirits, see Appendix B.

Canada’s Authentic Experiencers are looking for authentic, tangible engagement with the destinations they visit. They value spontaneity, personal control and have a concern for the environment. They are highly educated, financially secure and have reached a more mature life stage than most other EQ segments. They choose destinations that connect them to nature and actively seek out opportunities to view wildlife andnatural Free Spirits Free Spirits are highly social and open-minded. Their enthusiasm for life wonders.63 For more information on Authentic Experiencers, see Appendix B. extends to their outlook on travel. Experimental and adventurous, they indulge in high-end experiences that are shared with others.

Demographics Lifestage: 37% Gender: 46% male, 54% Families Authentic Experiencers 13% female Authentic Experiencers are looking for authentic, tangible engagement with Age: Mature Education: Average Employment: FT; above avg. % destinations they seek, with a particular interest in understanding the history 40% 18-34 25% are students of the places they visit. Middle-aged, no 35-54 40% Higher than kids at home Household Income: 25% average 55+ 20% 19% Young, no kids Demographics Families Lifestage: Age: Within the domestic and international target markets, a balance between attracting Fully Independent Travellers Gender: 51% male, 49% female 40%DRAFT28% (FIT) and group tour business should be sought. FIT’s value flexibility during their trips and often travel through Higher than average 18% DRAFT Education: 18-34 Mature Middle-aged, no the use of a personal vehicle, which can lead to vehicle congestion issues. Group tours can reduce vehicle Employment: Full time kids at home 35-54 31% congestion; however, this form of travel can lead to other negative impacts such as overcrowding. Focusing on Household Income: Higher than 13% smaller group tours and offering shuttle bus options may be a way to minimize the impacts FIT and group tours average* Young, no kids 55+ 51% can have on infrastructure and the visitor experience.

*The EQ tool states household income for Authentic Experiencers is average. However, localized PRIZM data for Canmore It should be noted that the above target markets do not rule out marketing Canmore Kananaskis to other traveller Kananaskis indicates household income for this EQ segment is higher than average. types or other forms of tourism. However, the identified target markets should be the primary focus, because they fit best with the brand and product offering in Canmore Kananaskis.

68 Draft Canmore Kananaskis Community Stategic Plan February 28, 2019 69 March 19, 2019 Committee of the Whole 1 p.m. Page 49 of 176 1. Nature and Sustainability Experience Development Focus Moving Canmore Kananaskis has a wealth of natural attractions and wilderness assets that motivate travellers to visit the region. These assets can support a range of guided and unguided tourism activities, including adventure- Forward based activities, ecotourism, hiking, cross-country skiing, camping, wildlife viewing and much more. Comparable It is very clear from the market data and destinations have embraced their natural assets by developing and promoting them in categories, by season and asset inventory analysis that there is a strong with supporting infrastructure.65 Canmore Kananaskis should actively pursue the development of nature and product/market match with several core Canmore Kananaskis should actively sustainability-related experiences so that all visitors can enjoy the area’s stunning outdoor environments. As niche products. Topping the list is nature- pursue the development of unique mentioned above, experiences should facilitate a powerful connection between the visitor and nature and serve based activities. As outlined in the strategy to further connect visitors to the sustainability efforts of the destination. section, visitors have a critical role to play visitor experiences that will facilitate in participating in activities that support a a powerful connection between the sustainable approach. Canmore Kananaskis visitor and nature. These experiences 2. MICE should actively pursue the development of need to further connect the visitor The MICE industry is big business in Alberta and Canmore Kananaskis is in a strong position to grow its market unique visitor experiences that will facilitate a share of the MICE sector due to the region’s strong highway connections, available stock of accommodations, powerful connection between the visitor and to the sustainability efforts of the and proximity to the Calgary International airport. According to Travel Alberta, meeting delegates are the highest nature. These experiences need to further destination. yield traveller of all tourism channels, so attracting these types of visitors will have significant economic impacts.66 connect the visitor to the sustainability efforts In the near team, there is opportunity to develop niche-based MICE offerings for small/medium sized events, as of the destination. The offering should include well as destination weddings. The region is in an excellent position to cater to those groups who value a highly a mix of experiences that appeal to a wide range of ability levels. Visitors should feel equally involved whether customized experience and the authentic mountain experience the region has to offer. In the longer term, the they are comfortable scaling a mountain to learn about the flora and fauna of the region or if they choose in- region may want to re-visit the feasibility of developing a larger conference centre. resort experiential activities that achieve the same objective. Other product lines important to target markets and that align well with Canmore Kananaskis include the MICE 3. Culture/History sector (meetings, incentives, conferences and exhibitions), culture/history, dining/shopping, sport, and health/ Canmore Kananaskis is home to a rich cultural history and powerful stories that can connect visitors to the region. wellness. It should be noted that for Authentic Experiencers, travel is not necessarily about escape but instead The history of the region, and the people who call the area home today, are the foundation of the authentic about personal development and learning. For this reason, all product lines should include experiential/learning mountain experience that visitors want to immerse themselves in from around the globe. Canmore Kananaskis components. is also home to talented artists, experienced storytellers and amazing events. As such, there is opportunity to develop tourism products related to the region’s culture and history. Top Experiences for Development 1. Nature and sustainability 4. Dining/Shopping 2. MICE Canmore Kananaskis’ high-quality restaurants and authentic retail businesses are a core component of the 3. Culture/history Experiential/Learning Focus region’s value proposition. The destination has attractive culinary offerings as well as unique and authentic shops 4. Dining/shopping that visitors enjoy. There is opportunity to develop these offerings further and package them together with 5. Sport other experiences to make Canmore Kananaskis’ product offering even more compelling. In particular, culinary 6. Health/wellness tourism has been chosen as an area of focus for further development by the Government of Alberta. Culinary DRAFT experiences can be developedDRAFT as stand-alone offerings, or they can be used to enhance other experiences through packaging.

70 Draft Canmore Kananaskis Community Stategic Plan February 28, 2019 71 March 19, 2019 Committee of the Whole 1 p.m. Page 50 of 176 5. Sport Canmore Kananaskis has outstanding recreation facilities and related infrastructure, and the community is known as a centre for excellence in sport. These assets position the destination well for further developing sport tourism. World-class facilities, such as the Canmore Nordic Centre and Nakiska Ski Resort, attract high profile competitions and other sporting events. Building upon this strong product offering, particularly in need periods, is an opportunity for Canmore Kananaskis to grow its tourism industry.

6. Health/Wellness Health and wellness is a growing industry and wellness travellers are high-yield tourists. In 2017, international tourists spent on average $1,528 per trip (53% more than average international tourists). In addition, domestic tourists spent $609 per trip (178% more than average domestic tourists). The Global Wellness Institute predicts wellness tourism will grow to $919 billion (USD) by 2022.67 Health and wellness visitors are looking to enhance their physical, mental, social, emotional and spiritual wellbeing. Canmore Kananaskis is place where these travellers can go to achieve these goals.

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72 Draft Canmore Kananaskis Community Stategic Plan 73 March 19, 2019 Committee of the Whole 1 p.m. Page 51 of 176 Strategy for Tourism Marketing Strategic Focus When developing a strategy for tourism development, Ansoff’s Product/Mission Mix was utilized (see Figure Canmore Kananaskis will employ a market penetration strategy for its domestic market and a market development 6). This model frames what direction tourism marketing should take. Ansoff’s Matrix identifies four different strategy for its international market. The following points support this. strategies, which can be described as follows:

Market Penetration (existing products in existing markets) Market Penetration (Domestic Focus) − Expanded provision of existing product for existing markets. A. Strong Existing Markets – Edmonton, Calgary, Red Deer and their surrounding areas represent over half of Alberta’s population (more than 2.5 million people), and they are already engaged by the product offering Market Development (existing products in new markets) in Canmore Kananaskis (see Figure 4). Creating a deeper connection with this highly educated, affluent − Focus on existing products promoted to market segments currently not highly engaged. customer base will be important. In addition, furthering relationships with other Canadian markets will also be important.

Product Development (developing new products for existing markets) B. Strong Existing Products– Canmore Kananaskis offers an outstanding tourism product that strongly resonates − Expansion of current products or addition of new products for existing markets. with Canada’s Authentic Experiencers. Communicating the story of Canmore Kananaskis and marketing the destination’s compelling tourism product to target markets is a high priority. Diversification (developing new products for new markets) − Develop new products specifically designed to attract and engage new markets. C. Need for Increased Visitation in the Shoulder Seasons – Canmore Kananaskis has expressed a need for increased visitation in the shoulder seasons. The destination’s domestic market is currently highly engaged by the available product and travels to Canmore Kananaskis regularly throughout the year. Building upon this Figure 6. Ansoff’s Product/Mission Mix year-round interest in the destination will be important to satisfying this need.

Existing Products New Products Market Development (International Focus) A. High Value Markets – On average, international visitors spend twice as much as domestic visitors in the Canadian Rockies (on a per person per night basis) and account for 50% of total visitor spending. Attracting this market during the need times of shoulder and off-seasons is a focus of the strategy. Market Product Penetration Development Important Note Market penetration (domestic) and market development (international) are the strategic priorities andthe Existing Markets Existing majority of implementation activities should generally fall within these focuses. However, it is important to note that Canmore Kananaskis should not limit itself exclusively to this approach. If attractive opportunities arise that fall within the focus areas of product development or diversification, they should be considered on a case by DRAFT case basis. DRAFT Market Development Diversification New Markets New

74 Draft Canmore Kananaskis Community Stategic Plan February 28, 2019 75 March 19, 2019 Committee of the Whole 1 p.m. Page 52 of 176 Roles in Roles in Implementation This section describes the roles each organization will play in implementing the strategy. TCK will take a leadership role in implementation and will be supported by the Town and other important stakeholders. Canmore Kananaskis Implementation currently has in place a multi-stakeholder group named the “Tourism Round Table.” This existing group will be 06 the mechanism to ensure collaborative implementation of the strategy. Guiding Principle for Implementation: We will work together collaboratively with a sense of cooperation versus competition. We will communicate openly and honestly and be accountable to each other. Together we can realize our shared vision for tourism.

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76 TOURISM CANMORE KANANASKIS 77 March 19, 2019 Committee of the Whole 1 p.m. Page 53 of 176 Tourism Canmore Kananaskis (cont’d)

• Those that directly benefit from cooperative marketing and experience Role of TCK, Town of Canmore and Tourism development including (but not limited to) hotels, food and beverage, Main Clients retail and tour operators. Round Table • All community stakeholders through a destination management approach. The implementation of this plan will require the cultivation of partnerships to collaboratively accomplish initiatives. The following identifies key partners for the plan and describes their roles. • Voluntary membership fee. • Fee for service initiatives. Funding Tourism Canmore Kananaskis • Partnerships/in kind contributions. • Project based grants. Strategy Implementation • Takes the lead role in ensuring the strategy is moving forward in the Structure • Non-Profit Organization. most effective and cohesive manner. Town of Canmore Destination Management • Commits to a triple bottom line approach that seeks economic, social Strategy Implementation and environmental sustainability. • A strong partner in ensuring the strategy is moving forward in the most • Contributes to modelling a destination management approach that effective and cohesive manner. sees tourism as a holistic, integrated system that affects every aspect of community life. Destination Management • Commits to a triple bottom line approach that seeks economic, social Short Term Objectives of the Organization and environmental sustainability. • Promote the destination through collaborative marketing. • Contributes to modelling a destination management approach that • Provide networking and collaboration opportunities for tourism sees tourism as a holistic, integrated system that affects every aspect of stakeholders. community life. • Industry training and education. Role Role • Collection and distribution of market analytics, trends and best practices. Contributions to Implementation • Advocacy. • Creates a clear regulatory framework in which the destination will • Operation of VIC. operate under, including tourism related bylaw and policy creation, education and enforcement. Leadership • Long term planning related to tourism development, tourism TCK has an opportunity to build deep multi-level relationships with infrastructure and sustainability. individual businesses by supporting their business needs related to tourism • Provides direction and mentorship to community groups that support marketing and experience development. This will further position TCK as tourism. the “go to organization” for destination management and will help the • Takes the lead on inter-municipal collaboration. organization become indispensable. • May contribute to project-based or operational funding to support the DRAFT DRAFTplan. • Town of Canmore Economic Development Department under the Composition direction of Town Council.

Main Clients • Serves residents, organizations and businesses.

• Tax base. • Town of Canmore Council, Legal and Financial sectors of the Bow Funding Composition Valley, Directors from the Membership including hotels, food and • Project based grants. beverage, tour operators and retail. Structure • Municipal Government. 78 Draft Canmore Kananaskis Community Stategic Plan February 28, 2019 79 March 19, 2019 Committee of the Whole 1 p.m. Page 54 of 176 Role of Other Stakeholders Organization Role Tourism Round Table (Existing Advisory Committee) Chamber of • These organizations are a critical link to businesses and will play a key • A multi-stakeholder group that acts as a forum for consistent Commerce, leadership role in implementation. Role communication, collaboration and idea sharing related to the CHLA, BIA and • These organizations should encourage members to participate in initiatives that development of the strategy. BOWDA align with the plan and support a triple bottom line approach.

Composition • TCK, Town of Canmore, BOWDA, BIA, CHLA and Chamber. • Businesses are the front line of the plan and should be encouraged and supported in delivering high quality, engaging sustainable tourism experiences. Meeting • Monthly. Businesses Businesses can also be encouraged to enhance the sustainability of their Frequency operations as it relates to a triple bottom line approach

Main Clients • Serves residents, organizations and businesses. • Residents will play a crucial role in bringing this plan to life. Passionate and dedicated individuals will need to be inspired to help implement the plan Funding • Project based grants. Residents and buy-in to the triple bottom line approach. Making the opportunity to participate in Task Forces and Action Item Teams available to them will be Structure • Advisory Committee. important.

• Alberta Culture and Tourism could be an important funding partner moving Alberta Culture forward. The department also provides excellent resources, training and advice and Tourism in implementation.

• The organization provides excellent resources, training and advice in implementation. Travel Alberta • Travel Alberta provides matching funding for promotion of tourism initiatives through its cooperative marketing investment fund.

• AB Parks manages the province’s land base and natural resources through the Land-use Framework. All land-based activities are considered through this Alberta Parks Framework, including tourism. The ministry also manages provincial parks and and Public Lands public recreation areas. • Provision of tourism product.

• KID provides local government and municipal services to residents, ratepayers Kananaskis and visitors of Kananaskis Country. Improvement District • There is opportunity for KID to contribute to implementing the strategy, as well DRAFT asDRAFT regional tourism initiatives. Neighbouring • There is potential to partner with neighbouring municipalities on regional Municipalities tourism initiatives.

Stoney Nakoda • There is potential to partner with Stoney Nakoda on regional tourism initiatives, First Nations including the development of Indigenous tourism experiences.

• There are opportunities to partner with other DMO’s on initiatives that support Other DMO’s tourism development. 80 TOURISM CANMORE KANANASKIS February 28, 2019 81 March 19, 2019 Committee of the Whole 1 p.m. Page 55 of 176 Funding the Strategic Plan This section provides an overview of potential revenue streams that are available to help implement the plan. Funding Mechanisms Increase in Business Activity and Tax Base One of the objectives of the plan is to develop tourism initiatives that will result in increased economic activity that will result from spending by tourists who come from outside the community. If businesses and governments 07 see a return on investment, it is expected that further investment will be warranted from a range of stakeholders. Membership Fees and/or Levies Membership fees are a traditional revenue stream, providing revenue on an annual basis. These fees can be structured as a flat rate for all members, or in a scaled fashion whereby smaller organization pay less. In return, members receive a package of services. Many tourism organizations in Alberta and across the globe utilize membership fees for a portion of their budgets.

TCK is currently administering a voluntary membership levy from participating members. Membership levies involve participation by operators who agree to charge an extra fee on their services. This extra charge is then contributed to a fund for collective marketing and destination development purposes. In order for a membership fund to achieve a sustainable scale, it must reach a critical mass of participants (preferably from multiple segments). Membership levies can be challenging to develop and maintain, but there are many examples of successful organizations that utilize levies in Alberta.

The membership levy will provide much needed core funds that could be leveraged with contributions from granting bodies. It is recommended that tourism product development is also identified as an acceptable expenditure of funds (in addition to promotions). A levy can help create engagement from the business community as they will have “skin in the game.” This could in turn result in increased communication and partnerships (e.g. packaging of tourism experiences).

In certain jurisdictions (e.g. Ontario), contributions to a membership levy (also known as a Destination Marketing Fund or Tourism Improvement Fund) can be made mandatory for local businesses. Given Alberta’s legal framework, it is not clear if a mandatory levy would be permissible or able to withstand a legal challenge. Mandatory levies also typically require a high degree of alignment within the local tourism industry and community before they can be put in place, which can make them more difficult to initially start up. Therefore, it is not recommended to pursue a mandatory membership levy model. Fee for Service DRAFT Fee for service is a “pay to play”DRAFT option for tourism organizations to meet specific industry needs and generate revenue. Charging a fee for a website listing or for trade show representation are both examples of fee-for- service offerings. Providing a-la-carte products and services (vs. an all-inclusive membership fee) provides more choice for potential members and allows them to invest in customized services. Conversely, this approach has the potential to significantly increase the number of sales transactions per ryea , therefore this risk must be managed through the development of efficient administrative processes. It is recommended that TCK implement some fee for service activities.

82 February 28, 2019 83 March 19, 2019 Committee of the Whole 1 p.m. Page 56 of 176 Municipal Funding Figure 8. Provincial Funding Programs (cont’d) In Alberta, municipalities invest in local and regional tourism organizations in a variety of ways, including core Tourism Entrepreneurship Seminars are free to attend funding, contracts and special project funding. The municipality can also support the strategy through the Alberta Culture and Tourism Startup Seminar development of infrastructure that enhances the visitor experience, in addition to dedicating staff resources towards appropriate tourism-related initiatives. Travel Alberta Tourism Training Programs 100% of approved training Provincial Funding costs The Government of Alberta and Travel Alberta invest funds in provincial, regional and local tourism initiatives Alberta Labour Summer Temporary $10,000,000 annually through programs such as Travel Alberta’s Cooperative Marketing Investment Program and provincial services in Employment Program (province-wide) product and destination development, investment, research and visitor services.

Funding support is also available from the province through other programs. For example, the Community Over the past number of years, the Town of Canmore and its partners have been actively lobbying the provincial Initiatives Program funds initiatives (up to $75,000) that enhance and enrich communities across Alberta. This government for resort municipality status and/or additional revenue tools to deal with pressure on infrastructure program empowers local citizens and community organizations to work together towards the betterment of and services. This initiative has not yet come to fruition. See Initiative 6 under Goal 5 of the Action Plan for an their communities. A brief overview of available provincial funding programs is provided in Figure 8. action item related to this. Stakeholder Contributions Figure 8. Provincial Funding Programs This document identifies several stakeholder groups that will be contributors to the plan as it moves forward into the implementation stage. These organizations may choose to fund various initiatives based on the mandate of Organization Program Available Funding their organization. It is expected that some organizations will participate to a greater degree (financially) than others. It should be noted however, that gifts in kind and other forms collaborative support are also valuable Tourism Growth Innovation Up to $75,000 Alberta Culture and Tourism contributions during implementation. It will be critical to have all stakeholders participate in the development Fund of key initiatives in the plan regardless of their financial contribution. Travel Alberta Cooperative Marketing Under and over $100,000 Program categories Corporate Partnerships International research indicates that tourism organizations look to sponsorships and partnerships as keyto Alberta Culture and Tourism Major Cultural and Sport $250,000 maximum building revenue. Building new partnerships is about creating value by connecting destination and partner Events brands, customers and networks. Once the plan begins to take shape it will be important to identify companies and organizations that identify with, or have branded themselves along similar lines to, the region’s tourism Alberta Culture and Tourism Visitor Friendly Alberta Project dependent offering.

Alberta Economic Community and Regional $10,000 minimum Development and Trade Economic Support (CARES)

Alberta Culture and Tourism Community Facility $125,000/year (small) DRAFTEnhancement Program $1,000,000/year (large) DRAFT Alberta Culture and Tourism Heritage Awareness Grants $15,000

Alberta Culture and Tourism Historic Resource Grants range from $5,000 - Conservation Grants $100,000

84 Draft Canmore Kananaskis Community Stategic Plan February 28, 2019 85 March 19, 2019 Committee of the Whole 1 p.m. Page 57 of 176 Goals, Initiatives and Action Item Charts The Action Plan is divided into goals, initiatives and action items. Initiatives have been provided that summarize the actions needed to achieve the five goals. Within each initiatives, specific action items have been established that clearly describe the steps that should be taken to achieve the initiative. The action items will also assist the destination in evaluating the success of the plan moving forward. Each action item has been assigned a suggested priority rating, estimated cost, organizational lead and anticipated timeline for implementation.

Priority Criteria Low Priority There is moderate benefit to tourism development, and because of phasing considerations, cost, organizational readiness, or relative importance in relation to other initiatives, these initiatives are deemed a lower priority at this time. Medium Priority There is a considerable benefit to tourism development, however; because of phasing considerations, cost, organizational readiness, or relative importance in relation to other initiatives, these initiatives are deemed a lower priority than high priority items at this time. High Priority There is a strong benefit to tourism development, and because of phasing considerations, cost, organizational readiness, or relative importance in relation to other initiatives, these initiatives are deemed a high priorityat this time. Cost Criteria Low Cost Less than $10,000 Medium Cost $10,000 - $50,000 High Cost More than $50,000

Organizational Lead The action plan identifies organizations responsible for leading action items. It is expected that lead organizations will provide the resources necessary to implement their action items. Please see below for a list of these organizations. Abbreviation Organization DRAFT TCK DRAFTTourism Canmore Kananaskis TOC Town of Canmore Action Plan TRT Tourism Round Table KID Kananaskis Improvement District

ACT/TA/AP Provincial Organizations (Alberta Culture and Tourism, Travel 08 Alberta, Alberta Parks) 86 2019 Canmore CommunityFebruary Tourism 28, 2019Stra- 87 March 19, 2019 Committee of the Whole 1 p.m. Page 58 of 176 Implementation Timeline Vision for Tourism in Canmore Kananaskis Short Term (S) Less than 2 years Medium Term (M) 2 - 5 years 5 Year Vision – Together, we will be implementing a highly successful sustainable tourism Long term (L) More than 5 years program that will have captured the imagination of visitors and stakeholders. By 2024, Canmore Kananaskis will be fully committed to a triple bottom line approach to tourism development and this will be well received by visitors. A high degree of trust will have been built up Quick Wins between stakeholders and several high priority sustainable tourism development goals will have been A blue star indicates that an action item is a “Quick Win.” Quick wins are actions that achieved. can be implemented within a year or two, have a high probability of success and have a relatively low cost 10 Year Vision – We will be seen as a leader in sustainable tourism development! By 2029, Canmore Kananaskis will be seen as a leader in sustainable tourism development and visitors will be fully engaged in the brand. All stakeholders will be working as one cohesive unit and enjoying the Highest Priority Items rewards of a destination that has truly embraced a triple bottom line approach including high quality of life for residents, strong income for businesses and a commitment to environmental sustainability. An exclamation mark identifies items that should be considered the highest priority in the ! short term. Future Planning, Evaluation and Reporting A key component of the success of the Community Tourism Strategy will be the evaluation of its initiatives. The action plan should be reviewed bi-annually, at which time priorities should be re-evaluated and a discussion of any variances should occur in reference to key performance indicators (KPI’s). If new projects are added (or old projects removed) as the plan progresses, this should be done by weighing the relative priority of all projects in the plan. The action plan should be updated on a yearly basis; therefore, the third quarter evaluation period will set the stage for the updated version of the plan. In the fourth quarter, the updated plan should be formalized and a draft approved by the end of the year.

Implementation Considerations In total, the Action Plan identifies 118 action items, grouped into 45 separate initiatives. Attempting to complete all initiatives concurrently will stretch the resources and limit the focus of the organizations responsible for implementation. Therefore, it is recommended that implementation of the plan begin with the highest priority items. DRAFT DRAFT

88 Draft Canmore Kananaskis2019 Community Canmore CommunityStategic Plan Tourism Stra- TOURISM CANMORE KANANASKIS February 28, 2019 89 March 19, 2019 Committee of the Whole 1 p.m. Page 59 of 176 Short Term Priority Items for Implementation Priority Action Items (!) Estimated Cost KPI Measurement Tool 1. Obtain formal motions from the TCK Board and Internal resources Motions of support from TCK Board and Town of Meeting minutes the Town of Canmore to move forward with the Canmore. Strategy as a core planning document. 2. Initiate a work plan for the strategy and begin Internal resources Work plan completed and tasks assigned. Work plan implementation. Annual evaluation 3. Implement the TCK Business Plan. Internal resources Major initiatives underway. Annual evaluation 4. Gain support for the strategy. $10,000 - $20,000 depending on internal resources Change management strategy and stakeholder Change management strategy used. communications plan are successfully - Community presentations implemented. Stakeholder communications plan - Tradeshow display - Other communications 5. Secure project funding to launch key initiatives. Internal resources Funding is secured for all key initiatives in year 1 of Operating budgets (TCK + Town) implementation. 6. Add human resources to implement the strategy. As per TCK and ToC operational budgets. Positions filled. Operational plans 7. Develop a sustainable tourism program. $100,000 - $125,000 Sustainable tourism program developed. Annual evaluation At least 3 initiatives underway by end of Q2 2020. Budgets 8. Develop a business case for sustainable tourism. $50,000 Business case completed. Annual evaluation Stakeholders buy in to triple bottom line benefits. Business and resident survey 9. Increase the knowledge and capacity of tourism $5,000 - $10,000 Key learning objectives achieved. Annual evaluation stakeholders in regards to sustainability. Introduction of at least 3 business-led initiatives. - Sustainability training Attendance at 2020 IMPACT Sustainability Travel & - Conference attendance Tourism Conference. 10. Implement a sustainable funding model for TCK. N/A TCK collects predictable revenues to sustain its TCK operating budget operation. TCK projects consistent annual revenue growth in year 2 onward. 11. Communicate the valueDRAFT proposition of the $20,000 - $40,000 Increased visitor awareness. DRAFTVisitor survey (Net Promoter Score) destination and of TCK to visitors and potential members. Increased visitor spending. Annual revenue projections, economic impact study (medium term) - Rebrand Increased community awareness. Public survey Increased member awareness. Business survey Increased membership for TCK. Membership data Increased revenue to TCK. TCK budget 90 Total Estimated Cost $185,000 - $245,000 91 March 19, 2019 Committee of the Whole 1 p.m. Page 60 of 176 Initiatives Action Items Priority/Cost Lead/Timeline Gain Support 6. Add human resources as 6.1 Fill critical positions at TCK to ensure a high-functioning DMO (see TCK H/H TCK + ToC/S required to implement the Business Plan). strategy. ! GOAL #1: Acknowledge the importance of tourism in our community and commit to becoming 6.2 Ensure the Town of Canmore is adequately resourced to implement its action items in the strategy. This can be done by allocating existing proactive in its development. resources or hiring new resources.

6.3 Seek commitment from other key stakeholders as required to resource Opportunity Overview: At the present time, there are some in the community that do not fully realize the impact that tourism has on the destination. the strategic plan. The tourism economic impact analysis completed by the Town clearly identifies the economic value of this industry and the social impacts are 7. Evaluate action plan 7.1 Evaluate progress on action plan initiatives quarterly in the first two H/L TCK + TRT + apparent in the daily lives of residents. Community leaders should make a strong statement declaring the importance of the industry and back it up initiatives regularly and re- years, and bi-annually after that. ToC/ongoing with concrete and proactive action. align priorities. 7.2 Complete an annual review of the action plan that evaluates past performance, identifies key priorities, assigns responsibilities and sets Initiatives Action Items Priority/Cost Lead/Timeline targets. 1. Obtain commitment from 1.1 Obtain formal motions from the TCK Board and the Town of Canmore H/L TCK/S core partners to support the to move forward with the Strategy as a core planning document. 7.3 Complete an annual review of the TCK business plan that evaluates implementation of the strategy.! past performance, identifies key priorities, assigns responsibilities and sets targets.

