TOWN OF CANMORE AGENDA Committee of the Whole Tuesday, February 16, 2021 at 1:00 p.m.
A. CALL TO ORDER AND APPROVAL OF AGENDA 1:00 1. Agenda for the February 16, 2021 Committee of the Whole Meeting
B. DELEGATIONS 1:00 – 1:15 1. Bow Valley Chamber of Commerce – Bow Valley Restart Fund
C. MINUTES 1:15 1. Minutes of the January 19, 2021 Committee of the Whole Meeting
D. STAFF REPORTS 1:15 – 1:45 1. Bow Valley Family Resource Network Update Purpose: To provide Council with an update on the services offered by the Bow Valley Family Resource Network
1:45 – 2:45 2. Benchmark Assessment Update Purpose: To brief Council on the Town of Canmore 2020 Assessments for the 2021 tax year.
E. COUNCILLOR UPDATES 2:45 – 2:55 1. February 2021 Councillor Updates
F. ADMINISTRATIVE UPDATE 2:55 – 3:05 1. February 2021 Administrative Update
G. COUNCIL RESOLUTION ACTION LIST 3:05 – 3:10 1. Council Resolution Action List as of January 29, 2021
H. BOARD AND COMMITTEE UPDATES None
I. IN CAMERA 3:10 – 3:55 1. Rabbit Pilot Project – verbal presentation Recommendation: that Council take the meeting in camera to prevent disclosure of advice, proposals, recommendations, analyses or policy developed for a public body in accordance with section 24(1)(a) of the Freedom of Information and Protection of Privacy Act.
3:55 – 4:40 2. Parking Management Plan – verbal presentation Recommendation: that Council take the meeting in camera to prevent disclosure of advice, proposals, recommendations, analyses or policy developed for a public body in accordance with section 24(1)(a) of the Freedom of Information and Protection of Privacy Act.
3:40 J. ADJOURNMENT
Agenda prepared by: Cheryl Hyde, Municipal Clerk Page 1 of 1
February 16, 2021 Committee of the Whole 1 p.m. Page 1 of 61 B-1
Bow Valley Restart Fund July 2020 - November 2020
Grants of up to $5,000 to support eligible Bow Valley businesses facing unexpected restart costs due to COVID-19.
IN PARTNERSHIP WITH: TOWN OF CANMORE ECONOMIC DEVELOPMENT
Elevate . Connect . Advocate @bowvalleychamber February 16, 2021 Committee of the Whole 1 p.m. Page 2 of 61 Financial Aid Out of 46 businesses that applied for the Bow Valley Restart Fund (BVRF) 39 were eligible and 7 were in-eligible.
In-eligibility for various reasons, such as: Could not prove a 50% loss in revenue Considered a not for profit organization Received a large amount of funding from another source. Not positioned in the TOC or BVCC funding region
Town of Canmore's $100,000 contribution funded 35 Canmore businesses. BVCC's $10,000 contribution funded 4 Bow Valley businesses. Recipient Categories
11 Retail: Clothing, Entertainment, Art, Gifts, Jewlery 8 Personal Care Service: Tattoo, Spa, Gym, Massage, Group Fitness 7 Food & Beverage: Takeout, Delivery, Specialty Foods, Cafes, Bars 6 Tourism: Adventure Companies, Guides, Campgrounds 3 Events: Management Services, Rentals, Organization 4 Other: Cleaning Services, Professional Services
Elevate . Connect . Advocate @bowvalleychamber February 16, 2021 Committee of the Whole 1 p.m. Page 3 of 61 Eligible and In-eligible Expenses Eligible:
Perishable inventory Pre-opening deep clean Re-opening inspections if required to re-open Commercial space re-design to accommodate physical distancing Items required to meet provincial reopening requirements. Such as PPE, cleaning supplies, shields, barriers, delineation, and distancing measures. Staffing to accommodate COVID- related requirements In-eligible:
Operational costs Travel, food, accommodations Selection Committee The selection committee comprised of three Bow Valley representatives: 1 - Town of Canmore Economic Development 1 - Bow Valley Chamber of Commerce 1 - From the local business community
Committee members signed off on terms and conditions of involvement including an acknowledgment to maintain privacy and confidentiality.
Elevate . Connect . Advocate @bowvalleychamber February 16, 2021 Committee of the Whole 1 p.m. Page 4 of 61 Final Numbers
Grand total disbursed: $107,724
Town of Canmore: $97,819
Bow Valley Chamber of Commerce: $9,905
Fund Administration The administration of the fund was organized by the Bow Valley Chamber of Commerce Association (BVCC). The BVCC's mission is to sustain a successful business community in the Bow Valley by elevating, connecting & advocating for BVCC members.
$2,180 remaining from Town of Canmore funding has been returned to the Town of Canmore's Economic Recovery Fund.
$94 remaining from Bow Valley Chamber of Commerce funding was used to cover administration costs such as postage and bank account fees.
Elevate . Connect . Advocate @bowvalleychamber February 16, 2021 Committee of the Whole 1 p.m. Page 5 of 61 Questions?
For more information please contact: [email protected] 403.688.5656 www.BowValleyChamber.com
Elevate . Connect . Advocate @bowvalleychamber February 16, 2021 Committee of the Whole 1 p.m. Page 6 of 61 C-1 Unapproved
TOWN OF CANMORE MINUTES Committee of the Whole Tuesday, January 19, 2021 at 1:00 p.m.
COUNCIL MEMBERS PRESENT John Borrowman Mayor Vi Sandford Deputy Mayor Joanna McCallum Councillor Esmé Comfort Councillor Jeff Hilstad Councillor Karen Marra Councillor Rob Seeley Councillor
COUNCIL MEMBERS ABSENT None
ADMINISTRATION PRESENT Lisa de Soto Chief Administrative Officer Sally Caudill General Manager of Municipal Services Therese Rogers General Manager of Corporate Services Whitney Smithers General Manager of Infrastructure Robyn Dinnadge Manager of Communications Cheryl Hyde Municipal Clerk (Recorder) Sara Jones Executive Assistant Lisa Brown Manager of Community Social Development Kayla Eykelboom Housing Evaluator
All meeting participants joined this meeting electronically and members of the public were permitted to attend the meeting via livestream on the Town’s website.
Mayor Borrowman called the January 19, 2021 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 19, 2021 Committee of the Whole Meeting 1-2021COW Moved by Mayor Borrowman that the Committee of the Whole approve the agenda for the January 19, 2021 meeting. CARRIED UNANIMOUSLY
B. DELEGATIONS 1. Telus – Canmore Community Update Theresa Lynn, General Manager for the Canmore Region and Southern Alberta, and Tyler Mooi, Western Canada Municipal Relations, of Telus provided the Committee with a verbal update on the company’s activities in Canmore.
Minutes approved by: ______February 16, 2021 Committee of the Whole 1 p.m. Page 7 of 61 Town of Canmore Committee of the Whole Meeting Unapproved January 19, 2021 Page 2 of 3
C. MINUTES 1. Minutes of the December 15, 2020 Committee of the Whole Meeting 2-2021COW Moved by Mayor Borrowman that the Committee of the Whole approve the minutes of the December 15, 2020 meeting as presented. CARRIED UNANIMOUSLY
D. STAFF REPORTS 1. Canmore 2020 Living Wage Administration spoke to a written report updating the Committee on Canmore’s Living Wage.
2. Homeless to Housing Coalition (H2HC) Working Group Update Administration was joined by Sean Krausert, Deacon of St. Michael’s Church, in speaking to a written report updating council on the Homeless to Housing Coalition (H2HC) working group supports for individuals without shelter.
3-2021COW Moved by Mayor Borrowman that the Committee of the Whole take the meeting in camera at 2:30 p.m. to prevent disclosure of advice, proposals, recommendations, analysis or policy developed for a public body in accordance with section 24(1)(a) of the Freedom of Information and Protection of Privacy Act. CARRIED UNANIMOUSLY
4-2021COW Moved by Mayor Borrowman that the Committee of the Whole return to the public meeting at 2:56 p.m. CARRIED UNANIMOUSLY
E. COUNCILLOR UPDATES 1. January 2021 Councillor Updates Written report, received as information.
F. ADMINISTRATIVE UPDATES 1. January 2021 Administrative Update Written report, received as information.
G. COUNCIL RESOLUTION ACTION LIST 1. Council Resolution Action List as of December 30, 2021 Written report, received as information.
H. BOARD AND COMMITTEE UPDATES None
I. IN CAMERA 1. Telus – Canmore Community Update Item not required.
2. Homeless to Housing Coalition (H2HC) Working Group Update Considered during item D2.
Minutes approved by: ______
February 16, 2021 Committee of the Whole 1 p.m. Page 8 of 61 Town of Canmore Committee of the Whole Meeting Unapproved January 19, 2021 Page 3 of 3
J. ADJOURNMENT 5-2021COW Moved by Mayor Borrowman that the Committee of the Whole adjourn the January 19, 2021 regular meeting at 3:03 p.m. CARRIED UNANIMOUSLY
______John Borrowman, Mayor
______Cheryl Hyde, Municipal Clerk
Minutes approved by: ______
February 16, 2021 Committee of the Whole 1 p.m. Page 9 of 61 Briefing
DATE OF MEETING: February 16, 2021 Agenda #: D-1
TO: Committee of the Whole
SUBJECT: Bow Valley Family Resource Network Update
SUBMITTED BY: Christine deMontigny, Supervisor of Family Resource Network
PURPOSE: To provide Council with an update on the services offered by the Bow Valley Family Resource Network
EXECUTIVE SUMMARY On April 1, 2020, the province launched a new child development funding model called the Family Resource Networks (FRNs). Through these regional FRNs, the Province of Alberta funds high quality prevention and early intervention regional services for families with children 0-18 years of age.
