Community & Recreation Services - Town of Banff
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Community & Recreation
Services
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Community Services
• Division that oversees programs and services that enhance social and physical well-being of individuals, families,
and the community through the delivery of a wide array of programs, services, and activities targeted to all
demographic groups in Banff.
• Three departments operate out of the Division: FCSS and Social Programs, Recreation and Trails, and Housing
Sustainability
• Staff are housed in three locations: Banff Town Hall, 101 Bear Street, and The Fenlands Recreation Centre
• Responsible for the Emergency Social Services function within the Municipal Emergency Plan, and ensures the
team is identified, trained and ready to respond
• The strategic direction of Community Services is currently guided by six council adopted documents: The Banff
Community Social Assessment, the Recreation Programs and Services Master Plan, Banff Recreation Facilities
Master Plan, the Banff Recreation Grounds Redevelopment Plan, Banff Trails Master Plan, and the Banff
Community Housing Strategy.
2020 - 2023 Operating Budget
Roll-Up
2019 2019 2020 2021 2021 2022 2023
Actual Approved Q3 Approved Proposed Proposed Proposed
Budget Forecast Budget Budget Budget Budget
REVENUES
Activity Revenue $1,248,302 $1,336,750 $664,199 $1,267,360 $1,119,932 $1,285,722 $1,316,292
Grant Revenue 2,255,303 3,032,083 1,495,594 2,175,951 1,551,002 1,536,843 1,555,188
Other Revenue 445,571 649,600 412,824 694,960 400,036 404,950 395,830
Internal Recoveries 291,090 303,047 310,600 316,812 307,907 317,406 326,742
TOTAL REVENUES 4,240,266 5,321,480 2,883,217 4,455,083 3,378,877 3,544,921 3,594,052
EXPENDITURES
Permanent/Contracted Services 34.25 34.38 28.10 34.42 33.25 33.88 33.88
Grant Funded 8.58 7.75 9.59 8.27 10.37 10.37 10.37
Wages & Benefits 3,145,591 3,092,600 3,043,523 3,359,404 3,415,228 3,559,581 3,650,042
Contracted & General Services 1,733,997 798,666 528,402 753,034 852,482 812,405 817,461
Materials, Goods & Supplies 382,761 417,424 395,293 418,126 499,323 470,210 476,461
Other Expenses 484,994 457,241 400,498 401,635 474,856 453,706 415,050
Internal Charges 1,126,450 1,138,407 1,220,960 1,255,872 1,195,090 1,208,461 1,235,799
TOTAL EXPENDITURES 6,873,793 5,904,338 5,588,676 6,188,071 6,436,979 6,504,363 6,594,813
REVENUES LESS EXPENDITURES (2,633,527) (582,858) (2,705,459) (1,732,988) (3,058,102) (2,959,442) (3,000,761)
Associated Amortization 900,047 824,237 824,494 840,722 897,493 906,466 915,529
Gain / (Loss) on Disposal of TCA (40,191)
Transfers to Reserves (1,576,434) (2,716,920) (425,416) (1,729,840) (419,098) (409,951) (400,502)
Transfers from Reserves 1,373,371 457,241 400,498 401,635 574,656 478,706 415,050
Tax Funding Required (2,836,590) (2,842,537) (2,730,377) (3,061,193) (2,902,544) (2,890,687) (2,986,213)
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Community Services
Community Services Fuel Consumption Benchmark
Recreation Fuel Consumption Benchmark (The Fenlands)
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Service Area: Community Services Administration (1 of 10)
The administration area houses the director of the division and staff positions that operate the Community Services
public reception area in Town Hall. The following functions occur out of the administration service area:
Department Leadership
• Oversight, supervision and support for initiatives operating out of Community Services in three departments
(FCSS & Social Programs, Recreation & Trails, and Housing Sustainability)
• Direct supervision of 7 staff and indirect oversight for the activities of the division
• Representation of the division and related community needs at the Town of Banff leadership team
• Responsible for ensuring the readiness of the Emergency Social Services team for deployment and role of
Deputy Director of Emergency Management.
Strategic Direction & Accountability
• Guide department planning and staff work plan development using the following Master Plans to generate
priorities: 2019 Social Assessment, 2015 Recreation Programs and Services Master Plan, 2015 Banff Trails
Master Plan, 2014 Community Housing Strategy, and 2013 Recreation Facility Master Plan.
• Ensure council, other funders and partners are kept informed with respect to outcomes achieved in
implementing action plans
• Ensure contractual obligations are met specific to other contracts held with a variety of government and other
organizational funders.
Community Research and Reporting
• Responsible for the provision of community data that assists in decision making related to service delivery for
the benefit of the municipality and the community at large
• Identify, research, and facilitate responses to social and recreational issues/needs working with a wide variety
of partners, government bodies, other municipalities, and organizations in order to do so
Partnerships and Regional/Provincial Collaboration
• Represent the municipality on a variety of collaborative initiatives at the regional and provincial level
Client Services/ Awareness of Program and Services
• Provide information and supported referral services to the public related to all Town of Banff programs, as
well as referrals to appropriate community agencies
• Process intake applications for the Banff Access Program and helps to administer access for Banff residents to
other regional affordability initiatives (Jacket Frost, Santa’s Anonymous, Good Food Box, Backpack program
etc)
• Manage registrations for all child & youth programs, recreation programs, classes and activities
• Administer the Bear Street advertising windows, and maintains updates to the Community Services
programming web pages
Staffing Support
• Provide administrative support as requested to the staff that work in the Community Services division and for
all related programs
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Service Area: Community Services Administration (1 of 10)
CS Administration
2020 – 2023 Operating Budget
2019 2019 2020 2021 2021 2022 2023
Actual Approved Q3 Approved Proposed Proposed Proposed
Budget Forecast Budget Budget Budget Budget
REVENUES
Other Revenue $1,697 $1,350
Internal Recoveries 291,090 303,047 310,600 316,812 307,907 317,406 326,742
TOTAL REVENUES 292,787 303,047 311,950 316,812 307,907 317,406 326,742
EXPENDITURES
FTE Count 2.60 2.60 2.35 2.60 2.60 2.60 2.60
Wages & Benefits 263,517 250,320 251,010 271,720 267,432 274,716 282,196
Contracted & General Services 26,010 40,050 17,414 40,686 38,800 39,526 41,929
Materials, Goods & Supplies 14,758 21,180 8,928 21,424 20,264 21,893 22,330
Internal Charges 48,160 48,160 49,960 51,160 46,700 46,500 47,300
TOTAL EXPENDITURES 352,445 359,710 327,312 384,990 373,196 382,635 393,755
REVENUES LESS EXPENDITURES (59,658) (56,663) (15,362) (68,178) (65,289) (65,229) (67,013)
Associated Amortization 7,836 8,147 8,147 8,310 7,845 7,923 8,002
Transfers to Reserves (5,437) (5,437) (5,437) (5,437) (6,137) (6,137) (6,137)
Transfers from Reserves 2,995 1,800
Tax Funding Required (62,100) (62,100) (20,799) (73,615) (69,626) (71,366) (73,150)
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Service Area: Community Services Administration (1 of 10)
COUNCIL EXPECTATIONS
Senior Administration
1) Identify short term and long term challenges facing our community & recommend strategies to address them
2) Promote a healthy, active, connected community
3) Build strong internal and external partnerships
4) Champion departmental programs
5) Pursue appropriate grant funding where possible
Public Reception
1) High level of customer service with a sense of welcome
2) Maintain appropriate levels of confidentiality
3) Extensive knowledge of community resources and services
Successes Challenges/Opportunities
o Effectively launched Tier 2 of the Banff Access o Covid 19 has been an extraordinary challenge
program in Q1 of 2020, and finalized addition of however the team has been able to adapt and
transit passes in Q4 respond to meet resident needs in different ways
o Implemented a comprehensive Emergency Social
Services response within days of declaring a local
state of emergency
o Have been able to continue to provide ongoing
and responsive support and services to residents
in our community throughout the pandemic
2020 Priorities: Priority Status
• Review/evaluate communications plan for ✓ Overarching evaluation with focus groups did not occur due
Community Services Department. This may to COVID. However, a “plain language” audit of all
include focus groups, surveys, and review of best marketing materials occurred in 2020 with external grant
practices. funding.