2. Develop an implementation work 2.1 TCK will initiate a work plan for the strategy with support from the H/L TCK/S 7.4 Deliver an annual presentation to Town Council and other partners plan. Town of Canmore and the Tourism Round Table. describing the progress on the strategy. ! 2.2 Partners are to begin implementation of their assigned action items. 7.5 In year 5 (2023), update the Community Tourism Strategic Plan. 3. Implement the Business Plan for 3.1 Approve the TCK Business Plan and begin implementation. H/L TCK/S The update should include a comprehensive, formal review of the TCK. existing strategy to determine what is working and not working. Make ! adjustments as required and chart a course for the next five years. 4. Gain support for the Community 4.1 Implement the attached change management and stakeholder H/M TCK + TRT/S Tourism Strategic Plan. communication plans for the strategy that will assist in communicating Build Momentum ! the vision to stakeholders. 4.2 Recruit community members to participate in the implementation of the strategy. GOAL #2: Build community-wide trust, collaboration, engagement and accountability in order 4.3 Develop a sub-committee that would meet periodically to ensure the to strengthen the social infrastructure supporting tourism. plan is coordinated with government initiatives. The sub-committee DRAFTshould include representation from AP, TA, ACT, KID and ToC. DRAFT 5. Secure project funding in 5.1 Seek provincial and municipal grant funding for top priority initiatives H/H TCK/S Opportunity Overview: Due to a variety of factors, there may be a lack of trust among some organizations and individuals in the community. the short term to launch key in the action plan. At the core of this may be the belief among some that corporations are in Canmore and Kananaskis to generate wealth at the expense initiatives. ! 5.2 Develop a package of action items that can be presented to grant of quality of life for residents. However, through the consultation process it became apparent that there is considerable common ground funders as a project. among all parties. Generally, corporations, residents and governments would like to see a sustainable framework in place that would 92 encourage long term prosperity, high quality of life and environmental stewardship.Tourism Canmore Kananaskis and its partners will 93 March 19, 2019 Committee of the Whole 1 p.m. 5.3 Attempt to secure matching funding from multiple organizations need to work hard to build trust and understanding for a new framework to succeed. Page 61 of 176 wherever possible. Initiatives Action Items Priority/Cost Lead/Timeline Move Forward with a Triple Bottom Line Approach 1. Ensure organizational 1.1 Organizations involved in the implementation of the strategy should H/L TCK + TRT + transparency between groups commit to the highest practices of transparency to foster open, trusting ToC/S involved in implementing the relationships. strategy. GOAL #3: Create a sustainable framework for tourism development that will ensure long term 2. Enhance communication 2.1 The Tourism Round Table should continue to meet on a monthly basis H/L TCK + TRT/ economic, social and environmental viability. and increase collaboration to share plans, information, opportunities, challenges and successes. ongoing between all groups that have a stake in tourism 2.2 Develop an “industry” portal on the TCK website where member development. businesses can learn about one another, engage with each other and Opportunity Overview: As identified through the strategic planning process, there appears to be wide spread agreement that sustainability is of share information/resources/ideas. critical importance to the success of the strategy. Community members support the triple bottom line approach that seeks common ground among 3. Ensure efficient delivery of 3.1 Evaluate the roles and responsibilities of organizations that have an H/L TRT/S its three pillars (social, environmental, economic). All solutions proposed need to consider the short, medium and long term impact on sustainability. tourism services. impact on the tourism industry in Canmore Kananaskis and identify opportunities to increase efficiency, fill gaps and avoid service Initiatives Action Items Priority/Cost Lead/Timeline duplication. 1. Develop and implement a 1.1 Evaluate options for sustainable tourism programs and implement H/H TCK + ToC + 3.2 The TRT should encourage their memberships to participate in and destination-wide sustainable the program that will best meet the needs of Canmore Kananaskis. AP/S support action items identified in the strategy. tourism program for Canmore Standard programs and customizable options should be considered in Kananaskis that includes the the evaluation. The region may opt for a fully customized program. 4. Maintain a strong TCK 4.1 Make training opportunities available to management staff on leading H/M TCK/S triple bottom line approach. management team to ensure edge practices in destination management. long term success. ! 4.2 Complete a succession plan for leadership positions. 2. Identify and communicate the 2.1 Develop a business case for the triple bottom line approach that would H/M TCK/S benefits of the triple bottom prove the economic, social and environmental return on investment for 4.3 Encourage a workplace of excellence by fostering a strong corporate line approach. ! the community. culture and developing a package of attributes that will attract the best. 3. Increase the knowledge 3.1 Organize and deliver triple bottom line training that will help create a M/L TCK/S 5. Improve measurement of the 5.1 Gather baseline data that will help measure the impact of tourism (e.g. M/M TCK/M and capacity of tourism shared understanding of sustainability among stakeholders. economic impacts of tourism # of visitors, products/services sold, etc.). Agree upon key indicators stakeholders in regards to ! in Canmore Kananaskis. that will be used. sustainability. 3.2 Organize a group of key local tourism stakeholders to attend the 2020 IMPACT Sustainability Travel & Tourism Conference in Victoria, BC. 5.2 Update the 2016 Tourism Economic Impact Study in 2021 to 4. Implement a sustainable 4.1 Develop a membership fee structure that encourages multi-year H/L TCK/S benchmark the Canmore Kananaskis tourism industry. funding model for TCK. commitment from members to build confidence in the organization. 6. Maintain a strong 6.1 Complete an annual TCK member satisfaction survey. H/L TCK/ongoing ! understanding of the ongoing 4.2 Make a compelling and irresistible case for local businesses to invest in needs of businesses and the 6.2 Survey non-member businesses in the community every second year to TCK through the purchase of a membership. community. better understand their needs as they relate to tourism services. DRAFT 4.3 Develop formalDRAFT mechanisms to discourage the risk of dissolution and 6.3 Survey the public every second year to better understand their needs encourage investor confidence in TCK. as they relate to tourism. 4.4 Make every effort to be an inclusive organization that has broad representation and diverse revenue sources.

94 4.5 Develop a sustainability fund that can be used to compensate for future 95 March 19, 2019 Committee of the Whole 1 p.m. revenue fluctuations. Page 62 of 176 Initiatives Action Items Priority/Cost Lead/Timeline Develop and Promote Experiences 5. Measure the impacts of 5.1 Develop a triple bottom line sustainability scorecard and agree upon H/L TCK/ongoing using the triple bottom line performance measures. approach. 5.2 Tie the scorecard to management performance plans. GOAL #4: Develop and promote outstanding visitor experiences that will position Canmore 5.3 Re-evaluate the scorecard at least once per year. Kananaskis as a destination of choice for those who seek to immerse themselves in our 6. Promote sustainable visitor 6.1 Develop a visitor education program that will improve the sustainability H/M TCK + All/ authentic mountain lifestyle and vast wilderness. behaviours in Canmore of visitor behaviours. ongoing Kananaskis. 6.2 Ensure the program is being communicated effectively to visitors. Opportunity Overview: The tourism industry in Canmore Kananaskis has been operating without an established DMO for the past two years. That 6.3 Encourage operators to develop tourism experiences that support said, the destination has remained busy during the high summer season. Promoting the region’s outstanding visitor experiences and developing new, sustainability. niche products focused on the off and shoulder seasons will ensure Canmore Kananaskis becomes a destination of choice for travellers seeking an 7. Research the indicators 7.1 Assess areas of Canmore Kananaskis that receive a high amount of M/M ToC + All/S authentic mountain experience throughout the year. and effects of potential visitor traffic. overtourism in areas of Canmore Kananaskis and 7.2 Identify indicators of overtourism (this may be included in the Initiatives Action Items Priority/Cost Lead/Timeline sustainability strategy). mitigate negative impacts. 1. Communicate TCK’s value 1.1 Develop a promotional plan directed at potential members that H/M TCK/S 7.3 Identify the carrying capacity of the region. proposition to potential would communicate the value proposition of the organization and sell members and visitors. ! memberships or a la carte services. 7.4 Develop a plan to mitigate any negative impacts of overtourism. 1.2 Complete a re-brand that would articulate to members and visitors the 8. Understand the needs of 8.1 Encourage businesses to conduct staff surveys and share results with H/L TRT/ongoing compelling value proposition of TCK and of the destination as a whole. tourism workers in Canmore the TRT. Kananaskis and support 2. Support excellence in tourism 2.1 Arrange with ACT, TA and other organizations as identified to bring H/M TCK/S efforts to meet their needs. 8.2 Continue to work collaboratively with partners and lead efforts to product development, training workshops to Canmore Kananaskis. address affordable housing challenges. marketing and customer service by implementing 2.2 Ensure VIC staff in Canmore and Kananaskis receive cross-training 8.3 Encourage local businesses to collaborate on solutions to meet the training workshops. in order to develop a strong understanding of the region’s product needs of their staff. offerings. 9. Ensure that all new major 9.1 Develop detailed business cases for new major projects. H/H All/ongoing 2.3 Offer annual training opportunities for customer service and other projects have strong business front-line tourism staff. cases to support them. 9.2 Ensure business cases are developed in collaboration with applicable partners. 3. Gather visitor data on an 3.1 Complete an annual visitor survey across the destination. H/L TCK/ongoing DRAFT ongoing basis. DRAFT 3.2 Complete a PRIZM analysis for Alberta Parks campgrounds.

3.3 Complete a PRIZM analysis for a broader sample of accommodation providers and tour operators.

96 3.4 Develop and regularly update target market profiles for Canmore 97 March 19, 2019 Committee of the Whole 1 p.m. Kananaskis’ best customers. Page 63 of 176 Initiatives Action Items Priority/Cost Lead/Timeline Initiatives Action Items Priority/Cost Lead/Timeline 4. Align Canmore Kananaskis 4.1 Encourage experience providers and other tourism-related businesses H/L TCK/ongoing 11. Improve Canmore Kananaskis’ 11.1 Update the TCK website to allow for the full functionality of a DMO H/H TCK/S tourism products to the to align existing products and develop new sustainable tourism digital and online presence so website (currently underway) Authentic Experiencer EQ. products that appeal to the Authentic Experiencer EQ. that it offers compelling and accurate visitor information. 11.2 Ensure that Canmore Kananaskis’ online presence is kept up to date 5. Develop compelling packages 5.1 Encourage experience providers and tourism-related businesses to M/L TCK/ ongoing with compelling messages and relevant information. to experience Canmore develop compelling packages for visitors. Kananaskis. 11.3 Enhance the online search optimization of the new TCK website. 5.2 Provide training for operators on how to set up compelling packages (see Initiative 2). 11.4 Continue to develop the TCK Digital Asset Library.

5.3 Maintain the perception of Canmore Kananaskis as a top-tier 11.5 Work with business owners to assist them in aligning their websites destination by demonstrating value for money, rather than competing with TCK content and brand. on price alone. 12. Market Canmore Kananaskis’ 12.1 Develop and implement an annual marketing plan that would further H/H TCK/S tourism offerings to target identify and focus marketing efforts on high-value target markets with 5.4 Develop niche-based MICE offerings/packages to attract high-value markets. a focus on need periods. customers. 6. Develop tour packages that 6.1 Collaborate with experience providers and tourism-related businesses M/L TCK/M 12.2 Develop a featured stories online marketing campaign to share appeal to the FIT market and to create self-guided and customizable tour packages. experiential stories from around the region. small bus tour market. 6.2 Include these packaged tour opportunities in future promotional 12.3 Secure funding through Travel Alberta’s Cooperative Marketing activities. Program in order to amplify local investment in cooperative marketing. 7. Animate Canmore’s 7.1 Consider adding animation to downtown Canmore such as roving M/M ToC + TCK/M 12.4 Engage and leverage partnerships with Tourism Calgary and Banff downtown during weekends entertainment, art displays, sidewalk sales and pocket parks. Lake Louise Tourism on joint marketing and product development throughout the year. 7.2 Introduce a destination animation program that would assist campaigns. businesses in developing their own compelling experiences. 12.5 Leverage social media channels to build connections with travel 8. Assess the need for enhanced 8.1 Complete businesses cases for new, need period programming. M/H TCK/M influencers and reach target markets. on-brand events and/or Identify target markets, market demand, required resources, human programming during need resource requirements, community impact, partnerships, program, 12.6 Organize familiarization tours for media outlets, travel influencers and periods. infrastructure requirements and broadly outlines logistics. the travel trade to attract increased visitation during need periods. 9. List Canmore Kananaskis’ 9.1 Using the tourism asset inventory Canmore Kananaskis as a starting H/L TRT/S 13. Promote the development 13.1 Develop a set of criteria that can be used by experience providers to M/H TCK/M market ready tourism point, identify market ready tourism products. of high-quality, on-brand, identify new products that are high-quality and on-brand. products on the Alberta authentic visitor experiences Tourism Information System 9.2 Register the identified tourism products on the ATIS website. for core customers. 13.2 Create a tourism product development plan. Elements of the plan (ATIS 2.0). should include a gap analysis, market analysis, opportunity analysis and 9.3 As new market and export ready products are developed in Canmore implementation plan. Kananaskis, add them to ATIS 2.0. DRAFT 14. Build regional destination 14.1 CollaborateDRAFT with Banff Lake Louise Tourism, Tourism Calgary, Stoney L/L TCK/L 10. Establish TCK as the primary 10.1 Inventory current tourism promotional activities taking place for H/L TCK/S marketing partnerships. Nakoda First Nation, Municipal District of Bighorn, and Alberta Parks on point of contact for tourism Canmore Kananaskis and review for overlaps and gaps. joint initiatives to develop and promote tourism. promotion in Canmore Kananaskis. 10.2 Encourage experience providers and tourism-related businesses to 14.2 In the long term, assess the benefits and risks of potentially align their marketing efforts with TCK to ensure common messaging amalgamating with Banff Lake Louise Tourism to create a regional DMO 98 and to reduce competition. for Alberta’s southern Rockies. 99 March 19, 2019 Committee of the Whole 1 p.m. Page 64 of 176 10.3 Become known as content experts and the go-to organization for tourism advice. Ensure Sound Infrastructure Planning

Initiatives Action Items Priority/Cost Lead/Timeline GOAL #5: Improve the physical infrastructure of Canmore and Kananaskis to enhance visitor 15. Explore opportunities for the 15.1 Coordinate a meeting with the Stoney Nakoda First Nation to gauge M/L TCK/M development of authentic, their interest in developing tourism. experience, prepare for growth and improve quality of life for residents. Indigenous tourism products. 15.2 Work with interested individuals and groups to develop authentic, Indigenous tourism products. Opportunity Overview: Input from the community engagement process indicated a high degree of concern over the effects of tourism on municipal 15.3 Connect with Indigenous Tourism Alberta (ITA) to access resources infrastructure. Congestion and infrastructure pressure will only increase as visitation increases; therefore, it is critical that action is taken to protect and expertise related to Indigenous tourism product development. and enhance Canmore and Kananaskis’ infrastructure. 16. Creater deeper relationships 16.1 Develop a Brand Advocacy Initiative to foster deeper connections and M/M TCK/M with existing customers. brand loyalty with core existing customers. The Initiative could include: Initiatives Action Items Priority/Cost Lead/Timeline 1. Develop innovative and 1.1 Assess the feasibility of adding shuttle bus services to downtown M/M ToC + TCK A customer engagement program or membership program offering - sustainable ways to move Canmore, as well as to other areas of the Bow Valley (e.g. Kananaskis, + Each special privileges and exclusive opportunities. visitors and residents accommodations, attractions, etc.). Jurisdiction/L Enhanced recognition opportunities for repeat visitors (e.g. thank- - throughout Canmore you’s, gifts, deals). Kananaskis. 1.2 Plan proactively for tourism infrastructure and prominently consider - Enhanced communication with existing customers. long-term tourism development in all infrastructure and transit 17. Improve the attractiveness of 17.1 Develop a hospitality ambassador program whereby residents can M/M TCK/M planning. Canmore Kananaskis for the learn about the area’s unique tourism offerings and gain skills to be an VFR traveller market. informed tour guide for their family and friends. 1.3 Ensure tourism representatives attend transportation and parking workshops related to Integrated Parking Management, Integrated 17.2 Consider adding familiarization tours and/or locals nights for residents Transportation Planning and Town Centre Enhancement to provide as part of the ambassador program. their input and keep abreast of new initiatives and future plans.

17.3 Encourage local tourism operators to offer referral rewards/discounts 1.4 Encourage businesses to support/provide environmentally friendly for residents who bring their family and friends to them. modes of transportation for visitors (e.g. rental or complimentary bikes at hotels, block transit passes for hotel guests, shuttle buses to 17.4 Develop resources, training and other supports to make it easier for attractions and downtown areas, bike parking near shops, sharing residents to host VFR (e.g. trip planning tools, VFR packages, how to information about the transit system, etc.). host tip sheets, etc.). 1.5 Explore the feasibility of developing a pedestrian plaza along main street in Canmore. 2. Coordinate tourism 2.1 Advocate for the needs of the region’s tourism sector during the M/L TCK + ToC, KID development with municipal development of long-term strategies across all functional areas (e.g. and AP/S DRAFT planning. infrastructure,DRAFT planning and development, recreation, parks and culture, economic development, social plans, etc.).

2.2 Align requests for tourism development project funding from the Town of Canmore with the municipal budget cycle. Requests should be 100 submitted by June for consideration in the Fall. 101 2.3 Continue with further development of affordable housing initiatives March 19, 2019 Committee of the Whole 1 p.m. Page 65 of 176 currently underway and encourage the development of employee housing. Initiatives Action Items Priority/Cost Lead/Timeline 3. Support investment in 3.1 Work with representatives from all three levels of government to H/H ToC/ongoing infrastructure to keep ensure Canmore Kananaskis’ sport venues remain world-class. sporting venues world-class. 4. Prepare for future tourism 4.1 Complete a land assessment in Canmore and the greater Bow Valley M/H Each development. to determine what land could be utilized for tourism activities to Jurisdiction/L alleviate future pressures (e.g. passive recreation, tours, infrastructure, developments, etc.).

4.2 As park planning for the Bighorn Country moves forward and new assets are developed, examine opportunities to collaborate.

4.3 In the long term, revisit the feasibility of developing a large conference centre facility in Canmore. 5. Engage Alberta Parks 5.1 Host an annual planning meeting with Alberta Parks and KID M/L TCK + AP + and the Kananaskis representatives to share information and plans as well as identify KID/ongoing Improvement District (KID) in opportunities and challenges. complementary initiatives to build sustainable tourism. 6. Develop funding mechanisms 6.1 Seek opportunities for alternative revenue sources that can be re- H/L TCK + ToC + AP that will ensure key tourism invested in infrastructure and visitors services (e.g. day-use fees in + KID /ongoing infrastructure is maintained Kananaskis Country, parking fees, etc.). to a high standard. 6.2 Continue to advocate for resort municipality status to support infrastructure, program development and planning. DRAFT DRAFT 102 Conclusion 09 103 March 19, 2019 Committee of the Whole 1 p.m. Page 66 of 176 Conclusion The Canmore Kananaskis Community Tourism Strategic Plan lays out a strategic direction that will advance the Appendices Destination toward its bold vision to become a leader in sustainable tourism development. There is much work to be done to align efforts and tackle challenges; however, the Region is in a position of strength with outstanding tourism product, engaged markets, a strategic location and energized stakeholder groups. By coming together as a team and committing to a triple bottom line approach, the future will include a high quality of life for residents, strong income for businesses and a commitment to environmental sustainability.

Concerted effort will be required from the business community, governments, NGO’s, residents and visitors to achieve the goals put forward by this strategic plan. If you are inspired by the vision and would like to contribute to implementation, please contact Tourism Canmore Kananaskis to get involved.

DRAFT DRAFT

104 Draft Canmore Kananaskis Community Stategic Plan 105 March 19, 2019 Committee of the Whole 1 p.m. Page 67 of 176 APPENDIX A: Online Survey Findings (N = 187) Respondents were then asked to summarize their vision for tourism in five words or less. Responses contained a wide range of variability; however, some themes did emerge. The first was the importance of providing an Respondents were asked to identify the most important issues they believed the strategy should focus on. authentic experience (i.e. the soul of Canmore with its natural beauty and simplicity). There were also two The top three issues that were identified included Environmental Sustainability (56.7%), Affordable Housing conflicting themes – that of expanding tourism, especially internationally, and also of ceasing the expansion of (46.0%) and Creating a Sustainable Funding Model for Destination Management and Marketing (33.7%). The tourism altogether. There is some clear frustration with the tourism economy of Canmore Kananaskis that has least important issues to respondents were Growing Visitation During the Peak Season (0.5%), Clarity on Target driven some residents to demand less tourism. The issues seem to stem from overcrowding, commercialization, Markets (4.3%) and Affordable Options for Visitors (5.9%). and affordable housing. There are also many on the other side who wish to expand tourism, increase marketing, bring in more international guests, and make Canmore Kananaskis a world-class destination. Question 2. As we begin developing the tourism strategy for Canmore Kananaskis, what do you think are the top 3 issues we should focus on? You may select up to 3 options. When asked if respondents would recommend Canmore Kananaskis to others as a place to visit, the response was overwhelmingly positive (92%) and only some responding no (5%). A similar response came from asking 56.7% if residents knew enough about Canmore Kananaskis to answer visitors’ questions (90% yes) and if residents would invite family and friends to visit (92% yes).

46.0% There was significant variety when respondents were asked about the type of activities they enjoy doing with family and friends. Natural Attractions and Programs were the most popular activity (67.7%), followed by Spend Time with Family/Friends (59.4%) and Specialty Shops/Eateries (38.1%). 33.7% 32.6% 28.9% Question 10. What types of activities do you most like to do with friends and family when 23.5% they visit Canmore Kananaskis? Please select up to 3 options. 16.6% 13.9% 67.7% 11.2% 8.0% 8.0% 59.4% 4.3% 5.9% 0.5%

38.1%

Other (please specify) Clarity on target markets future of tourism Improving visitor amenities 23.2% Environmental Sustainability 21.3% Creating a shared vision for the Expanding visitor experiences Affordable options for visitors 19.4% 14.8% Creating a Growingsustainable visitation funding in modelthe offfor seasons . . . 9.0% Role clarity andAffordable collaboration housing in destinationfor tourism sector. . . workers 7.7% 7.1% Growing visitation in the peak season (Summer) Promotion of Canmore Kananaskis as a world . . . Controlling visitation in the peak DRAFTseason (Summer) 1.3%DRAFT1.9% 1.3%

and . . .

Organized Tours Water Activities friends at your . . . Festivals and Events Camping and RVing Other (please specify) Spend time with family/

Specialty Shops and EateriesUnique Community Activities

Specialty Accomodations, Resorts, Natural Attractions and Programs My friends and family do not visit

Culture and Heritage Attractions and . . . Community/Sport Facilities and Public . . . 106 TOURISMDraft Canmore CANMORE Kananaskis KANANASKIS Community Stategic Plan TOURISM CANMORE KANANASKIS February 28, 2019 107 March 19, 2019 Committee of the Whole 1 p.m. Page 68 of 176 Respondents were asked to identify the most significant barrier that prevents them from participating in these Respondents were also asked to rate services and amenities in Canmore Kananaskis. Overall, the results were activities. Too busy (34.8%) and Too Expensive (29.7%) were the common answers. 25.8% of respondents positive. Respondents were most satisfied with the Cleanliness of Public Spaces (96.8% Great or OK), Safety indicated that there are no barriers preventing them from participating in their preferred activities. and Security (94.5% Great or OK), and Restaurants (91.8% Great or OK). The largest areas for improvement were identified as Public Washrooms (37% Poor), Parking (31.7% Poor) and the Visitor Information Centre (19.6% Poor). Question 11. When your friends and family visit, what barrier most prevents you from participating in your preferred activities? Please select only one. Question 5. Please rate the following visitor services and amenities in Canmore Kananaskis.

34.8%

29.7% 13.7% 7.6% 57.1% 30.1% 20.8% 25.8% 38.8% 25.5% 25.7% 22.4% Great! 24.6% 52.7% 55.4% OK 48.9% 53.0% 49.7% Poor 38.0% 43.2% 59.0% 56.8% 51.9% N/A 39.1% 54.1% 39.1% 19.6% 39.7% 31.7% 37.0% 12.0% 8.2% 4.5% 4.4% 4.4% 8.7% 7.1% 1.3% 1.9% 1.3% 3.8% 12.6% 17.5% 0.6% 3.8% 13.7% 16.9% 1.6% 17.5% 0.0% 1.6% 6.5% 1.6% 1.6% 7.7% 3.3% 10.4%

Too Busy Parking No Barriers Too Expensive Restaurants Accomodations Business Hours Customer Service Activity Not Offered Safety and Security Directional Signage Online Information Distance to Activities Other (please specify) Public Washrooms

Visitor Information Centre Cleanliness of Public Spaces Access to Business Services Health Issues/LimitedNo Car/Lack Mobility of Transit Services DRAFTMy friends and family do not visit DRAFT

108 TOURISMDraft Canmore CANMORE Kananaskis KANANASKIS Community Stategic Plan TOURISM CANMORE KANANASKIS February 28, 2019 109 March 19, 2019 Committee of the Whole 1 p.m. Page 69 of 176 The survey then asks respondents to comment on the areas TCK should focus on in the first five years. The most commonly chosen focus areas were stakeholder engagement, collaboration, and communication (40.8%), When asked about potential activities for development, respondents’ answers varied widely. Popular answers building the Canmore Kananaskis brand (34.1%), and industry training and education (31.3%). The least chosen were natural attractions (36.9%), conference facilities (29.6%) and unique community activities (29.6%). It services included producing tourism events (13.4%), tourism product development (15.1%) and advocacy for should be noted that ‘no further development’ was a popular choice among respondents (30%). the tourism industry (17.9%).