The Bow Valley Family Resource Network (BVFRN) is a regional network that is made up of three provincially funded organizations: Town of Canmore, Town of Banff, and Closer to Home (Calgary). The Town of Canmore is the anchor agency and coordinates services between BVFRN organizations. As anchor agency the Town is tasked with coordinating all BVFRN services. To meet this objective, the Town of Canmore allocated a small portion of the provincial FRN grant to Ambrose University’s Canadian Poverty Institute (CPI) to fund development of a program evaluation and support collaborative between all BVFRN agencies. CPI has recently submitted a mid-service recommendation report. The Town of Canmore’s FRN program is working with BVFRN agencies to adjust service delivery in response to these recommendations.
BACKGROUND/HISTORY Provincial funding for the Town of Canmore’s Bow Valley Parent Link program (an early childhood development program for families with children 0-6 years of age) ended on March 31, 2020, and the Province of Alberta invested in a new service delivery model. Across the province, regional Family Resource Networks were established to provide prevention and early intervention programs to families with children 0-18 years of age.
The Town of Canmore applied for and was awarded provincial funding to deliver services as part of a regional Family Resource Network, the BVFRN. Town of Banff and Closer to Home (Calgary) were also awarded funding.
February 16, 2021 Committee of the Whole 1 p.m. Page 10 of 61 BVFRN program review Page 2 of 3
The below table outlines the provincially funded BVFRN services:
Organization Service Description Town of Canmore Hub Service Administration and coordination of all BVFRN services (anchor service for all BVFRN) Town of Canmore Caregiver Capacity Building Parent education and caregiver skill development Town of Canmore Child Development One on one whole family support Town of Banff Social Connection/ Caregiver Parent education and social Capacity Building connection Closer to Home Home Visitation Early years’ longer-term one on one family support
In addition to the provincially funded BVFRN services, Canmore’s FRN business unit also includes a municipally funded Social Connection program, and in 2020/2021, a COVID-19 family support program.
The Town of Canmore was awarded provincial funding for BVFRN services days before the provincially mandated program start date. Consequently, the BVFRN needed to launch quickly and during a pandemic. To support rapid program development and to meet our grant obligations, the Town of Canmore’s Hub service partnered with the Canadian Poverty Institute (CPI) to review and evaluate the new BVFRN services. CPI is supporting the BVFRN with the following four areas:
1. Understand scope and roles individually and within the collective BVFRN; 2. Understand overall system function; 3. Identify gaps, barriers, and inefficiencies; 4. Identify strengths and opportunities within the BVFRN
DISCUSSION The overarching goal of CPI’s evaluation is to leverage the operation of the BVFRN services and create a coordinated system of care for Bow Valley families. CPI submitted a mid-service recommendation report in Nov 2020, with several recommended action items (Attachment 1). There were five action-item themes in the recommendation report: The Town of Canmore’s Family Resource Network is currently working with all BVFRN services to move the recommended action items forward. Below is an overview:
1. Identify a key position to connect with the province and disseminate information - Re-organized Town of Canmore FRN business unit to include a Supervisor position that can focus on consistent provincial connection and timely dissemination of information between all BVFRN services, the Town, and the Province 2. Provide clear, consistent communication from the Hub to all Spoke agencies - Organized regular BVFRN meetings to support role development across the region, to understand emerging community needs, gain a common understanding of provincial directives, and to address any emerging concerns - Developed clear reporting pathways for BVFRN staff - Supported all BVFRN services with providing programs that adhere to COVID-19 public health guidelines
February 16, 2021 Committee of the Whole 1 p.m. Page 11 of 61 BVFRN program review Page 3 of 3
3. Develop consistent key messages for the BVFRN and community partners - Developed a clear communication plan to support program awareness across the Bow Valley - Reframed BVFRN newsletter - Working with the TOC Communications department to provide clear messaging to community. 4. Create and share a common data collection system between the FRN Hub and Spokes - Hub service working with the province to problem-solve data entry issues - Supervisor supporting team with data management - Hub sharing data management best practices with all BVFRN services - Developed a streamline process for data collection 5. Streamline Hub administration to provide strategic direction to all FRN services - Redefined roles to better meet provincial requirements - Focused on professional development and supporting staff with role transition - Supervisor guiding program changes based on community feedback and needs assessments
Opening a new program during a pandemic has had many layers of complexity. CPI is and will continue to support the BVFRN with program development so that all Canmore families are seamlessly supported by the BVFRN while the programs adapt to meet provincial mandates, changing community needs, and additional challenges brought on by the pandemic. Staff are well equipped to offer services that adhere to COVID-19 provincial restrictions and will continue to adapt programs to meet emerging needs.
FINANCIAL IMPACTS No additional budget is required outside the Council approved Family Resource Network operational budget. Approximately five percent of the 2020/2021 provincial grant was allocated to CPI for program evaluation.
STAKEHOLDER ENGAGEMENT Several external community agencies collaborate and support programming through the BVFRN and assist with guiding and influencing program development. These formal and informal agencies include: the members of the BVFRN network, Family and Community Support Services (FCSS), Alberta Health Services, Addictions and Mental Health, Right from the Start, Mountain Maternity, Artsplace and all schools and daycares located in the Bow Valley.
ATTACHMENTS 1) Evaluation of the Bow valley Family Resource Network (BVFRN): Phase 1 Mid-Stream Report
AUTHORIZATION
Submitted by: Christine deMontigny Supervisor of FRN Date: January 21, 2021
Approved by: Lisa Brown Manager of CSD Date January 21, 2021
Approved by: Sally Caudill General Manager Municipal Services Date: January 26, 2021
Approved by: Lisa de Soto Chief Administrative Officer Date: February 1, 2021
February 16, 2021 Committee of the Whole 1 p.m. Page 12 of 61 Attachment 1
0
Evaluation of the Bow Valley Family Resource Network (BVFRN): Phase 1 Mid-Stream Report
Submitted to Town of Canmore Hub Service.
November 2020
Canadian Poverty Institute
Evaluation of The Bow Valley Family Resource Network: Phase 1 Mid-Stream Report
February 16, 2021 Committee of the Whole 1 p.m. Page 13 of 61 1
Rita Yembilah, PhD Researcher and Evaluator
The Canadian Poverty Institute 150 Ambrose Circle SW Calgary, Alberta T3H 0L5
www.povertyinstitute.ca
@CndPovertyInst
Contact: [email protected] Supervisory contact: [email protected]
Evaluation of The Bow Valley Family Resource Network: Phase 1 Mid-Stream Report
February 16, 2021 Committee of the Whole 1 p.m. Page 14 of 61 2
Evaluation of the Bow Valley Family Resource Network: Phase One Mid-stream report
______
Introduction In April 2020, the Town of Canmore retained the Canadian Poverty Institute to conduct an inception and on-going evaluation of the Bow Valley Family Resource Network (BVFRN) as part of efforts to transition into the Family Resource Network system of social service delivery. The aim of the evaluation is to assist the BVFRN manage a smoother coordination of the BVFRN which comprises a HUB, situated with Town of Canmore; and several Spokes delivering services through the FRNs of Banff, Canmore and Closer to Home Family Services (CTH) based in Calgary.
Purpose of the Evaluation: This project seeks to help the various Spokes of the BVFRN to decipher their scope and roles, their complementarity and overall system function. Within the larger scope of the FRN model, the evaluation will identify gaps, barriers, and inefficiencies; strengths and opportunities that the FRNs can leverage individually or as a collective, as they assist as many Albertans as they are able to, and to prevent others from being disconnected from the FRN range of services.
Overarching Goal: Based on this broad statement of purpose and conversations with the Hub, the following overarching goal is in focus—leveraging the operation of the BVFRN to create a coordinated system of care for Albertans that interact with it.
Evaluation objectives: The following objectives have been developed based on the purpose and goal of the evaluation, and consultations with the FRN Hub. To use the evaluative process to:
1. Help each FRN role define, and articulate their scope as they transition to the FRN model; 2. Work with FRNs individually and collectively to determine outcomes and how they can be reached; 3. Decipher a clear plan on how to measure the composite FRN outcomes; and 4. Examine the overall connection of the different FRNs to the larger BVFRN system and vision.
As a recap, the following table shows the Spoke services that are being delivered through each FRN, the lens through which the evaluation is being conducted.
HUB Spokes Town of Canmore Town of Banff FRN: Caregiver Capacity Building Town of Canmore FRN: Caregiver Capacity Building Child Development and wellbeing Social Connections and Support (Town funded) Closer to Home Family Services: Home Visitation
Evaluation of The Bow Valley Family Resource Network: Phase 1 Mid-Stream Report
February 16, 2021 Committee of the Whole 1 p.m. Page 15 of 61 3
An important point to note is that, this project is not intended to ascertain the degree to which the BVFRN is delivering services to clients, but to study the foundations that allows it to deliver services effectively and prevent clients or potential clients from abandoning services or not reaching them at all.
Context of Mini-Report This mini-report is generated as part of the Implementation Plan that was submitted to the Town of Canmore’s Manager of Social services in August 2020. That report indicated a Phase 1 Self-evaluation to take stock of where staff in the BVFRN stand individually and collectively in relation to the broader BVFRN system. As indicated in the approved Implementation Plan the self-evaluation is:
“used to measure from an “insider” perspective how things have been or are going. It is not meant to be a fault-finding or a blame-apportioning exercise. It is intended to chronicle, in the case on the initialization of this FRN, what transferable knowledge and expertise exists, what areas of challenge have or are emerging as a result of transitioning from the Parent Link to the FRN model, how orientated staff feel around the new model, where staff think their Spokes are headed, how the sub-system is doing, as well as how confident each FRN feels about meeting some of the commitments in their Schedule A.” (Implementation Plan, pg. 9).
The implementation timeline showed an initial set of interviews and the delivery of a mini-report as the basis for continuing the evaluation. This report provides the thematic results from conversations across all 3 FRNs, and the HUB. In all, 13 affiliates of the BVFRN were interviewed, as well as 2 FRN affiliated staff at the provincial level. The “baseline interview guide” is reproduced in Appendix 1, compliant with the promise of transparency as part of this process.