Communication Format
2021 Priorities:
(RFD/Briefing/Policy/Bylaw/Workshop/Etc.)
No Priorities
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Service Area: Immigration Support Services (2 of 10)
The Town of Banff holds contracts with Immigration, Refugee and Citizenship Canada (IRCC) to provide services to
immigrants throughout the Bow Valley, and to ensure successful integration approaches to ensure a welcoming,
inclusive community. In each of the services provided, Banff holds the contract and acts as the fiscal agent for these
Bow Valley initiatives that serve residents in Banff, Canmore, ID 9, the MD of Bighorn, and Kananaskis. All of these
contracts are 100% cost recovery and able to operate with the external contracted dollars with no tax supported
funding.
The following areas are included in this service area:
Settlement & Foreign Worker Support Services
• Supports and services available for permanent residents and temporary foreign workers in the Bow Valley
through funding from IRCC (for permanent residents), and through a partnership agreement with Calgary
Catholic Immigration Society (for foreign workers).
• Additional supports have been added to the existing contract and include settlement support in the schools
and a Community Connections program which matches newcomers to established residents and proactively
introduces newcomers to local community resources
• Work collaboratively with local employers to ensure successful workplace experiences
• Immigrant services include help with life in Canada, information about community resources, family
reunification support, assistance with forms during the Permanent Resident process, as well as making
connections to local agencies and programs.
Local Immigration Partnership
o Funding from Citizenship and Immigration Canada (CIC) has been provided to operate a Bow Valley Local
Immigration Partnership and to produce a settlement and integration strategy and accompanying initiatives for
the region to ensure that the Bow Valley is a welcoming community to newcomers.
Immigration Support Services
2020 – 2023 Operating Budget
2019 2019 2020 2021 2021 2022 2023
Actual Approved Q3 Approved Proposed Proposed Proposed
Budget Forecast Budget Budget Budget Budget
REVENUES
Activity Revenue $4,260
Grant Revenue 631,751 503,817 944,578 658,161 1,048,650 1,043,491 1,060,836
Other Revenue 778
TOTAL REVENUES 636,789 503,817 944,578 658,161 1,048,650 1,043,491 1,060,836
EXPENDITURES
Grant Funded FTE Count 7.58 6.75 8.69 7.37 8.97 8.97 8.97
Wages & Benefits 523,192 422,760 705,858 578,998 760,921 789,585 808,690
Contracted & General Services 40,833 17,483 68,398 46,415 60,928 64,020 60,195
Materials, Goods & Supplies 21,326 27,279 57,125 14,388 100,757 62,726 66,183
TOTAL EXPENDITURES 585,351 467,522 831,381 639,801 922,596 916,331 935,068
REVENUES LESS EXPENDITURES 51,438 36,295 113,197 18,360 126,054 127,160 125,768
Surplus Generated 51,438 36,295 113,197 18,360 126,054 127,160 125,768
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Service Area: Immigration Support Services (2 of 10)
COUNCIL EXPECTATIONS
Settlement Support/Foreign Worker Support
To fulfill the terms of the contract in place with CIC which include:
1) The delivery of support services that help immigrants with life in Canada
2) The delivery of support on-site at the local schools for families and school staff
3) Family reunification support
4) Assistance during the Permanent Resident process
5) Supported information and referral to connect clients to local agencies and programs
Local Immigration Partnership
To fulfill the terms of the contract in place with CIC which include:
1) Development of a community council to integrate immigrant needs into community planning
2) Engage maintain community and service providers in the active inclusion of immigrants
3) Strengthen local capacity to integrate and retain immigrants
4) Increase knowledge about immigrants, their needs, and strategies to support them
5) Increase the economic, social, political, and civic participation of immigrants
Successes Challenges/Opportunities
o Settlement Services and BVIP successfully Challenge
negotiated five year contracts effective April 1 2020 o Need for refugee support has increased, which
to March 31 2025 with an increase to the Town of occupies more of staff time due to the nature of
Banff’s admin fees from 7% to 15%. Total federal complex needs involved.
contribution amounts are $4,121,757 for Settlement o MIP project aimed at building community
Services and capacity was severely impacted by the
$951,694 for the Bow Valley Immigration renovations in 2019 and Covid-19. An extension
Partnership. to March 31st 2021 was requested in order to
o Settlement Services served 800 unique clients in meet the outcomes.