Question 6. What types of activities have the greatest potential to be developed to Question 7. Tourism Canmore Kananaskis is in the process of re-establishing itself as the encourage visitation? You may select up to 3. official destination management organization for Canmore Kananaskis. In your view, what are the primary services this organization should focus on in the first 5 years of operation? You may select up to 3. 40.8%

34.1% 31.3%

26.8% 36.9% 23.5% 19.6% 17.9% 17.3% 29.6% 29.6% 15.1% 28.5% 13.4%

24.0% 21.2% 5.6% 19.0%

15.1% 11.7% 12.3% 8.9% 8.4% 5.6% operators 4.5%

0.6% Don’t know/RefusedOther (please specify) Producing tourism events Tourism product development First point of contact for visitors Industry training and education Advocacy for the tourism industry Tourism advertising and promotions Leadership and mentorshipBuilding for tourismthe Canmore Kananaskis brand Organized Tours Water Activities Stakeholder engagement, collaboration, . . . Festivals and Events Camping and RVing ResortsConference and B&B’s Facilities Don’t know/RefusedOther (please specify) To conclude the survey, respondents were asked an open-ended question about the one thing they would do Entertainment Facilities to improve tourism in Canmore Kananaskis. The answers had several themes. One of the most common was Specialty Accommodations, Specialty Shops andUnique Eateries Community Activities sustainability of both the economy and environment. Residents and business owners want to see a sustainable NaturalDRAFT Attractions and Programs DRAFT plan that will not negatively impact the environment and nature. They recognize the importance of the natural I would prefer no further development beauty of the area, but this is also why a lot of them live there. They want to see it remain unadulterated as this is what they see as the soul of Canmore Kananaskis. They also want a sustainable economy. There are Community/Sport Facilities and Public Spaces Culture and Heritage Attractions and Programs known issues of affordability for residents and they fear it will get worse with further development. Another key theme was collaboration. They want to see the businesses and TCK collaborate on a coherent tourism strategy in order to build the brand and market Canmore Kananaskis as a world-class destination. The third most popular theme was taking care of the little things. Residents feel that a lot of little things are slipping through the cracks such as washroom facilities, parking, traffic flow, and generally improving the events that Canmore Kananaskis currently hosts. 110 TOURISMDraft Canmore CANMORE Kananaskis KANANASKIS Community Stategic Plan TOURISM CANMORE KANANASKIS February 28, 2019 111 March 19, 2019 Committee of the Whole 1 p.m. Page 70 of 176 APPENDIX B: Explorer Quotient Profiles

DRAFT DRAFT

112 113 March 19, 2019 Committee of the Whole 1 p.m. Page 71 of 176 DRAFT DRAFT

114 115 March 19, 2019 Committee of the Whole 1 p.m. Page 72 of 176 APPENDIX C: Sustainable Tourism Development Tools formal recognition keeping with international best practice of accreditation. Finally, there are a few options for verification. One option is to use the standard as a training tool only and conduct continuous self-assessments to 68 Source: Robert Chappell – Tourism Impact Services track progress on implementation. A second option includes an internal verification of implementation which is provides a higher level of confidence best practices have been fully implemented. Finally, external verification is Sustainable tourism development can be used as an approach to incorporate environmental stewardship into completed independently and provides the absolute highest level of confidence that sustainability best practices tourism development. The approach can be implemented by local businesses and/or destination managers and are being implemented and managed and that continuous improvement is occurring. has been proven successful in destinations across the globe. There are a number of impactful strategies available so it is important to determine your objectives and desired outcomes early in the planning process to ensure sustainable tourism initiatives will have the greatest opportunity for success. Potential options to encourage sustainable tourism development include:

Sustainability Self-Assessment – This is the simplest approach to establish a baseline, identify challenges, and begin planning for action. The self-assessment can be done for businesses and destination managers with the only difference being the criteria used during the assessment. For example, business sustainability criteria will typically focus on the business operations while the destination criteria focus on municipal level policies. There are also two ways to approach the criteria used in either assessment: 1) use readily-available internationally- recognized sustainability standards; or 2) develop a set of sustainability criteria that are the most applicable to the situation or can best deliver on the desired outcomes. The assessment can be deployed using an open- source survey tool like Google Forms. Results are collected, analyzed and provided in a simple dashboard for easy distribution.

Business Training Program – Business training workshops are not a new concept, but the idea is to develop a series of modules which focus exclusively on sustainable development. In many successful cases, business training programs provide hands-on training to help businesses prepare for certification. Modules cover topics such as policy development, green purchasing, energy conservation, waste diversion, cultural heritage, biodiversity conservation, and any other topic important to the destination and local brand.

Monitoring Program – A monitoring program focuses on applicable performance indicators for destinations or businesses related to the consumption of resources, economic development, and an array of sustainability impacts. Monitoring programs help in planning for responsible growth by establishing comparable baseline metrics, setting concrete goals for lasting change and communicating these changes to the stakeholders in travel and tourism destinations. To help destinations and businesses successfully plan for tourism development, the use of a cloud-based sustainable management system is suggested to allow users to assess, monitor and report on customizable indicators revolving around sustainability.

Verification & Certification Programs – This approach in many ways is a combination of the self-assessment, training, and monitoring programs. WhatDRAFT is unique about this type of program is the level of rigor that is required DRAFT due to the independent verification procedures. Certification is the act of independent confirmation thata certain set of requirements have been met. These actions are described in a sustainability standard which aims to provide visitors with the assurance that a business and/or destination on the path toward sustainability and has met globally recognized criteria. There are several existing turn-key certification programs for business and destinations. These programs are useful for quickly assessing a program’s standard and available resources for training. Many provide advisors to help the applicant through all steps of the certification process. Another approach is to develop your own sustainability standard which includes best practices, criteria, and indicators that are specifically applicable to the destination’s needs, objectives, and outcomes. While this option requires more inputs, the end product is a powerful tool for sustainability. The standard can also be submitted for 116 TOURISMDraft Canmore CANMORE Kananaskis KANANASKIS Community Stategic Plan February 28, 2019 117 March 19, 2019 Committee of the Whole 1 p.m. Page 73 of 176 APPENDIX D: References nordic-centre-pp/information-facilities/background/. 26 Nakiska, accessed at https://skinakiska.com/. 1 Retrieved from: http://www.conscious.travel/ 27 Canmore Events Review, Expedition Management Consulting, 2014. 2 The Area, About Canmore Kananaskis, accessed at http://www.tourismcanmore.com/explore/the-area. 28 artsPlace, accessed October 18, 2018 at https://artsplacecanmore.com/. 3 Banff, Jasper and Canmore Tourism Economic Impact Study, June 2016, prepared by Grant Thornton, WMC 29 Travel Alberta Canmore Visitor Information Centre 2017 Summer Season Report Dates (May 1 – September and Economic Research Limited. 30th) 4 The Area, About Canmore Kananaskis, accessed at http://www.tourismcanmore.com/explore/the-area 30 Retrieved from: http://www.conscious.travel/ 5 The Economic Impact of Tourism in Kananaskis Country in 2011, Summary of Findings of the ERL Report, 31 The Banff/Lake Louise Tourism Bureau By-Laws (2017) accessed at https://open.alberta.ca/dataset/bdfecac0-0dda-4e8c-8321-7002a5edb11c/resource/d4e967af- 32 Banff & Lake Louise Tourism – 2018 Business Plan (2018) 6d78-4f35-9685-9e6bc68bfce2/download/ei-of-tourism-in-kananaskis.pdf. 33 Tourism Calgary website, http://tourism.visitcalgary.com/industry-members/about/our-board, (accessed 29 6 Town of Canmore, Census, accessed at https://canmore.ca/town-hall/community-statistics/census. The Town Nov 18) of Canmore defined the non-permanent population as people who reside in Canmore occasionally but whose 34 Tourism Calgary Financial Statements (2017) primary resident is elsewhere. 35 James Jackson, Tourism Jasper Manager (2018) 7 Banff, Jasper and Canmore Tourism Economic Impact Study, June 2016, prepared by Grant Thornton, WMC 36 Whistler Resort Association By-Laws (2014) and Economic Research Limited. 37 Tourism Whistler website, https://members.whistler.com/, (accessed 29 Nov 18) 8 Banff, Jasper and Canmore Tourism Economic Impact Study, June 2016, prepared by Grant Thornton, WMC 38 William Slenders, Executive Director Tourism Lethbridge (2018) and Economic Research Limited. 39 Destination NSW Act (2011) 9 Municipality of Jasper Tourism Community Status, Information Sheet, February 2017, accessed at https:// 40 Destination NSW Annual Report (2017) www.jasper-alberta.com/DocumentCenter/View/1483/Tourism-Community-Status---February-2017- 41 Regional Tourism Organization Guide for 2016-17, Ministry of Tourism, Culture, and Sport (2016) PDF?bidId=. 42 Tourism in Canadian Rockies tourism region 2014: A Summary of 2014 Visitor Numbers, Expenditures and 10 “Alberta Cities with The Highest and Lowest Property Tax Rates,” accessed at https://www.zoocasa.com/ Characteristics, published by the Alberta Government, July 2016, accessed at https://open.alberta.ca/dataset/ blog/alberta-cities-with-the-highest-and-lowest-property-tax-rates-infographic/. f781c745-926a-45db-b98c-d1587171d63b/resource/1594508f-c16c-4854-95c3-5c26b9744c90/download/ 11 Canmore Real Estate Prices for 2018, accessed at https://canmoreabhomes.com/canmore-real-estate- personvisitscanadianrockies2014.pdf prices-2018/. 43 Domestic Tourism in Canadian Rockies Tourism Region 2016: A Summary of 2016 Domestic Visitor Numbers, 12 “Canmore deemed least affordable housing market in Alberta, Fort McMurray the most,” accessed Expenditures and Characteristics, July 2018, accessed at https://open.alberta.ca/dataset/f781c745-926a-45db- https://www.cbc.ca/news/canada/calgary/canmore-fort-mcmurray-housing-affordability-june-2018- b98c-d1587171d63b/resource/fdd58057-1884-4954-8072-8fc927e8dd3a/download/canadian-rockies-2016_ zoocasa-1.4801781. final.pdf. 13 “Canmore suggests hosting Olympic Village to alleviate housing crunch,” accessed at https://www.cbc.ca/ 44 Domestic Tourism in Canadian Rockies Tourism Region 2016: A Summary of 2016 Domestic Visitor Numbers, news/canada/calgary/alberta-canmore-olympic-athletes-village-1.4792154. Expenditures and Characteristics, July 2018, accessed at https://open.alberta.ca/dataset/f781c745-926a-45db- 14 E. MicLette. (2018). b98c-d1587171d63b/resource/fdd58057-1884-4954-8072-8fc927e8dd3a/download/canadian-rockies-2016_ 15 Three Sisters Smith Creek, accessed at https://canmore.ca/municipal-services/residents-development- final.pdf. planning/public-engagement-information/three-sisters/three-sisters-smith-creek. 45 Domestic Tourism in Canadian Rockies Tourism Region 2016: A Summary of 2016 Domestic Visitor Numbers, 16 River’s Bend Developments, accessed at https://www.riversbenddevelopments.com/. Expenditures and Characteristics, July 2018, accessed at https://open.alberta.ca/dataset/f781c745-926a-45db- 17 Alberta Environmental Protection. (1999). Kananaskis Country Recreation Policy. b98c-d1587171d63b/resource/fdd58057-1884-4954-8072-8fc927e8dd3a/download/canadian-rockies-2016_ 18 Alberta Forestry. (1986). Kananaskis Country Sub-Regional Integrated Resource Plan. final.pdf. 19 Town of Canmore, Stewardship of the Environment, accessed at https://canmore.ca/residents/stewardship- 46 Team Alberta Marketing Plan, 2016-18, Travel Alberta, accessed at https://taprdsccdn.azureedge.net/cms/-/ of-the-environment. media/IndustryHub/files/about/publications/business-marketing-plan/travel-alberta-2016-2018-marketing- 20 Town of Canmore, Explore 2016 OlympicDRAFT Bid, accessed at https://canmore.ca/projects/2026-winter- plan. DRAFT olympics-bid. 47 Tourism in Canadian Rockies tourism region 2014: A Summary of 2014 Visitor Numbers, Expenditures 21 Town of Canmore. (2019). Municipal Website. and Characteristics, published by the Alberta Government, July 2016. https://open.alberta.ca/dataset/ 22 Town of Canmore, accessed at https://canmore.ca/projects/vacation-rentals. f781c745-926a-45db-b98c-d1587171d63b/resource/1594508f-c16c-4854-95c3-5c26b9744c90/download/ 23 Canadian Signature Experiences, accessed at https://caen-keepexploring.canada.travel/canadian-signature- personvisitscanadianrockies2014.pdf experiences 48 International Visitation and Expenditures to Alberta: 2000 - 2015, Alberta Culture and Tourism. Tourism 24 Canmore also built a pool, curling rink and golf facilities, used initially as part of the Canmore Athletes’ Research Unit, accessed at https://open.alberta.ca/dataset/555cc2f9-7c17-4020-8145-50ae88186051/ Village for the 1988 Olympics. resource/420dc3b0-b727-475a-84a3-43c1cf9b2c7e/download/international-visits-and-expenditure-final.pdf. 25 Canmore Nordic Centre Provincial Park, accessed at https://www.albertaparks.ca/parks/kananaskis/ 49 United Kingdom Market Profile, February 2013, Canadian Tourism Commission, accessed at https://www.

118 TOURISMDraft Canmore CANMORE Kananaskis KANANASKIS Community Stategic Plan TOURISM CANMORE KANANASKIS February 28, 2019 119 March 19, 2019 Committee of the Whole 1 p.m. Page 74 of 176 UK_2013_EN.pdf APPENDIX E: Change Management Strategy 50 International Visitation and Expenditures to Alberta: 2000 - 2015, Alberta Culture and Tourism. Tourism Research Unit, accessed at https://open.alberta.ca/dataset/555cc2f9-7c17-4020-8145-50ae88186051/ resource/420dc3b0-b727-475a-84a3-43c1cf9b2c7e/download/international-visits-and-expenditure-final.pdf. Overview of the Change 51 Australian Market Profile, February 2013, Canadian Tourism Commission, accessed at https://www. destinationcanada.com/sites/default/files/archive/2013-12-01/Intelligence_MarketInsights_MarketProfile_ 10 Year Vision – We will be seen as a leader in sustainable tourism development! Australia_2013_EN.pdf. 52 Team Alberta Marketing PLan, 2016-2018, accessed at https://taprdsccdn.azureedge.net/cms/-/media/ By 2029, Canmore Kananaskis will be seen as a leader in sustainable tourism development and visitors IndustryHub/files/about/publications/business-marketing-plan/travel-alberta-2016-2018-marketing-plan. will be fully engaged in the brand. All stakeholders will be working as one cohesive unit and enjoying the 53 Japanese Market Profile, February 2013, Canadian Tourism Commission, accessed at https://www. rewards of a destination that has truly embraced a triple bottom line approach including high quality of destinationcanada.com/sites/default/files/archive/2013-12-01/Intelligence_MarketInsights_MarketProfile_ life for residents, strong income for businesses and a commitment to environmental sustainability. Japan_2013_EN.pdf. 54 Alberta Tourism Brand Industry Toolkit, accessed at https://industry.travelalberta.com/programs-tools/ This change will be widespread and impact many stakeholders. There is a desire for change from the community industry-brand-toolkit. at large and if the change is successful this will have considerable benefit for thousands of individuals, including 55 Alberta Tourism Brand Industry Toolkit, accessed at https://industry.travelalberta.com/programs-tools/ residents, visitors, industry employees, business owners and investors. In order to overcome fear and resistance, industry-brand-toolkit. a clear path forward is needed. 56 Team Alberta Marketing Plan, 2016-2018, accessed at https://taprdsccdn.azureedge.net/cms/-/media/ IndustryHub/files/about/publications/business-marketing-plan/travel-alberta-2016-2018-marketing-plan. Figure 1 describes transitioning from a traditional tourism model to a sustainable tourism model. While it is 57 Canmore Hotels PRIZM Summary Report (2018) important to recognize the current and future state, this change management plan will help stakeholders make 58 Canmore Hotels PRIZM Summary Report (2018) the change while moving through transition. 59 Banff, Jasper and Canmore Tourism Economic Impact Study, June 2016, prepared by Grant Thornton, WMC and Economic Research Limited. Figure 1. States of Change 60 Get to Know Fernie, accessed at https://tourismfernie.com/about/get-to-know-fernie. 61 Value of Tourism in Fernie Study, published April 2018, accessed at https://tourismfernie.com/uploads/ documents/4/FernieValue-Of-Tourism-3.pdf. 62 Town of Golden 2012-16 Resort Development Strategy, Resort Municipality Initiative, accessed at http:// Future State www.golden.ca/Departments/Corporate-Services/Resort-Municipality-Initiative/Resort-Municipality-Initiative/ Resort-Development-Strategy-2012-2016.aspx. 63 Destination Canada. (2015). EQ Profiles. 64 Destination Canada. (2015). Explorer Quotient Profiles. 65 Fort McMurray Tourism. (2018). Wood Buffalo Tourism Asset Inventory and Product Development Plan. Transition • Sustainable tourism 66 Retrieved from http://industry.travelalberta.com/marketing/channel-distribution/MICE model. 67 State Retrieved from https://globalwellnessinstitute.org/industry-research/global-wellness-tourism-economy/ • Triple bottom line where 68 Robert Chappell. (2019). Tourism Impact Services. economic, social and environmental goals are Current • Letting go of the old complementary. DRAFT paradigm to welcome in DRAFTState the new. • Support stakeholders in addressing their • Traditional tourism model. needs and fears, • Economic, social and while carefully environmental realms are and systematically competing rather than transitioning to the cooperating. future state.

120 Draft Canmore Kananaskis Community Stategic Plan February 28, 2019 121 March 19, 2019 Committee of the Whole 1 p.m. Page 75 of 176 There are 10 major stakeholder groups: Tourism Canmore-Kananaskis, Town of Canmore, NGO’s, businesses, The matrix also offers advice on the degree of effort to engage stakeholders throughout the change process. residents, visitors, Travel Alberta, Alberta Culture and Tourism, Alberta Environment and Parks, and neighbouring municipalities/Indigenous communities. This analysis considers the majority consensus perspectives ofthe • Stakeholders with low to medium power and interest should be monitored. stakeholders, but recognizes that there may be more extreme perspective embedded within. • Efforts should be made to keep stakeholders satisfied with the change process where they exhibit medium to high power and low to medium interest. The following Stakeholder Power/Interest Matrix (Figure 2) plots the stakeholders based on the assessed levels • Stakeholders with medium to high interest and low to medium power should be kept informed on the change of power and interest. It then provides general guidance toward the level of effort needed to manage the change process. within each group. • Finally, stakeholders with medium to high power and interest should be actively engaged throughout the process. Figure 2. Stakeholder Power/Interest Matrix

5 Active Keep Satisfied Engagement 4

Level of Power Level 2 Keep Monitor Informed 1

1 2 3 4 5 Level of Interest

Tourism Canmore-Kananaskis Residents Town of Canmore Alberta Culture and Tourism Travel Alberta Alberta Environment and Parks NGO’s Visitors Businesses Neighbouring Municipalities/Indigenous Communities

The levels of power and levels of interest range from 1 = low, 2 = medium-low, 3 = medium, 4 = medium-high, 5 = high. The basis for concluding levelsDRAFT of power was determined by how close each stakeholder group had DRAFT to decision-making on the change itself. The basis for concluding levels of interest was determined by various qualitative and quantitative data collected to suggest interest in the change/project (e.g. participation in public forums, surveys, interviews etc.) and is the sole opinion of the consulting team as a starting point for discussion only.

122 TOURISMDraft Canmore CANMORE Kananaskis KANANASKIS Community Stategic Plan TOURISM CANMORE KANANASKIS February 28, 2019 123 March 19, 2019 Committee of the Whole 1 p.m. Page 76 of 176 Overview of the Change Management Methodology Change Communications and Resistance Management Plan When seeking a change, there are important elements to consider: the vision for the change, the goals and objectives to achieve, the stakeholders who will be impacted by the change and the project management plan. These elements support the key milestones and deliverables in building the system for change. To support the ADKAR Key people-side of change, this change management strategy utilizes the ADKAR model as outlined in Figure 3.2 Barriers Level of Method and Message Performance Related Audience Addressed Support1 Frequency Bank Indicators Objective Figure 3. ADKAR Model (Direct/ Source Indirect) Awareness of the need for change, specifically why the change is being A made and the risk of not changing. Tourism Active Monthly project A,B,C,D Feedback 1, 2 Awareness Canmore- Engagement meetings gathered (Direct) Desire to support and participate in the change, influenced by the nature Kananaskis, of the change, the degree of control one has over making the change and D Town of Face to face Feedback 1, 2 Awareness/ other motivators.. Canmore meetings with gathered Desire individual (Direct) Knowledge of how to change, including the information about behaviours, stakeholders, as K processes, tools, systems, skills, job roles and techniques needed to necessary implement a change.

Ability to implement the required skills and behaviours. Ability is about Residents, Keep Initial media A, B Website 1 Awareness/ A turning knowledge into action. Businesses, Informed release on “clicks” Desire NGOs, Tourism Canmore- (Direct) Reinforcement to sustain the change, including the recognition, rewards and Visitors2 Kananaskis website R celebration tied to the realization of the change. and social media Community A,B,C,D Feedback 1, 2 Awareness/ An ADKAR assessment can be completed to understanding where barriers might exist in the change process and Presentation at gathered Desire implementing tactics to address and overcome those barriers. project initiation (Direct) phase

Quarterly updates A,B,C,D Website 1, 2 Awareness/ Change Management Strategy on Tourism “clicks” Desire Over the next 12-18 months the goal is to create buy-in of the 10 year vision and to encourage action to support Canmore- (Indirect) it. Awareness and Desire have been identified as the primary and secondary barriers to change for all stakeholder Kananaskis website groups. A communications and resistance management plan has been developed to address these barriers and social media together. Knowledge, ability and reinforcement of the change will occur throughout the process. Annual Community A,B Feedback 1, 2 Awareness/ The key objectives to achieve during the change timeframe will be to: Presentation gathered Desire Objective 1: Increase awarenessDRAFT of the current situation and the change. DRAFT (Direct) Objective 2: Increase support for the change by tracking results and communicating progress.

This plan describes the targeted communications towards the stakeholder audiences as well ask the method and frequency. A key message bank is provided to guide what messages to share, when, to whom and how frequently. This plan has linked each activity to the desired objectives and the ADKAR barriers to address in the change. To 1 Level of Support provides a guide to the type and degree of communication efforts for each stakeholder group. support addressing the additional ADKAR barriers, key messages have also been repeated throughout the plan 2 Visitors will be kept informed even though it does not correlate to the Power/Interest Matrix. By keeping to reinforce the change. Knowledge and ability of the change will be enhanced as progress occurs and active visitors informed they may shift to their level of interest to high as Canmore-Kananaskis starts to realize the stakeholders execute their roles in the change. vision for sustainable tourism.

124 Draft Canmore Kananaskis Community Stategic Plan TOURISM CANMORE KANANASKIS February 28, 2019 125 March 19, 2019 Committee of the Whole 1 p.m. Page 77 of 176 ADKAR Key Barriers B. Key Messages on the Change Level of Method and Message Performance Related Audience Addressed Support1 Frequency Bank Indicators Objective (Direct/ Topic Message Source Indirect) Change Vision: Canmore-Kananaskis is a leader in sustainable tourism development. Travel Keep Official briefing - key A, B Feedback 1 Awareness Alberta, satisfied messages sent by gathered (Indirect) Scope: The scope of this change is community wide. Alberta email upon project Economic, social and environmental stakeholders work collaboratively Culture and completion Outcome: Tourism, towards shared objectives and to realize the vision. Alberta Environment Semi-annual A,B.C.D Participation in Desire Timeframe In 12-18 months, stakeholder organizations will: and Parks, teleconference per teleconference; (Indirect) and Desired • Acknowledge the change neighbouring project schedule Feedback • Implement early deliverables in the action plan gathered; Stakeholder • Share information openly and willingly municipalities Behaviours and Funding • Demonstrate trust in each other Indigenous provided per communities request made Business Strategy This change is directly aligned with the Community Tourism Strategy, the Town of Canmore Strategic Plan and the Government of Alberta outcomes Alignment: and key strategies towards economic diversification.

Key Messages Bank • A change in tourism is inevitable. Stakeholder recognize the need to be The following key messages bank3 provides specific messages addressing different topics in the change process. proactive rather than reactive. Banks A and B support improving awareness of the change. Banks C and D support increasing desire of the • There is widespread agreement amongst the majority of stakeholders change. Messages can be adjusted to represent past, present or future tense. When drafting communications Drivers: that a sustainable tourism approach is needed. to stakeholder groups, it is recommended that as many topics as possible be included, but also considering how • A clear path forward, early wins and shared successes will support the appropriate they might be to the context. transition to sustainable tourism in Canmore-Kananaskis.

A. Key Messages on the Current Situation C. Key Messages on How the Change Impacts Stakeholders Topic Message Topic Message

Canmore-Kananaskis is busy during peak visitation months but businesses Impact on There will be a change in the day to day operations for TCK and the Town of Business Case: struggle during shoulder and off-seasons to generate revenue and keep Stakeholders: Canmore, but the degree of change is yet to be determined. qualified staff. • Adopting a triple bottom line approach creates an opportunity for win- Growth DRAFTin visitation is likely inevitable so it is prudent to develop a cohesive DRAFTwin-win with all stakeholders. Case for Change: plan to be responsive to the growth rather than reactive. • Environmental perspective: Environmental stakeholders will experience that overall environmental health in the community is continuously Failure to take action and work collaboratively could result in: “What’s in it for improving. • Over tourism • Social perspective: Social stakeholders will experience that a high quality Risks to not • Degradation of the core value proposition of the community me?” (WIIFM): of life is available for all residents, including the tourism workforce. Changing: • Decreased quality of life for residents • Economic perspective: Economic stakeholders will experience increased • Negative environmental impacts revenues and profits consistently throughout the year. • Reduced viability for tourism businesses

126 TOURISMDraft Canmore CANMORE Kananaskis KANANASKIS Community Stategic Plan TOURISM CANMORE KANANASKIS February 28, 2019 127 March 19, 2019 Committee of the Whole 1 p.m. Page 78 of 176 Expected Stakeholders engaged in the change process will: APPENDIX F: Stakeholder Communications Plan Stakeholder • Ensure transparent decision making; Behaviours and • Respect towards all other stakeholders and their needs and wants; and • Actively deliver on results. Actions Purpose The purpose of this communications plan is to commit to the transparency of the organization to the people and • Project meetings Feedback businesses of Canmore Kananaskis and promote active engagement in the goals and direction of the organization. • Surveys targeted at members, businesses and residents The organization must: Opportunities • Face to face community presentations • Understand stakeholder needs and values as they effect planning and program delivery Expectations of The Community Tourism Strategy is happening and there is a commitment • Ensure all different types of stakeholders are heard and make a concerted effort to gather their input from stakeholders to make this change together. • Plan for engagement in the process of designing and developing services Change • Encourage relationships among members, the public, and government D. Key Messages on Progress Process Topic Message

• The initial project will conclude within 12-18 months • Key deliverables expected during this time frame are: Project • Business Case for the triple bottom line approach is established Observe Engage Decide Act Repeat Expectations: • The Sustainability Program is developed • The Sustainability Program has begun implementation

Information on the progress of the change will be made available by: Observe: The organization will look for opportunities. These could be opportunities to educate the public, • Regular updates at project meetings businesses, or visitors. It could also be an opportunity to ask questions and gather information from stakeholders. • Monthly updates at the Tourism Round table Progress Plan for engagement in the process. • Quarterly updates on the TCK website Reporting • Annual community presentation Engage: TCK will engage stakeholders at every level in order to determine their needs. This could be for support, an issue with program delivery, the need for education, or whatever may arise. Ensure everyone is heard and every concern is addressed. It will be important to formally share any success stories as part of the plan Early Success Decide: TCK takes this information, analyzes the situation, and makes a decision on what to do with it. This throughout the change period. Stories could be an adjustment to program delivery, information, processes, brand image, or anything that stakeholders require of TCK. The organization must serve its stakeholders in order to best serve the community.