Thematic findings: Baseline Interviews
A. Grieving and Motivation Around Losing the Parent Link Centres
In terms of themes, this was the most consistent in terms of responses. Staff were shocked by the “sudden” announcement that the Parent Link Centres were going to be closed. Adjectives such as devastated, sad, angry, uncertain, fearful, upset, and lost were used to describe reactions to the news of the loss of the Parent Link centres and the introduction of the FRN centers. Staff are very proud of their Parent Link work and believe that the model was effective, and feel that the centres were “well-regarded in the community.” Some revealing reflections were:
“Feeling trepidation about the FRN. I was not sure if aspects of my former job would fit into the FRN. I was also thinking that maybe there are aspects—skills, knowledge—that have become redundant…”
Another felt very deeply that “families were [being] left in a lurch.”
Another disclosed that as part of their emotions, they felt “the community was owed an explanation.”
In some cases, not only was there personal fear about the destabilizing effect of the impeding end of the Parent Link Centres, but there was also fear about a backlash from parents.
Evaluation of The Bow Valley Family Resource Network: Phase 1 Mid-Stream Report
February 16, 2021 Committee of the Whole 1 p.m. Page 16 of 61 4
One person wondered if the vulnerable state of Parent Link families accounts for why no opportunities for consultation with the community were commissioned, barring the “disrespect of employees who have worked for years with the Parent Link Model. Nobody thought to ask our opinion and take-our input.”
In terms of feeling lost, two angles were distinguished—feeling lost that the PLC, a grounding place of professional practice was being placed; and also lost that there was no sense of direction from the province about the FRN. How would it look like? What guidance was to be followed, and in what circumstances? What differences and similarities exist between the FRN and the PL? And some wanted guidance about whether skills are acceptably transferable and which ones.
Asked if a professional could help in the grieving process and moving forward, the majority sentiment was that professional help has been tried to little success. One member offered that even though professional help may not be the answer “stabilization of the FRN will help us move forward.”
Positively, although staff expressed these range of emotions about their circumstances, almost every one indicated that there was a banding together within their then PLC, leading them to feel determined and motivated, and be “filled with more and more sense of responsibility” to succeed.
In a few cases, staff were not very familiar with the Parent Link Model so the sense of loss was less pronounced. In fact, more that 50% of 13 staff suggested that it is better if one had no previous experience with the PLC because they are/or will be starting with “a blank slate.”
Action Point: In terms of the growth mindset embedded in a self-evaluation exercise, it may be of interest to decipher actionable, bite-sized steps that address each of the areas of concern. For instance, what can be done to provide direction about the transferability of skills, improve confidence around using skills honed in the PLC, or satiating feelings about the community’s lack of involvement in the transition.
B. Roles and Realities of Working with BVFRN
Interviews also allowed collective insight into the teething-troubles that have come with the switch to the FRNs and the BVFRN. Major issues that came to the fore are as follows:
Accountability Structure Is Unclear:
• It was heard that the accountability structures are not clear because the FRN model eliminated supervisors, thus within it FRN staff are without clear lines of supervising and accountability.
• Also, it was heard that Spokes have no accountability to the HUB Coordinator although they report to the position. In Canmore specifically, it was heard severally (almost in an advocacy context) that the “Team Lead” performs supervisory roles, however the position does not have oversight of those positions, opening gaps in coordination and responsibility. There was even more confusion around the FRNs outside of Canmore (see diagram on next page). How do they fit into the scope and accountability structure, especially if the HUB is not the fiscal agent? Is the plan to have a staff from Canmore represent the HUB Coordinator in Banff still in play? And if that is the case, where does this leave Closer to Home?
Evaluation of The Bow Valley Family Resource Network: Phase 1 Mid-Stream Report
February 16, 2021 Committee of the Whole 1 p.m. Page 17 of 61 5
HUB Coordinator
Team Lead Canmore Accountability
Canmore HUB and Spoke Staff
- Banff, CTH?
• Linked to the first two concerns is the view that the lack of clarity in scope and accountability draws the HUB Coordinator into practical problem solving, reducing time for strategic direction setting and strengthening of the new partnerships with Banff, CTH and any other relevant stakeholders.
Action Point: In view of these, it may be in the collective interest to have an honest conversation about structure, scope and accountability across the BVFRN to determine the accountability structure and compensation for it. Pertinent questions that could be addressed are: What is needed to streamline the role of HUB Administrator, Team Lead and HUB Coordinator? How do these roles connect with the other FRNs? Do the other FRNs have a Team Lead? Are Team Leads necessary? If they have Team Leads, how do these intersect with the HUB in terms of measurement and reporting, strategic directions, accountability and problem solving? The above diagram can be used as a starting point.
• For staff out of Canmore, there was a widespread view that the HUB Administrator’s role is overburdened, marked by constant pressure to have answers for staff, generating reports for the province, triaging inquiries as well as providing routine logistical support. • Also highlighted were concerns about the reporting system. Commonest issues raised were the understanding that each FRN was enjoined to report data directly into an online portal, but the variables appear to be HUB focused and are not properly aligned with the Spokes.
Feedback from the Province admitted that the reporting system is still in its infancy which is why staff are reporting valid observations around lack of direction. The province admits that the PL reporting system “was very well laid out” and also admit to the “daunting shift.” They provide a 3-step rationale for data collection in the hope these provide context around the concerns raised:
Evaluation of The Bow Valley Family Resource Network: Phase 1 Mid-Stream Report
February 16, 2021 Committee of the Whole 1 p.m. Page 18 of 61 6
• Reporting aggregate data to the Minister; • Generating evidence for operations and contractual compliance; and • Positioning the HUB to have a bird’s eye view of the performance of FRNs in their service area. They, however, suggested that the reporting variables are aligned with the Schedule “As” and will settle as the system is increasingly consolidated.
Other insights from the Province were that: there are inconsistencies in what Spokes are reporting for various variables, and work is being done to streamline that process, consulting with various FRNs. As a FRN staff phrased eloquently: “it is hard to collect statistics when one does not know what the province is looking for”; and another: “one cannot provide data on an indicator one was not advised on.”
According to the Province, the problem emanates from lack of clarity and/or completion of the Standards of Practice, but this will happen in due course. It was also heard that some FRNs are entering data using the Parent Link system as well as the new FRN system. If this will be of interest, the BVFRN is advised to seek guidance from the Province before moving in that direction.
Action Point: Inquire across the HUB and various Spokes where they are in terms of familiarity with reporting data? Are they feeling more comfortable now? If not, what is keeping them feeling stuck? If yes, what contributed to comfort with the reporting system?
Action Point: Also, before the Province comes through, will there be value in the BVFRN agreeing on what variables are being measured, defining what those variables mean for common usage, and having a coordinated timeline for entry?
Action Point: Another point of deliberation could be to address whether or not the Canmore FRN and Spokes have privileged assess to the HUB because they are located in the same vicinity. Even if it currently does not, this needs to be addressed to pre-empt any such ideas taking root.
Other types of Angst Around Change to FRN Were Observed:
• All FRNs have complaints about lack of direction from the Province, the question of internal leverage and how much latitude the HUB has in detailing what the Province will be looking for in terms of outcomes. To what extent can FRNs chart their own path? The Province suggests that FRNs have a degree of leverage but strongly advises that FRNs, HUBs or Spokes, as the case may be, inquire about their idea before proceeding to ensure compliance with contractual obligations. • Also, Banff is curious about how complementarities would work, including how to apportion resources allocated to subject matter experts that the BVFRN brings in occasionally. • Some staff across the BVFRN report not yet feeling the pull of working with others in the BVFRN. There is still some limited complete knowledge of each other’s Spokes, but once understanding grew, there were reports of sharing the opportunities more confidently with relevant stakeholders in the BV. • Some staff reported a hesitation with telling parents that they are now working with the FRN model because “parents will be disappointed if they know that the FRN is not PL.” As another staff put it, “it is basically a little bit of deception by omission.” This was clarified and confirmed that the broader community do not know about the shift yet.
Action Point: To deepen staff confidence working with the FRN and public acceptance of the new model, it may be useful to provide education and an update to the community about the BVFRN, and how the
Evaluation of The Bow Valley Family Resource Network: Phase 1 Mid-Stream Report
February 16, 2021 Committee of the Whole 1 p.m. Page 19 of 61 7
various Spokes work together for service access. A Zoom introduction may be a good starting point, in addition to other strategies given the new restrictions within which everyone operates.
C. System Connections and Intra-BVFRN Dynamics—Banff, Canmore and CTH
Connecting to Families The relationship between Canmore and CTH appears to be off to a good start. CTH has already been to Canmore to meet-and-greet staff and familiarize with their new sphere of Home Visitation. They have also been providing each other with information and answering questions, and arrangements have been made for CTH to have a staff presence in Canmore to be accessible and make Home Visitations timely. However, in terms of connecting with families, there was some confusion. Who is primarily responsible for connecting with families? Can CTH independently connect with families in the Banff and Canmore catchment area? Now that CTH has operations in the Bow Valley, will they be within bounds to build their own network of partnerships there?
Action Point: In terms of scope, what is acceptable practice?
Connecting the three FRNs For reasons that will not be discussed in detail here, it appears that Banff is struggling to find its feet within the BVFRN, and CTH is struggling to find its footing with Banff. In fact, at the time of the conversations, CTH was not aware that Banff is an FRN, and only thought that it is a Spoke. Staff have also observed a widening distance between Banff and Canmore which is impacting the advertising of programs within the BVFRN. Is this impacting work more generally? There is also some expressed confusion around Canmore’s Social Connections Spoke since it is Town of Canmore funded and technically not an FRN resource. Also, CTH is unsure about how to interact with Banff since conversations with Banff FRN have been few. An outstanding question for CTH was are they supposed to connect directly with Banff, and if so, with whom; or will they receive Banff families through the Banff- Canmore alliance? Depending on the answer, what degree of autonomy and/or accountability will CTH have from Canmore and Banff?
Action Point: Since it has been about two months since the interviews, check in, have these sources of uncertainty been resolved? If not, why have they not been?
Banff not aligned with HUB Banff admits that it is not yet aligned with the HUB and is not sure what that relationship is supposed to look like. Since Canmore is the HUB, what can Banff expect to get from Canmore? Does Banff need to give something to Canmore in return? These questions did not arise with CTH and the HUB but it may be a good idea to clarify them with specific reference to the HUB’s Schedule A. In another instance, it was discovered that relevant staff at Canmore have not read the Schedule A for Banff. This raises the question of familiarity with scope vis-à-vis role performance to the mutual satisfaction of HUB and Spokes.