2019/2020 Year with over 3824 service contacts. o The number of inquiries from foreign workers
o 79 unique refugee clients have been supported in was very high during the first part of COVID-
2019/2020 year. 19, it was a more challenging process to have
o Temporary Foreign Worker program (Partnership people register for the workshops and respond
with CCIS), in March to November of 2020 served to specific inquires regarding their situation(s)
417unique individuals and had over 967 client during the lock down.
inquiries/contacts. As well the were 50 workshops
provided to TFW’s. Opportunity
o This COVID-19 situation has opened up more o New Opportunity for enhanced programing and
opportunities for clients to connect virtually with economic prosperity for a vulnerable population
CCIS. There are more presentations and being explored through the Home Instruction of
information sessions available to clients. Parents of Pre-School Youngsters(HIPPY)
o The entire service area is 100% cost recovery due Program.
to the grants received from IRCC and (i.e. not tax o With less tourism, and the International
supported) Experience Canada program currently on hold.
o Settlement Services, BVIP and TFW services As well as the recent news to reduce the number
provided outstanding essential Emergency Social of “Labour Market Impact Assessments (LMIA)
Service supports to one of our most vulnerable approved for Alberta. TFW numbers are
populations during the initial Covid-19 lock down. expected to be allowing for more time to
o TFW Services established a new partnership during connect and provide more comprehensive
the lock down with the Francophone Immigration services with the current pool of TFW’s
RIFA Résaux d’Immigration Francophone de
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l’Alberta, and participation in their workshops was
made possible.
o Plain Language audit will be offered to all TOB
departments and the training workshop will be
offered in Q4 of 2020.
Communication Format
2021 Priorities:
(RFD/Briefing/Policy/Bylaw/Workshop/Etc.)
No Priorities
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Service Area: Community Social Wellbeing (3 of 10)
This service area groups programs and initiatives that are offered to the community at large, and that foster enhanced
social wellbeing, and capacity building either from an individual, organizational, or community perspective.
Community Development
• Community Development is the work done that results in a coordinated response to emerging social issues,
the creation of new programs, support systems, or enhanced services.
• Currently, the work being done is divided into two key areas:
▪ Addressing Community Social Needs – This portfolio currently includes Affordability
Initiatives, Food Security, Financial Literacy, and Community Connections initiatives
(Immigrant Needs, and Neighbourhood Connections)
▪ Social Profit Sector/Organizational Support/Facilitation– Support is provided for the social
(not for) profit sector to assist them in strengthening their capacity. Supports can include
society creation assistance, grant/fund assistance, facilitation of strategic planning, and board
development. Staff also facilitate two interagency groups (Bow Valley Interagency and the
Banff Action Group) to enhance agency collaboration and awareness among service providers.
The Municipal Community Grants Program and support to the Municipal Grants Committee is
facilitated by this service area
Community Helpers
• Alberta Health Services funded suicide prevention program that works to identify “natural” helpers in the
community through a survey process, and goes on to provide those individuals with added resources, support
and training in order to support their peers, and themselves
• The program has surveyed thousands, and has trained over 1000 community helpers to date, as well as
provided training to many more through the ASIST program and Safetalk.
• It continues to support many of its “alumni” through the Community Helpers Club, which host professional
development gatherings to maintain trained helpers skill sets, and to keep them connected with one another.
• Program works very closely with the HR Departments throughout businesses in the Bow Valley, and have
become a trusted partner in the delivery of much needed support training for folks who often find themselves
in a helping role for their peers.
Volunteer Support
This role’s primary focus is to ensure that volunteer opportunities in Banff are coordinated, organized, and promoted.
10 | P a g eService Area: Community Social Wellbeing (3 of 10)
Community Social Wellbeing
2020 – 2023 Operating Budget
2019 2019 2020 2021 2021 2022 2023
Actual Approved Q3 Approved Proposed Proposed Proposed
Budget Forecast Budget Budget Budget Budget
REVENUES
Activity Revenue $10,112 $2,000 $36,148 $2,040 $51,000 $2,081 $2,100
Grant Revenue 239,197 236,958 235,960 229,708 228,708 228,708 228,708
Other Revenue 5,427 22,795
TOTAL REVENUES 254,736 238,958 294,903 231,748 279,708 230,789 230,808
EXPENDITURES
Permanent/Contracted Services 2.50 2.50 2.22 2.50 2.30 2.30 2.30
Grant Funded 1.00 1.00 0.89 0.90 0.85 0.85 0.85
Wages & Benefits 322,538 329,798 312,742 341,318 320,396 325,671 334,415
Contracted & General Services 31,117 18,450 53,325 17,167 68,795 18,942 20,993
Materials, Goods & Supplies 21,242 13,400 17,992 13,468 13,468 13,486 13,486
Internal Charges 35,118 36,561 37,473 38,222 37,149 38,294 39,420
TOTAL EXPENDITURES 410,015 398,209 421,532 410,175 439,808 396,393 408,314
REVENUES LESS EXPENDITURES (155,279) (159,251) (126,629) (178,427) (160,100) (165,604) (177,506)
Associated Amortization 1,231 748 748 763 1,231 1,243 1,255
Transfers to Reserves (2,550) (2,550) (9,463) (6,198) (3,988) (3,988) (3,988)
Tax Funding Required (157,829) (161,801) (136,092) (184,625) (164,088) (169,592) (181,494)
11 | P a g eService Area: Community Social Wellbeing (3 of 10)
COUNCIL EXPECTATIONS
Community Development
1) Need to be reactive to the changing needs of the community and proactive in the discovery of what those
needs are
2) Helping hand rather than on-going management, specific to Community Development Programming
3) Harness the power of collaboration and partnerships with other agencies, communities and ministries
4) Respond to required provincial outcomes linked to provincial funding
Community Helpers
1) To fulfill the contractual obligations of the provincial agreement in place that funds this initiative
Volunteer Support
Is the function within the municipality that promotes volunteer opportunities and its benefits to residents and the
greater community.
Successes Challenges/Opportunities
Community Development
• During COVID provided a client support role & a strong community Opportunity:
development role - supported & built capacity within grassroots • the impact of COVID has
groups to build a more resilient community e.g. informal cultural presented an opportunity to
group self organizing for cultural food, connecting groups such as re-visit the community
Ethiocare in Calgary with Settlement Services & local refugees which feedback received during the
in turn encouraged other cultural demographics to work with 2018 Community Social
Settlement Services which in the past have not reached out for Assessment
supports. Also partnered and collaborated with many other
community groups, businesses and agencies to deliver food security Challenges:
programming . • Winter pilot activities cut
• Piloted winter indoor activities as directed by the Community Social short due to Covid-19 just
Assessment & Council Priorities and good learnings for future when there was momentum
programs. More than 500 participants in 8 weeks– community dance happening
(111), cookie kitchen (126), Arts Place programs (141), learning topics • Difficult to deliver a short
& fix it, games, crafting, indoor kids play etc. Arts Place tested timeline pilot projects with-in
community support in partnership with Town of Banff & now are the municipality given the
programming independently at The Radiant. longer time frames &
• Organizational Support – Banff Food Rescue & Bow Valley Food procedures required i.e. HR,
Alliance received society status which started as CD supported grass Communications, H&S.
roots projects & Bow Valley Immigration Project secured 5 year • Shortage of in person meeting
funding from the federal government including an additional staff space during the daytime &
position and evenings. Loss of
• External funding secured for priority projects – $252,541 for food connection opportunities
programs, $2,000 Indigenous Conversations, $12,000 for winter pilot within the community.
programming .