Act: After deciding what to do, TCK must make a plan and act. 1 Retrieved and adapted from https://www.brighthubpm.com/resource-management/81140-what-is-the-DRAFT DRAFT power-influence-grid-or-matrix/ Repeat: The process does not end after one cycle. TCK must go through the process continually in order to best 2 Hyatt, Jeffery. (2006). ADKAR: A Model for Change in Business, Government and Our Community. (pp.2-3). Fort serve stakeholders and ensure a responsive organization. Collins, CO: Prosci Research. 3 Adapted from https://blog.prosci.com/communications-outline-for-managers

128 TOURISMDraft Canmore CANMORE Kananaskis KANANASKIS Community Stategic Plan February 28, 2019 129 March 19, 2019 Committee of the Whole 1 p.m. Page 79 of 176 Key Stakeholder Groups Tactics • Surveys are an important information gathering tool and are an effective way to inform TCK of its success 1. Tourism Canmore-Kananaskis in communication strategy. They can target member businesses, non-members, visitors and the public to 2. Town of Canmore ensure a wide range of voices are heard. Surveys can be annual or as needed with items including but not 3. Businesses limited to: 4. Residents • Satisfaction with TCK’s services 5. NGOs • Ideas for improvement 6. Travel Alberta • Demand for services 7. Alberta Culture and Tourism • Monthly Tourism Round Tables as a mechanism to ensure collaborative implementation of the strategy. 8. Alberta Environment and Parks • Presentations to Town Council and the Board of Directors of organizations impacted by the strategy. 9. Visitors • Design and create a tradeshow booth to attend community events throughout the region to increase 10. Neighbouring municipalities and Indigenous communities awareness of the Community Tourism Strategic Plan and the services offered by TCK. • Post quarterly updates on the TCK website reporting the progress on the strategy. Key Messages • Host an annual “Report to the Community” presentation that celebrates achievements and describes the • The 10 Year Vision – By 2029, Canmore Kananaskis will be seen as a leader in sustainable tourism next steps of the strategy. development and visitors will be fully engaged in the brand. All stakeholders will be working as one • Host an annual Tourism Planning Summit for public and private stakeholders to gather their input on cohesive unit and enjoying the rewards of a destination that has truly embraced a triple bottom line tourism-related opportunities and challenges. This event could coincide with the Report to the Community approach including high quality of life for residents, strong income for businesses and a commitment to presentation. environmental sustainability. • Develop an industry portal on the TCK website where member businesses can learn abut one another, engage • Tourism is an important and growing part of the economy. We must acknowledge and proactively harness it with each other, and share information, resources, and ideas. in a way that works for Canmore Kananaskis. • The best way to benefit everyone is to work together. There is tremendous advantage in economy of scale when businesses and the community as a whole collaborate. Tools • What we will need in the future is different than what we needed in the past. The scope for this change is • TCK Website community-wide and therefore, we need to look forward and build momentum as one community. • Social Media (i.e. Facebook, Twitter, Instagram, etc.) • This is an opportunity to make your needs heard. • Digital media • TCK is eager to hear from everyone so that their services may be better informed and delivered. • Local print media • We will embrace the triple bottom line approach where economic, social, and environmental goals are • Print media in target market areas complementary. • Media releases • We have a high level of respect for wildlife and human coexistence. • The social and environmental brand of Canmore Kananaskis is an important aspect of tourism and the Desired Outcomes visitor experience. 1. Businesses and the community at large feel they are well-informed about issues relating to Tourism. 2. Members feel engaged and heard in the process. Moving Forward 3. TCK is known as a leader in destination management in Canmore Kananaskis. TCK serves the businesses of Canmore and Kananaskis and needs to ensure its direction, programming, and service delivery are aligned with the needsDRAFT of the membership. TCK will assign the following responsibilities to Measuring Success staff resources: DRAFT As part of the observation stage in the process, TCK should evaluate its ability to deliver on the desired outcomes. • Create and maintain communications on behalf of TCK to the membership. Website and social media click-through rates will be important to monitor engagement with target markets. • Attend meetings that can potentially impact tourism and business in Canmore Kananaskis in order to Success within the community can be determined from surveys and engaging with the public and businesses. bring the concerns of membership forward as well as disseminate important information. Metrics should be tied to targets and indicators within the reach of TCK. Results should feed the “observe” stage • Point of contact for media and inquiries. of the communications process in order to develop a plan for improvement, or building on achievements. • Liaise with stakeholder groups to gather and disseminate information. • Manage and organization information within TCK so it is easily accessible. • Clearly communicate the brand and value proposition of TCK.

130 Draft Canmore Kananaskis Community Stategic Plan February 28, 2019 131 March 19, 2019 Committee of the Whole 1 p.m. Page 80 of 176 Unapproved C-1

TOWN OF CANMORE MINUTES Committee of the Whole Council Chamber at the Canmore Civic Centre, 902 – 7 Avenue Tuesday, January 22, 2019 at 1:00 p.m.

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

COUNCIL MEMBERS ABSENT None

ADMINISTRATION PRESENT Lisa de Soto Chief Administrative Officer Michael Fark General Manager of Municipal Infrastructure Sally Caudill General Manager of Municipal Services Therese Rogers Acting General Manager of Corporate Services Robyn Dinnadge Manager of Communications Andy Esarte Manager of Engineering Felix Camire Engineering Project Manager Joel Pacas Engineering Intern Adam Robertson Communications Advisor Cheryl Hyde Municipal Clerk (Recorder)

Mayor Borrowman called the January 22, 2019 committee of the whole meeting to order at 1:00 p.m.

A. CALL TO ORDER AND APPROVAL OF AGENDA 1. Agenda for the January 22, 2019 Committee of the Whole Meeting 1-2019COW Moved by Mayor Borrowman that the Committee of the Whole approve the agenda for the January 22, 2019 regular meeting as presented. CARRIED UNANIMOUSLY

B. DELEGATIONS 1. Three Sisters Mountain Village Update on Public Consultation Jenn Giesbrecht, Michelle Gurney, and Jessica Karpat spoke on behalf of Three Sisters Mountain Resort to a written report presenting the Committee with the results of the second phase of their community consultation project.

Minutes approved by: ______March 19, 2019 Committee of the Whole 1 p.m. Page 81 of 176 Town of Canmore Committee of the Whole Meeting Unapproved January 22, 2019 Page 2 of 3

C. MINUTES 1. Minutes of the December 11, 2018 Committee of the Whole Meeting 2-2019COW Moved by Mayor Borrowman that the Committee of the Whole approve the minutes of the December 11, 2018 regular meeting as presented. CARRIED UNANIMOUSLY

D. STAFF REPORTS 1. Mountain Creek Hazard Mitigation Program Update Administration spoke to a written report providing Council and the community with an update on the Mountain Creek Hazard Mitigation program.

Meeting Break 2:50 – 3:00 p.m.

2. X, Y, Z, and Echo Canyon Creeks Hazard and Risk Assessments Dr. Matthias Jakob and Emily Moase spoke on behalf of BGC Engineering to a written report providing Council and the community with a detailed overview of the steep creek hazard and risk studies completed at X,Y,Z, and Echo Canyon creeks.

E. COUNCILLOR UPDATES 1. January 2019 Councillor Updates Written report, received as information.

F. SERVICE AREA REPORTS 1. January 2019 Service Area Reports Written report, received as information.

G. COUNCIL RESOLUTION ACTION LIST 1. Council Resolution Action List as of January 4, 2019 Written report, received as information.

H. BOARD AND COMMITTEE UPDATES None

I. IN CAMERA 1. Calgary – Bow Valley Mass Transit Feasibility Study 3-2019COW Moved by Mayor Borrowman that Council take the meeting in camera at 4:20 p.m. to prevent premature disclosure of information that will be released to the public within 60 days, in accordance with section 29(1)(b) of the Freedom of Information and Protection of Privacy Act. CARRIED UNANIMOUSLY

The following members of administration attended the in camera session to provide procedural support, provide protected information, and answer questions from Council: Michael Fark, Cheryl Hyde, Adam Robertson, and Robyn Dinnadge.

4-2019COW Moved by Mayor Borrowman that Council return to the public meeting at 4:46 p.m. CARRIED UNANIMOUSLY

Minutes approved by: ______

March 19, 2019 Committee of the Whole 1 p.m. Page 82 of 176 Town of Canmore Committee of the Whole Meeting Unapproved January 22, 2019 Page 3 of 3

J. ADJOURNMENT 5-2019COW Moved by Mayor Borrowman that the committee adjourn the January 22, 2019 committee of the whole meeting at 4:46 p.m. CARRIED UNANIMOUSLY

______John Borrowman, Mayor

______Cheryl Hyde, Municipal Clerk

Minutes approved by: ______

March 19, 2019 Committee of the Whole 1 p.m. Page 83 of 176 D-1

Canmore RCMP Report 2018 Year End –Town of Canmore Committee of the Whole 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. We’ve completed four Provincial Road Check Enforcement Initiatives. • Canmore Detachment members increased traffic totals relative to charges from 2199 in 2017 to 2538 in 2018. • Legislative change occurred December 18, 2018, Mandatory Alcohol Screening, MAS, Demands Stats were kept locally. Between December 18 and December 31, 194 MAS Demands made. Of that results of 175 tests = 0% Blood Alcohol Content (BAC): test results between 1% and 50% BAC = 14, Immediate Roadside Sanctions =2, Alberta Zero Alcohol and Drug Tolerance=2, Alberta Alcohol License Suspension=1. • We continue to target trouble spots, I.E. Palliser intersection at the stop sign after exiting Highway #1; bus light activations – we patrol periodically as riders on the bus with following police cars to stop violators who fail to yield to bus passenger disembark light activations where the stop sign is displayed; on report received of a bus drivers statement we will lay charges on the registered owner of the offending vehicle. • School patrols are made, often daily.

2. Contribute to community safety – Reduce Property Crime

The Bait Vehicle program has been put on hold due to technical reasons and back-log in following up with requests from RCMP K Division HQ. Canmore Detachment maintains our name on the wait list to receive use of a bait vehicle.

Theft of motor vehicles in the Town of Canmore have continued to rise. Investigations related to cars resulted in 7 complaints; 5 recovered; 2 were unfounded; of the 7 stolen 2 were left idling. Successful suspects/accused’s charged are 2. Trucks: 20 total; 14 recovered; 5 unfounded; 1 left idling; of those stolen 9 had spare keys inside and the truck was left unlocked; 1 truck still outstanding as stolen, not recovered. Mini-Vans: 4 total; 2 recovered and 2 were unfounded; 1 had keys inside. Sport Utility Vehicle: 6 total. All recovered and one person charged. Motorcycles: 1 reported and determined unfounded.

Proactively the Town of Canmore Policing Committee has been engaged with a “Lock it or Lose it” campaign. Discussion meetings, action plans and an entire project review is within the committee’s report to follow at a later date.

Statistics relative to our bait bike program are as follows:

March 19, 2019 Committee of the Whole 1 p.m. Page 84 of 176 Canmore RCMP Report 2018 Year End –Town of Canmore Committee of the Whole

2018 1 2 3 4 5 6 7 8 9 10 11 12 Total Theft of bike over $5000 0 0 0 0 0 0 0 0 4 1 0 0 5 Theft of bike under $5000 0 1 1 2 3 3 4 1 4 2 1 0 22

Instruction to police officers of use of the bait bike and its software application was applied. Deployment occurred many times in September without incident of attempted theft of the bait bike.

3. Contribute to Community Safety - Offender Management Canmore Detachment worked closely with Probation Officer Valerie Knaga to manage offenders on court orders in our area; Offenders on court or release orders are managed by members for compliance with conditions; Breaches result in charges and or communication with Probation for warrant acquisition; Frequent repeat offenders who come to town intoxicated are not simply lodged until sober but charged or held for bail hearing when appropriate in relation to their probation/release conditions; Most offenders being managed in Canmore on multiple conditions are as a result of drug charges in the last six months, at least one breach has resulted from monitoring of conditions. There were at one time in 2018 eight offenders being monitored under this initiative.

4. Enhanced Summer Shifts The enhanced budget focused on three main strategic priorities for 2018. These areas were Crime Reduction - theft from motor vehicles and drugs, Traffic, and Impaired driving. Enhanced shifts were scheduled for peak times depending on the specific nature of the shift. To increase accountability and buy-in from members on shift, they were asked to coordinate before the shift as to what priorities would be targeted and then to report at the end of their shift for results. Crime Reduction - these shifts targeted drug trafficking and theft from motor vehicles. many tactics and police techniques were explored to curb vehicle thefts and much success was achieved even with random nature and mainly out of town suspects who commit these crimes. Arrests and charges were laid on investigations where members on patrol stopped cars and located stolen property and drugs. Targeting drug trafficking directly equates to Crime Reduction as petty thefts, assaults and many more crimes are correlated with drug use. Using a variety of police techniques, we laid 11 possession for the purpose of trafficking or trafficking charges on 10 separate targets in ten separate files. Comparatively, most detachments our size would be satisfied with two trafficking charges and average one file like this per year. The enhanced budget was used to supplement investigations and to bring in required resources, at ideal times, in order to get the best results possible.

March 19, 2019 Committee of the Whole 1 p.m. Page 85 of 176 Canmore RCMP Report 2018 Year End –Town of Canmore Committee of the Whole Traffic and impaired driving shifts were scheduled to optimize results, I.E. public safety and police presence. Goals and minimums were set with the same report procedures as above. We achieved one impaired per shift and traffic contact numbers were consistent with previous years. Members on traffic duties were asked to write 6 tickets per shift along with assisting with high traffic/tourist areas to show police presence this was done by performing foot patrols and police motor vehicle patrols. Most shifts achieved this goal and if they didn’t, justification was documented. Justification examples would be assisting with priority calls or tied up with longer files such as an impaired investigation.

Municipal Crime trends (January 2018- December 2018) Total Criminal Code Offences for Canmore Municipal Detachment increased by 15% (files numbered 1221 - 1406) between 2017 and 2018. (5yr increase of 35% files 1036 - 1406). o Persons Crimes increased by 14% between 2017 and 2018 equates in files of 182 - 208 (5yr increase of 40% 149 – 208 files); driven by increases in Sexual Assault, Assault, and Uttering Threats. o Property Crimes increased by 22% between 2017 and 2018 equates in files 600 - 734 (5yr increase of 68% 436 – 734 files); driven by increases in Break & Enter, Theft Under $5,000, and Fraud. decreased. o Other Criminal Code increased by 6% between 2017 and 2018 equates in files 439 – 464. (5yr increase of 2% 454 – 464 files). o Spousal Abuse increased by 51% between 2017 and 2018 equates in files 78 – 118. (5yr increase of 247% 34 – 118 files).

Organizational Chart:

As of January 1, 2018 we have a vacancy of a Constable position. One member is on restricted duty to approximately half their shift. This accounts for the position shortage being 1.5 police officers.

We had a new hire for our Detachment Services Assistant in July 2018. This position was vacant since October 2017.

March 19, 2019 Committee of the Whole 1 p.m. Page 86 of 176 Canmore Municipal Detachment Crime Statistics (Actual) January to December: 2014 - 2018 All categories contain "Attempted" and/or "Completed" January-07-19

CATEGORY Trend 2014 2015 2016 2017 2018

Homicides & Offences Related to Death 0 0 0 0 0

Robbery 1 1 1 4 1

Sexual Assaults 7 7 8 5 11

Other Sexual Offences 5 3 0 3 0

Assault 84 108 88 110 127

Kidnapping/Hostage/Abduction 3 4 1 0 1

Extortion 0 0 0 2 1

Criminal Harassment 22 28 15 23 26

Uttering Threats 27 47 27 34 41

Other Persons 0 1 2 1 0

TOTAL PERSONS 149 199 142 182 208

Break & Enter 25 39 33 24 35

Theft of Motor Vehicle 7 22 25 27 33

Theft Over $5,000 11 10 11 11 15

Theft Under $5,000 190 225 203 219 286

Possn Stn Goods 10 8 17 21 29

Fraud 58 65 84 89 130

Arson 0 1 2 0 1

Mischief To Property 135 198 201 209 205

TOTAL PROPERTY 436 568 576 600 734

Offensive Weapons 8 10 13 2 11

Disturbing the peace 252 250 228 209 203

OTHER CRIMINAL CODE 194 171 224 228 250

TOTAL OTHER CRIMINAL CODE 454 431 465 439 464

TOTAL CRIMINAL CODE 1,039 1,198 1,183 1,221 1,406

MarchThis 19, Report 2019 Committee is generated of the Whole from 1 p.m.the PROS database and current scoring of files. All homicide files are not included in thisPage report. 87 of 176 Crime Statistics (Actual) January to December: 2014 - 2018 All categories contain "Attempted" and/or "Completed" January-07-19

CATEGORY Trend 2014 2015 2016 2017 2018

Drug Enforcement - Production 1 0 0 1 0

Drug Enforcement - Possession 28 32 39 28 34

Drug Enforcement - Trafficking 33 22 18 29 22

Drug Enforcement - Other 0 0 1 1 0

Total Drugs 62 54 58 59 56

Federal - General 11 8 7 4 12

TOTAL FEDERAL 73 62 65 63 68

Liquor Act 199 159 142 204 152

Other Provincial Stats 148 172 166 195 176

Total Provincial Stats 347 331 308 399 328

Municipal By-laws Traffic 36 44 24 24 27

Municipal By-laws 550 545 514 479 442

Total Municipal 586 589 538 503 469

Fatals 2 0 0 0 1

Injury MVC 20 19 9 11 16

Property Damage MVC (Reportable) 280 337 310 336 295

Property Damage MVC (Non Reportable) 46 33 42 50 49

TOTAL MVC 348 389 361 397 361

Provincial Traffic 2,662 2,019 2,041 2,299 2,538

Other Traffic 43 29 26 41 41

Criminal Code Traffic 98 118 92 71 67

Common Police Activities

False Alarms 353 336 297 257 241

False/Abandoned 911 Call and 911 Act 325 305 260 356 343

Suspicious Person/Vehicle/Property 154 119 170 226 223

Persons Reported Missing 5 5 10 21 28

Spousal Abuse - Survey Code 34 59 67 78 118

MarchThis 19, Report 2019 Committee is generated of the Whole from 1 p.m.the PROS database and current scoring of files. All homicide files are not included in thisPage report. 88 of 176 Canmore Policing Committee Annual Report January 1st, 2018 - December 31st, 2018

Submitted by Nick Servos - Chair, Canmore Policing Committee 2018.

Membership of the Canmore Policing Committee (as of December 31th, 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 Mark Blackwood Public Member 2 years/2020 X Councilor Jeff Hilstad Member of Council 1 year /2019 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 Michaela Strohmaier Recording Secretary Committee Changes in 2018 Councilor Rob Seeley and Hannah de Soto retired from the Policing Committee in 2018. Letters of Thanks were sent to both retiring members thanking them for their many years of service on the Policing Committee. New members appointed by Council in October 2018 were Councilor Jeff Hilstad and Mark Blackwood.

Canmore Policing Committee Activities and Highlights: 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 centers, 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. In Feb 2018, we held a public information session “Coffee with a Cop” at Elevation Place. Participating in the session were Canmore RCMP Officers, Bylaw Services Officers and Police Committee Members. Approximately 20 residents attended this public information session, overall the session This public was well received and the two-way discussions between officers and the public was a good source of feedback for all concerned. Four members of the committee attended the Alberta Association of Police Governance (AAPG) Conference in Lacombe in April. The conference was attended by approximately 85 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

Canmore Policing Committee Annual Report January 2018 - December 2018 1 March 19, 2019 Committee of the Whole 1 p.m. Page 89 of 176 Lakeshore) throughout the province. All attending found the conference presentations very informative. At the conference, I was elected to the AAPG Board of Directors, and subsequently, in November, I was appointed Vice-Chair of AAPG. In October, Committee members along with the RCMP participated in the Senior Open House at Elevation Place where we engaged with the community to address policing and safety maters. In November, myself and Cst. Jason Clace made a presentation to the "Bow Valley Connections" group. The purpose of this session was to make this "special" group of young adults become familiar with the RCMP. The session was attended by about 20 individuals and included familiarization with RCMP officer's equipment and vehicles. Throughout the year, S/Sgt. Eneas and myself have made several presentations to local financial institutions covering the Police Committee and robbery prevention items. Several other presentations were made to a number of businesses and community groups over the course of the year. The Cyber-Crime presentations continue to be welcomed and will continue next year. Special thanks to Cst. Lilliane Frechette for her involvement. Committee Meetings

The Canmore Policing Committee held five regular meetings in 2018. Meeting dates, time and locations were advertised, and the general public was welcome to attend. During the year, only one member of the public attended our regular meetings. Highlights of the meetings are as follows:

o At the April meeting, the committee reviewed the RCMP Multi-Year Financial/Staffing Plan prepared by S/Sgt. Eneas and following in depth discussion, fully supported the 5-year plan. o 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). o In November, a special orientation meeting at the RCMP Office, presented by S/Sgt. Eneas and myself to brief the new members (Councilor Hilstad & Mark Blackwood) on the committee operations and policies. o At our regular November meeting, we refined our Committee Goals and Projects for 2019. The Lock it or Lose it project will receive increased attention using social media and signage around the town to focus on the things the community can do to help reduce vehicle and personal property thefts. o Plans are being developed to solicit public input on their policing concerns in order that they can be addressed in the 2019 APP.

Canmore Policing Committee Annual Report January 2018 - December 2018 2 March 19, 2019 Committee of the Whole 1 p.m. Page 90 of 176 o 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.

RCMP Complaints: The Public Complaints Director did not receive any complaints in the past year. The detachment received 1 formal complaint in 2018. The complaint was filed using the CCRC of the RCMP. The complaint was resolved informally. 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. We submitted our self-audit to SOLGEN, but as yet, we have not had a response. 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.

In December, Council approved an increase to the Administrative Support Staff at the Detachment for 2020. While this increase will help shift some of the routine work from Regular Members to support staff, there still remains a need for increase officers in the detachment to handle the increased responsibilities and workload of regular officers due to the increasing population of our community. 2008 was the last time our RCMP Staffing has changed and I must point out to Council the need to address this situation in the very near future if we are to maintain a proper level of policing in the community.

R.C.M.P. Highlights

Our R.C.M.P Detachment Commander, S/Sgt. John Eneas completed 35 years of service in December 2018. Our congratulations to him on achieving this milestone.

Canmore Policing Committee Annual Report January 2018 - December 2018 3 March 19, 2019 Committee of the Whole 1 p.m. Page 91 of 176 Bylaw Services Annual Report – 2018

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.

• The total number of investigations for 2018 was 1049 compared to 1089 in 2017.

Investigations by category Waste Wildlife Attractant 1% 1%

Fire Bylaw Animal Control Traffic Safety Act 1% 16% 20% Land Use Taxi 2% 8% Noise Lost and Found Court & Appeals 1% 12% 1% Parking & Road Use 31% Parks 2% Other 4%

Patrols

1 Bylaw Services 2018 Annual Report | Town of Canmore

March 19, 2019 Committee of the Whole 1 p.m. Page 92 of 176 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 22% from 2017 (3156)

4500 4000 Number of patrols 3500 3000 2500 2000 1500 1000 500 0 TOC Downtown Parks Schools All Patrols Facilities Number of patrols 173 2142 541 280 3856

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 seize six cats and seven dogs, which spent time at the kennel. Of those, two cats and two dogs were surrendered.

2 Bylaw Services 2018 Annual Report | Town of Canmore

March 19, 2019 Committee of the Whole 1 p.m. Page 93 of 176 Warnings and Tickets

In 2018, Bylaw Services issued 2035 warning and tickets as opposed to 1316 in 2017.

2018 Warning and Tickets (notable categories)

Bylaw/Provincial Warnings Tickets Animal Control Bylaw 87 122 Animal Protection Act 2 0 Business Registry Bylaw 1 0 Fire Bylaw 0 1 Gaming & Liquor Act 1 5 Hunting & Trapping 1 0 Land Use Bylaw 1 14 Noise Bylaw 0 5 Parks Bylaw 13 4 Petty Trespass Act 0 0 Taxi Bylaw 10 6 Traffic and Road Use 129 1404 Traffic Safety Act 51 159 Recyclables & Waste 5 0 Wildlife Attractants 5 5 TOTAL 310 1725

• A greater emphasis was placed on reducing human wildlife interactions, which resulted in a substantial increase in dog off leash violations issued in 2018. • Two seasonal bylaw services officers were employed for a twelve-week period from mid-June to the end of August. Their primary focus was parking education and enforcement that resulted in 550 warnings and tickets issued. They were highly visible on e-bikes while patrolling parks, trails, Elevation Place parking and conducting education (such as handing out 50 bike bells in a two hour time period on the Legacy Trail).

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.

An RFP for services (24 hours per week/speed only) was issued in July. Global Traffic Group Ltd was the successful proponent. A 4 year contract was signed which expires on August 31, 2022.

3 Bylaw Services 2018 Annual Report | Town of Canmore

March 19, 2019 Committee of the Whole 1 p.m. Page 94 of 176 Total Violations 2008-2018 14000 12376 12000 10490 10000 8944 9078 8315 8000 6522 Number of Tickets 6173 6084 6000 5570 5371 5513

4000

2000

0 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 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 2019:

• Ongoing active transportation projects • The “I Drive Safely” program rewarded 5 drivers for driving at or below the posted speed limit (the program ended in August of 2017) • Contracted costs for 1.5 RCMP officers • 66 new driver rebates were issued • 1 law enforcement bursary was awarded

4 Bylaw Services 2018 Annual Report | Town of Canmore

March 19, 2019 Committee of the Whole 1 p.m. Page 95 of 176 Emergency Management Highlights – 2018

• 25 town staff completed Basic Emergency Management training taught by the Alberta Emergency Management Agency

• Staff responded to the June 22 high water event on Cougar Creek. No evacuations were required.

• “Snowmaggedon 2018” occurred on October 2 and 3. This resulted in the Trans Canada and 1A highways being closed, leaving several motorists stranded on the highway. 30 staff worked throughout the evening to support this event. Approximately 300 people received food, water and shelter at the towns reception centre at Canmore Collegiate High School.

• 9 “Seasonal High Water Monitoring” reports were produced, distributed and posted on the website between May 14 and July 05

• The DEM and a member of Public Works attended a flood readiness orientation session in High River.

1 Emergency Management 2018 Annual Report | Town of Canmore

March 19, 2019 Committee of the Whole 1 p.m. Page 96 of 176 D-2

Fire-Rescue Annual Report – 2018

Statistics

Call Volume 700 660 592 586 600 513 549 500 386 400 365 312 351 276 Fire/Rescue 300 Medical 200 274 100 237 227 237 235

0 2014 2015 2016 2017 2018

 2018 saw a slight decrease in call volume  2018 Jan-August tracked higher than 2017, but then dropped off for the latter part of the year, resulting in the slightly lower over all call number

2018 Calls by Category

Rescue 11 2% MVC Other Fires 33 78 44 6% 13% 8% Hazardous Materials 26 4% Medical Assistance 235 Alarms 40% 159 27%

March 19,1 2019 Fire Committee-Rescue of 201the Whole8 Annual 1 p.m. Report | Town of Canmore Page 97 of 176

Fires by Category 25

20 20

15 14 14 15 13 13 11 11 10 10 10 7 7 7 7 6 6 6 4 4 4 5 3 3 3 2 1 1 1 0 0 Wildland Structure Garbage Vehicle Cooking Appliance Firepit

2015: 64 2016: 47 2017: 48 2018: 44

Medical Calls by Category 180 161 160 134 134 140 124 120 100 80 66 70 60 60 41 43 45 40 32 33 16 20 20 13 13 13 7 6 2 0 ALS BLS EMS Driver Fire Assist Cancelled enroute

2015: 242 2016: 256 2017: 274 2018: 235

 The department was “Advance Life Support (ALS) Capable”, meaning there was a minimum of one firefighter on shift that is also a paramedic 83% of the time in 2018.  Every medical event that CFRS is dispatched to is a Delta or Echo event, meaning that life safety is at risk and it potentially could be considered a serious event. CFRS provided ALS services 6 times in 2018.  When responding to medical co-response calls (both AHS-EMS and Canmore Fire-Rescue are responding) Canmore Fire-Rescue was on scene first 34% of the time. The average time on- scene before AHS arrival was 2.5 minutes.

March 19,2 2019 Fire Committee-Rescue of 201the Whole8 Annual 1 p.m. Report | Town of Canmore Page 98 of 176

 Alarm calls, which include a wide variety of fire systems activations but does not include confirmed structure fires, are tracking in line with population growth.  Alarms are estimated at 5% per year growth for 2019-2012  Population growth is based on 2.4% per year. This is alignment with the confirmed population growth of 12.2% from 2011 to 2016.