Action Point: Think about actions, maybe a diagram, that clearly outlines the relationships, duties and obligations between HUB and FRNs, to be widely disseminated to address this issue.
Evaluation of The Bow Valley Family Resource Network: Phase 1 Mid-Stream Report
February 16, 2021 Committee of the Whole 1 p.m. Page 20 of 61 8
Incorporating Town of Banff and Closer to Home into the Bow Valley Resource Network There was a difficult transition from Parent Link, which was supported by one organization, to BVFRN which is a collection of independent organizations. For the transition to be completed well, strong communication is key. There was a sense of longing for clear, consistent communication to reduce or preferably eliminate the risk that the BVFRN will collectively create problematic programs or create cracks in service delivery to families because of this specific structural shift.
Action Points: Specific areas to manage the transition include: a. Communicating openly and clearly with all FRNs within the BVFRN on scheduling of programs and program delivery coordination. Issues such as what will be in scope and what will not be in scope for coordination can be addressed. Also, how to avoid duplication or to compensate for lack of programs in other FRNs to more judiciously use resources can be discussed. b. Since becoming an FRN, Banff has developed an intake form for families coming into its programs. Can this be the opening for developing a BVFRN wide and BVFRN specific intake form that combines the foci of each FRN and Spoke, that aligns with the Province’s reporting but allows each FRN to customize to their context (centralized and Client ID)?
D. FRN Program Scope Issues
Two main strands of thought emerged with regard to the scope and uncertainties around the BVFRN. The first concerned the reduced budget vis-à-vis expanding the age range of service to include 7-18 years. The second concerned inertia around scope or working with scope. The main points are as follows:
• It was a common sentiment that the expanded age range from 0-18 “feels like we now have half the staff and three times the scope,” as well as having to do “a lot more reporting on less money. “ • Given the increased scope and reduced funds, some had questions about whether something must be lost in scope to maintain a meaningful, accessible and impactful level of service. The Province counters that FRNs applied for funds proportionate to what they thought they could accomplish, so although they may have reduced funding, attaining realistic goals are still possible. • There were also a few sentiments around yearning for program innovation, an opportunity to move on from old programs and “create something new with which to meet families and children.”
Action Point: In terms of scope definition, what are the BVFRN’s prioritizing options? Spread the money thin and reach who they can, or tighten scope to critical and help more deeply?
• At this point, the BVFRN has deep expertise in the 0-6 years but is lacking in the 7-18 range. As one staff stated “0-18 years is quite a range to be an expert in. Most people will be well versed in the early years—0-6.” In addition, there was “an observed reluctance to work outside of the 0-6 age range.”
Action Point: In light of the disclosures around skewed expertise toward the early years, how should this be managed at the BVFRN level to position staff to effectively meet the scope of their new mandate? How can the HUB coordinate this shift?
• Some staff in both the Banff and Canmore FRNs are unclear about the geographical scope of programs in the BV. Since Banff applied to be its own FRN, what does this mean for clients accessing
Evaluation of The Bow Valley Family Resource Network: Phase 1 Mid-Stream Report
February 16, 2021 Committee of the Whole 1 p.m. Page 21 of 61 9
services “across the boundary”? Clients used to be able to use services irrespective of where they lived, will that still be possible? Is it desirable? If it is, what should this look like in the new dispensation?
Action Point: This point cropped up severally so a direct engagement needs to happen to determine and clarify the programmatic relationships between the BVFRNs, especially between Banff and Canmore.
E. Professional and Administrative Relationships
Rapport or the lack thereof It was heard quite often that both the Banff and Canmore FRNs feel the resignation of a Banff staff deeply, leading to a gap in informal relationship anchoring. CTH does not appear to have built rapport at this point with Banff, and Canmore appears to be wavering with Banff. There is curiosity of activity between CTH and Canmore, but Banff is yet to come fully into the fold. There has been a suggestion that Banff may be more included in the BVFRN once a staff from Canmore begins working out of Banff.
Point of Interest: Has the Canmore staff member began working in Banff? The residual discomfort with the departure of the Banff staff needs to be addressed. A tone to rebuild and strengthen the relationships tailored to the new staff involved may be necessary. Could orchestrating activities outside of the office allow staff to establish these relationships? It may be strategically wise to involve CTH in these rapport building activities to create commonality of experience.
Visioning the Structure of the BVFRN There is good understanding across the BVFRN that the HUB is not supposed to be at the apex of the organizational structure. It is intended to bring together all the pieces from all the FRNs to bring fluid service delivery to the community. Staff understand that:
a. The HUB is not a fiscal agent; b. The HUB has no role in managing Spokes; c. Spokes are directly funded by the province; and that d. The HUB only coordinates resource sharing, expertise, referrals, and intelligence. Point of Interest: On this last point, there is a sense of the Spokes looking to the HUB for direction. This is contained in the provisions of the FRN manuals, and staff radiate that, but points “a-c” suggest that FRNs are autonomous from the HUB. To build capacity, this apparent contradiction must be reconciled.
Administratively, the FRNs report that they feel they are all working on a level field. Some described a parallel relationship where each FRN is an expert but reaching to the HUB for help, coordination and problem-solving. Others described a connected relationship where Spokes interact closely, only going to the HUB when necessary. Please see diagrams on next page.
Evaluation of The Bow Valley Family Resource Network: Phase 1 Mid-Stream Report
February 16, 2021 Committee of the Whole 1 p.m. Page 22 of 61 10
Banff Spoke services
HUB Canmore Spoke CTH services Spoke Foundation of Spoke services Services Parallel Connected
Action Point: Talk with staff using these visuals as a starting point for representing their thoughts about the “hierarchy” and relationships in the BVFRN. This exercise could yield more details about how various parts of the system are working, what is not, and what needs to be put in place to ensure system fluidity.
F. Boundaries and Branding the FRN Spoke services • Advertising programs in the BVFRN. There are points of tension regarding how to brand the BVFRN and its programs. In this sense, what does branding and advertising look like across the BVFRN? What is the strategy to separate province-funded Spokes from non-province funded Spokes? Is this necessary? Does this matter? How is CTH advertised in the BVFRN?
• Communication across the BVFRN. It appears the BVFRN needs specific, consistent messaging to not confuse staff and families. It was heard that some clients across the Bow Valley are asking why services are now differentiated by location. There is mutual discomfort with this from both Banff and Canmore that not only needs to be discussed but addressed in a role, function and funding context.
Action Point: The need to have consistent messaging that does not obscure the truth about differentiated services, but also does not spill office issues into the public domain.
G. Impact of COVID-19 • The most severe impact has been switching to online service delivery. There have been reports of losing connections with families, and staff fearing they would not be able to reconnect with these families. There are also fewer opportunities to make programs known to the community. Staff also report dwindling numbers of generative conversations that lead to substantive help.
Point of Interest: Is there a plan to keep links to families, re-engage with them or reach new ones?
• Staff are struggling to plan new programs. On average, staff use about a 3-4-months to plan new programs but that has been compromised because of COVID-19 since there is so much uncertainty.
Point of interest: Would planning now to return to normalcy post-pandemic be pre-mature?
• The observation from one staff is that in some cases, both parents have come to meetings whilst pre- pandemic it tended to be one parent, mostly the mother.
Point of Interest: Has an opportunity for increased participation been spotted for use post-pandemic?
Evaluation of The Bow Valley Family Resource Network: Phase 1 Mid-Stream Report
February 16, 2021 Committee of the Whole 1 p.m. Page 23 of 61 11
H. Strengths and Leverage points of the BVFRN to date
These are relayed strengths or potential strengths that can be elevated to leverage points for the BVFRN: a. Staff care about the community and their families. Through the pandemic, they kept making efforts to maintain as many connections with the community as possible, checking in on them to let them know they are still there and tell them programs are still running. b. Home Visitation is seen as a strength and leverage point of improved service delivery. c. Staff believe that if they pool resources properly, they could have more knowledge about their client base and families. It may be useful to have staff workshops to take stock of this progress. d. The various Spokes expertise in the BV helps to give them a margin of adaptability and resilience that can be more intentionally strengthened for morale and stabilizing purposes. There is even emerging evidence that staff are learning that not everything should be done “traditionally.” e. The potential to make connections with family members between the ages of 7 and18, and availing services to them because potentially there will be something for everyone. This, though, must weighed within the perspective of the availability of expertise working with that age group. f. Comparative work will be good to have, to compare notes about families, to possibly discuss who is reaching the client most effectively in order to collectively improve work with clients. g. Canmore had a keen awareness of each other’s struggles through the change, assisting each other as necessary so the whole team would not be compromised. This ethos can be built into the culture of the BVFRN so that everyone will find the BVFRN to be a safe environment to work, and maybe play.
Next Steps and Conclusion This report is intended to inform the ongoing evaluation so the founding principles of learning, adjusting and consolidating can be adhered to, and attained. The next steps are now suggested for discussion, agreement and clearance to proceed.
A “second batch of interviewing” that will “weave closely to the Hub and each Spoke’s Schedule A examining the state of preparedness and/or attainment of the various “core services” was suggested, involving these lines of inquiry: a. The extent to which each Spoke and the Hub are on track. b. Areas of strength that have been noticed in the ability to deliver on the core services. c. Challenges or areas of weakness that have been noticed. d. What “regular communication” between the Hub and Spokes looks like. e. How the sub-system is lining up to fluidity in direct service delivery.
Partly resulting from these preliminary results and partly from the observed need to free up staff time, this next set of engagement will be delivered using a survey on the Canadian Poverty Institute’s paid for, secure online Survey Monkey account. Secondly, in January 2021, these results, in combination with the thematic results discussed here will be used to design a facilitated end of self-evaluation session that the BVFRN can draw on to consolidate its scope, strengths, challenges and map the pathways to smoother coordination. By March 2021, a Phase-end report will be submitted to the Town of Canmore to bring the self-evaluation to a conclusion, and ready for the Capacity Building Evaluation in Phase 2 of this process.