• Second year of Community Grants process saw increased interest -
$50,000 requested for Community Grants (5 times the $10,000
available) and 31 applications for the Community & Building Bridges
- twice as many as in 2019.
12 | P a g eCommunity Helpers
o Continue to see good participation in the variety of training programs Challenge:
offered through Community Helpers: • Virtual Community Helpers
does not allow for effective
2017 2018 2019 delivery of the information
Community Helpers Training 152 146 130
Mental Health First Aid 0 18 48
ASIST (Applied Suicide 34 17 27
Intervention Skills Training
Safetalk 0 35 25
Total Participants 186 216 230
o New community resource information and promotional materials for
the Community Helpers program is being developed, and will
distributed through out the community.
Volunteer Support
o Continue to promote and advertise volunteer opportunities on Challenge:
banff.ca/volunteer website. There were over 1886 pageviews on the • Volunteer recognition event
Town of Banff Volunteer web page was cancelled because of
o There were over 27 different organizations that posted a variety of COVID regulations.
volunteer opportunities on the town webpage in 2020. Opportunity:
• Restructure in the young adult
programming area has
presented an opportunity to
remove the associated costs
for the volunteer support role
while still being able to deliver
on council’s expectations.
2020 Priorities: Priority Status
• Present options for expanding more ✓ Ongoing - Externally funded pilot of winter activities project
low/no-cost activities for residents successful with over 500 participants and good learnings for future
programs – community dance, cookie kitchen, games, crafting, Arts
Place programs, learning topics & fix it, indoor kids play etc.
Launched free drop-in recreation program in fall of 2020.
• Coordinate development of Town of ✓ Ongoing - First step complete: Banff Community Assessment results
Banff Council recommendations to Parks and emphasis provided related to Cost of Living findings shared
Canada during stakeholder consultation to with Parks Canada administration
update the 2020 Parks Management Plan,
relating to cost of living
✓ Complete - Applied for funding and partnered with BCCF and the
• Begin a conversation with respect to our Whyte Museum to host a highly successful evening dinner and
capacities in welcoming indigenous conversation event with over 100 attendees including Elders, Stoney
residents and visitors to our community. Nakoda Residents, Council and Mayor – facilitated and catered by
Indigenous people.
• Work with local businesses to expand the ✓ On hold due to COVID 19 however, only 1 partner business closed
Access Program due to Covid and 1 other business is on hold. 4 partners have
included Tier 2 offerings.
13 | P a g e• Present options to enhance public ✓ Complete and operationalized as ongoing activity Advertising and
education about the Banff Access promotion campaign created in December of 2020 highlighting
Program and local discount/free/low cost reasons to apply for the Banff Access program and two promote the
opportunities second tier of affordability options and benefits available to Banff
residents.
• Foster greater access to affordable and ✓ Completed/Ongoing
healthy food through enhanced programs, During the COVID ESS response we worked with Wim & Nancy
cooperatives and partnerships Pauw Foundation (What’s for Dinner – prepared meals and hampers.
Delivered over 3000 meals and over 200 hampers), Mountain Fire
Foods: Prepared meals for seniors (delivered 1133 meals), Grizzly
House restaurant: – no cost meals every other day to all seniors (from
March to end of May, 2257 meals provided)
Alpine Edibles School Yard Farm: COVID response: Received
140 kilos of farm produce to distribute to seniors at Mount Edith, residents
of Tinuu
Ethno cultural partnerships were established:
Worked with the Settlement Services, Community Connections and BVIP to
support the following populations by helping to connect and mobilize
people/resources, grant writing and securing funds to support these grass roots
organizations in securing access to culturally appropriate food.
Filipino Canadian (FORM) Community Association in the
Rockies: partnership to assist with grant/funding applications and identifying
vulnerable Filipinos – they did bulk purchasing and distributed cultural food
hampers in Banff and Lake Louise (143 recipients).
Ethiocare: identified Ethiocare (Calgary charity) as a potential
partner for Settlement Services Eritrean/Ethiopian clients - $12,000 of
hampers delivered to Banff/Lake Louise approx. 90 clients.
Bow Valley Primary Care Network & Organics Box (local
food distributor)
Increased capacity of boxes from 20 to 200 during original restrictions. Now
averaging 123 boxes per month, offer sliding scale of price options including
no cost for vulnerable residents. An additional $20k funds brought into the
Bow Valley to distribute for this program.
Banff Food Rescue (BFR) Successfully attained society status (April).
Successful grant application for $50k Provincial FCSS funding and acting
as advisor to Banff Community Foundation/ Wim Pauw for further funding
support. BFR is a self organized, self sustaining 100% volunteer run group
that at the height of restrictions was serving 2-300 people per day. Acted as
de facto Food Bank from March – end of July – purchased and distributed
non perishable hampers in addition to rescued food. Currently serving around
80 – 100 clients per session – and are now operating out of two locations
(Sundance Mall and Legion basement (dry goods packaging).
• Present options for expanding discounted ✓ Complete – Tier 2 bus passes will be made available in January
local and regional transit for low income 2021
individuals
Communication Format
2021 Priorities:
(RFD/Briefing/Policy/Bylaw/Workshop/Etc.)
• COVID update to the 2019 Community Social Briefing
Assessment (qualitative and local data)
14 | P a g eService Area: Community Social Wellbeing (3 of 10)
Service Area: Housing Sustainability (4 of 10)
• This service area is responsible for driving forward the recommendations from the Banff Community Housing
Strategy and council’s additional strategic priorities related to housing. It is expected that progress on these
strategies be presented to council and the community at large.