Highlights

 Deputy Chief Martens joined the Town of Canmore in March.

 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.

 A team of 15 fire fighters representing Canmore Fire Rescue participated in the Banff-Jasper relay in June. In May, several members participated in the annual Stair Climb Challenge in

March 19,3 2019 Fire Committee-Rescue of 201the Whole8 Annual 1 p.m. Report | Town of Canmore Page 99 of 176

Calgary to raise awareness and support for firefighters and citizens living with Cancer. In total more than 500 firefighters participated in this event.

 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.

 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 approved addition of a Fire Prevention Officer in January 2020 will greatly enhance fire prevention capacity

 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.

 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.

 Several structure fires were successfully mitigated throughout the year. A significant snow event on October attracted national attention. Travelers were trapped on the highway for several hours. ToC and CFRS mobilized the EOC and opened a reception center.

 In 2018 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 273 general pages, approximately 5241 hours in emergency response and approximately 2448 hours training. This greatly aided in the overall successful delivery of service to the residents and community of Canmore.

March 19,4 2019 Fire Committee-Rescue of 201the Whole8 Annual 1 p.m. Report | Town of Canmore Page 100 of 176

Part Time Firefighter Time Commitments (these are minimum numbers and does not include projects, special events, volunteerism, etc. 6000 5241

5000

4000

General Pages 3000 2448 Response Hours Training Hours 2000

1000 273

0 2018

March 19,5 2019 Fire Committee-Rescue of 201the Whole8 Annual 1 p.m. Report | Town of Canmore Page 101 of 176

Briefing

DATE OF MEETING: March 19, 2019 Agenda #: D-3

TO: Committee of the Whole

SUBJECT: 2018Annual Report of Municipal Development Plan Indicators and Measures

SUBMITTED BY: Camila Ramos-Strankman, Junior Planner Lindsay Allman, Planning Intern

PURPOSE: To update Council on the Municipal Development Plan and how Town activities are meeting this Plan

EXECUTIVE SUMMARY The Municipal Development Plan (MDP) was approved by Council on September 13, 2016. The MDP is a high-level planning document meant to provide general direction for how the Town should develop. As part of the MDP’s adoption by Council, it was decided that Council be updated once yearly on how the Town is aligning with the goals of the MDP and what areas of the MDP require more work or further research. This review explores what the MDP is asking of the Town, what goals are being met, and what areas will be worked on in the upcoming years.

The intent of this document is to analyze the goals and actions requested in the MDP and provide an update to Council on the progress Administration has made in achieving the outcomes of these goals.

BACKGROUND/HISTORY As part of deliberations on the MDP by Council, it was deemed necessary to conduct yearly reviews of the MDP and present the review to Council with findings being made public. In response to this direction, section 18.4.2 of the MDP was created detailing a requirement for an annual report being made public that quantifies the progress towards specific goals of the MDP.

18.4.2 A list of indicators and measures should be created for which the Town can quantify the progress towards reaching the goals of this plan and can evaluate the plan for its effectiveness. There will be an annual report made public providing the progress as shown in the results of the indicators and measures list.

The last review of the MDP was presented to Council April 10, 2018 which focused on work executed in 2017 after the adoption of the MDP.

DISCUSSION The MDP was largely reviewed by the Planning department, with some assistance from other departments when additional information on specific topics was needed.

Results of the MDP review concluded that the Town is moving forward in meeting the goals outlined in the MDP. Although there are certain areas for improvement and additional research or other work, many of the

March 19, 2019 Committee of the Whole 1 p.m. Page 102 of 176 MDP Annual Report of Indicators and Measures - 2018 Page 2 of 3

major goals have seen progress or are being enacted as relevant applications and proposal are submitted. The few goals that have not yet been initiated have adequate rationale as to why, including lack of resources, changing practices, or alternate direction from Council.

Key progress has been made on a number of MDP recommendations:

 The hiring of an Economic Development Officer and the creation of an Economic Development Department has started projects to meet MDP goals around economic development.  Affordable housing is one of Council’s strategic goals, and administration and community partners continued to make significant progress in providing diverse housing options. Rental apartments (including Coast Rental and 120-130 Kananaskis Way) have been approved to be constructed in the upcoming year, and the opening of “The Peaks in Canmore” and Hawks Bend combined to bring on 89 units of Perpetually Affordable Housing. Family & Community Support Services conducted a Homelessness to Housing Survey, and helped to make Alberta’s first Rural Housing Symposium come to life.  After engaging the public and relevant stakeholders throughout May and June, Council approved first reading of the new Land Use Bylaw (LUB) in November 2018. The new LUB addresses a wide range of topics, including house size, roof envelope, parking requirements, firesmart, and accessory dwelling units.  After work in 2018 on updated mapping regarding Steep Creek Hazards, Council approved first reading of Bylaw 2018-27, an amendment to the MDP regarding Steep Creek Hazards. Third reading of this bylaw is expected to occur concurrent to third reading of the new LUB in 2019.

FINANCIAL IMPACTS While this review itself does not have any foreseeable financial impacts, this review does describe projects that are outlined by the MDP that will influence future budgets. In the same way that the MDP does not commit Council to funding decisions, this review does not suggest how funding should be spent.

18.2.1 This MDP recommends expenditures on behalf of the Town to ensure successful implementation; however, it is not the intention to commit Council to funding decisions. Any funding decisions shall be considered by Council through the regular budgeting process and any public consultation Council deems necessary in its decision.

Future projects are not being proposed as part of this review, and only describe the activities the MDP recommends and offers a status update.

STAKEHOLDER ENGAGEMENT The results of the review are intended to be made public to inform Canmore residents how the goals of the MDP are being met, and what aspects of the MDP require further work.

STRATEGIC ALIGNMENT The MDP is a document meant to guide the community in such a way as to reach the community’s vision.

ATTACHMENTS 1) Municipal Development Plan Annual Review of Indicators and Measures - 2018

March 19, 2019 Committee of the Whole 1 p.m. Page 103 of 176 MDP Annual Report of Indicators and Measures - 2018 Page 3 of 3

AUTHORIZATION

Submitted by: Camila Ramos-Strankman Junior Planner Date: February 25, 2019

Submitted by: Lindsay Allman Planning Intern Date: February 25, 2019

Approved by: Alaric Fish Manager, Planning and Development Date February 28, 2019

Approved by: Michael Fark General Manager of Infrastructure Date: February 28, 2019

Approved by: Lisa de Soto Chief Administrative Officer Date: February 27, 2019

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Municipal Development Plan

2018 Annual Report of Indicators and Measures

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Executive Summary

Summary of noteworthy Projects and Activities of the Town of Canmore in 2018:

 Revision brought forward Nov 20, 2018 as part of Bylaw 2018-27 to amend the MDP and set a public hearing date for February 5, 2019. These revisions include a rewrite to the Steep Creeks section of the MDP, and some minor changes regarding connections to the municipal water and sanitary sewer system. At the time of the creation of this report this amendment has not received third reading.  Administration continued to engage the public and work in collaboration with the City of Calgary on the potential Olympic Bid. Canmore considered the potential of the Bid to provide an opportunity for the Olympic Village to become a Perpetually Affordable Housing (PAH) development in Canmore. However, in November 2018 the City of Calgary voted no to hosting the Olympics in a plebiscite, stopping any future Olympic plans.  Council approved the budget for an RFP to engage a consultant to assist with the new Land Use Bylaw (LUB) public engagement in 2017. In May and June of 2018 public engagement occurred. On November 20, 2018, Council approved First Reading of the LUB. Two open houses and a second survey took place in January 2019, with a public hearing on February 5, 2019. o The new LUB proposes changes such as expanding the districts where accessory dwelling units (ADUs) are permitted, expanding the limit of house size, reducing parking requirements and including reduction factors, introducing the building envelope model, requiring employee housing for commercial developments along Bow Valley Trail, and altering Firesmart regulations.  The Canmore Recreation Centre lifecycle maintenance work occurred throughout 2018, and will be complete within the 2019 cycle.  Solar initiatives on Town buildings is planned to expand in 2019 to Elevation Place.  The Integrated Transportation Plan and Integrated Parking Management Plan were approved by Council, providing strategic goals that are consistent with community values.  Council approved a fare free transit pilot project in the summer of 2018 for the Canmore local Roam route. The pilot project was highly successful, with an increase of 113% in ridership.  Human-Wildlife Coexistent Bow Valley Report was released to the public, which recommends conflict mitigation programs and improvements to reduce human/wildlife conflict.  The Fire Master Plan was released, and planning for a new/upgraded Fire Hall began in 2018. Future plans are expected to be presented to Council in the upcoming year.

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Introduction In 2016 the Town of Canmore adopted a Municipal Development Plan (MDP). This document was created after new provincial direction for MDPs and was based off of two other community guiding documents, Mining the Future (2006), a community-based vision and Signposts to Sustainability (2010), which built upon the values and principles that Mining the Future founded, but with significant public engagement with Canmore’s residents.

The MDP is a guiding document that identifies opportunities for the Town, and provides potential actions to be taken to meet the cultural, economic, environmental, and social vision of the Town.

Canmore is a resilient and vibrant community socially, economically, and environmentally. Its strength is in its resourceful and engaged citizens, who thrive together on the strength of the community’s heritage, long-term commitment to the diversity of its people, and health of the mountain landscape. - Canmore’s Vision

The MDP discusses a variety of topics specific to Canmore including Environmental Stewardship, Affordable Housing, Economic Development, etc. and provides direction, requests action, or suggests further research into each subset of these topics.

When Canmore’s MDP was adopted, it was adopted with the condition that yearly reports would be provided to Council as a way of monitoring actions taken by Town Administration, to understand what actions have been taken, and what areas of the MDP the Town has not yet addressed. This report serves to determine the actions dictated by the MDP and outline how the Town has met, is meeting, or when they are planning to meet each goal of the MDP.

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Findings This report is based on projects, actions, policy, and direction initiated, executed, or completed from 2017-2018. A list of referenced policies and guidelines can be found in Appendix A.

The report is divided into the 18 Sections of the MDP as read, excluding Section 1. Section 1 is an introduction which presents the background, vision, and values that outline the goals of the MDP. That being said, with a new elected Council in 2017 a new Strategic Plan was created to guide decision making from 2019-2022. There is some carry over from the previous plan along with new goals. Reviews of this Plan are to occur yearly. The six areas of focus are illustrated below.

The goals of the MDP are meant to work to achieve or support the vision of Canmore. Many of the goals and recommendations of the MDP overlap with one another and share similarities or contribute to the same goal. The MDP was designed purposefully to be considered comprehensively, and each chapter of the document contains a subscript explaining this relationship.

1.5 The MDP is designed and intended to be read and used in a comprehensive manner. Sections and policies are closely connected to each other, and need to be read in context and not in isolation from each other.

Where applicable, references to other sections have been made to assist readers in reviewing the MDP and goals achieved, under review, or completed.

Each section provides a summary, highlights key changes in the last year, and references relevant policies and documents where applicable. Where there have been no changes since the 2017 review, no comment has been made. Readers can review changes from 2017-2018 in an in-depth spreadsheet in Appendix B. Blank entries indicate that there were no actions or changes since 2017.

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Section 2 – Growth Management Summary

Canmore does not have limitless space to develop and expand into. Surrounded by natural and man-made constraints, development must take into account environmental protection while providing for the Town through appropriate business, housing, and community services while meeting high standards of urban design.

Key Changes since 2017

No new proposals for development outside of the Growth Boundary or to expand the Growth Boundary were proposed in 2018.

Revisions to the LUB that affect development within flood areas occurred in early 2018, and revisions to wildfire risk in the LUB and how this affects development continues to be reviewed and explored. New regulation around development to reduce risk from wildfire is expected to be brought to council in 2019.

Three Sisters continues to work on developing an ASP for lands within the Future Planning area.

Relevant Plans and Documents:

Municipal Development Plan 2016-03 (MDP) Land Use Bylaw 22-2010 (LUB) MDP Regulation Accomplishments and Areas of Improvement 2.1 Growth Boundary 2.1.4  A new proposed LUB that realigns Development that is considered to be urban in Miscellaneous Land Use districts with the nature will not be allowed outside of the Growth growth boundary was proposed in November Boundary. Development proposals outside of the 2018 and accepted for First Reading by Growth Boundary that may be considered are Council. Changes to permitted and those that conform to the Conservation land use discretionary uses in Miscellaneous Land Use policies in Section 4.1. districts were also proposed in order to better restrict development outside of the Growth Boundary. 2.3 Growth Phasing 2.3.2  Examples of major development that Within existing areas, infill and redevelopment occurred in existing areas include: will be considered as a means for accommodating o 7th and 7th growth. Factors that are important to consider o Coast Apartments include: a. the new development is in context with or  There also has been a number of small-scale provides an appropriate transition from redevelopments in Canmore redeveloping existing development single family homes into duplexes, townhouses, and fourplexes in South

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b. adequate utility services and Canmore and Three Sisters Drive. This infrastructure can support the redevelopment is consistent with the LUB. development, c. amenities and services that support the development are or will be provided nearby, d. the new development contributes to the supply of needed market housing or affordable housing

See section 18 for more information on Canmore’s EIS Policy

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Section 3 – Hazard Lands & Development Constraints Summary

Canmore has a number of physical constraints and hazards that affect development. It is important to review these, and regulate development in these areas to reduce social, economic, and individual risk.

Key Changes since 2017

On November 20, 2018 a Bylaw was brought forward to Council to reconsider the policies around steep creeks in the MDP. These policies influence Administration’s direction in developing regulations for steep creeks in the LUB and the Engineering Design and Construction Guidelines (EDCG). With changes being proposed for the LUB in Nov 2018 and EDCG in 2019 minor changes to this section of the MDP are proposed. At the time of writing this report these changes had not yet been adopted.

No changes to Steep Slopes, Wellhead Protection, High Groundwater, Undermining, Waste Facilities, Airport Vicinity Protection or Sour Gas Facilities were proposed in 2018.

Relevant Plans and Documents:

Steep Creek Hazard and Risk Policy Land Use Bylaw 22-2010 (LUB) Engineering Design and Construction Guidelines (EDCG) Bylaw 2018-27 Municipal Development Plan Amendment Steep Creek Hazard MDP Regulation Accomplishments and Areas of Improvement 3.4 Flood Risk Areas 3.4.1  Revisions to the LUB which were adopted in Development within the areas identified as early 2018 included updates to the minimum floodway, flood fringe and overland flow areas development elevations in overland flow shall be designed to protect buildings and areas. habitable spaces in addition to protecting the natural function of waterbodies. 3.5 Steep Creeks Note: An amendment to the MDP that rewrites this section was proposed on November 20, 2018 and accepted by council for first reading. Final approval is expected to occur in 2019. Below is an update based on the original wording, not the proposed. 3.5.3  Some site-specific risk assessments were Where Steep Creek hazard and risk is required to required for new development and be assessed the appropriate method of redevelopment in steep creek areas. The assessment and level of effort shall be type of assessment was site-specific and determined by a qualified professional in depended on the type of development that consultation with the Town, and Provincial was proposed. regulations or guidelines where they exist. The

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assessment shall be specific to the type of hazard, the proposed development and local site conditions. 3.5.4  Work to refine the steep creek mapping was Steep creek hazard zones defined within the MDP executed in 2018 and presented as part of will be mapped within the Steep Creek Hazard the proposed new LUB. Some additional and Risk Policy. This policy will be updated in mapping is expected to occur in early 2019 accordance with the MDP as new information is and final approval to be brought to Council in obtained. 2019. 3.5.5  No new development has been approved in For new development, passive mitigation such as steep creek hazard areas. Where such the avoidance of steep creek hazard areas should development has been proposed, net be the principal approach employed to avoid or positive community benefit has been reduce risk. Off-site hazard mitigation may be considered. allowed as an approach to reduce risk to within acceptable thresholds where it is determined that the use of the land provides a net positive community benefit after consideration of residual risk, long term maintenance and replacement of mitigation, and the capital cost of mitigation is borne by the developer. 3.5.10  Review of Canmore’s Steep Creek Study areas For development proposals within a Steep Creek occurred in 2018 and hazard risk mapping Study Area as identified in the Town’s Steep Creek was presented to Council in early 2019. Hazard and Risk Policy, a comprehensive hazard  The Peaks Landing proposal conducted an and risk assessment must be completed. assessment consistent with direction in the MDP. 3.5.12  Management of development proposals have Development within a Steep Creek Study Area will been consistent with this policy. New Bed be managed in accordance with the following: and Breakfasts are being allowed seasonally a. New development will not be allowed based on a risk assessment; the seasonal until the hazard and risk assessments limitation is consistent with the MDP policy. have been accepted by the Town. Upon acceptance of the hazard and risk assessments, development will be managed in accordance with the policies and regulations of Steep Creek Hazard Zones. b. b. Expansion or an increase in the intensity of use of existing development in a Steep Creek Study Area will be limited to development that does not materially increase the risk, such as accessory buildings and minor increases in building footprint.

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3.6 Wildfire 3.6.3  Revisions to the LUB in early 2018 included Subdivision and development proposals regulation that any development within considered to be located within or adjacent to a 500m of a high wildfire hazard area shall high wildfire hazard area should align with follow FireSmart: Protecting Your Community FireSmart: Protecting Your Community from from Wildfire guide. Vegetation management Wildfire design principles. Approvals of such continues to be refined and improved as part proposals may include conditions that require the of the new LUB under consideration. implementation of FireSmart principles and fire prevention measures. 3.10 Railways 3.10.1  All development proposals adjacent to the Development proposals adjacent to the railway Railway corridor are required to submit a should have regard for the Guidelines for New professionally prepared noise and vibration Development in Proximity to Railway Operations assessment as per the FCM/RAC guidelines. (2013), prepared for the Federation of Canadian  The Basecamp 2 development is an example Municipalities and the Railway Association of of mitigation measures being proposed for Canada, and as amended from time to time. development. The building was located closer to Bow Valley Trail and away from the railway tracks to address MDP direction.  In 2018 Council approved a Capital Budget to perform a Railway Risk Baseline Assessment and to develop associated policy and procedure.

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Section 4 – Environmental Stewardship Summary

Life in the Bow Valley is inherently intertwined by co- existing with wildlife and taking care of our environment. Section 4 provides an overview of Canmores’ environmental stewardship actions and policy that are key to having a positive influence on this sector.

Key Changes since 2017

Recommendations from the Bow Valley Human / Wildlife Coexistence Roundtable were released in 2018. This roundtable was based on input from surrounding municipalities, Parks Canada, and the Government of Alberta. The Town of Canmore is using this document to advise policy and budget deliberations moving forward. Additional work on implementation is necessary.

A new proposed Land Use Bylaw was presented to Council on November 20, 2018 which included mapping changes, and changes to Miscellaneous Land use district uses and purpose statements. This new proposed LUB will better classify uses that are permitted and discretionary in conservation and Environmentally Sensitive Areas (ESA) areas. This bylaw will be brought to Council for final approval in 2019.

Relevant Plans and Documents:

Environmental Impact Statement (EIS) Policy PD-003 Environmental Sustainability Action Plan (2013) Land Use Bylaw 22-2010 Stepping Back from the Water: A Beneficial Management Practices Guide for New Development Near Water Bodies in Alberta’s Settled Region (2012) MDP Regulation Accomplishments and Areas of Improvement 4.1 Conservation 4.1.4  There have been no zoning applications Changes in zoning for lands within Conservation within Conservation area. areas that would allow new or additional development of those lands shall be discouraged unless exceptional community benefit can be demonstrated. Should an application for amendment be considered, an EIS will be required to be prepared and potential impacts of the development are addressed and mitigated. 4.2 Environmentally Sensitive Areas (ESA) 4.2.1  Existing ESA’s are almost entirely restricted to wildlife corridors and habitat patches which have use limitations under the LUB.

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Development and human activity should be strictly limited in an ESA to ensure the protection of the natural ecological functions. 4.2.4  The Town does not currently have a The Town may consider acting as a qualified Conservation Easement Policy. organization to hold conservation easements in  This has not been an issue. accordance with a conservation easement policy. 4.2.19  Recommendations from Bow Valley Human / Initiatives to address the community-wide issue of Wildlife Conflict Roundtable were released in human use in wildlife corridors and habitat 2018. Additional resources have been patches will continue to be implemented by the dedicated in 2019 through the wildlife co- Town. existence coordinator and one project was 4.2.20 included in the 2019 budget. Additional work All policies relating to wildlife corridors and on implementation is necessary and habitat patches will be coordinated with the discussions are on-going with stakeholders. Provincial land management agency and any affected private land owners. Discussions with the Province and private landowners to determine roles, responsibilities and accountabilities regarding the management of wildlife corridors and habitat patches will be initiated by the Town. 4.2.21  There have been no specific actions related Provincial agencies and land developers will be to this direction. encouraged to establish appropriate and consistent monitoring criteria of human use in corridors and habitat patches to assess the impact of new and ongoing programs. 4.3 Environmental Reserve Dedication 4.4 Environmental Practices 4.4.1  In 2018 the Green Building regulations in the The following existing sustainability initiatives LUB were updated to reflect changes to should continue to be encouraged and Provincial and Federal programs and implemented by the Town, including: maintain Canmore as a leader. a. Green building requirements,  In 2018 Council approved a number of solar b. Water management and reduction, installations on Town buildings. The Planning c. Energy management and reduction, including department continues to offer a solar alignment with the Province of Alberta’s Climate incentive for residential properties. Leadership Plan,  Public Works Department will be instigating d. Solid waste management and reduction, an organic waste program in 2019 e. Construction and demolition waste reduction  The Parks Department is researching and recycling, herbicide management for new policy f. Vegetation and weed management,  Idling has not been identified as one of the g. Herbicide and pesticide management, main concerns for Bylaw Services. h. Anti-idling program, Community Peace Officers respond to citizen i. Tools to evaluate the impact of development, concerns on a reactive basis and watch for and more serious infractions during general proactive patrols.

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j. Managing human use in wildlife corridors and  The Planning & Development Department habitat patches. continues to use Sustainability Screening Reports for larger developments, although changes are being reviewed with stakeholders.  Work on implementing the Human Wildlife Coexistence recommendations is mentioned above. 4.4.3  While the town has not initiated any Grassroots environmental initiatives that seek to incentives or legislation to facilitate these move the community as a whole towards initiatives, some grassroots programs and sustainability will be encouraged and facilitated groups are able to exist such as: through incentives or legislation. These initiatives o Canmore Bee and Pollinator Society may include: o Canmore Food Recovery Barn a. Increased energy efficiency, o Canmore Organics Recycling (CORE) b. Reduced water consumption, c. Climate change mitigation and adaptation, d. Eliminating the use of cosmetic pesticides and herbicides, and e. Food security and food systems planning. 4.5 Green Building and Development 4.5.2  New LUB as proposed does not enhance or Landscaping techniques that enhance the natural minimize any efforts in these areas. environment and reduce water consumption will be supported. Such landscaping techniques include: a. Prohibiting noxious weeds and invasive plants, b. Discouraging, and where necessary, prohibiting wildlife attractant vegetation, c. Encouraging plant materials that are hardy and native to the region, d. Encouraging drought-tolerant species in combination with permeable or pervious surface materials, and e. Discouraging landscaping which requires irrigation, cosmetic pesticides or fertilizers. 4.5.3  In March 2018, Council approved a new To ensure fair and equitable application of green green building policy in the LUB that requires building objectives, all new buildings shall be all new buildings to meet minimum standards required to meet minimum standards for green for green buildings. buildings.  The regulation includes incentives and consequences for not meeting the standards 4.5.6  The Planning & Development Department New multi-unit developments, large subdivisions, requires all multi-unit developments to recreational developments or developments in or submit Construction Management Plans at adjacent to an environmentally sensitive area the application stage

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may be required to prepare and submit a Construction Management Plan which addresses: a. Erosion control and vegetation protection, b. Pesticide and herbicide control, c. Environmental mitigation and monitoring measures to be undertaken by the developer during construction, d. Reclamation and re-vegetation plans, and e. Waste management.

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Section 5 – Affordable Housing Summary

Affordability has remained a continuous challenge for the Town of Canmore, with the high cost of living and zero vacancy rate threatening the economic and social sustainability of the Town. In 2018, Council, Administration and community partners continued to make significant progress in providing diverse housing options to meet the different needs of people along the housing continuum.

Key Changes Since 2017

Council approved first reading of the new proposed Land Use Bylaw in November 2018. The new LUB proposes that attached accessory dwelling units (ADU’s) are permitted in all single family R1 type districts, residential family two-unit R2 district, and the Teepee Town District while detached ADU’s will be discretionary. As well, the LUB proposes to expand maximum house size of 325m² or 0.35 FAR regulation into most R1 zones (currently it is only a portion of R1, the valley-bottom area).

An Accessory Dwelling Unit incentive program was continued in 2018, but there was limited interest in the community and as a result it is discontinued from the 2019 budget. Employee housing requirements were proposed in the new LUB and work continues to define these requirements.

Family & Community Support Services Department conducted a Homelessness and Housing Survey in May 2018, and reported back to council in December. The results will continue to support initiatives and programming moving forward.

Canmore Community Housing Corporation (CCHC) has continued to provide Perpetually Affordable Housing (PAH) units for both rental and homeownership. The "Peaks in Canmore" (Northview) rental apartments received occupancy this year, with 40 of the 148 units being restricted to tenants meeting the PAH criteria. The opening of Hawks Bend (former Daycare Lands), a PAH development, began this year, with tenants of 17 of the 48 units moved in and the remaining 32 units set to move in 2019. CCHC acquired 17 units at Mountain Haven and will be supporting the conversion of Mountain Haven from a co-operative to a condominium. In total, 44 units will fall under CCHC’s Perpetually Affordable ownership and/or rental program.

As highlighted in this section, new rental units have been approved and construction is expected in the upcoming year. This includes the Coast Rental Apartments (89 units: 39 one-bedroom and 50 two- bedroom units), and 120-130 Kananaskis Way (159 units: 20 studios, 83 one-bedroom, and 56 two- bedroom).

Relevant Plans and Documents:

CCHC Strategic Plan 2016 – 2018

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Canmore Community Monitoring Program: 2016 Final Report Comprehensive Housing Action Plan 2011 Land Use Bylaw 22-2010 Town of Canmore Report to the Community: 2017 Priorities and Progress

MDP Regulation Accomplishments and Areas of Improvement 5.1 General Affordable Housing Policies  First reading of the new proposed LUB: Administration has 5.1.1 Land use policies and other proposed a maximum house size and allowing attached initiatives that encourage a wide accessory dwelling units (ADUs, also known as suites) to range of affordable housing types, be permitted in all R1, R2 and the Teepee Town District, tenures and densities should be and detached ADUs to be discretionary supported.  Employee Housing regulations in the Land Use Bylaw have been proposed for First Reading and work continues on engaging stakeholders in 2019.  Perpetually Affordable Housing continues to be integrated throughout the community. The new locations that have been approved in 2018 for homeownership include:  Opening of Hawks Bends (Old Daycare Lands) o All of the units have been sold o 17 of the 48 units have received occupancy, remaining 32 units will move in 2019  Spring Creek Mountain Village – 4 units of PAH 5.1.2 Affordable housing should be integrated and distributed New affordable rental housing includes: throughout Canmore’s  Opening of The Peaks in Canmore(Northview) neighbourhoods, with preference o 40 of the 148 units will be rented in accordance given to locations within reasonable with the PAH criteria and tenants will be reviewed walking area of the Town Centre, by CCHC commercial and mixed use areas, or transit stops. Engineering Department:

 In 2018, Traffic studies of the area were conducted. In 2019, these studies are used as the basis to expand transportation: as part of the Palliser Developments, transit stops are being planned to access the area, alongside crossing mediums, and a buffer between cars & the bike lane/walkway o The new proposed LUB’s reductions to parking will further advocate for walkable developments with supporting infrastructure  First reading of the new proposed LUB: ADUs have been 5.1.3 Alternate or less stringent permitted in all single family R1 type districts and the architectural design standards for Teepee Town District. The ADU design standards state that affordable housing will be allowed the design shall “complement the existing primary where the development remains dwelling on site,” which allows the Development Authority

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complementary to the to be flexible in design standards while maintaining the neighbourhood in which it is located. neighbourhood character.