Evaluation of The Bow Valley Family Resource Network: Phase 1 Mid-Stream Report
February 16, 2021 Committee of the Whole 1 p.m. Page 24 of 61 12
Appendix 1 Evaluation of the BVFRN -Banff, Canmore and Closer to Home Baseline Qualitative Interview Process12 August-September 2020
Ethical Considerations: Researchers at the Canadian Poverty Institute adhere to full ethical principles and observances in the conduct of all our research and evaluations. We will bring these practices to this evaluation, fully advising all participants of their rights and our obligations to them, the potential risks and benefits of participating in the evaluation, how we will secure the manage the data we generate, as well as how we will handle identities. We will emphasize our stance on respect, unqualified dignity for each person, and our duty to protect participants from harm. This is to enable each person to speak candidly about their involvement with the BVFRN, their role and how the “partnership” is working out from each of your standpoints. There will be a continuous conversation with the FRNs to ensure that no one is harmed, even unwittingly or subtly, as a result of this evaluation.
1. Let’s break some ice: Introductions and clarification of job/roles.
2. Do you have any agencies that plug into your sphere of influence for FRN related services? What are they? List?
3. Understand each FRNs broad objectives for applying for this funding. What did you hope the funding will do for your programs/services?
4. Understand expectations for joining this FRN sub-system. What was the broad vision or deciding factor for agreeing to join the BVFRN? Were there obligatory reasons? What were the strategic considerations?
5. Get a sense (at this point) of your understanding of the professional and administrative relationships between the various players in this FRN.
6. Insights on how activities in your Spoke shifted in response to COVID 19.
7. Get a sense of any strong leverage points that may be emerging.
8. Have insights into any unexpressed fears or frustrations, especially unwritten ones, that from your unique role within the BVFRN will be useful for the evaluation.
Rita Yembilah, PhD Project Evaluator ______
1 These questions were slightly modified for the conversations with the provincial stakeholders. Also, conversations with the provincial stakeholders sought further clarification on dominant themes arising the FRN staff conversations. 2 Unedited from original content.
Evaluation of The Bow Valley Family Resource Network: Phase 1 Mid-Stream Report
February 16, 2021 Committee of the Whole 1 p.m. Page 25 of 61 13
FOR MORE INFORMATION CONTACT
The Canadian Poverty Institute Ambrose University 150 Ambrose Circle SW Calgary, Alberta, T3H 0L5
www.povertyinstitute.ca [email protected]
Evaluation of The Bow Valley Family Resource Network: Phase 1 Mid-Stream Report
February 16, 2021 Committee of the Whole 1 p.m. Page 26 of 61 D-2
#4, 320 W T Hill Blvd S Lethbridge, AB T1J 4W9 Ph: (403) 381-0535 Fax: (403) 381-1596 E: [email protected]
2021 Assessment Mail-out Summary
for the
February 16, 2021 Committee of the Whole 1 p.m. Page 27 of 61 Assessment Overview - Assessment Roll
In Alberta, the Assessor is legislated to prepare assessments annually. Assessments are legislated based on market value using mass appraisal methodology and reflect:
● the market value of property as of July 1, 2020 ● the physical condition date of December 31, 2020 Market Value is the amount that a property might be expected to realize if it is sold on the open market by a willing seller to a willing buyer.
Mass Appraisal consists of stratifying similar properties, analyzing market sales, cost data, income and expense information, and using this standard data to create valuation models that are applied to all similar properties.
1
1 Excludes linear / non-linear Designated Industrial Property (DIP)
February 16, 2021 Committee of the Whole 1 p.m. Page 28 of 61 Taxable Assessment Base (Includes Taxable and Grant-in-lieu)
February 16, 2021 Committee of the Whole 1 p.m. Page 29 of 61 Market Change
Market Change is the year over year changes in market conditions that have resulted in increases or decreases from July 1, 2019 to July 1, 2020.
● Includes increases or decreases in value due to changing market demands for certain locations or physical characteristics but does not include any assessment growth.
Residential
Residential “Hot Spots” General Data Corrections ● Additional resourcing and time management has improved assessment quality in the revaluation process and identified some areas that have been under / over assessed. ○ Valuation model review and correction of valuation approach and location. ● Re-inspection Areas ○ Peaks of Grassi ○ Larch ○ Lions
February 16, 2021 Committee of the Whole 1 p.m. Page 30 of 61 104 Armstrong Place
February 16, 2021 Committee of the Whole 1 p.m. Page 31 of 61 107 Montane Road - The Lodges at Canmore
February 16, 2021 Committee of the Whole 1 p.m. Page 32 of 61 107 Montane Road - The Lodges at Canmore
February 16, 2021 Committee of the Whole 1 p.m. Page 33 of 61 Non-Residential
Non-Residential “Hot Spots” General Data Corrections ● Additional resourcing and time management has improved assessment quality in the revaluation process and identified some areas that have been under / over assessed. ● 80% response rate on lodging annual requests for information.
February 16, 2021 Committee of the Whole 1 p.m. Page 34 of 61 160 Kananaskis Way - The Windtower Lodges & Suites
February 16, 2021 Committee of the Whole 1 p.m. Page 35 of 61 901 Mountain Street - The Grande Rockies Resort
February 16, 2021 Committee of the Whole 1 p.m. Page 36 of 61 1206 Bow Valley Trail - Canadian Rockies Chalets
February 16, 2021 Committee of the Whole 1 p.m. Page 37 of 61
140 Kananaskis Way - Mystic Springs Chalets
February 16, 2021 Committee of the Whole 1 p.m. Page 38 of 61 Assessment Growth
Assessment Growth is generally defined as new construction that adds value to a property or a change in use such as sub-division. Assessment growth occurs in addition to any changes in market conditions.
Residential / Non-Residential Comparison
February 16, 2021 Committee of the Whole 1 p.m. Page 39 of 61 Notable Growth Residential
February 16, 2021 Committee of the Whole 1 p.m. Page 40 of 61
Non-Residential
February 16, 2021 Committee of the Whole 1 p.m. Page 41 of 61
February 16, 2021 Committee of the Whole 1 p.m. Page 42 of 61 Annual Ratio Study Report
February 16, 2021 Committee of the Whole 1 p.m. Page 43 of 61 Key Dates and Reminders
● Assessment Notice Mail-out: February 12
● Assessment Complaint Deadline: April 21
● Assessment Notice Mail-out of Linear Designated Industrial Property: January 31 Prepared by Provincial Assessor
● Assessment Notice Mail-out of Non-Linear Designated Industrial Property: February 28 Prepared by Provincial Assessor
Resources for Property Owners
● Town website - Assessment Information and FAQs https://canmore.ca/residents/property-tax/rates-assessments
● Interactive Property Viewer Map (Town Website)
● The Town Assessor (Benchmark Assessment Consultants) [email protected]
February 16, 2021 Committee of the Whole 1 p.m. Page 44 of 61 Council Updates
DATE OF MEETING: February 16, 2021 Agenda #: E-1
1. Mayor Borrowman No report this month.
2. Councillor Seeley a) TCK: • TCK will receive a total of $710,000 through Travel Alberta from Western Diversification ($210,000) and the GoA ($500,000) • To be spent on operations or marketing by March of 2022 • A Communications & Business Development Manager for an initial 6-month term has been hired. Details to come.
b) Canmore Museum: • Strategic Issues • Membership Development Strategy • Three Sisters Mountain Village and Lamp House/Miners’ Path • Capital budget meeting with Council • New Museum Facility | Project Planning and Funding
3. Councillor Sandford No report this month.
4. Councillor Comfort No report this month.
5. Councillor McCallum No report this month.
6. Councillor Hilstad a) CCH
February 16, 2021 Committee of the Whole 1 p.m. Page 45 of 61 Council Updates Page 2 of 9
February 16, 2021 Committee of the Whole 1 p.m. Page 46 of 61 Council Updates Page 3 of 9
This month CCH office staff have continued to work from home and each of them are still coming into the office one day a week. They continue to keep up with daily, weekly, and monthly responsibilities.
• Ownership: ◊ The Own Program had three (3) sales that closed in January. The two (2) units at Lookout Ridge sold and the one (1) unit at Wolf Willow sold. ◊ CCH currently has one (1) unit for sale at Spring Creek, in a 40+ building. This unit has a conditional sale. ◊ There is one unit for sale by owner at Hawks Bend, the owners of this unit are currently in discussions with a potential buyer. ◊ CCH did not hold an Information Session in January. Information Sessions will resume in February, via Zoom.
• Rental: ◊ We saw our Waitlist remain static for the last month.
February 16, 2021 Committee of the Whole 1 p.m. Page 47 of 61 Council Updates Page 4 of 9
◊ We saw one (1) tenant move out of Wolf Willow. This tenant moved within the CCH Rent program to a more suitable unit for their family type. This unit is now transitioning to the Ownership Program and will be listed for sale by CCH in the coming weeks. ◊ We saw two (2) tenants move out of McArthur Place. One tenant did not disclose where they were moving to, the other tenant moved through the continuum of the Program and was able to purchase one of the Lookout Ridge units. ◊ The Hector, McArthur Place, NLCC and Wolf Willow show occupancy of 100% to start the year off.
• Accessory Dwelling Grant Program: ◊ CCH has received and approved a new application for this program in January. ◊ To date we have two (2) households within the Town of Canmore creating Accessory Dwellings and accessing Grant Funding to complete these projects. ◊ To date CCH has provided a total of $15,000 to these projects. ◊ Matching Down Deposit Program: ◊ We have received and approved an application for this year. ◊ In 2021 we have a total of $325,000 for this program. CCH started the year with $230,000 and in February's board meeting the Directors elected to add an additional $95,000 to the program (see attached January 2021 report for further breakdown of funds allocated). ◊ To date CCH has provided a total of $67,053 in Matching Down funds.