• Projects and activities revolve around the following areas within the council endorsed strategy:
o Rentals
o Partnerships and Collaboration
o Regulatory and Policy Framework
o Public Education, Outreach and Advocacy
o Accountability and Monitoring
Housing Sustainability
2020 – 2023 Operating Budget
2019 2019 2020 2021 2021 2022 2023
Actual Approved Q3 Approved Proposed Proposed Proposed
Budget Forecast Budget Budget Budget Budget
REVENUES
Activity Revenue $41,727 $25,200 $24,800 $26,016 $29,024 $29,800 $30,300
Other Revenue 396,206 616,700 376,829 650,000 367,976 358,829 349,380
TOTAL REVENUES 437,933 641,900 401,629 676,016 397,000 388,629 379,680
EXPENDITURES
FTE Count 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Wages & Benefits 117,691 120,064 121,130 125,215 122,977 126,305 129,722
Contracted & General Services 4,828 8,631 2,647 8,798 7,596 7,767 7,936
Materials, Goods & Supplies 690 420 428 428 437 450
Other Expenses 405,522 374,989 353,470 358,674 431,895 414,714 380,058
TOTAL EXPENDITURES 528,731 504,104 477,247 493,115 562,896 549,223 518,166
REVENUES LESS EXPENDITURES (90,798) 137,796 (75,618) 182,901 (165,896) (160,594) (138,486)
Transfers to Reserves (419,083) (623,050) (382,379) (656,350) (374,326) (365,179) (355,730)
Transfers from Reserves 405,522 374,989 353,470 358,674 431,895 414,714 380,058
Tax Funding Required (104,359) (110,265) (104,527) (114,775) (108,327) (111,059) (114,158)
15 | P a g eService Area: Housing Sustainability (4 of 10)
COUNCIL EXPECTATIONS
1) Use the Banff Community Housing Strategy as a guide
2) Work to help supply mix of affordable housing options
3) Represent Town of Banff administration on the Banff Housing Corporation
Successes Challenges/Opportunities
o As of November 2020 Ti’nu is fully occupied with Challenges:
75 individuals or families on the waitlist o Fully occupied at Ti’nu with wait list
o Ti’nu COVID-19 rental relief program used a rent
geared to income model to temporarily adjust rents
to job loss and job reductions for tenants from
April 1- Sept 1, 2020 Opportunities:
o Projections of an ongoing operational surplus o Current housing development on Banff Avenue
which will perpetually fund the Community o Future housing development on Cave Avenue
Housing Reserve to support future housing
projects
o Banff Avenue affordable ownership housing
project build team selected, design completed, and
decision made to move forward with construction
2020 Priorities: Priority Status
• Identify housing projects for Cave Avenue and ✓ Ongoing – COU 19-202 – Council directed
Banff Avenue lands. administration to proceed with an affordable entry level
price restricted home ownership project on Banff Avenue
at the July 15th, 2019 meeting of council. A project on
Cave Avenue will return to council for consideration upon
completion of the Banff Avenue project.
• Banff Avenue Home Ownership Project ✓ Ongoing -COU20-260- Council directed
administration to proceed with issuing a letter of intent to
Studio North/Lola Architecture to finalize drawings
and start the construction process of a 33 unit, affordable,
for purchase housing development. Complete COU20-
277 Approval of borrowing bylaw 399 – amendment to
the 2020-2029 capital budget to include expenditures of
$400,000 in 2020 and $10,975,000 in 2021 for the
construction of the Banff Avenue Affordable Housing
project with the construction is to be debt financed and
repaid through the resale of the units upon completion.
• Process to be developed for qualifying criteria and ✓ Moved to 2021
pre-sales process for Banff Avenue units
• Deliver State of Housing Report in summer 2020 ✓ Delayed due to COVID -19 – Operationalized
16 | P a g e• Create a forecasting tool for Banff housing demand ✓ Postponed due to COVID-19
based on changes of use, and intensification of use
Communication Format
2021 Priorities:
(RFD/Briefing/Policy/Bylaw/Workshop/Etc.)
• Construction of Banff Ave Affordable Housing Briefing/Service Review Updates
project
• Determine qualifying criteria and pre-sales process Briefing
for Banff Avenue units
• Deliver annual State of Housing report Briefing
• Consider the housing needs and supply for seniors, Governance and Finance - 2021
by integrating the Housing Study with the
understanding of housing from the Bow Valley
Regional Housing Commission
17 | P a g e18 | P a g e
19 | P a g e
20 | P a g e
Service Area: Young Adult Programs & Services (5 of 10)
• The delivery of programs and services for young adults between 18 and 30, with the goal to improve quality of
life among this demographic sector.
BanffLIFE operates a series of programs designed to connect young adults in Banff to one another, and to the
community. Programs that increase individual social well-being include:
• Mountain Adventure Program – An introduction to mountain sports, teaching young adults how to travel safely
in the back country, grow a passion for mountain activities, and to connect them to new people with similar
interests
• Banff Ambassador Presentation – BanffLIFE delivers the “community” portion of the BAP, ensuring young
adults know what services are in place, should they need help while they are here. It also talks about the
importance of getting connected during their time here, and how they can do this.
• Community Services Volunteer Placement Program – BanffLIFE provides an opportunity for Community
Service volunteers to complete their placement with the BanffLIFE program
• BanffLIFE volunteer program – recruitment, training, and oversight of a number of volunteers who help run a
variety of BanffLIFE’s programs
• Pasta Night – a once a week meal, served at 101 Bear Street, that also showcases music, and provides an
opportunity to hang out on a weeknight with fellow service sector industry workers.
• DJ in the Park – a once a week gathering in Central Park to eat dinner, listen to music, and connect with one
another.
• Movies Under the Stars – a 6-week summer series in Central Park of movies presented on the large inflatable
movie screen for the public at large – all are welcome to attend.