5.1.4 Negotiations with third party  See below: "Lookout ridge" and "7th and 7th" construction contractors, non-profit organizations and private sector builders that result in the provision of affordable housing will be supported and encouraged.

5.2 Non-Market Affordable Housing 5.2.2 Opportunities for density  Lookout Ridge Development Permit approved in May bonusing will be provided where 2018, awaiting the building permit: 54-unit apartment non-market affordable housing units building, including 3 PAH units. Includes variance to are constructed, pursuant to density maximum density to be 84.76 units per ha rather than the bonusing regulations. maximum density to be 67 units per ha 5.2.3 Additional variances beyond  Lookout ridge, approved May 2018: variances to max density bonusing should be building height (15.16m max as opposed to 12m), site considered for developments that coverage (50.5% as opposed to 40%), and flat roof forms include non-market affordable (5:12, 4:12, 3:12) rather than 6:12 housing units, including but not  7th and 7th Approved April 2018: 38 multi-family residential limited to floor area ratio (FAR), apartment building and stacked townhomes, including 4 parking, building height, PAH: variance to rear setback, not to require at grade architectural design and entrances in rear, no onsite loading stall, and a variance to landscaping. landscaping  In early 2018, a new Accessory Dwelling Unit Incentive 5.2.6 An incentive program should Program was launched, updated form the previous 2016 be developed to encourage one. A few residents showed interest in the program, but homeowners to construct secondary due to current bylaws requiring both a street and a lane and garden suites which may include for a suite, none of the interested people were eligible for a grant program, tax incentives, the program. To date no community member has applied application fee reductions, or for the incentive program and it has not been included in variances to land use bylaw the 2019 budget. requirements.  If the LUB is changed to make accessory dwelling units easier, then in the future, a revised incentive program may be more successful.  Bow Valley Regional Housing (BVRH): in co-operation with the Province of Alberta, BVRH has stabilized their move-in 5.2.7 The Town shall continue to to a new building, which is phase 1 of their long-term plan. cooperate with senior government BVRH is continuing to monitor and advocate for phase 2 and private agencies to assist in (which is provincially run) to provide a long-term care providing housing to meet the needs facility (60 units of supportive living level with for people of seniors and physically or mentally with dementia). disadvantaged residents.  FCSS Homeless and Housing Survey May 2018: report to the community was presented to Council in December 2018

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5.3 Market Affordable housing 5.3.3 A strategy for housing  Employee housing policy will be moving forward with the employees should be implemented development of the policy and production initiatives in by the Town in partnership with an 2019. affordable housing agent, developers, business owners and economic development partners. 5.3.6 Provision of secondary and  First reading of the new proposed LUB: ADUs proposed in garden suites in new and existing all single family R1 type districts, the R2 District, and the neighbourhoods should be Teepee Town District. encouraged. 5.3.8 The Town shall encourage and  Rezoning to accommodate more flexible building types work with developers to facilitate and Development permit approval occurred in 2018 for the construction of new housing Devonian Properties. The company is proposing some developments that achieve innovative building forms that could support a greater affordability or utilize innovative and diversity in housing types (e.g. modest dwelling units alternative designs, including but above garages and smaller ground level dwelling units) as not limited to: part of their Slopes development in Stewart Creek. a. Small and narrow lot subdivisions, b. Modular and manufactured homes, c. Grow homes, d. Next homes, and e. Micro and tiny homes

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Section 6 – Neighbourhood Residential Summary

The Neighbourhood Residential section primarily provides instructional guidance that is to be acknowledged regularly when considering development applications and long-term planning. As such, the majority of the section does not provide summaries for clauses as they are currently in practice through normal administrative function.

Key Changes Since 2017

The Town of Canmore is meeting the intent of section 6 as it continues to incorporate the clauses in long-term planning projects such as the new proposed Land Use Bylaw, the Integrated Transportation Plan, Three Sisters Mountain Village (TSMV) Area Structure Plans, and consideration for Area Redevelopment Plans such as Teepee town. The major change to residential neighbourhoods in 2018 is in the new proposed Land Use Bylaw, which include recommendation for a maximum house size of 325m² or 0.35 FAR expanding into all R1 zones (currently it is only a portion of R1, the valley-bottom area), and proposes that attached accessory dwelling units (ADU’s) are permitted in all single family R1 type districts, Residential Family Two-Unit R2 district, and the Teepee Town District while detached ADU’s will be discretionary. Public consultation regarding the Land Use Bylaw will continue in 2019.

Relevant Plans and Documents:

Integrated Transportation Plan 2018 Land Use Bylaw 22-2010 Teepee Town Area Redevelopment Plan 25-2004 Tool’s for the Future: Canmore’s Community Development Strategy 2017 MDP Regulation Accomplishments and Areas of Improvement 6.1 Neighbourhood Residential 6.1.3  Key pedestrian connection improvements were All residential areas should be negotiated as part of the 120/130 Kananaskis Way integrated with the municipal rezoning and Development Permit approvals. commuter pathway system and  The Integrated Transportation Plan (2018) includes goals connected to the trail system. Trails or to increase connectivity and accessible trails in Canmore pathways on private property that are intended for public use shall be protected by rights-of-way or easements that grant public access. 6.1.4  A maximum house size has been included as part of the In order to promote sustainable new proposed LUB, which Council approved the First housing design and to limit the reading of November 20, 2018. The proposal impacts of housing massing in existing recommends a maximum house size of 325m² or 0.35 neighbourhoods, the Town may adopt

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a maximum dwelling unit size in FAR to be expanded into all R1 zones (currently it is only residential neighbourhoods, utilizing a portion of R1, the valley-bottom area). land use zoning best practices such as limiting lot sizes, providing appropriate setback requirements and limiting the height of buildings. 6.1.5  The proposed addition of Accessory Dwelling Units in Multiple-unit residential developments the new Land Use Bylaw is the best example of progress should generally be dispersed towards policy. No other changes have been proposed throughout neighbourhoods to provide to increase the mix of housing in all areas. for a mix of housing types in all areas. 6.1.8  As noted previously, there have been three major new The provision of long-term rental rental development in various stages of development accommodation will be encouraged over the last couple of years: The Peaks in Canmore, and supported in all neighbourhoods Coast apartments, and 120-130 Kananaskis Way. including allowing secondary and  Also noted previously, increased potential for ADUs in garden suites. some land use districts.

6.1.9  Another Peaks Landing submission was submitted in In order to allow for the natural 2018 for Council's consideration. A decision is expected evolution of neighbourhoods and to early 2019. meet the goals of this MDP, infill and  Work continued in 2018 on the Teepee Town redevelopment within existing neighbourhood trying to balance neighbourhood neighbourhoods should be considered character and infill development opportunities in an in accordance with Section 2. Priority optimal location. The Teepee Town Task Force has been areas for infill and redevelopment reviewing the existing Area Redevelopment Plan and within existing neighbourhoods revisions are likely in 2019. include areas: a. with adequate infrastructure and services that can accommodate growth and minimize costs, b. in need of infrastructure upgrades, c. within walking distance to the Town Centre or commercial services, d. with access to existing or planned transit services, and e. with aging housing stock. 6.1.13  See 6.1.7 – the first reading of the new proposed LUB Secondary suites and garden suites also proposed that ADUs are a discretionary use in the should be allowed in existing single- Manufactured Home Family Residential District (MHR). family residential dwellings. The Town Future public engagement will occur in 2019. will explore opportunities for secondary suites in other housing forms such as duplexes, townhouses, and manufactured homes.

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6.2 Accessory Residential 6.2.3  As a part of the Steep Creek Hazards and Flood Bed and Breakfast establishments are Mitigation measures, B&Bs in high hazard areas are now supported as a means to provide a possible, but are prohibited from operating during the variety of commercial accommodation flood season from May 15 – June 30 to prioritize visitor types and to promote opportunities for safety small business operations.

See section 3 for more information on how Bed and Breakfasts are being regulated in Steep Creek areas.

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Section 7 – Community Open Space, Recreation and Schools Summary and Key Changes since 2017

The Town is working to improve community open spaces, and trail connections. A number of projects occurred in 2018 that improve local trails and minor improvements to support active transportation. Development projects in new and existing areas were planned with trail connections (Spring Creek), local improvements (Basecamp Resorts), or areas planned for future development to make new connections (Cam Clark Ford).

In June 2018 the Engineering department updated the Integrated Transportation Plan. (ITP) The ITP put more emphasis on alternative modes of transportation and included a planned active transportation network that includes new trails for walking and cycling. Changes to the Engineering Guidelines are proposed for early 2019 based on the new ITP guidelines.

No new land allocation has occurred for future school sites or MR dedication in 2018.

On October 3, 2017, Council created a resolution to review the OSTP. Work on this was started in 2018 and will continue into 2019 (283-2017).

Relevant Plans and Documents: Integrated Transportation Plan Open Space and Trails Plan

MDP Regulation Accomplishments and Areas of Improvement 7.1 Community Open Space and Recreation Lands 7.1.2 Examples of new development with pedestrian As new areas are planned and developed, improvements include: community open spaces should be provided and  Basecamp Resorts 1102 Bow Valley Trail, linked with the Town’s trail system. minor improvements  Spring Creek trail connections into the Town’s Trail system  Cam Clark Ford 308 Bow Valley Trail, active transportation improvements, future connections needed  Stewart Creek phase 3  Trio trail connections, 1101 Three Sisters Parkway

7.1.3  A new public art piece will be installed in Open spaces may include a number of community spring 2019 at Fairholme Drive on the Spur amenities such as playgrounds, trailheads, public Line Trail. art, and community gardens. 7.1.4

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A comprehensive trail and pathway network will be developed and maintained by the Town that: a. Links existing and planned regional trails to local trails, b. Provides efficient routing and points of  Continuous improvements occur in existing connection for non-recreational use, neighbourhoods including curb ramps at the c. Minimizes potential conflict with motorized Seniors Centre to promote accessibility. traffic, d. Connects residential neighbourhoods,  The Open Space and Trails Plan includes commercial areas, recreational facilities and open signage and wayfinding standards that is space areas, and being followed for any new signage. e. Provides effective wayfinding and signage. 7.1.5  The Engineering Design and Construction Trails will be designed and constructed in Guidelines is undergoing review to be in accordance with the Town’s Engineering Design compliance with the approved Integrated and Construction Guidelines and the Open Space Transportation Plan. Changes are expected and Trails Plan. to be presented in early 2019. 7.1.8  The Quarry Lake Bike Trail Project is an Managing human use to maintain the integrity of example of a project that is meeting this wildlife habitat and the functioning of wildlife direction. It was under construction in 2018. corridors should be a key consideration when A portion of the trails were open by the end developing and managing open spaces and trails. of 2018 and the entire project is estimated to be completed in 2019. 7.1.9  Two new neighborhood dog parks were Off-leash dogs in inappropriate areas can lead to installed after their approval in October 2017. conflict and stress for wildlife. In order to Their use as accessible, neighborhood dog encourage the use of off-leash dog parks, it is parks is as expected. There is the potential desirable for more off-leash areas to be available for additional dog parks to be developed in throughout town within walking range of the future. neighbourhoods. Opportunities for off-leash dog parks should be investigated by the Town according to need, and suitable locations should be identified in new and existing areas.

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Section 8 – Private Recreation Summary

There are a number of Private Recreation areas in the Town of Canmore including golf courses, ranches, and trails for hiking and biking.

There may be new recreation opportunities as areas in Three Sisters and Silvertip are planned and developed.

Key Changes since 2017

No changes regarding private recreation have occurred in 2018.

See section 7 for more information on public recreation including trails and parks.

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Section 9 – Economic Development Summary

In 2017, Council directed Administration to create an Economic Development Department and hire two full-time positions to create an economic development strategy. In 2018 an Economic Development Manager and Coordinator were hired and have begun to set the stage to align with Council’s Goals and upcoming Strategic Plan, 2019-2022.

Key Changes since 2017

In 2018, the Economic Development Department put together a Request for Proposal for an Economic Development Strategy to be created in 2019, and was approved by Council. The strategy will address the goals and overall vision outlined in section 9, as well as past learning and current research from the Bow Valley Chamber of Commerce, Business Revitalization Zone, Commercial Needs Study, and other relevant stakeholders.

The Economic Development Department has been working with the Planning & Development Department to improve efficiency to the Business Licensing process. The department is currently working on a Business Visitation Program by interviewing local stakeholders, and in 2019 plans to release a survey to gather quantitative data to understand the opportunities and hurdles for businesses in Canmore.

Relevant Plans and Documents:

Commercial Needs Study 2015 Recreational Master Plan 2016 Integrated Transportation Plan 2018 MDP Regulation Accomplishments and Areas of Improvement 9.1 Economic Development Strategy  The cash-in-lieu for parking stalls has been proposed to decrease from $40,000 to $10,000 to ease the pressure 9.1.1 from businesses wishing to establish themselves in the Through land use planning activities Town Centre. and strategic business planning, the  New proposed LUB: Parking requirements have been Town will establish an environment lowered and reduction factors have been proposed that that retains existing and attracts new include fewer stall requirements based on proximity to businesses and investment. the downtown, to a transit stop, provision of bicycle

parking stalls, and car share opportunities to ease pressure of parking stall requirements for businesses 9.1.3  Council has approved the newly-created Economic Economic development strategies Development Department RFP for an economic should support the Town Centre as the development strategy to be completed in 2019. Various primary commercial focal point and economic development strategies and goals will be in cultural heart of the community. the future report.

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 In 2018, Council approved a new capital project to create a new Town Centre Enhancement Plan over 2019- 2020. 9.1.4  The upcoming Economic Development Strategy will look The Town and its economic into appropriate measurements to track future progress development partners will share of the plan. economic development goals that are aligned with the goals stated in this section and have clear targets, rationale, and the ability to measure progress against the targets. 9.1.5  The upcoming Economic Development Strategy will The Town will work with its economic include stakeholder engagement, the MDP, Commercial development partners towards Needs Study 2015, work done by Canmore Business and developing and implementing an Tourism, and ultimately align with Council goals and economic development strategy. priorities Strategies should support the Town’s  Economic Development has been participating in values of sustainability, diversity and Tourism Canmore Kananaskis' new Strategy process. connectedness. 9.1.6  The upcoming Economic Development Strategy will An economic development strategy address principles a-e. should address the following fundamental principles: a. Growth stability, b. Growth of a diverse and resilient economy, c. Creating and maintaining a business-friendly environment, d. Enabling Canmore residents to obtain meaningful employment and, at a minimum, a living wage, and e. Maintaining and improving infrastructure to support economic growth 9.1.9  Downtown parking regulations & cash-in-lieu: the new The Town will regularly review its proposed LUB proposed reductions in rates to parking municipal processes to remove requirements based on a variety of factors (distance to a barriers and create business incentives transit stop, distance to downtown, bike share, etc.). to promote Canmore as a welcoming Cash-in-lieu cost is also proposed to be decreased from and easy place to do business. $40,000 a stall to $10,000 a stall. First Reading by Council passed November 2018. 9.1.10  The Bow Valley Chamber of Commerce and Canmore The provision of essential commercial BIA (Business Investment Area) will be working with the services shall be supported by the Economic Development and Planning and Development Town, with a focus on the Town Centre Departments to inform the upcoming Downtown and mixed-use areas, to strengthen Enhancement Plan. The BIA and Economic Development

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local retail opportunities, encouraging may be investigating a retail gap analysis in 2019 as part local retail purchases of products and of the upcoming strategy. services, while reducing leakage of local and visitor dollars into surrounding economies. 9.1.11  The new proposed LUB, Integrated Transportation Plan, Development of amenities and Recreational Master Plan, Open Space & Trails Plan, and infrastructure that enhance the the upcoming Economic Development Strategy provide character of the community and policies that address points a-g promote economic development  E.g. Economic Development will be looking into a initiatives, including tourism, should broadband and diversification study in 2020, and if the be supported by the Town, which may budget is approved by Council broadband network include: design in 2021 a. Affordable housing, b. Trails, sidewalks, and pathways, c. Wayfinding signage, d. Spaces for community gatherings and events, e. Open spaces and recreational opportunities, f. The natural environment, and g. Broadband capacity 9.1.12  Council will be considering this goal as part of the 2019- Strategies that balance the impacts of 2022 strategic plan. This question was fundamental economic development on the day-to- during the Olympic Bid consideration, which was turned day life of residents, including traffic down by Calgary this year. management, affordability,  Economic Development is undertaking a Business community events and access to Visitation Program to investigate opportunities, hurdles, services should be explored and housing, and employment attraction for businesses in supported by the Town. Canmore (2018-2019)

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Section 10 – Commercial and Mixed Use Summary

Section 10 provides mostly instructional and/or directional actions for Administration to follow when considering planning and policy regarding commercial development. The intent of section 10 is to guide Administration during development proposal reviews and when creating plans (e.g. Three Sisters Mountain Village Area Structure Plans).

Key Changes since 2017

The Engineering Department’s Integrated Transportation Plan was approved in 2018, which aligns with the regulations in section 10. A future Integrated Parking Management Plan, which has begun the research phase in 2018 and will continue throughout 2019, will investigate intercept parking strategies that support multi-modal options in Canmore.

Relevant Plans and Documents:

Integrated Transportation Plan 2018 Town Centre Enhancement Plan (1998) MDP Regulation Accomplishments and Areas of Improvement 10.1 General Commercial Policies 10.1.8  Work continues with Three Sisters Mountain Village to Pedestrian infrastructure shall be plan for active transportation and multi-modal options provided to increase connectivity for the Village Area Structure Plan between neighbourhoods, the Town  Engineering Legacy Trail project was mobilized in 2018 Centre and other commercial areas. and construction should be complete in 2019  The Integrated Transportation Plan, approved in 2018, 10.1.9 based their strategic vision and goals around this design The design of public systems, including principle. roads, sidewalks, parks, pathways,  Engineering has undertaken intercept parking research, lighting, landscaping and street specifically looking at an intercept lot in the Gateway furniture, should support and District (Railway Avenue); investigation will continue in encourage pedestrian and bicycle 2019. modes of transportation for accessing o Work on an Integrated Parking Management the Town Centre and other Plan will continue in 2019 commercial areas.  The new Engineering Design Guidelines, which will be complete in 2019, focus on integrating design into practice for what works and what does not 10.1.10  The new proposed LUB, approved at first reading Bicycle parking facilities should be November 2018, includes increased mandatory bicycle included in new commercial and parking requirements in new developments. mixed-use developments.  Operationally, the Planning & Development and Engineering departments include discussion of the

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location of secure bicycle storage for all applications for new construction. 10.1.15  An employee housing policy will be further investigated A proposal for a commercial in 2019 and is part of the new proposed LUB, which will development may be required to be undergoing public engagement in 2019 estimate employment generation and address employee housing issues. 10.2 Town Centre 10.2.1  A new Cultural Master Plan in underway in 2019, which The Town Centre is the primary focal will address the Town Centre’s role in cultural and point of commerce and cultural entertainment facilities activity. This will be maintained and  The 2019-2020 Town Centre Enhancement Plan will also enhanced by: take direction from this section. a. Considering the effects of new commercial development proposals, commercial land allocations and transportation priorities on the Town Centre while balancing commercial needs throughout the community, b. Promoting the Town Centre as the preferred location for arts, cultural and entertainment facilities, c. Accommodating innovations that create activity and draw residents and visitors to the Town Centre, d. Providing an engaging and comfortable pedestrian environment, e. Providing effective pedestrian and vehicular connections and user- friendly wayfinding signage that directs visitors to the Town Centre, and f. Maintaining and implementing urban design guidelines that reflect the mountain town character through its natural evolution. 10.2.2  The 2019 Budget includes allocation for a new Town The Town will create and implement a Centre Enhancement Plan vision and conceptual plan to guide development in the Town Centre that: a. Supports a mix of land uses, including a range of residential types, b. Promotes increases in density, while respecting the mountain town character through regulations for building height, massing, setbacks and floor area ratio (FAR),

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c. Provides architectural and signage controls that reflect the mountain town character, d. Protects important views, e. Manages various modes of transportation, including pedestrians, traffic and parking, and f. Creates public spaces for events and gatherings. 10.2.4  In 2019 a proposed reduced cost for cash-in-lieu, from New commercial development within $40,000 a stall to $10,000 a stall will be investigated. the Town Centre will be encouraged to This will further encourage development in the provide cash-in-lieu of parking. downtown to provide cash-in-lieu. 10.2.5  The new proposed LUB encourages this as well as Where parking in the Town Centre is acknowledging that parking may be shared between provided on-site, the Town will certain uses in the Town Centre; e.g. offices and encourage the provision of restaurants underground and structured parking areas. 10.3 Mixed Use / Gateway Commercial 10.3.2  This is largely operational. An example of this is with the Uses requiring large surface parking Shops of Canmore, Development Permit approved in areas and vehicle access may be 2018, Building Permit(s) approved in 2018, the parking allowed, however mixed-use lot is in the interior of the development, with the commercial areas shall have a strong buildings & windows along the pathways to engage pedestrian oriented design with good pedestrians. Two large public spaces separate the connections to pathways and buildings with pathways connected to the walkways. sidewalks. 10.4 Tourist / Service commercial 10.5 Local / Neighbourhood Commercial 10.5.1  Collaboration continues with Three Sisters Mountain Development of small, Village for the Area Structure Plan preparation. The neighbourhood-scale commercial concept plan, to be presented in 2019, includes a mixed- areas will be encouraged by the Town use neighbourhood with a commercial component that to provide retail and service uses that complements the residential uses. More work on the meet the daily needs of ASP will continue in 2019. neighbourhood residents, where the design and operation of these businesses does not unduly affect the residential intent of the neighbourhood.

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Section 11 – Resort Centre Summary

Similar to the previous section, section 11 mostly provides instructional actions for Administration to adhere to during resort centre planning.

Key Changes Since 2017

On June 26, 2018, Three Sisters Mountain Village’s (TSMV) application of approval for a wildlife corridor was turned down by Alberta Environment and Parks (AEP). TSMV is currently underway on a new application in collaboration with AEP. As well, Administration is working with TSMV to develop a new Area Structure Plan for the Resort Centre and Smith Creek. The terms of reference for the projects were approved by Council on October 2, 2018. TSMV engaged with Canmore residents in October and November 2018 to gain feedback on the projects. Administration and TSMV will continue to research and collaborate during the development of the ASP in 2019.

Stone Creek Resorts Inc. is preparing an application for a gondola to the Natural Resources Conservation Board (NRCB).

Relevant Plans and Documents:

Three Sisters Mountain Village ASP Terms of Reference

MDP Regulation Accomplishments and Areas of Improvement 11.1 Resort Centres 11.1.2  TSMV is working on this and are into appropriate uses to In addition to hotels and other include in the Area Structure Plan (ASP) in 2019 accommodations, Resort Centres should provide a range of other commercial uses, such as retail, health and wellness or convention facilities. The proportion and general location of these commercial uses will be determined at the area structure plan or land use amendment stage. 11.1.4  Administration has asked TSMV to provide a visual At the area structure plan or land use impact report in 2019 as part of the ASP process, which amendment phase, the Town may is outlined in the Term of Reference require submission of an evaluation of the impact of the Resort Centre, such as visual, social and economic impacts.

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11.1.6  The TSMV ASP is aiming to be a mixed-use community to Resort Centres are intended to be help integrate the Three Sisters neighbourhoods with predominantly commercial; however, the Town of Canmore. More specifics of uses will be residential uses may be allowed to investigated throughout 2019. create opportunities for permanent residents in a resort setting in accordance with area structure plan policies.

11.1.8  The Engineering Department is working with TSMV to In order to minimize the need for ensure there are multi-modal transportation networks in transportation by private automobiles the ASP. between a Resort Centre and the Town Centre, resorts will be encouraged to incorporate shuttle bus services or accommodate public transportation and include other pedestrian and bicycle infrastructure in their design and operation.

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Section 12 – Industrial Summary

Due to the small amount of land designated for industrial uses it is important to maintain the existing industrial space and protect it from inappropriate commercial and residential developments. Commercial and residential developments may be appropriate where it does not interfere with, or displace industrial business.

Key Changes since 2017

The new proposed LUB that was adopted for first reading on November 20, 2018 included a revision to IND2 General Industrial District in order to permit Automotive Sales and Rentals to a maximum site area of 4,000m2. Employee Housing was also added as a discretionary use to SB Southern Business District. Final approval of these new regulations is expected to be adopted by Council in 2019.

No new residential development (including employee housing) within industrial districts were applied for in 2018.

Relevant Plans and Documents:

Land use Bylaw 22-2010

MDP Regulation Accomplishments and Areas of Improvement 12.1 General Industrial Policies 12.1.2  The LUB currently accommodates a variety of Through land use districting, the Town will light industrial and business industrial within accommodate and regulate a variety of light the Town. industrial and business industrial areas as shown on Map 5 - Commercial and Industrial Land Use. 12.1.4  No specific incentives have been created to Intensification and effective use of industrial promote the intensification of industrial lands will be encouraged. lands, however, residential uses have been discouraged in industrial lands and other commercial uses are only considered where they will not displace industrial uses. 12.1.8  The new proposed LUB added Employee Where residential development is proposed in Housing as a discretionary use within the SB industrial areas, the Town should consider the Southern Business District. Provisions were following issues: also added that limit the size, amount, and a. Residential uses are limited to housing for location (above the main floor) and employees, consideration of noise and vibration of b. Impacts from industrial uses are adjacent uses. sufficiently small to make residential uses appropriate,

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c. Residential uses will not displace or inhibit the operation of existing or future industrial uses, and d. Residential units are subordinate to the industrial uses. 12.2 Light Industrial 12.2.1  The LUB regulates uses related to The focus of general industrial activity will be manufacturing and other light industrial directed to light industrial areas which will operations into industrial districts. Uses that support businesses that directly relate to are not considered industrial in nature are manufacturing, contractor services and similar either not permitted in industrial districts, or light industrial operations. Ground floors of light are restricted in location to be above the industrial developments should be retained for main floor. industrial uses. 12.3 Business Industrial 12.3.1  The LUB regulates districts to allow for Business industrial areas may be allowed to be business industrial areas to be located next to located adjacent to mixed-use commercial areas some mixed-use commercial areas and or residential neighbourhoods. residential neighbourhoods. 12.3.3  The LUB restricts general retail sales in General retail sales should not generally be industrial areas unless the retail is related to considered. Retail sales should be directed to the manufacturing of materials such as more appropriate areas such as the Town Centre, breweries, distilleries, butcher shops, etc. mixed-use commercial and tourist/ service commercial areas.

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Section 13 – Urban Design and Historic Resources Summary

Section 13 provides guidance regarding design and historic resources to be taken into account on an operational basis within Administration.

Key Changes since 2017

In 2018, Council approved the new Town Centre Enhancement Plan and Cultural Master Plan in the budget. The Cultural Master Plan RFP was released in 2018, with the intent of the plan to be complete the following year. The Town Centre Enhancement Plan will begin preliminary work in early 2019 and is expected to be complete by the end of 2019 or early in 2020.