• 2021 CCH Goals and Strategies –January 2021
Strategy/Objective: Initiate the development of Peaks Landing • Begin development of ten (10) VHp homeownership units in Peaks Landing in Q1 2021. Complete the sale of the units by the end of Q3 2021. Move-ins are scheduled to be complete by April 2022. ◊ • DP was submitted December 22nd 2020 and is currently under review ◊ • BP submission to occur once DP approved
Strategy/Objective: Wolf Willow Condominium • Continue gradually disposing of the remaining rental units held by CCH (13) into the VHp homeownership program through 2021. It is anticipated that 5-7 sales will occur in 2021 and the balance in 2022. ◊ • 1 Wolf Willow unit sold and closed in January 2021 ◊ • There remains 12 units in CCH’s rental portfolio and 1 lease to own unit whose owner has until March 31 2021 to purchase or the unit will convert into CCH’s rental portfolio
Strategy/Objective: Matching Down Deposit Program (MDDP) & Accessory Dwelling Grant Program (ADGP) • Both programs are three-year pilot programs initiated in 2020. The MDDP is applicable only to VHp owners and those on the VHp waitlist, the program will match an eligible applicants’ down deposit dollar for dollar up to $25,000 for the purchase of a market unit, restrictions
February 16, 2021 Committee of the Whole 1 p.m. Page 48 of 61 Council Updates Page 5 of 9
apply and cumulatively $150,000 is available in 2021. The ADGP is designed to assist eligible applicants with offsetting the costs of constructing a new accessory dwelling or legalizing an existing accessory dwelling. Grant funding of up to $20,000 or 75% of development costs, which ever is less, is available, restrictions apply and cumulatively $100,000 is available in 2021. ◊ • An additional $175,000 has been added to the 2021 MDDP funding ($95,000 from unspent 2020 MDDP funds and $80,000 from unspent ADGP funding) ◊ • Total funding available through the MDDP in 2021 is $325,000 (up to 13 MDDP applicants) ◊ • 1 MDDP recipient used $25,000 in funding in January 2021 (acquired a market unit) ◊ • 1 ADGP applicant was approved in January 2021 ($20,000 funding commitment)
Strategy/Objective: Review Comprehensive Housing Action Plan (CHAP) • Review the CHAP document and determine what areas, applicable to CCH, need updating. ◊ • The CHAP document has been forwarded to the CCH Board for information. Those aspects that are pertinent to CCH will likely be incorporated into CCH’s 2022-2025 Strategic Plan
Strategy/Objective: Create the 2022-2025 CCH Strategic Plan • Create a Board subcommittee who will review the draft Strategic Plan in Q2; present the final draft to the Board for approval in Q3; the 2022-2025 Strategic Plan to be presented to the Shareholder for approval in October 2021. • • CCH’s Board will create a subcommittee in March 2021 to review the 2019-2021 Strategic Plan and CHAP and then draft a 2022-25 Strategic Plan for the Board to review and approve; this will then be forwarded to the Shareholder for approval at the AGM • Strategy/Objective: Determine future projects • Continue to monitor market need for homeownership and/or rental gaps and work with the ToC to identify where opportunities may exist, or gaps need to be filled, on an on-going basis. ◊ • Ongoing
Strategy/Objective: Partnership opportunities • Investigate opportunities to work in partnership with the private sector to create VHp housing opportunities for residents of Canmore. Through 2021 four (4) units are anticipated at 7th and 7th and two (2) units at Jack Pine Lodge (SCMV) , all will be sold through the VHp homeownership waitlist. ◊ • The Jack Pine Lodge units were sold by Spring Creek to staff members who were Vital Homes eligible ◊ • CCH takes possession of the 7&7 units in March of 2021 and will dispose of them through the Vital Homes waitlist
Strategy/Objective: Maintain full capacity of existing VHP rental and homeownership program • Continue to provide on-going program services through 2021, which although not limited to, includes the following: receiving clients and responding to inquiries about CCH
February 16, 2021 Committee of the Whole 1 p.m. Page 49 of 61 Council Updates Page 6 of 9
programs; processing CCH rental and homeownership applications; general bookkeeping; administration of the VHp resale list and VHp sales; contract management of the property management agreement; preparing Board packages and minutes; implementing Board/Shareholder policies/procedures as required. ◊ • Hector and McArthur Place had a 0% vacancy in January 2021 ◊ • Two Lookout Ridge and one wolf Willow Vital Homes sales closed in January 2021
Strategy/Objective: Complete the warranty period at Hawks Bend • Ensure that work required as a function of the one-year warranty period for the Larch and Willow units at Hawks Bend, thirty-two (32) units in total, is complete by the end of Q2. Finalize contract payments with Distinctive Homes accordingly. ◊ • Distinctive Homes has provided all the unit sign off’s for Hawks Bend
Strategy/Objective: Initiate the development of the Peaks Landing parcel of land • Complete a Design/Build Request for Proposal (RFP) and award a contract for the development of up to ten (10) Perpetually Affordable Housing (VITAL HOMES) units in Peaks Landing by the end of Q2. Secure development financing and begin development by Q3. ◊ • CCH signed a CCDC14 contract with Chandos Construction/Systemic Architecture in December 2020. Development Permit (DP) submissions were sent to the Town of Canmore December 22nd. It is anticipated work on the site will begin on or about April 1, 2021.
Strategy/Objective: Mountain Haven Cooperative Homes (MHCH) • Working with the Condominium Conversion Committee (CCC), complete the conversion of MHCH to a condominium corporation by the end of Q1,and begin the process of gradually disposing the rental units held by CCH (15) into the VITAL HOMES homeownership program through Q2- Q4 and into 2021. ◊ • The conversion of MHCH to Wolf Willow Condominium Corporation is complete; ◊ • PEKA property management took over property management responsibilities as of October 1, 2020; ◊ • Wolf Willow Condominium Corporation’s AGM was to be held November 26 2020 but has been delayed due to COVID 19, it is now anticipated to occur in March of 2021 pending AHS protocols in place in March; ◊ • CCH has 13 rental units at Wolf Willow (November 30, 2020)
Strategy/Objective: Communication Program • Shift Consulting was chosen, through an RFP process, to complete CCH’s Communication Program. Although not limited to, CCH intends to: update CCH’s website; rename the Perpetually Affordable Housing Program; create tactics to increase the community’s awareness of CCH’s program; create and apply a social media policy, by the end of Q2. ◊ • In 2020 the Board has approved a new logo, program name (Vital Homes), and website;
February 16, 2021 Committee of the Whole 1 p.m. Page 50 of 61 Council Updates Page 7 of 9
◊ • From a branding perspective, the organization will be referred to as Canmore Community Housing moving forward, although its legal name remains Canmore Community Housing Corporation
Strategy/Objective: Initiate Matching Down Deposit Program (MDDP) & Accessory Dwelling Grant Program (ADGP) • Both programs are three-year pilot programs set to begin January 1, 2020. The MDDP is applicable only to VITAL HOMES owners and those on the VITAL HOMES waitlist in 2020, the program will match an eligible applicants’ down deposit dollar for dollar up to $25,000 for the purchase of a market unit, restrictions apply and cumulatively $150,000 is available in 2020. The ADGP is designed to assist eligible applicants with offsetting the costs of constructing a new accessory dwelling or legalizing an existing accessory dwelling. Grant funding of up to $20,000 or 75% of development costs, which ever is less, is available, restrictions apply and cumulatively $100,000 is available in 2020. ◊ • Matching Down Deposit Program had 6 approved applicants in 2020 and a further 15 applicants on a waitlist. 1 approved applicant has received $23,000 towards the purchase of a unit at Wolf Willow Condo Corporation, a 2nd applicant has received $19,053 towards the purchase of a Lookout Ridge unit that closes Feb 1 2021. ◊ • The Accessory Dwelling Grant Program began taking inquiries and applications March 2nd , there have been 3 inquiries; one application has been approved for $20,000 in funding subject to program conditions and $15,000 of this amount has been funded by December 31, 2020.
Strategy/Objective: Support Town of Canmore with Master Plan process for Palliser Lands • Support the Town of Canmore with the Master Plan process for the Palliser lands. The process will engage all stakeholders in the land use area and will begin at the direction of the Town, possibly as early as Q1. ◊ • The Town of Canmore has pushed this out to 2022
• Strategy/Objective: Determine future projects • Continue to monitor market need for homeownership and/or rental gaps and work with the ToC to identify where opportunities may exist, or gaps need to be filled. This includes working with the ToC on updating the Comprehensive Housing Action Plan (CHAP) through 2020; and determining whether CCH should be more actively involved in providing Common Amenity Housing (CAH), as defined in the proposed Land Use Bylaw update, targeting housing for employers/employees. ◊ • Ongoing
Strategy/Objective: Partnership opportunities • CCH to investigate opportunities to work in partnership with the private sector to create affordable housing opportunities for residents of Canmore
February 16, 2021 Committee of the Whole 1 p.m. Page 51 of 61 Council Updates Page 8 of 9
◊ • CCH is working with the Town of Canmore and the Province of Alberta to identify any parcels of land where both levels of government could, along with a private partner, create more affordable housing – These discussions are currently on hold
Strategy/Objective: Maintain full capacity of existing VITAL HOMES rental and homeownership program • Continue to provide on-going program services through 2020, which although not limited to, includes the following: receiving clients and responding to inquiries about CCH programs; processing CCH rental and homeownership applications; general bookkeeping; administration of the VITAL HOMES resale list and VITAL HOMES sales; contract management of the property management agreement; preparing Board packages and minutes; implementing Board/Shareholder policies/procedures as required. ◊ • VITAL HOMES rental 122 units: For December 2020– McArthur Place (48 units) 0 vacancy/100% occupancy; Hector (60 units) 0 vacancy /100% occupancy; New Life Christian Centre (NLCC) (1 unit) 0 vacancy /100% occupancy; Wolf Willow (13 units) 1 vacancy/93% occupancy however this unit has been sold by CCH with a closing date in January 2021. ◊ • VITAL HOMES homeownership 130 units – There were 2 sales that closed in December 2020. 1 unit for sale at Coyote Ridge . Both one bedroom units at lookout Ridge have been conditionally sold with possession dates of late January 2021 . CCH re- acquired a 2-bedroom VITAL HOMES unit at Moraine Ridge (SCMV- 40+ building) July 31 and is still listing this unit for sale ($345,000 as of December 4 2020).