Young Adult Programs & Services
2020 – 2023 Operating Budget
2019 2019 2020 2021 2021 2022 2023
Actual Approved Q3 Approved Proposed Proposed Proposed
Budget Forecast Budget Budget Budget Budget
REVENUES
Activity Revenue $26,950 $29,800 $7,347 $28,900 $27,500 $27,500 $27,500
Grant Revenue 76,938 76,838 75,488 72,838 69,838 70,838 70,838
TOTAL REVENUES 103,888 106,638 82,835 101,738 97,338 98,338 98,338
EXPENDITURES
FTE Count 1.65 1.65 0.87 1.65 1.00 1.25 1.25
Wages & Benefits 112,925 113,392 62,993 123,507 60,107 91,381 94,145
Contracted & General Services 31,853 26,485 11,531 31,258 52,450 52,450 52,450
Materials, Goods & Supplies 12,477 10,500 2,907 10,500 16,500 14,500 14,500
Internal Charges 20,866 21,723 22,265 22,710 22,072 22,753 23,422
TOTAL EXPENDITURES 178,121 172,100 99,696 187,975 151,129 181,084 184,517
REVENUES LESS EXPENDITURES (74,233) (65,462) (16,861) (86,237) (53,791) (82,746) (86,179)
Associated Amortization 615 620 626 632
Transfers to Reserves (3,050) (3,050) (3,050) (3,050) (3,050) (3,050) (3,050)
Tax Funding Required (77,283) (68,512) (19,911) (89,287) (56,841) (85,796) (89,229)
21 | P a g eService Area: Young Adult Programs & Services (5 of 10)
COUNCIL EXPECTATIONS
1) We will positively impact the quality of life for this demographic sector
2) Communicate community expectations
3) Visitor participation should not displace resident participation or increase costs
4) The programming is cost recovery where possible (e.g. Mountain Adventure)
5) Understand there is a social services referral component
6) Enhance integration into our community
Successes Challenges/Opportunities
o Were able to bring Mountain Adventure Challenges:
programming back on in summer of 2020 and were o Covid-19 regulations and safety measures put a
able to piggyback on planning with staff from the full stop on all social connection programming
recreation department. for Banfflife shortly after pandemic was
o Outstanding support from the Wim and Nancy declared (i.e. Pasta night, DJ in the Park,
Pauw Foundation to subsidize all Banfflife Movies Under the Stars, Ambassador Program,
Mountain Adventure Programming. All trip pricing Christmas Dinner)
is now between $5 and $15 o Unfortunately, due to length of layoffs
o Max capacity of participants was reached in all the associated with this program area, staff in this
Banfflife Mountain Adventure programs in 2020. service area reached permanent layoff status
Participant feedback: o Many young adults who were former
o I loved it !!!!! Thank you and thanks to participants of BanffLIFE programming have
the Pauw foundation. What a great way left the community – need to ascertain extent
to give young people access to the of loss
outdoors :)
o You guys are doing a great service! Opportunity:
Banff Life / Mountain Life is a great o Program and operational review will be undertaken
platform for new residents to get to identify potential new opportunities given the
acquainted and experience what living in impact COVID has had on this program area
the Rockies is all about. o Work with community partners will begin early in
o 124 unique volunteers provided 854 hours of 2021 to develop programming to meet the needs of
volunteer time to assist with Banfflife programming young adults in the Banff.
in 2019. o Aim to reinstate some/all socialization programs by
o Banfflife Facebook page had 8690 likes. Q3 of 2021 should pandemic situation improve and
if provincial guidance allows
Communication Format
2021 Priorities:
(RFD/Briefing/Policy/Bylaw/Workshop/Etc.)
• Relaunch Banff Life Programs that were affected by Briefing
the pandemic restrictions as provincial guidance
allows.
22 | P a g eService Area: Seniors Programs and Services (6 of 10)
• This service area provides a wide array of support services and prevention programming for seniors with the
goal of enhancing individual social well-being.
• It employs 1.6 FTE’s in the form of a 1.0 full time Seniors Support Coordinator, and a .6 FTE Senior’s Bus
Driver, and a portion of administrative time to support this service area.
• Services are designed to help seniors remain as independent and self-sufficient as possible, with dignity and an
optimum quality of life.
• Programs also create opportunities for seniors to connect with one another, and participate in community
activities to ultimately prevent social isolation.
Programs and Services include:
• Social Connections Programs (Community Lunch, Seniors Kitchen & Monday Lunch, Outreach Fitness
program, Mountain Adventure 55 +, Walking Program)
• Meals on Wheels (in partnership with AHS to deliver hot meals to vulnerable seniors)
• Transportation Initiatives (available for persons with disabilities as well) – Accessible bus service, taxi pass
program
• Economic Self-Sufficiency Programs (Income Tax Support, Ombudsperson Service, Workshops related to
financial literacy)
• Wellness Workshops (wide variety of topics) – fraud prevention, healthy relationships, falls prevention,
balanced living etc.
• Information & Referral – including outreach service at local seniors residences (Mount Edith, Cascade
House)
Seniors Programs & Services
2020 – 2023 Operating Budget
2019 2019 2020 2021 2021 2022 2023
Actual Approved Q3 Approved Proposed Proposed Proposed
Budget Forecast Budget Budget Budget Budget
REVENUES
Activity Revenue $3,407 $3,000 $1,975 $3,327 $3,127 $3,127 $3,327
Grant Revenue 69,838 69,838 84,837 69,838 79,838 69,838 69,838
Other Revenue 1,000
TOTAL REVENUES 73,245 73,838 86,812 73,165 82,965 72,965 73,165
EXPENDITURES
FTE Count 1.85 1.85 1.60 1.85 1.80 1.85 1.85
Wages & Benefits 141,886 146,393 126,890 154,654 144,592 151,455 155,415
Contracted & General Services 26,851 11,805 25,162 12,377 23,315 13,703 14,036
Materials, Goods & Supplies 2,291 3,495 839 3,565 3,565 3,636 3,709
Internal Charges 109,171 110,094 114,077 116,657 106,569 107,602 110,023
TOTAL EXPENDITURES 280,199 271,787 266,968 287,253 278,041 276,396 283,183
REVENUES LESS EXPENDITURES (206,954) (197,949) (180,156) (214,088) (195,076) (203,431) (210,018)
Associated Amortization 22,330 21,843 22,100 22,280 22,330 22,553 22,779
Transfers to Reserves (1,500) (1,500) (1,500) (1,500) (1,500) (1,500) (1,500)
Transfers from Reserves 15,835
Tax Funding Required (192,619) (199,449) (181,656) (215,588) (196,576) (204,931) (211,518)
23 | P a g eService Area: Seniors Programs and Services (6 of 10)
COUNCIL EXPECTATIONS
1) This program helps seniors remain independent and connected to their community
2) Seniors will be more actively involved in administration and programming
3) Seniors bus service is expected to be tax supported
4) Programming (including fitness) works to reduce social isolation
Successes Challenges/Opportunities
o 148 unique individuals supported through the Seniors Challenge:
Outreach program in 2020 o More seniors taxi pass program users
o 25 unique participants in the weekly Monday Seniors Lunch are reaching the maximum monthly
program pass limit of 4 per month
o 29 individuals participated in the Meals on Wheels program
that the seniors support program facilities the delivery of Opportunity:
o Income tax program continues to support local residents with o Potential for review of the taxi pass
assistance in filing their taxes to ensure people are accessing program in 2020 to better meet
needed tax credits and support. seniors transportation needs.