Relevant Plans and Documents:

Town Centre Enhancement Concept Plan (1998)

MDP Regulation Accomplishments and Areas of Improvement 13.1 Urban Design 13.1.1  The 2018 MDP Review stated that a ‘vision and Through strategic plans and the Land Use conceptual plan’ would be initiated in 2019 by Town Bylaw, the Town shall require a high Staff. No budget request has been put forward for quality of site and building design to this project, but it may still occur as an in-house ensure that private development project in 2019. enhances public spaces such as streets  The new Town Centre Enhancement Plan was and roads. The implementation of these approved in the 2018 budget and will be undertaken requirements should recognize the impact in 2019, which will include strategic planning for of such features on development costs. mountain architecture and site design. Key elements of mountain architectural character and site design include: a. Walkable and bikeable neighbourhoods, b. Maintaining key views of the surrounding mountains, c. Working with natural site grades and landscape features, d. Slope-adaptive building designs, e. Landscaping with natural and indigenous vegetation, f. Building massing that minimizes the visual impact of the building or has the appearance of creating smaller building volumes,

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g. Incorporating locally and regionally sourced natural materials such as rock and timber, h. Building design characteristics of mountain towns, i. Lighting that is Dark Sky compliant, j. Well-designed public spaces, k. A comfortable pedestrian environment, and l. Integration of parking that enhances the overall streetscape and design. 13.1.2  The new proposed LUB (first reading approved Architectural and site design controls set November 2018) proposed to reduce the number of out in the Land Use Bylaw for required trees in residential applications to meet commercial, mixed-use and multi-family Firesmart bylaw. However, more research into how developments are intended to be user- to apply Firesmart in a Canmore context is required friendly and provide flexibility to achieve and preliminary investigation will occur in 2019. unique building and site designs that are  New proposed LUB: Edited the architectural consistent with the evolving mountain guidelines to building roof slope 6:12 requirement to town character. not be mandatory in order for buildings to use the new building height envelope design 13.2 Historic Resources 13.2.1  Preliminary research has been conducted by the Preservation of significant historical and Planning & Development Department for a potential archaeological resources will be Municipal Heritage Designation for the Lamphouse encouraged by the Town. Initiatives that building. Work is expected to continue in 2019 as the the Town may support include: applicant comes forward with more documentation a. Assisting property owners to apply for for Administration. provincial historic resources designation,  The 2018 budget approved a new Cultural Master b. Creating incentives for a property Plan Request for Proposal (RFP) in 2019. This plan will owner to apply for a municipal historic incorporate historic and cultural aspects of Canmore. resources designation, c. Cooperating with other levels of government, organizations or individuals to protect historical resources, and d. Regulating development on sites adjacent to significant historical or archaeological resources to reduce potential impact.

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Section 14 – Infrastructure and Services Summary

Facilities, Recreation, Engineering, and the Utilities departments continue to provide working documents to monitor the lifecycle maintenance of Town infrastructure, and to coordinate new projects to enhance the existing structures.

Key Changes since 2017

The 2018 Integrated Transportation Plan (ITP) and Integrated Parking Management Plan (IPMP) provide long-term, strategic guidelines for transportation infrastructure. Both the ITP and IPMP align with the regulations in the MDP, providing recommendations and specific goals moving forward in the future.

Projects of note in 2018 include the Canmore Recreation Centre lifecycle maintenance construction project, fire hall expansion and relocation planning, and the seniors centre exterior envelope repair and maintenance.

Relevant Plans and Documents:

Integrated Transportation Plan 2018 Integrated Parking Management Plan 2018 Utility Master Plan 2017 Waste Management Strategy 2012 Broadband Strategic Plan 2018 Fire Master Plan 2018 MDP Regulation Accomplishments and Areas of Improvement 14.1 General Infrastructure Policies 14.1.4  The Facilities Department maintains a working An ongoing process to assess the document of lifecycle projects with estimated costs and condition, capacity and long-term timelines needed to ensure infrastructure remains performance of the Town’s municipal optimal infrastructure should be continued in order to develop sustainable business plans for rehabilitation, replacement and expansion. 14.1.5  The Utilities Master Plan (approved January 2017) and Infrastructure master plans should be the Recreation Master Plan (approved 2016) guides prepared and maintained by the Town consistent lifecycle monitoring to identify the existing capacity, the short-term upgrading requirements and the long-term upgrading requirements of municipal infrastructure.

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14.1.6 In accordance with Town  Facilities conducts on-going lifecycle maintenance and infrastructure master plans, the Town spatial needs studies to ensure optimal use of existing will: infrastructure a. Monitor the capacity of infrastructure systems to ensure adequate service to meet domestic, commercial, industrial and emergency requirements, b. Optimize the use of existing infrastructure systems prior to expansion or extension, and c. Ensure the sizing of infrastructure extensions is based on the ultimate pattern of future growth and extensions are appropriate to the staging of development. 14.1.7  Examples of short-term infrastructure work: Fire Hall Preparation of infrastructure master study and construction investigation occurred in 2018. plans by a development proponent Facilities has budgeted to construct within the next few may be required to identify the years existing capacity, the short-term  Short term: e.g. solar initiatives to place panels on upgrading requirements, and the long- Municipal buildings in order to align with the Town’s term viability of municipal sustainability goals has occurred infrastructure. These plans are  Long-term infrastructure work: spatial needs research typically prepared at the area and implementation structure plan phase, but may be required for large developments constructed in multiple phases where a plan has not been previously prepared and accepted to the Town’s satisfaction. 14.1.11  The Town of Canmore actively works alongside the MD The Town will continue to work of Bighorn regarding water and sanitary wastewater collaboratively with adjacent infrastructure jurisdictions and other levels of government to provide efficient and sustainable infrastructure and services. 14.2 Utilities 14.2.8  In January 2018, the Broadband Strategic Plan was In determining a site for released as part of an on-going investigation on Telecommunications infrastructure, broadband internet options. the following should be considered:  The Economic Development Department is including a. Design and location, broadband in their strategic goals for the upcoming b. Public notification, 2019 master plan. Council has approved a diversification c. Public consultation requirements broadband study for 2020, and pending budget approval and dispute resolution, a network design study in 2021. d. Screening, signage and lighting, and

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e. Opportunities for co-location. 14.3 Transportation 14.3.1  In 2019, the new Town Centre Enhancement Plan will The Integrated Transportation Plan feed from information in the Integrated Transportation and other Town transportation Plan (ITP), Integrated Parking Management Plan (IPMP), planning documents, concepts, and new proposed LUB. functional plans and studies should be  In 2018, the new proposed LUB’s parking regulations used to direct future improvements to were written to align with the ITP and IPMP the existing transportation network and in the planning of new streets and developments. Complete Streets and the active transportation network should address accessibility and connectivity for all ages and skill levels for each season of the year. 14.3.2  The ITP includes pedestrian and bicycle movement as a The movement of pedestrians and priority throughout its’ strategic guidelines. bicycles should be integral in the design and reconstruction of the transportation network. 14.3.3 In addition to the provisions in  Fire and Facilities are routinely circulated during the Town’s Integrated Transportation transportation planning for safety and efficient Plan or Engineering Design and movement Construction Guidelines, the following  The following objectives occurred in 2018: should be considered in the design of o In November 2018, the Engineering Department new streets: proposed their 2019 plans for Palliser Trail and a. Provision for the safe and efficient Bow Valley Trail Connection. Public engagement movement of emergency and will occur in 2019. protective services, o Investigation and research into existing b. Provision of secondary emergency conditions and best practices will be access and egress in the case of an implemented in the Engineering Design event from identified hazards such as Guidelines in 2019 a wildfire or debris flood, o The 2018 Benchlands Pilot Project aimed to c. Layout of sidewalks and pathways encourage appropriate driving speed and that reduces walking distances and increase safety. Ongoing research will occur in provides direct connections, 2019 for other traffic calming methods. d. Provision of bicycle lanes, with o The 2018 ITP includes traffic calming guidelines separated bicycle lanes on high traffic for retrofit projects, such as narrow roads and streets, curves, to be implemented as needed e. Snow clearing, maintenance and o Sustainable construction and design will be construction activities will not impact central within the Engineering Design the ability to use the street for Guidelines, which will be updated in 2019 walking, cycling or transit, f. Adequate marking and spacing of crosswalks to provide a safe pedestrian environment, g. Designs that encourage appropriate speeds for drivers and cyclists,

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h. Provision of multi-modal connections between neighbourhoods and places of interest, i. Creation of aesthetically pleasing and inviting destinations as well as corridors for movement, j. Can be constructed and maintained in a responsible and sustainable manner.  In the summer of 2018, the Town offered a fare free transit pilot project for the Canmore local route. The pilot project was highly successful, with an increase of 113% in ridership 14.3.7  Council approved fare free transit in the summer Operation of regional and local public months in 2019 as a result of the project success transit systems that serve visitors and  ROAM and the engineering department plan to residents will be supported by the investigate electric buses in 2019 Town.  The Town plans to investigate local transit stops for

opportunities to enhance them based on highest need in 2019  Canmore continues to support the On-It Transit infrastructure  The Engineering Department plans to research Transit 14.3.8 Facilities to accommodate Stop Improvements in 2018 expansion of the public transit system  Engineering is investigating an Active Transportation should be considered Plan to align transit stops with trail networks, active in new development proposals transportation options, and safe routes to school 14.3.9 Initiatives and strategies the  The ITP includes active transportation options, intercept Town may support to address growing parking research, downtown paid parking and time pressure on parking in the Town restrictions as a priority throughout its’ strategic Centre include: guidelines. a. Promoting walking, cycling, and  The cash-in-lieu policy is proposed to change from transit use through education, $40,000 per stall to $10,000 in 2019 incentives, and quality infrastructure and services, b. Implementing time restricted parking or other initiatives throughout the Town Centre to encourage higher parking turnover, c. Optimizing existing parking by improving layout of parking lots and formalizing angle and or perpendicular parking where practical, d. Planning, designing, and constructing intercept parking lots or structured parking with consideration

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for integrated community amenity space, and e. Continuing the Cash-in-Lieu Policy. 14.3.10  No parkade is currently planned for development, but A parkade in the Town Centre should research into intercept parking options will be include retail or other commercial investigated in the 2019 Town Centre Enhancement Plan spaces to achieve the Town’s urban design goals of interesting and walkable streets.

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Section 15 – Community Services Summary

Community services continues to be the heart of administration’s daily operations. Departments throughout the Town of Canmore regularly conduct reviews of their statutory plans, policies, and goals to determine opportunities for sustainable improvements.

Key changes since 2017

In 2018, the Recreation Department continued to collaborate with stakeholders and plans to draft a new operating policy for council in 2019. Bylaw services coordinated joint patrols with Alberta Parks, and secured budgeting for two new Community Peace Officers in 2020. Fire services updated their master plan, hired a deputy fire chief, the fire hall relocation study was launched, the 10-minute fire response map was updated, and implementation of FireSmart principles and programming was enhanced. Family & Community Support Services (FCSS) continued to offer a variety of programming, ranging from educational programming, affordable services, neighbourhood initiatives, seniors services, collaboration on the homeless to housing coalition, and supported Alberta’s first Rural Housing Symposium.

In 2019, a new Cultural Master Plan and Town Centre Enhancement Plan will be undertaken.

Relevant Plans and Documents:

Town Centre Enhancement Plan 1998 Recreation Master Plan 2016 Cultural Master Plan 2004-2007 Fire Master Plan 2018 MDP Regulation Accomplishments and Areas of Improvement 15.1 Community Services Bylaw services: 15.1.1  Officers conduct proactive patrols and respond to Essential community services provided concerns within town borders with the main focus on by the Town for the needs of local town trails/parks. Unfortunately, the wildlife corridors residents, such as bylaw services and inside our boundaries (provincial Wildland) present fire and disaster services, will be challenges due to the large space and limited resources. retained and enhanced. In 2018, coordination with Alberta Parks Conservation

Officers resulted in joint patrols. There was more focus

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in this geographic area in 2018, resulting in 126 tickets/warnings for off leash dogs.  In 2018, Community Peace Officers continued to be visible and proactive in the community, which is reflected by higher patrol/ticket numbers. Moving forward, two seasonal staff will be employed for an extended period and a new Community Peace Officer is budgeted for 2020. Fire services:  Wildfire o Implementation of FireSmart Home Assessment Program o Vegetation Management for Wildfire hazard continues around the community o Reviewing FireSmart friendly landscape materials for new constructions with Engineering  Fire Hall relocation study was launched and is in the final stages of completion with plans to go before council in Q1 of 2019  Deputy Fire Chief started in March 2018  10 minute fire response map was updated and implemented  Fire Master Plan update was presented to Council early in 2018 15.1.2  The Policing Committee will be releasing a survey about Continuation of services provided by safety considerations and servicing evaluation in early others, such as health care and police 2019. services, will be supported by the Town. 15.1.3  The Recreational Operating Policy annually reviewed Existing community recreational and programming needs and facilities to evaluate how cultural facilities and the community’s enhancement to a sustainable business plan can be needs and demands for such services improved will be periodically evaluated by the  The Recreation Department collaborates with Town. Enhancements should be stakeholders in the private and not-for-profit sectors to considered when needed and can be avoid conflict in programming and service offerings developed within a sustainable business plan. 15.1.4  Recreation will submit an updated operating policy to Town policies and decisions with Council in 2019 to consider how policies and decisions respect to community facilities and can maximize the level of use while considering programs should seek to maximize the revenues and budgeting for facilities and programs level of use, operate within a  Subject to the upcoming 2019 Facility Enhancement sustainable business plan that Program Grant, the Recreation Department may receive considers revenues generated by funding for a tennis centre plan with 5 regulation size visitors and the economic benefit on

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the business community, and be tennis courts with lifecycle business planning. The intent subject to Council approved financial is to recover the operating and capital costs. planning and budgeting. 15.1.5  The Canmore Recreation Centre lifecycle maintenance New facilities or enhancements shall project started in 2018 and is expected to complete in be included in major capital budgeting 2019 plans and may be provided where there is demonstrable community support for the major new facility, as determined through public consultation.  FCSS is involved in on-going collaboration initiatives with 15.1.6 The Town will collaborate with community stakeholders. the relevant government agencies and  For example, in 2018: collaboration with Parent Link and service providers to endeavor to reach the Seniors society for a BBQ night, continuing and maintain the following areas at education programs (e.g. basic car maintenance with appropriate levels of service, including: Double E Motors Ltd. And offering tax workshops), a. Accommodation and extended care emergency services (poverty reduction network), for senior citizens, Homeless to Housing Coalition and Bow Valley Regional b. Childcare (daycare), Housing’s upcoming Housing Needs Assessment, c. Special needs facilities and Affordability Services (e.g. 2018 Living Wage Calculator), programs, cycling without age partnership, Helping Hands to d. Public education, support seniors with life tasks, meals on wheels, snow e. Publicly available health services, angels to do tasks at the seniors lodge, grand pals letter and with kids, the travelling neighbourhood plate as part of f. Emergency Medical Service Do Good in Your ‘Hood, and supported the first Rural (ambulance). Housing Symposium in Alberta 15.1.8 The Town will cooperate with  The Cultural Master Plan will be researched and drafted the community, arts and culture in 2019 to update the existing 2004-2007 plan organizations and individuals to: a. Provide support for arts and culture programs through the Public Art Policy, b. Provide support for cultural facilities, such as a cultural centre, a public art gallery or museum, "c. Raise awareness of arts and culture events by disseminating information through appropriate Town communications, and" d. Provide recognition and awards in arts and culture. 15.1.11  FCSS is looking into conducting an updated Young Adult The Town should facilitate the Needs Assessment in the Bow Valley in conjunction with development of facilities and Banff and the MD programs that provide opportunities

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for youth to participate in formal and o CYAN (Canmore Young Adult Network) and FCSS informal cultural, sporting and other have been collaborating to engage and connect recreational activities, with the intent young adults in the Bow Valley. FCSS is of promoting social interaction, positioning themselves to help CYAN grow healthy activity and lifestyles. This should be a collaborative multi-agency and community process that reflects the Young Adult Needs Assessment and identifies, promotes and evaluates new and existing teen services and programs. 15.1.12  In 2018, FCSS began to offer movie equipment for rental A venue for public movie presentations by community members should continue to be supported by the Town, particularly in a shared facility with other uses. 15.1.13  FCSS is engaged in the following: Development of facilities and o 2018 Seniors fair to investigate the needs of programs that provide opportunities seniors in Canmore for seniors to participate in formal and o Lifelong learning: library-elevation place town informal recreational cultural activities liaison should be facilitated by the Town. o FCSS staff attend Patient Family Wellness Care at the Canmore hospital 15.2 Community Spaces 15.2.1  This clause will be considered during the new 2019 Quality indoor and outdoor public Cultural Master Plan and 2019 Town Centre gathering spaces throughout the Enhancement Plan community should be created or facilitated by the Town, in particular in the Town Centre. Such gathering spaces may include a farmers’ market, community gardens, recreation areas, parks and plazas. 15.2.2  This clause will be considered during the new 2019 The Town’s Architectural and Urban Town Centre Enhancement Plan Design Guidelines shall be applied in the provision and design of community spaces, which should facilitate: a. Opportunities to bring residents together, b. Year-round use, c. Venues for community events, d. Venues for intergenerational activities, e. Pleasant and effective pedestrian movement, and f. Accessibility.

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15.2.3  This clause will be considered during the new 2019 Provision of a plaza/public space Cultural Master Plan and 2019 Town Centre within the Town Centre will be Enhancement Plan considered or facilitated to act as a focal point for community and social events.

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Section 16 – Municipal Finances Summary

In order to provide quality services (public works, waste management, parks and recreation, fire protection, etc.) review of revenue sources (taxes, user fees, grants, levies, and subsidies) are required to be evaluated on an annual basis. Utilizing land in a manner to support effective growth also helps to maintain the town’s municipal finances. Collection of levies and other monies is executed in accordance to the MGA.

Key Changes since 2017

Off-site Levy Bylaw authorizes agreements for Off-Site Levies between the Town and a developer(s) to pay for a share of the costs to provide new or expanded infrastructure. This Bylaw is reviewed on an annual basis. New off-site levy financial modeling software will be explored in 2019.

Relevant Plans and Documents:

Offsite Levy Bylaw 2018-06 Municipal Government Act (MGA) 16.1 Municipal Services 16.1.1 Attempts were made to address additional The Town should work with senior governments funding sources through the Olympic bid process. to identify and request increased sources of funding for infrastructure, community facilities and programming. In particular, the Town should seek recognition from the Provincial government for the extraordinary cost associated with providing services for a substantial semi- permanent resident population and for tourism destination funding. 16.1.2  For land that is to be subdivided, developed, The costs of infrastructure in new development or increase intensity, off-site levies are paid areas shall be borne by the development for by the developer. proponent. 16.1.3  In 2018 the Off-Site Levy rates were updated In addition to grants, reserves and taxes, the and approved. Town may use off-site or local improvement  In 2019 a consultant will assist the Town of levies, special taxes or differential utility rates to Canmore to develop and implement a new recover infrastructure related capital costs as Off-Site Levy financial modeling provided for in the Municipal Government Act. software. This project will allow the Town staff to calculate annual levy rates and perform annual updates to the Off-Site Levy Bylaw in house without requiring consultant services beyond the initial implementation.

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16.1.6  The Finance Department has a list of An inventory and assessment of its tangible tangible capital assets of which they are capital assets will be conducted by the Town. reported on annually as part of the Reserves will be built to manage, maintain and annual audit process and yearly financial replace these assets in a longterm, financially statements. sustainable manner.

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Section 17 – Civic Engagement and Cooperation Summary

Civic Engagement and Cooperation remains a key priority for Administration to support transparency and improve collaboration with the community.

Key Changes since 2017

The Town continues to engage the public on a variety of topics including the Land Use Bylaw, Steep Creek hazards, and improvements to transportation hazards.

The communications department is expected to come forward to Council early in 2019 with a new public participation policy.

Direction in 2018 to live-stream Canmore Planning Commission meetings and Subdivision and Appeal Board.

Relevant Plans and Documents:

Integrated Transportation Plan Land Use Bylaw 22-2010 Recreation Master Plan Waste Management Strategy 17.1 Public Engagement 17.1.3  In the summer of 2018, the Planning & Initiation of public engagement prior to the Development Department engaged the public with formal public hearing process will be regards to a new proposed LUB. encouraged for development proposals,  New LUB public engagement exceeds the MGA including for statutory plans and land use statutory requirements, including a survey and bylaw amendments. two open houses to encourage transparency and communication 17.1.5 Current boards include: A variety of boards and committees will  Canmore Community housing corporation continue to be used as ongoing,  Canmore planning commission knowledgeable sources of information and  Canmore policing committee recommendations for the Town’s land use  Canmore public art committee planning and decision-making processes.  Canmore library board  Environmental advisory review committee  Community grants selection committee  Community events committee  Heliport monitoring committee  Teepee town task force  Subdivision and appeal board

17.2 Public Communication and Education

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17.2.1  The Communications Department is drafting an In order to better inform residents about updated public participation policy, which is issues, proposals, decision-making processes expected to be submitted for Council’s approval in and initiatives, the Town will develop and early 2019. implement communication and education strategies that are focused on land use planning and decision-making. 17.3 Regional Cooperation 17.3.6  Public Works Department will be beginning Long-term, regionally-based, and organics waste collection in 2019. environmentally and fiscally sound solutions to solid waste management issues should continue to be examined and supported. 17.3.8  The Recreation Department collaborates with Recreational opportunities should continue stakeholders in the private and not-for-profit to be shared with the residents of adjacent sectors to avoid conflict in programming and municipalities based on negotiated inter- service offerings municipal agreements. 17.3.9  In collaboration with the Town’s Planning & Coordinated initiatives to provide Development Department, Bow Valley Regional community family and seniors housing Housing will be submitting construction plans for within the Bow Corridor should be phase 2 of their long-term care facility in 2019 implemented by the Town working with  The Housing Needs Assessment (collaboration other regional jurisdictions and housing with stakeholders throughout the Bow Valley) is providers. expected to be released in 2019

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Section 18 – Implementation and Monitoring Summary

Section 18 provides direction to implement the MDP over time. This section outlines the annual review of the MDP, which initiated the creation of this report. On- going evaluation and change is necessary for section 18 to ensure the MDP remains relevant.

Key Changes since 2017

Following the MDP guidelines requiring on-going evaluation, the community events policy was updated in 2018, the updated engineering and design guidelines are expected to be released in 2019, alongside the public participation policy, steep creek guidelines, and new proposed Land Use Bylaw.

Relevant Plans and Documents:

Land Use Bylaw 22-2010

18.1 Responsibilities and Implementation 18.1.1  The Communications department is drafting Public participation for implementation of this an updated public participation policy, which plan will be conducted in accordance with the is expected to be submitted for Council’s Community Engagement and Information Policy. approval early 2019. Council will consider input from all residents and  See Section 17 for more information on this interest groups in its decision making processes. policy. 18.2 Plan Implementation 18.2.1 This MDP recommends expenditures on behalf of the Town to ensure successful implementation; however, it is not the intention to commit Council to funding decisions. Any funding decisions shall be considered by Council through the regular budgeting process and any public consultation Council deems necessary in its decision. 18.2.2  New proposed LUB was accepted for First The policies within this plan will be implemented Reading by Council on November 20th which further through detailed planning processes further detailed the MDP direction through including the adoption and implementation of proposed regulation. Eg. Steep Creeks area structure and redevelopment plans and the hazards, Maximum Dwelling Size, Accessory Land Use Bylaw. Dwelling Units 18.2.3  See comment above, 18.2.2 In order to support sustainability initiatives, the Town shall work with the community and the development industry to identify creative

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solutions that enhance the social, environmental and economic goals of the community. The Town should explore mechanisms, including an incentives program in the Land Use Bylaw, which promote these community goals, including the provision of affordable housing. 18.2.4  Further work can be done to provide Initiatives for social, environmental and economic initiatives and reward innovation. innovation are encouraged to be explored and implemented in development proposals. Based on available resources the Town should seek to reward innovation. 18.2.5  TSMV Terms of Reference was approved by Prior to the consideration of an application for a Council in September 2018 significant land use amendment or subdivision, the Town may require the preparation and approval of an area structure or area redevelopment plan. 18.3 Recommended Studies, Reports and Guidelines 18.3.1  Engineering Department currently has no To best ensure groundwater protection for plans in their budget cycle to undertake this existing and new development, the Town should study undertake a study to better delineate the wellhead protection area boundaries and should review the groundwater protection regulations in the Land Use Bylaw. 18.3.2  Engineering guidelines for development in Engineering guidelines for development within Steep Creeks were under development in Steep Creek hazard areas should be developed 2018 and are expected to be revised further and implemented, which may include but are not in 2019. limited to standards for habitable floor level, foundation construction, building openings, retaining walls and deflection walls. 18.3.3  On October 2, 2018 Council approved an An EIS Policy will be created to detail the amendment to the MDP that removes a preparation, scope and review of an EIS, including requirement for third party reviews of creation of the Terms of Reference for the EIS. Environmental Impact Statements for projects initiatives by the Town 18.3.5  The 2011 Comprehensive Housing Action A municipal lands strategy should be created to Plan may be updated in 2019-2020 identify Town-owned lands that are suitable for affordable housing opportunities. The Town should work with affordable housing agents or other similar partners for development of those lands to achieve the goals contained within the Comprehensive Housing Action Plan.