7. Councillor Marra a) Canmore Library • Our meet the author presentation series went virtual for the first time on December 8th. Author Bruce Kirkby discussed his book Blue Sky Kingdom, a modern family adventure to a remote Buddhist monastery in the Himalayas. The session was well attended with over 40 participants joining us via Zoom. The second online author presentation took place this month on January 19th with Doug Latimer. He discussed his fully interactive eBook produced for avalanche safety, Avalanche! The Guide’s Guide to Safer Travel in the Mountains. • Preparation of financials are underway for 2020 Audit • Marigold ◊ Board member Anne Metikosh was appointed as our Marigold representative.
b) Bow Valley Waste Management Commission: • I defer to Councillor Sandford
c) Business Recovery Task Force • Presentation from Lisa Brown • Community Social Development and Living Wage Presentation • Presentation from Amy Fournier • Sustainability and Environmental Stewardship Presentation
February 16, 2021 Committee of the Whole 1 p.m. Page 52 of 61 Council Updates Page 9 of 9
• Draft Matrix for Decision making.
d) Inter-municipal e) Nothing to report f) g) Sub-Division and Appeal Board • Nothing to report.
h) BIA • Preparation of Financials underway for 2020 Audit • Strategic planning discussions, (times, dates, agenda)
i) Bow Valley Regional Housing • Good news, 97% of our residents have received their first and second doses of Pfizer and Moderna vaccines. • Program Occupancy Rates ◊ Bow River Lodge 100% ◊ Cascade House 78% ◊ Bow River Homes 100% ◊ Mount Edith House 100% ◊ Community Housing 100% ◊ Rent Supplement 100%
February 16, 2021 Committee of the Whole 1 p.m. Page 53 of 61 Administrative Update
DATE OF MEETING: February 16, 2021 Agenda #: F-1
A. CAO’s Office 1. General Manager of Corporate Services a) Municipalities that received funding under the Municipal Stimulus Program (MSP) in 2020 are required to reduce red tape. The Town received funding for infrastructure enhancements at Quarry Lake and road rehabilitation in Teepee Town and submitted our 2020 Red Tape Reduction report to the Province at the end of January. Steps the Town has taken to reduce red tape that fit within the MSP requirements are: • The economic development team worked in 2020 to provide clear and easy to access information on the Town's website on how to start a business, licensing requirements, application forms and economic supports for businesses impacted by COVID-19. • In response to the impact of COVID-19 the Town of Canmore closed Main Street to vehicle access for the summer of 2020 to create a safe space for increased pedestrian volumes. Access to the public road right of way was given to local businesses to expand their usable space. The Town facilitated this closure by issuing an event permit, which allowed us to eliminate red tape for small businesses by allowing them to bypass rules including size and placement of signage and use of street frontage for the duration of the closure. The need for road access permits was also eliminated, which allowed businesses to establish an extension of their operations in the public road right of way. In-street license of occupation and patio fees were waived to support businesses in creating accessible outdoor commercial spaces. • The Town collaborated with Alberta Parks and Alberta Transportation to improve parking and vehicle access and safety for the many visitors to the community who use Highway 742 and the Town's Quarry Lake recreational area. There was significant increase in tourism traffic to these areas in 2020 and the improvements put in place in 2020 will support increased visitor traffic to these areas going forward.
B. MUNICIPAL SERVICES 1. Community Social Development a) Family and Community Support Services (FCSS) is working with the Town of Banff and the Banff Canmore Community Foundation (BCCF) to apply to the Civil Society fund from the Province of Alberta. The grant funds projects that expand civil society's capacity to address social problems. With BCCF as the fiscal agent, the group is seeking funding to strengthen the sustainability of local non-profits by building capacity, increasing collaboration and researching/implementing unique funding opportunities in the Bow Valley. b) In collaboration with the Town of Banff, FCSS will be launching a community-driven non-profit website in early February. The goal of the website is to provide the non-profit community with a platform to connect with each other, connect with local resources, and share skills and expertise. c) Provincial Emergency Social Services (formerly part of Community Social Services department) is now part of the Provincial Emergency Management team (in the Municipal Affairs
February 16, 2021 Committee of the Whole 1 p.m. Page 54 of 61 Administrative Update Page 2 of 6
department). As part of the Emergency Social Service Network of Alberta (ESSNA), FCSS is working with the Province of Alberta to present expected outcomes of this change to provincial emergency management teams across the province. d) Family Resource Network (FRN) is working with Canadian Rockies Public School on ways to provide a kindergarten readiness program in the spring during the pandemic.
2. Recreation Services a) The Province has announced a return to some sport activities for youth. We will begin to offer ice bookings to user groups who are renting ice for youth participation. All ice users will be required to operate in accordance with Provincial regulations and guidelines. Two staff (one in Facilities and one in Recreation) will be recalled so we can provide this service. We anticipate that ice rental fees collected will keep this service cost neutral to the Town. Ice will be available on weekend days and Monday-Thursday after school and evenings. We anticipate ice will be available for use starting February 20. b) A new version of recreation management software is available and work to upgrade to this new version is underway. Once complete, staff anticipate being able to re-configure various online processes, resulting in an improved user experience.
3. Fire-Rescue a) The Self-Contained Breathing Apparatus (SCBA) capital project is nearing completion. A successful proponent has been identified and the new equipment will be ordered shortly and is expected to be in service by late spring/early summer. b) Interviews are currently being done for an internal draw to increase the Casual Firefighter staffing pool. We rely heavily on this group to fill our Peak Staffing positions. c) Recruitment has started for a Paid Responder intake and will run until February 12. Two zoom based information sessions will take place over the next several weeks. We expect our new PRs to be on the floor and ready to respond late spring/early summer.
4. Protective Services a) The Manager of Protective Services returned to full duties on January 25. b) “Be nice, shovel your snow and ice (or your neighbours)”. Peace Officers are actively patrolling the community with a focus on improving safety for pedestrians, by addressing sidewalks that have a substantial buildup of snow and ice on them.
5. Economic Development a) Business registry numbers remained consistent in 2020 with most of the decline showing within the temporary licence and special event categories. This would include out of town contractors, wedding photographers etc. The number of business licence cancellations track similar to the 2018 cancellations rates.
All Active Type 2019 20-Dec B&B Count 38 40 HOME OCC 1 Count 738 702
2 February 16, 2021 Committee of the Whole 1 p.m. Page 55 of 61 Administrative Update Page 3 of 6
HOME OCC 2 Count 68 63 NON RESIDENT Count 309 316 TEMPORARY Count* 232 163 REGIONAL Count 45 46 RESIDENT Count 647 614 SPECIAL EVENTS Count 11 3 VENDORS Count 7 5 Total 2095 1952
Cancelled * Type 2019 2020 B&B 1 1 Home Occupations 51 100 Resident 20 33 Regional 3 8 Non-Resident 14 54 Total 89 196
*Caveat is that any business that changes license type (ex. Moves from a home-based business to a commercial business, or changes owners) will appear in these stats even though their business is technically not closing, just changing. b) Business Recovery Taskforce continues to meet. In the January meeting a decision-making matrix will be completed assisting the committee to vet ideas and review them considering various objectives. Additionally, presentations are being heard from internal and external stakeholders to provide a framework as we move forward.
c) Arts & Events • Have you “Walked with Wally”? This neighbourhood art project was spearheaded by the Lady MacDonald folks in partnership with artist Peig Abbott. An interactive map can be found at www.walkwithwally.com .
A complete update on the Building Neighborhoods Builds Community Art projects will be brought to council as part of an Economic Response Plan update at a later date. This report will discuss the process followed to address concerns raised by Council on the Walk with Wally project and our commitment to discouraging human wildlife interaction, and the engagement and mitigation work done as part of this project.
• Winter Carnival - Friday, February 19th to Sunday, February 21st: Choose your own adventure this Winter Carnival!
3 February 16, 2021 Committee of the Whole 1 p.m. Page 56 of 61 Administrative Update Page 4 of 6
Winter Carnival is usually a time where we celebrate winter in a fun, family-friendly atmosphere. This year will look a little different but will be filled with safe, outdoor adventures. This year’s event features three self-guided activities to bring you and your cohort together: A Winter Scavenger Hunt, a Found Object Snowman Challenge, and the launch of the Canmore Homegrown Songwriting Competition.
The Winter Scavenger Hunt promises to be filled with family fun as participants visit areas in Canmore to source specific sites and attractions, find particular items, answer trivia or complete an activity. Register as an individual or as a team.
Found Object Snowman Challenge! This activity provides an opportunity for teams to participate in some community building outside! 12 teams will complete to build a snowman sculpture out of found items; recycled materials, discarded household items, shop scraps, fabric ends, etc. Not able to compete? That’s okay – the sculptures will be on display for the community to view. Vote for your favorites online and the People’s Choice Award will be presented to the sculpture with the most likes!
Canmore Homegrown Songwriting Competition. Share your creative voice with the community. Songwriters have an eloquent way of expressing thoughts and emotions through their work, and it is our intent to provide a platform for our talented musicians to offer a collective voice for our experiences in 2020! Submit your original song speaking to the theme of “Come Together”. Winning songs will have the opportunity to be professionally recorded and showcased as a part of Canada Day 2021.
For more details, or to register online, please visit: canmore.ca/wintercarnival
C. CORPORATE SERVICES 1. Human Resources a) Collective Bargaining began with CUPE Local 37 on Jan 18 b) The Town also received Notice to Bargain from IAFF Local 4705
2. I.T. a) As part of the Town's move to Office365 and cloud based services from Microsoft, the migration of all Town email accounts to the cloud was completed over the Christmas period. This work was required for our move to Teams external calling and is a major step to improving our resilience, security and functional capabilities b) As a result of the email migration noted above, IT are now in the final stages of planning the move to Teams for all telephone calling. The Town's existing numbers will be ported within the next few weeks. After transition the Mitel phone system will be decommissioned and Town staff and external communications will be fully online. As we continue to work remotely and in response to any future public health requirements, all administration staff will be connected to the phone system from any location or device. c) Planning work is underway to upgrade the Town's network infrastructure. This will ultimately cover inter-connection between all major Town facilities, internet access and backup redundancy.