2017 2018 2019
Number of 109 119 97
people
assisted
Total rebates $420,718 $331,030 $398,930
received
o Senior bus service and transportation services (taxi pass
program) continue to be well used
2017 2018 2019
Taxi pass users 95 111 115
Taxi pass # trips 1107 1139 842
Seniors Bus unique users 65 68 60
Seniors Bus # user rides 2849 2506 2744
o The Big Red Ride completed weekly rides throughout the
summer, all through the assistance of 6 volunteers, totalling
over 51 volunteer hours with 31 unique users accessing the
BRR over 17 rides through out the summer months.
2020 Priorities: Priority Status
o Review of the taxi pass program in 2020 to better ✓ Completed
meet seniors transportation needs
Communication Format
2021 Priorities:
(RFD/Briefing/Policy/Bylaw/Workshop/Etc.)
No Priorities
24 | P a g eService Area: Children, Youth and Family Programs (7 of 10)
This service area includes all programs and services geared towards children, youth and families in both the FCSS and
Recreation Service divisions. Specific program areas include:
Family Resource Network (Formerly Family Wellness and Parent Link)
A prevention focused program responsible for developing, and delivering a wide and appropriate range of early
intervention programs and services in the community for children 0-18yrs, and their parents/caregivers. Primary
functions include:
o Creating places for social connection.
o Facilitation and coordination of parent education services.
o The development and provision of Family Support Services.
The evaluation of client and stakeholder needs will ensure the programs have a strong foundation in child
developmental, educational, social, emotional and recreational benefits to children, youth and parents.
Summer Programs - Includes Summer Fun (Grade 1-6), Youth Camps (Grade 7-10) and Speciality Camps (Grade 3-8).
Provides a variety of activities and programming including off site field trips, overnight campouts, environmental
learning, cooking, arts, science and community partnered activities.
Out of School Club
A provincially licensed childcare program provided to children after school, during school closures and school
holidays. Offers programming designed to introduce children in Kindergarten to Grade 6 to innovative, explorative
and child led activities including arts, sports, free range and environmental engagement.
Child, Youth and Family Focused Recreation Initiatives:
1) “Into the Wild” (Grades 1 -6): The Into the Wild program is an after school, non-accredited, outdoor, nature-
based program for grades 1 to 4, led by qualified staff who specialize in outdoor and environmental education.
Into the Wild operates on a cost recovery basis. Into the Wild will be moving into the new nature cabin for
program delivery in December. Additionally, the program is being expanded to kindergarteners on Friday
mornings. Due to COVID-19 participant numbers have been limited to meet physical distancing guidance.
2) Get Out – A drop in activity night for grade 7-10 students cooperatively planned by the participants and
offering a fun, safe place for youth to recreate, socialize and play a variety of non-competitive sports on Friday
nights from 7-10 p.m. During COVID-19 Get Out was relocated to The Fenlands dry floor. On average there
are 40+ participants (cohorted) each Friday engaging in social and physical activities. With funding from the
PAUW Foundation Get Out Summer was also offered Monday to Friday in July and August and attendance
capacities were reached on a regular basis. Activities in Summer Get Out included skateboarding, basketball,
arts and crafts, bike rides to Lake Minnewanka and more.
3) Family Into the Wild – Family Into the Wild was not offered during COVID-19. However, through recent
grant funding from the Banff Canmore Community Foundation a Halloween pre-registered community event
at The Fenlands was held and included Echoes of the Forest and a partnership with Banff Public Library. 60
children (aged 0-6) participated (fully subscribed). A similar program will be offered during the winter break
(through BCCF funding partnership). The Halloween event had families from Edmonton, Lethbridge,
Cochrane, and Red Deer calling with requests to register.
4) Motoring Munchkins – Due to COVID-19 motoring munchkins was cancelled. Pending COVID-19 guidance
the program could be resumed in January with staff supervision.
5) The Basement (Grades 5 & Monday and Wednesday /Grades 7 & 8 Tuesday and Thursday, 3-6 p.m.) – The
Basement is free after school drop-in program for Banff youth where students can hang out, play games, create
music, art, do homework, etc. The Basement is funded in part by the Pauw Foundation and the space is
provided in-kind by the Banff Canmore Community Foundation. Due to COVID-19 The Basement was held
at The Fenlands for the fall of 2020.
25 | P a g e6) Mountain Adventurers – Mountain Adventurers is an outdoor program designed for Grades 4-5 and 6-8 on
PD half day Fridays from noon – 4 p.m. Students go canoeing, mountain biking, rock climbing, cross country
skiing and much more. Mountain Adventurers is funded in part by the Pauw Foundation. Mountain
Adventurers continues to be a highly subscribed to program.
26 | P a g eService Area: Children & Youth and Family Programs (7 of 10)
Children & Youth Recreation Programs
2020 – 2023 Operating Budget
2019 2019 2020 2021 2021 2022 2023
Actual Approved Q3 Approved Proposed Proposed Proposed
Budget Forecast Budget Budget Budget Budget
REVENUES
Activity Revenue $314,853 $316,800 $184,535 $344,126 $340,980 $335,980 $337,980
Grant Revenue 116,904 83,228 154,731 111,728 123,968 123,968 124,968
TOTAL REVENUES 431,757 400,028 339,266 455,854 464,948 459,948 462,948
EXPENDITURES
FTE and Contract Count 10.20 9.88 8.15 10.36 10.34 10.34 10.34
Grant Funded 0.38 0.38 0.38
Wages & Benefits 605,369 590,126 555,943 644,558 653,813 667,619 681,741
Contracted & General Services 40,992 46,429 29,720 52,179 53,809 54,389 55,854
Materials, Goods & Supplies 59,368 63,250 45,004 64,175 64,811 65,350 65,979
Internal Charges 187,088 191,051 197,055 201,414 194,362 198,111 203,206
TOTAL EXPENDITURES 892,817 890,856 827,722 962,326 966,795 985,469 1,006,780
REVENUES LESS EXPENDITURES (461,060) (490,828) (488,456) (506,472) (501,847) (525,521) (543,832)
Associated Amortization 18,978 12,375 12,375 12,623 18,978 19,167 19,358
Transfers to Reserves (6,010) (6,010) (6,360) (6,360) (7,270) (7,270) (7,270)
Tax Funding Required (467,070) (496,838) (494,816) (512,832) (509,117) (532,791) (551,102)
27 | P a g eService Area: Children, Youth and Family Programs (7 of 10)
COUNCIL EXPECTATIONS
Family Resource Network (formerly Family Wellness and Parent Link)
1) That individuals and families continue to get support as needed
2) Emphasis on preventive programming rather than crisis management
3) Continue to work with interagency partners in the Bow Valley
4) No duplication of services in the community
Out of School Care and Summer Fun
1) 100% cost recovery where possible for Out of School Club and Child/Youth Family Focused Recreation
Initiatives
2) 50% recovery generally on all other children programs (i.e. Summer Fun)
3) We expect to form part of a reasonable range of potential activities for children in the community
4) Try to respond to the expressed needs of the community
Successes Challenges/Opportunities
Family Resource Network (FRN) Opportunity:
o The Town of Banff entered in to a 3 year contract 2020- o More autonomy with respect to providing
2023 (i.e. $90,000yr) with the Gov of AB Children programming at the play space at 101 Bear
Services ministry to provide Family Resource Network Street (formerly Parent Link).