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18.3.9  The updated guidelines are expected to be The Town’s Engineering Design and Construction complete in 2019 Guidelines should be reviewed and updated as required to incorporate the latest in innovation and progressive utility design. 18.3.10  Broadband communications is included in the A telecommunications protocol should be Economic Development budget and will be developed to establish a process for working with included in the 2019 master plan proponents through the siting process to ensure the installation is sensitive to the needs of the community. The protocol should include the following considerations: a. Application requirements, b. Siting, design and location, c. Public notification requirements including what should be included in a notification package and who should be notified, d. Public consultation requirements and dispute resolution, e. Screening, signage and lighting, and f. Opportunities for co-location. 18.3.11  A Community Events Policy was adopted in A policy that outlines the criteria for which July 2018. AE-002 community events are supported, and in what form the support will be provided, shall be developed by the Town. An annual budget for providing such support will be maintained. This policy should determine, at a minimum, the appropriate levels of Town support. Support for community events may not imply direct fiscal support, and may be provided in non-fiscal means, including: a. Promotion of events in Town communications, b. Provision of “in-kind” goods and services, c. Continued access to municipal facilities, d. Maintenance of facilities used by events, and e. Collaboration in the planning of improvements to facilities used by events. The policy should include criteria for assessing the social, economic, and environmental impacts of proposed events. 18.4 Measuring and Monitoring 18.4.1  At the time of writing this report, no new Where available, the following mechanisms will Report has been published be used to monitor the policies within this plan:  Bylaw 2018-27 proposed to change the name a. Canmore Community Monitoring Report, of 'Customer Satisfaction Survey' to 'Citizen b. Customer Satisfaction Surveys, Satisfaction Survey'

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c. Environmental, Social and Economic Impact  Bylaw 2018-27 proposed to change the name Statements, and of 'Annual State of the Town' to 'Report to d. Annual State of the Town Report. the Community'

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Appendix A - Referenced Policies and Guidelines An Assessment of the Needs of Young Adults Living in the Bow Valley: Challenges of the Resort Town Experience Bow Valley Wildland/Urban Interface Plan Bylaw 2018-27 Municipal Development Plan Amendment Steep Creek Hazard Canmore Community Monitoring Program: 2016 Final Report Cash-in-Lieu Policy Community Engagement and Information Policy Comprehensive Housing Action Plan 2011 CHCC Strategic Plan 2016 - 2018 Engineering Design and Construction Guidelines FireSmart Mitigation Strategy Guidelines for Subdivision and Development in Mountainous Terrain Integrated Transportation Plan Land Use Bylaw 22-2010 New Proposed Land Use Bylaw 2018-22 Mining the Future Open Spaces and Trails Plan Public Art Policy Public Participation Policy Recreation Master Plan Town of Canmore Report to the Community: 2017 Priorities and Progress Town of Canmore Strategic Plan (2019-2022) Signposts to Sustainability Steep Creek Hazard and Risk Policy

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DATE OF MEETING: March 19, 2019 Agenda #: E-1

1. Mayor Borrowman a) January 11th  I presented the annual community update (State of the Union) at a BOWDA meeting. I gave the same presentation on January 30th to the Rotary Club, February 1st to the Chamber of Commerce, and February 2nd at a breakfast meeting at St. Michaels Anglican Church. b) January 18th  I represented the Town of Canmore at the Swearing In Ceremony for the new Wesley First Nation Chief & Council: Chief Clifford Poucette; Councillors Krista Hunter, Shane Crawler, Hank Snow, and Rufus Twoyoungman. c) January 30th & 31st  Mayor Sorensen and I were guests at the Alberta Mid-Sized Cities Mayors and CAO’s Caucus meeting in Cochrane, at which the leaders of the 4 provincial political parties addressed the group. d) February 7th  I attended a Board meeting of the Biosphere Institute of the Bow Valley (BIBV). Some notes of interest:  An extended health benefits plan went into effect for all BIBV staff as of January 1, 2019. Annual cost of benefits is approximately 3.4% of projected staff salary costs in 2019. Benefits include prescription drug coverage, dental and vision, and paramedical coverage.  BIBV is working with an external accountant, Jen Feikes, to build and manage a new financial system. Ms. Feikes is a CPA who has extensive experience with non-profits and is currently providing accounting services for the Banff Canmore Community Foundation and The Rockies Institute.  BIBV is in the process of updating both the BIBV and WildSmart websites, with the goal of having a new, integrated site up and running by April 2019  BIBV continues to show great success with new grant funding that will enable several projects that are planned to begin in 2019/2020. e) February 8th  I attended the initial meeting of the newly appointed Cultural Master Plan Advisory Group, along with Councillor Comfort. f) February 7th – 10th  I attended several of the races, medal ceremonies, and other events related to the IBU World Cup Biathlon at the Canmore Nordic Centre

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2. Councillor Seeley a) Canmore Museum: Lamp House Feasibility Steering Committee  Jeanie Gartly of JMGartly Design Studios. Jeanie is a Heritage Conservationist/Urban Designer and lead discovery and information discussions.  The Lamp house was built well. It is structurally sound. Jeanie will forward recommendations for consideration in early April. Another meeting is scheduled for April 15. b) TCK  Attended the TCK Sponsored TCK World Cup Biathlon Reception. c) Canmore Tourism Strategic Plan Steering Committee  Expedition Consulting and the TCK held a Board Retreat to review and inform the revised draft plan.  March 13, Draft Community Plan Public Meeting  March 29, Release of Final Community Tourism Plan & Associated Documents.  Expedition Consulting is a pleasure to work with and diligently work to refine what I hope will become a guiding document for both Canmore Kananaskis Tourism and the Canmore Community. d) I attended  The March BOWDA Lunch – Human - Wildlife Co-Existence  Beckie Scott’s Order of Canada Reception – McDougall Centre  Spirit North’s 5th Annual Multi -Community Festival Ski Day! Together with Olympians, special guests and students from Morley, Exshaw & Tsuut ’ina, a gathering for a full day of sport, culture, friendship and inspiration!

3. Councillor Sandford a) Duties as Deputy Mayor  I represented Canmore at the Mass Transit Feasibility Study news release in Banff, along with the Chair of ID9, Mayors of Cochrane and Banff, and City of Calgary Councillor Carra. All speakers expressed support for moving forward with recommendations to engage other levels of government and CP Rail to improve mass transportation linkages for communities in the Bow Valley. A copy of the report can be found on the Town of Canmore Website.  https://canmore.ca/joomla-pages-iii/categories-list/2-latest-news/813-calgary-bow-valley- mass-transit-study  I attended the Canmore Public Library Endowment Fund - Public and Media Launch. The Canmore Public Library has entered into a new partnership with the Banff Canmore Community Foundation (BCCF). Thanks go out to the generous contributions of the founding donors, Elliott and Margie Bingham and The Friends of the Canmore Public Library.  FAQ about the Canmore Public Library Endowment Fund can be found here.  http://www.canmorelibrary.ab.ca/sites/default/files/images/canmorelibrary.ab/FAQ%20- %20Endowment%20Fund%20FINAL%20Updated%20Mar5.pdf b) Bow Valley Waste Management Commission.  Nothing to report

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c) Subdivision and Development Appeal Board  Nothing to report  Visit the link below for the most recent decisions.  https://canmore.ca/town-hall/boards-committees/subdivision-development-appeal- board/sdab-agendas-board-orders d) Bow Valley Regional Transit Services Commission  I defer to Councillor McCallum’s report e) I Attended:  Pecha Kucha – First Thursday themed presentation “Lost & Found” at artsPlace  1/2 day Calgary Central Library Tour, with Councillor Comfort

4. Councillor Comfort a) Bow Valley Waste Commission (BVWC)  Met at new bookkeeper and auditor offices. Business as usual. CAO performance review completed, with a satisfactory+ rating. b) Canmore Public Art Committee (CPAC)  Attended Public Art “unveiling” of ‘Dirty Bird’, a collaborative recycled ski art sculpture between artist Cedar Mueller and four Grade 9 students from Canmore Collegiate High School. It resides temporarily in the hallway of the Civic Centre, then it will be returned to CCHS. The students were justifiably proud of their creation. Photo Credit: Marie Conboy

 Creative Canmore Advisory Group (AKA Cultural Master Plan Development) meetings with the community and as a core group.  Planning continues for Mayor’s Spotlight on the Arts.

5. Councillor McCallum a) Bow Valley Regional Housing  At the February 2019 meeting, the board approved the 2019 BVRH Special Projects and Lodge Program Capital Budget of $660,000. Some of the projects are carry-over’s from

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previous years with the remainder being replenishment of reserves, FF and E for Phase 2 and property improvements pertaining to parking, elevator upgrades and building and grounds improvements for both Lodge properties.  Below is the breakdown of the anticipated municipal requisitions from the lodge. BVRH requisitions the ratepayers of our member municipalities to fund operating deficits, capital initiatives and reserves.

 Vacancy Report

b) Bow Valley Regional Transit Services Commission  Ski racks are now installed in the Canmore Banff buses. The commission has received some sponsorship from participating ski hills.  Roam is currently recruiting for drivers for the upcoming summer season. Due to the changes in training required by the provincial government, it has proved a challenge. There is limited availability of driving schools in Alberta that train for a class 2 license. ROAM is looking at going through the process of receiving the required certification from the province to become a Class 2 licence trainer.  The results of the fare review (which encompassed a review of both fares and products offered) was presented to the commission. Roam Administration provided some

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recommendations from the review which were approved by the commission. We will see some of these recommendations rolled out in the service over the coming months. c) Teepee Town Task Force  Nothing new to report. d) Canmore Planning Commission  I defer to Councillor Hilstad’s report.

6. Councillor Hilstad a) CCHC

 Ownership:  8 Larch owners took possession of their units at the end of February. This leaves 16 units still under construction at Hawk’s Bend. The next wave of possessions will be in March.  One unit was listed For Sale by Owner at Mineside Court maximum resale value projected for a possession date of May 1, 2019 is $390,610.  Rental:  The waitlists remain relatively static with those being removed due to a request for removal or non response to CCHC for updated information to those being added as new applicants to the waitlist.  Inquiries for The Rent Program are remaining very close to what CCHC saw last year with applications slightly over last years intake.  1 household moved out of The Hector within Canmore, this unit has yet to be filled, this explains the vacancy rate this month.

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 The 2 households reported as move outs, were the units that were filled from last month due to the 2 prior tenants leaving without any notice.  1 household at Mountain Haven moved out within Canmore, this household didn’t want to be part of the PAH program and elected to move out rather than trying to qualify. b) Canmore Policing Committee  The Policing Committee Survey was circulated throughout the community earlier this year and has now been completed. The results of the survey will be made available soon. c) Canadian Mountain Arts Foundation  Canadian Mountain Arts Foundation Annual General Meeting will be held on Wednesday, March 27, 2019 at 5:30 pm at artsPlace Theatre, 950 8 Avenue, Canmore, AB.  The 2018 Audited financial statements have been completed and show good results for the year-end.  The upcoming Annual Report will also be providing the results of the community engagement that was undertaken this past year.

7. Councillor Marra No report submitted.

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DATE OF MEETING: March 19, 2019 Agenda #: F-1

A. CAO’s Office 1. CAO a) The CAO and Acting Finance Manager met with administration from the MD of Bighorn to review the increases to the Fire Department Budget for 2019 and 2020 and the resultant impacts on the Fire Services Agreement between our two communities. Discussions were fruitful with a decision to bring a final recommendation forward for service fee amendments to the inter- municipal committee in April.

2. General Manager of Municipal Services a) The Town’s Manager of Community Social Development, Lisa Brown, was invited to sit on the Canadian Association on Rural and Remote Housing and Homelessness committee. This group will work with the Federal Government on creating recommendations for the allocation of funding in support of the recently approved Federal Strategic Homelessness Plan, Reaching Home. In addition to being a well-deserved honour for Lisa, it also ensures that the committee will have a strong and well informed voice from communities with hidden homelessness. b) The Library launched the kick off of their efforts to fundraise for their newly created Endowment Fund with the Banff-Canmore Community Foundation. c) On behalf of the MD of Bighorn and the Towns of Banff and Canmore, administration applied for a grant from AUMA to bring the Kairos blanket exercise to the municipalities in the Bow Valley. The grant requires a minimum of 20 attendees with at least eight being elected officials. We received word that the grant application was successful and are just waiting on details to schedule the exercise.

3. Acting General Manager of Corporate Services a) The Town collaborated with the Government Finance Officers Association of Alberta (GFOA) and Municipal Affairs to host a tax and assessment workshop on February 26. The seminar reviewed tax and assessment rolls and notices, key dates, the tax rate bylaw and tax recovery. Representatives from the Town of Banff and the Town of Cochrane participated as well. b) Alberta Municipal Services Corporation (AMSC) and the fleet expert from our insurer, Traveler’s Insurance met with town staff to review fleet safety. The Health & Safety committee will review the suggested recommendations and will work to implement those that fit for the Town of Canmore.

4. General Manager of Municipal Infrastructure a) A meeting was held with the owner of Silvertip to discuss the options for moving forward with a next phase of development. A recent subdivision application was denied by the SAA and SDAB on the basis of inconsistency with the ASP. Options discussed included seeking an ASP amendment to address phasing of development or the potential to move forward with either

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small scale retail or some visitor accommodation units in order to meet the commercial commencement requirement. b) The quarterly BOWDA liaison meeting was held on February 14. Topics discussed included; Utility approvals with Fortis, offsite levy model development update, LUB update and PAH standards and annual cost review.

B. MUNICIPAL SERVICES 1. Community Social Development a) Booking a Block Party Trailer is now even easier. Family and Community Services (FCSS) has moved their Neighbourhood Connector Block Party application form to an on-line platform; residents can now book the trailer and other great resources (fire pit, outdoor movie kits) through the Town of Canmore website. b) FCSS is working with the department of Recreation to launch a new youth program (14-16 years) called LEAD (Leadership, Empowerment, Achieving a Difference), which is designed to give youth the skills and confidence they need to step successfully into the workforce. The program includes a work-place practicum. c) Bow Valley Parent Link is currently reviewing their programs to ensure that the department can effectively and sustainable support parents and caregivers with creating a strong early childhood development foundation. Once the review is complete, Bow Valley Parent Link staff will present all changes and opportunities to Council. d) Work on potential overnight parking options for municipal space behind the Save on Foods continued throughout January and February. A group of Municipal Managers and Supervisors formed a working group to complete a cost/ benefit analysis of potential municipal actions. The Manager of CSD is currently drafting a briefing based on the working group discussions and will present this briefing to Council in April, 2019.

2. Recreation Services a. The week of February 4 to 10, with extremely cold temperatures and the IBU World Cup in Town, was a busy one at Elevation Place. 13,049 people entered the facility as compared to 10,442 in the same week in 2018 and 12,176 the week immediately prior. The Biathlon World Cup Committee purchased 350 day passes ($4,000.00) to Elevation Place for athletes to keep busy and in peak condition.

Elevation Place operated at capacity for most of the week, with wait lists forming early every morning for access to the aquatic centre and climbing gym. We appreciate the patience of our residents in accommodating these guests. The facility filled an important role entertaining residents, tourists and world class athletes.

Despite the crowds 77 memberships were sold in the week, boosting total membership to another new high of 2,828. Elevation Place’s membership was 2,740 members as of the same date in 2018.

3. Fire-Rescue a) The final delivery inspection of Capital Project FIR-07-13 to Replace 1992 Pumper 31 has been completed. The new fire pumper passed the inspection with a few minor adjustments.

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Expected delivery date is within 3 weeks, at which time Fire Rescue staff will begin fit up and training.

4. Protective Services a) The Bylaw Services team patrolled every public street in town during the month of January with a focus of identifying vehicles that had parked on the roadway for an extended period of time. The results of this initiative are as follows:  40 tickets were issued for parking longer than 72 hours (officers waited on average a week prior to issuing these tickets)  40 tickets were issued for a combination of expired license plates, improper display of license plates or non-existing license plates  1 ticket was issued for display vehicle for sale on a highway  1 ticket was issued to an RV for not complying with the Traffic and Road Use Bylaw  2 vehicles were towed

5. Economic Development a) The Manager of Economic Development attended a Foreign Direct Investment Workshop. The Economic Development office is currently averaging two calls/week inquiring about the Town’s regulations and/or policy on foreign investment. b) 11 proposals for the RFP for an Economic Development Strategic Plan were received and are currently being reviewed.

C. CORPORATE SERVICES 1. Human Resources a) The Human Resources Department continues to support our internal departments with an exceptionally high volume of recruitment, which includes new 2019 positions, turnover vacancies, spring and summer seasonal positions, and temporary positions. b) The Working Mind for Managers (mental health in the workplace training) will be delivered to Town of Canmore leaders at all levels, on February 27 and March 25. Once the majority of leaders have completed this course, we will begin facilitation of the Working Mind for Employees. These courses focus on stigma, the mental health continuum, and resiliency factors. c) Docusign has now been deployed in HR for employment contracts. This new process required some training and setup to deploy, but has already increased efficiency and service to our internal departments and new employees.

2. Finance a) The finance team is finalizing the audit paperwork in preparation for the auditors onsite visit the week of March 11th. b) We are anticipating that the 2019 assessment notices will be going out to property owners the first week of March.

3. Communication a. New steep creek mitigation webpages have been created to provide the public with the most recent information presented to council.

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b. New online forms have been created to provide residents with an easier way to apply for a position on a Town of Canmore committee, and for booking Do Good In Your ’Hood equipment. c. The success of the monthly Elevation Place e-newsletter is increasing, with an average of 50% of the 2,700 recipients opening the e-newsletter.

4. I.T. Nothing to report.

5. Municipal Clerk Nothing to report.

D. MUNICIPAL INFRASTRUCTURE 1. Planning & Development a) LUB and Employee Housing – after the public hearing on the new Land Use Bylaw administration is meeting with stakeholders: Chamber of Commerce, Business Improvement Area, Canmore Hotel and Lodging Association, and BOWDA to review options for employee housing moving forward. This feedback will be considered along with all public comments in what is proposed for Second Reading – tentatively in early May.

2. Engineering Services a) In Capital Project 7025 a budget of $530,000 was allocated to pavement mill and overlay. Based on the results of the 2015 Pavement Condition Survey, Mountain Avenue from Ray McBride Street to the east-bound TransCanada entrance was selected for rehabilitation. This mill and overlay presents an opportunity to make minor changes and to formalize the one-way configuration which was implemented in 2013. As shown in the figures below, the proposed configuration will provide a safe and comfortable multi-use facility, a parking area of adequate width and a driving lane that will encourage people driving to respect posted speed limits. Work is anticipated to be complete prior to the July 1st long weekend.

b) Planning work is progressing on a number of capital projects. Engineering will be returning to Council at upcoming COW and regular meetings over the next few months to present on a number of transportation and asset management projects including road rehabilitation, parking

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strategy implementation, and for projects on Benchlands Trail, Railway Avenue and Palliser Trail. c) Cougar Creek – A project update has been submitted to the NRCB and Alberta Environment and Parks for design updates including the rock cut spillway. The NRCB has responded with a formal request for several pieces of additional information which will be provided over the coming weeks. Progress continues on the submission package for Water Act approvals and tender documents.

3. Facilities a) Aquatics Facility Closure: An unscheduled closure was required from February 20 to March 1. This was caused by higher than normal levels of airborne chloramines due to a unexpected mechanical breakdown of one of the air handling units. This was compounded by a number of additional factors, namely: a super chlorination event following fecal contamination as per protocol, higher than average crowds due to the spring break, and coldest weather of the year that puts addition strain on the mechanical systems. Maintaining safety for the public and staff were primary considerations for implementing the closure.

4. Public Works a) Parks  Mountain Pine Beetle: The contractor is due to be finished MPB control by March 8th.  Recruitment: Seasonal interviews are taking place for seasonal staff for an April 1st and May 1st start.  Outdoor Ice: With the ongoing cold weather, the department anticipates that outdoor ice may be open later into March than usual. Past years closing date have been March 6-10th. The back of the pond (closer to the Spur Line trail) does allow for skating but is not maintainable with equipment due to the thinner ice sheet and air pocket below.

b) Streets & Roads  Snow and Ice Control: Team’s main priority given cold temps and increased snow falls in recent weeks  Projects: The following projects will be issued for RFP by mid-March:  New utility equipment  Fleet monitoring system

c) Solid Waste Services  Christmas Tree-cycling: 16 metric tonnes of Christmas trees were chipped. All of the mulch will be used by the Parks department for landscape projects throughout Canmore.

d) Utilities  Regulatory: No contraventions to report.  Service Disruptions: It has been very cold and with little snow cover the ground frost has gone very deep affecting many service lines. Epcor has responded to each occurrence listed below and worked hard to reinstate services within 24 hours. The following is a summary of dates, location and any unique specifics:

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 January 19: A home on Rundle Crescent had a frozen sanitary service. The blockage was ice and thawed out.  January 26: A home on Larch Crescent had a frozen sanitary service and thawed out.  February 1: A home on 700 Larch Place had a frozen water line and a temporary service set up until services can be restored. Epcor installed a new bleeder, a devise intended to mitigate frozen water lines.  February 7: A home on 2A Street (near the Bow River) had a frozen water line. The service was restored.  February 9: A home on 2nd Avenue (Teepee Town) had a frozen water line inside the basement. Epcor shut off the water until the repair can be completed.  February 10: A home on 100 Larch Place had a frozen water line in its crawl space. Once the line inside thawed services were restored.  February 11: A home on Moraine Road had a frozen water line and Epcor is investigating the option of installing a bleeder system. It would be first one in this community.  February 12: A home on Larch Close had a frozen sanitary service. It was frozen all the way to the manhole. The line from the manhole back to the house was thawed and services restored.  February 15: The same home on Larch Close 3 days later had another frozen sanitary service. The service was thawed and Epcor plans to visit the closest manhole weekly to monitor ice levels. Epcor has an existing list of manholes to inspect for similar issues in other parts of the valley bottom.  February 15: A home on 16th Street had a frozen water line and a bleeder system was installed.

6 March 19, 2019 Committee of the Whole 1 p.m. Page 170 of 176 Council Resolution Action List - Outstanding Resolutions # Agenda Item Resolution Council Mtg Date Service Area Action Status Last Update DATE Complete

307‐2011 Request for Direction – Employee Housing Program That Council direct Administration to work with CCHC to develop an assessment based policy for the 16‐Aug‐11 P&D Planning had proposed a solution as part of the 2017 LUB amendments, but Council has 28‐Nov‐18 provision of employee housing. asked for further engagement. Changes are proposed to the Bow Valley Trail area to require employee housing on site for hotels and hostels, but other types of business will not be considered until 2019 or 2020. 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 28‐Nov‐18 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 initiative 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 2019 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 2018/2019 Three Sisters ASP has been presented to 28‐Nov‐18 Residential of Alberta to find a mutually agreeable conservation arrangement to protect the 70‐metre wildlife Council as these lands may be subject of a new proposal. This is part of larger discussions corridor buffer along the western edge of the realigned Stewart Creek Across Valley Wildlife Corridor, on wildlife corridors on the Three Sisters lands and is unlikely to be resolved until other and ensure that there is no development of said lands whatsoever beyond that which is allowed TSMV corridor discussions finalize ‐ later in 2019. pursuant to Wildlands Conservation zoning, other than a potential future access road to Lots 7, 8, and 9. 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 community consultation which has only partially started and 27‐Sep‐18 Use Bylaw should be amended to allow residential dwellings to be used for short‐term/tourist home will be done in 2019. 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 28 in Stewart Creek Phase 3 has had the MR designation removed and a rezoning will 27‐Sep‐18 3, the proceeds of which would go to the cash in lieu municipal reserve account. be brought forward in 2019. 223‐2017 Servicing, Grading and Building Foundation Work for A Multi that Council 2) direct administration to develop a Comprehensive Wildlife Management Plan for the 7‐Jul‐17 planning This work is scheduled to start in 2019. We had been waiting for a Provincial Government 28‐Nov‐18 Family Rental and Employee Housing Development 1451 Lower Silvertip Wildlife Corridor including a detailed implementation plan with funding up to $100,000 review of Wildlife Corridors and Habitat Patches in the Bow Valley, but this does not seem Palliser Trail DP2017‐080 to come from capital project 1624 (Affordable Housing Land and Policies) likely in the near term so Administration will initiate this work in 2019.

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 has recently started and will continue in early 2019. 28‐Nov‐18 as is practicable in the new year. 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 Work is anticipated to start in 2019. 3‐Dec‐18 making regarding property tax exemption. 222‐2018 Public Consumption of Cannabis that Council direct administration to return by October 2020 with a report providing an update on the 16‐Oct‐18 Protective public cannabis consumption ban and if further options should be considered to loosen the regulations based on the information obtained over this time period.

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A 2018 Highlights

Come take a look back at our year!

We commit to provide accommodation services for the Bow Valley region seniors and residents of modest means who struggle to secure and maintain appropriate housing.

Who received housing help? We operate housing programs that assisted many groups in 2018:  Affordable supportive living programs for seniors who benefit from having us cook and serve their meals, clean their rooms, do their laundry, facilitate recreational, wellness and social activities, and provide life-safety services.  Independent living apartments for seniors with lower incomes who benefit from affordable, seniors’ appropriate housing.  Community housing units for families with lower incomes that benefit from affordable housing.  Financial assistance for households with lower incomes that benefit from subsidies that allow them to afford their housing costs.

Who helped us help our clients? It was another busy year, and we needed a lot of help to do it all!  Approximately 40 great employees, 7 board members, and volunteers.

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March 19, 2019 Committee of the Whole 1 p.m. Page 172 of 176  Five contributing municipalities (Improvement District #9, Kananaskis Improvement District, M.D. of Bighorn, Towns of Banff and Canmore), provincial government partners, and Community Care.

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March 19, 2019 Committee of the Whole 1 p.m. Page 173 of 176 FAST FACTS  We were very busy serving those who live in our supportive living  Housing more than 400 people lodges  Annual operating budget $3.9MM o Achieved perfect scores on our  Annual capital budget $1MM supportive living accommodation licensing inspections o Helped to advance the province’s work on phase 2 of the lodge

expansion

o Prepared and served more than

90,000 meals o Prepared more than 1,500 meals for Canmore Meals on Wheels o Completed more than 5,000 room cleanings  Occupancy rates for the year: o Completed over 8,000 washroom o 89% in our seniors’ lodges cleanings o 97% in our seniors’ apartments o Completed over 10,000 loads of o 96% in our community housing laundry  Waitlists: o Cleaned more than 30,000 o Seniors Lodges wait list of 20 square feet of common spaces o Seniors apartments wait list of 29 o Offered more than 300 leisure o Community housing wait list of 24 and social activities o Rent supplement wait list of 32 o Offered more than 250 wellness activities  Managing more than 200 residential units in the Bow Valley  We measured the satisfaction of o Approximately 200,000 square our clients feet of residential space valued at o 94% overall satisfaction approximately $60MM o 95% would recommend our o Two seniors lodges with 84 suites services o Two independent seniors’ o 97% feel comfortable in their complexes with 62 apartments homes o Two community housing o 96% feel that their rent is fair complexes with 38 townhouses o 97% satisfaction with BVRH o Twenty single-family houses employees

 Our dedicated maintenance team  We also measured the was kept busy satisfaction of our employees o Over 500 repair orders o 89% overall satisfaction o 25 unit restorations o Preventative maintenance of all equipment and facilities o Snow removal and grounds keeping for 6 housing complexes

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March 19, 2019 Committee of the Whole 1 p.m. Page 174 of 176 Major Projects during 2018

In addition to the day-to-day operations of our housing programs, we were very busy with initiatives that advanced our strategic goals.

Strategic Planning We published our 2019 – 2023 Strategic Plan, focused on the areas of capital projects, capital funding, collaborative relationships, employee housing and aging in community.

Business Planning We published our 2019 – 2023 Business Plan.

Bylaw Review We completed a full review and update of our bylaws.

Housing Needs Study We neared completion of this region-wide assessment of non-market housing needs and potential solutions.

This is Home Lodge Redevelopment  During December 2017, extending well into 2018, we successfully relocated our Bow River Seniors Lodge residents and operations into the new lodge and addressed building deficiencies. This 38,000 square foot building includes 63 modern lodge units, modern and appropriate dining and amenity spaces and a commercial kitchen.  Phase 2 made progress toward bringing high levels of supportive living to the Bow Corridor. A lead design/build team, led by Clark Builders, has joined the project.  Phase 3 advocacy continued toward optimizing the Bow River Seniors Lodge site with added affordable seniors and other mixed-use housing.

Wage and Compensation Review We completed a comprehensive review of our employee compensation program to ensure that we offer pay and benefits that are fair to all of our stakeholders, including our employees and all who pay for, or subsidize, our operations.

Spring Garden Party! We held a very successful, inaugural Spring Garden Party at Bow River Seniors Lodge, where we welcomed our residents, stakeholders and the community to a day of sunshine, music, fun activities and fellowship.

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March 19, 2019 Committee of the Whole 1 p.m. Page 175 of 176 WHAT ELSE? WHAT’S NEXT?

 Community Integration Program:  This is Home Phase 2 progress. We continued to develop and  Continued development of implement a program that will community integration and public enhance our programming and relations, including an upgrade to public communications. our website and enhanced social  Stakeholder Collaboration: media programming. We continued to strengthen our  Continued cultivation of our cooperative relationships with our volunteer and recreational contributing municipal councils, the programs. Government of Alberta, housing and social services agencies.  Our Regional Housing Needs Assessment will be completed and  Policy Review: presented. Our senior administration prepared  Our policy review will be completed. updated policies that will be reviewed by the CAO and board in  HR program development will 2019. proceed.

 Reserve Fund Management:  Budgeting: Continued optimization We implemented the of revenues and expenditures recommendations for annual through effective planning and contributions to our Capital Asset efficient operations while maintaining Management Reserve. or elevating services.

 HR program development:  Property Re-profiling: Continued We initiated work with a consultant to exploration of converting currently- review and improve our HR existing inefficient properties into protocols, including development of assets that will better meet the complimentary programming with needs of the region. external supports.  Employee Wellness: Continue to  Annual Report project: build on employee wellness We initiated work on an inaugural programming. annual report.

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