4 February 16, 2021 Committee of the Whole 1 p.m. Page 57 of 61 Administrative Update Page 5 of 6
As we transition to more online services and cloud solutions, it is imperative that our network infrastructure is resilient, secure and sustainable. While this solution does not directly address the community's broadband needs, it will be a catalyst to enable more diverse and affordable solutions in areas of the Town which have not been adequately supported in the past.
D. MUNICIPAL INFRASTRUCTURE 1. Facilities a) Pandemic Facility Closures: • Maintenance continues in facilities that are currently closed to the public. • A brine leak that has been under investigation since the end of 2020 has been found and repaired within the concrete pad of the Alex Kaleta Arena. • Water leak repairs within the deck and gutters of the pool at Elevation Place are underway. b) The Town received $8,662.50 from Municipal Climate Change Action Centre REC Program for the conversion of lighting to LEDs in the pool area of Elevation Place. These fixtures are not only expected to be lower maintenance, but they will also reduce energy consumption and reduce the Town's greenhouse gas production by 42 tonnes over their life expectancy. c) Stakeholder groups have submitted their feedback for the Heliport Lease Renewal. Administration is in the process of consolidating the information in a 'what we heard' report and is planning to report the findings to Council in April.
2. Public Works a) Parks • The seasonal hiring process has started. b) Streets and Roads • December major snow event – Team preparation, staff and service availability, collaboration, and communication helped deliver a successful response under challenging conditions. Several positive comments have been received from community members. Spending on contractors for this event was substantially lower compared to similar past events resulting from past learnings, and improved planning and response (focused triage/prioritization for snow clearing and removal). • Gravel trails update – Delivery of gravel trail maintenance is underway. The team continues to expand on the network by providing maintenance twice weekly where hazards are limited and equipment access can be safely accommodated. • Pedestrian crosswalk buttons – S&R is changing out all small push buttons for crosswalk lighting engagement, to large buttons that can be activated by using one's elbow in an effort to improve general accessibility and community function due to the COVID-19 pandemic. c) Solid Waste Services • Waste Management Centre (WMC) Expansion – Temporary occupancy has been obtained. All the new facilities are in use and full occupancy will be granted once the new water line is connected. The water line construction is underway and the WMC should be hooked up to the municipal water source by the end of February. • Christmas trees were collected until January 31. The trees were chipped and hauled to the Francis Cooke landfill where they will be used as mulch.
5 February 16, 2021 Committee of the Whole 1 p.m. Page 58 of 61 Administrative Update Page 6 of 6
• The operating agreement for the East Regional Transfer station has been renewed with Bow Valley Waste Management Commission. At the same time, a purchase agreement for the facility was finalized. This agreement allows the facility to be purchased from the Commission for $1.00 once the funding is repaid. This is scheduled to occur in 2057.
d) Utilities • Regulatory: No contraventions to report. • Service Interruptions: Early on January 1st, Epcor responded to a frozen sewer service at a home on 16th Street. The nearest manhole was opened and inspected with no clear issue visible to the operator. A contractor was scheduled and arrived at the home in the morning to begin thawing the line from the inside. The blockage was found on the sanitary service line near the connection with the main sanitary sewer line (out in the roadway). The service was restored by noon the same day.
e) Sustainability • Staff presented information about the Town’s Sustainability and Climate Change Action priorities, as well as relevant external funding opportunities for green economic recovery, to the Business Recovery Task Force at the end of January. • Staff presented information about the Town of Canmore Commercial Food Waste Collection program at a virtual information session hosted by the Bow Valley Chamber of Commerce and Bow Valley Food Alliance on February 3rd. The event focused on opportunities for local businesses to help shape a more resilient food system in the Bow Valley. • The Town, along with the Bow Valley Food Alliance, will participate in an eight-month pilot project with GOAT, a Calgary-based organization with an app-based approach to food rescue. Through the app, restaurants and other food-service businesses can post any left- over food or prepared meals for free or a reduced price and the time it’ll be available. Local residents can reserve the left-over food and come pick it up at the allotted time. The Town’s role will be to encourage at least five businesses to sign up for the pilot and to promote it to the community. There is no cost to the Town or restaurants to participate in the pilot. Like with all food rescue programs, there are both environmental and social benefits, through reduced food waste and access to free or low-cost meals. • Our project with Quest on Accelerating the Implementation of Renewables recently wrapped up. One of the deliverables for the project was a Renewable Energy Protocol which is available through Quest’s website. The project also developed a framework for public consultation on renewable energy projects which will be useful for us in the future.
6 February 16, 2021 Committee of the Whole 1 p.m. Page 59 of 61 Council Resolution Action List G-1 # Agenda Item Resolution Council Mtg Service Area Action Status Last Update DATE Date Complete 158-2015 Tourist Accommodation that council direct administration to undertake 26-May-15 P&D Enforcement of the current 30-Sep-20 Options a public consultation process to determine if Land Use Bylaw rules in the Land Use Bylaw should be amended to residential areas is sufficiently allow residential dwellings to be used for short- addressing citizen complaints. term/tourist home rentals subject to clear Work underway on leading a regulations. sustainable vision for tourism should help inform Town intention regarding tourist accommodation, and may result in bylaw changes at a later date.
223-2017 Servicing, Grading and that Council 2) direct administration to develop 7-Jul-17 PW The Lower Silvertip Wildlife 17-Nov-20 Building Foundation Work a Comprehensive Wildlife Management Plan for Corridor Study is complete, for A Multi Family Rental the Lower Silvertip Wildlife Corridor including a and was presented to Council and Employee Housing detailed implementation plan with funding up on November 17, 2020. In Development 1451 Palliser to $100,000 to come from capital project 1624 2021, work will begin with Trail DP2017-080 (Affordable Housing Land and Policies) stakeholders on the development of the management plan.
283-2017 Proposed Off-Leash Dog that Council direct administration to bring the 3-Oct-17 P&D Cross-departmental resource 30-Sep-20 Park Open Space and Trail Plan to Council for review challenges continue to cause as soon as is practicable in the new year. delays in the completion of this work. The OSTP udpate is now planned for 2021
69-2018 Property Tax Exemptions that Council direct administration to draft a 3-Apr-18 Fin Due to the significant changes 25-May-20 policy and/or bylaw to guide future Council around property taxes this decision making regarding property tax year due to the COVID exemption. pandemic, and the additional workload required, it is not anticipated this work will happen now until 2021.
222-2018 Public Consumption of that Council direct administration to return by 16-Oct-18 Protective RFD was approved by Council 2-Feb-21 2-Feb-21 Cannabis October 2020 with a report providing an update Services at their Feb 2 meeting with on the public cannabis consumption ban and if proposed amendments to the further options should be considered to loosen bylaw that includes feedback the regulations based on the information from the CHLA obtained over this time period.
170-2019 Railway Avenue Design that Council direct administration to return to 2-Jul-19 Eng Budget reductions related to 28-May-20 Brief Council for approval of Phase 2 – Railway the COVID pandemic resulted Avenue Central and Phase 3 – Railway Avenue in the cancellation of the North prior to commencing detailed design of majority of this project. The those phases only work to be done is pre- design for a portion of Railway Avenue.
262-2019 Paid Parking Program that Council direct administration to update 3-Dec-19 FIN Due to the changes to the 25-May-20 Reserves Policy FIN-007 to create a parking Paid Parking program due to revenue reserve. the COVID pandemic, no revenue is now expected in 2020, and the revision to the reserve policy will happen closer to the launch of the full program.
271-2019 Innovate Canmore EIS that Council request a refund of $25k from 10-Dec-19 GMMS A payment plan has been 2-Feb-21 Funding Innovate Canmore for an Economic Impact established with Innovate Statement Canmore and repayment has begun however payments continue to be missed or short of the repayment plan. 29-2020 Heliport Lease Renewal that Council direct the Heliport Monitoring 4-Feb-20 Facilities Stakeholder Groups were 19-Jan-20 Committee to meet with stakeholder groups to provided a survey to provide understand stakeholder groups’ perspectives feedback from Nov. 19, 2020 regarding the heliport lease renewal and report to Jan. 15, 2021. All Groups to Council were given the opportunity to meet with the HMC, and several took this opportunity. Adminstration is compiling the 'what we heard' report.
February 16, 2021 Committee of the Whole 1 p.m. Page 60 of 61 30-2020 Heliport Lease Renewal that Council direct administration report back 4-Feb-20 Facilities Administration has tentitively 19-Jan-20 on the recommended terms of renewal for scheduled a presentation at Schedule D of the heliport lease. the Apr. 20, 2021 COW meeting of the findings from the stakeholder group survey, and recommendations for terms of renewal for Schedule D of the Lease.
31-2020 Heliport Lease Renewal that Council schedule a Town Hall to hear public 4-Feb-20 Facilities Administration is tentatively 19-Jan-20 feedback after the revised Schedule D of the preparing for a May date for heliport lease has been presented to the the Open House. Committee of the Whole.
137-2020 Engineering Design and that Council direct administration to bring back 2-Jun-20 Engineering 2-Jun-20 Construction Guidelines the dispute resolution process for the Engineering Design and Construction Guidelines for review. 166-2020 Utility Services Review that Council direct administration to negotiate a 7-Jul-20 PW Negotiations are underway. 13-Jan-21 new Water and Waste Water Services Agreement with Epcor Water Services Inc.
272-2020 Mandatory Mask Bylaw Review Mandatory Mask Bylaw 2020-20 3-Nov-20 Council Review 273-2020 Integrated Parking that Council direct administration to implement 3-Nov-20 Engineering Management Paid Parking a paid parking program and associated parking and Regulation strategies in the Town Centre in 2021 and to develop an implementation plan for a paid parking program and associated parking strategies for high parking demand areas outside of the Town Centre.
February 16, 2021 Committee of the Whole 1 p.m. Page 61 of 61