(FRN) Services. This will replace the funds received for o More ability to leverage the use of internal
Family Wellness Worker program. staff and departments to deliver programs
o Multiple funding partners for FRN Services (Children’s and services for parents/caregivers and
Services, FCSS, Town of Banff) their children. (Recreation, Settlement
o Great partnership with library in the provision of early Services, Community Helpers ect…)
childhood development services.
Summer Program Successes
o Operation out of two TOB locations- OSC room at BES Summer Fun Challenges:
and the Fenlands. Fenlands staff were absolutely great to o The program was split between two
work with on all fronts. Scout Hall provided a gym space facilities, and there was no custodial
to make up for BES lack of space. support at BES, no kitchen, play-ground
o Small group sizes with children= less behavior or gym.
management, more relationship building with children o Ever changing COVID regulations
and families, more space to roam far and wide with less heading into summer
kids and be attentive to the group at large in a more o No online registration or flex registration
focused way. in Book King
o Less camps, field trips and group bookings allowed for a o A significant decrease in program offerings
more relaxed, child led programming, which over summer as result of COVID-19
accommodated children better during the post Covid-19 regulation (i.e. Specialty Camps, Youth
shut down (i.e. transitions were easier, pace of program Camp, field trips & overnight campouts)
was slower)
o Successful emergency Covid-19 grant application and
Canada Summer Jobs grant brought in and additional
$21,800 for to offset wages in this cost center.
28 | P a g eOSC Successes OSC Challenges
o Our new program rooms- the children and staff can o Less physical spaces/rooms available to
animate, create their own their space (i.e. ownership). the program i.e. outdoor play space,
o Solid staff team this year- limited turnover and less kitchen, and gymnasium.
staffing challenges with longer term staff in place who are o Registration process was very difficult, no
invested in the work, and children. online registration or flex registration.
o New staffing structure allows for on site program o Cohort numbers restrict our ability to
supervisor and really helps to understand and attend to accommodate many unique users over the
what is going during day to day operations of the entirety of the school year.
program
o Accreditation no longer required by the province. A great
deal of time and paper work is no longer required (i.e.
less red tape for the provincial wage top up’s)
o Solid base of full time kids registered in each room.
Consistency makes for group cohesiveness.
Child/Youth/Family Focused Recreation Initiatives:
o Get Out program sees approximately 40 plus students
participating on Friday nights.
o Participation rates at The Basement has significantly
increased since changing the age range (10 to 40 students
each night).
o Registration from Mountain Adventurers Program
continues to see strong uptake from local families. 123
participants. Participation lower from previous years due
no sessions during spring school closure.
o 30 + Family Adventure Kits delivered to residents during
lockdown.
o 20 Grow Your Own Garden Family kits delivered to
residents during lockdown.
o 340 participants in Summer Get Out.
o 200+ online participants in Family Bear Aware program
delivered in partnership with Parks Canada during
lockdown.
o 4 online story time videos during lockdown that had
350+ views (partnership with Bow Media).
o Online sessions with kids each week to practice sports
and activities. Launch video had 1000+ views
(partnership with Bow Media).
o Delivery of children’s dance (19 participants) and art
classes (25+ participants) at The Fenlands in the fall
2020.
o 60 participants in youth yoga (8 sessions)
o Delivered Red Cross Babysitter certification course.
o Many youth signing up for Roller Sport days. Comment
from Client Services: On a Roller Sports day. One client
registers and the phone gets passes around to the next four or five
that are able to make it that evening. I’m impressed by their
willingness, excitement to make sure they are registered and that
their names show up on the list!
29 | P a g e2020 Priorities: Priority Status
o Funding opportunity released for prevention/early ✓ Completed - The town of Banff entered in to a 3 year
intervention services for the Bow Valley – contract 2020-2023 (i.e. $90,000yr) with the Gov of
Expression of Interest is due January 2020 – AB Children Services ministry to provide Family
hopeful notification will occur prior to April 1st
Resource Network Services. This will replace the funds
2020
received for Family Wellness Worker program.
Communication Format
2021 Priorities:
(RFD/Briefing/Policy/Bylaw/Workshop/Etc.)
No Priorities
30 | P a g eService Area: Recreation Programs, Events & Services (8 of 10)
Recreation Program Development and Delivery- Participation in both structured and unstructured recreational,
sport and cultural activities improves physical, psychological, and emotional health. Within the recreation program
service area, the following types of services are offered through the Town of Banff:
• Active Living Classes – a variety of active living programs such as yoga, 50+ fitness, Pilates, dance conditioning,
Zumba and more.
• Creative/Cultural Classes– Programs such as painting, make your own bees wax wraps, creative writing,
photography, language classes, theatre and more.
• General Interest Classes & Drop-in’s – a variety of general interest offerings including drop-in board games,
retirement savings courses, social media how to’s, first aid, etc.
• Drop-in Sports – Drop-in sports include activities such as volleyball, badminton, basketball, soccer, table tennis,
pickleball, skateboarding, shinny, public skating, sticks and pucks and more that are open to area residents of
various ages. Drop-in sports seasons typically kick off with a Try It (free instructor led session).
• Community Sport Leagues and Partnership Development – Adult community sport leagues provide residents
with a wide range of competitive and recreational sports. Most are offered by volunteer league convenors with
assistance from recreation programming staff to aide in the development of scheduling, budget support, grant
applications and facility access. Sports groups include hockey, curling, soccer, slow pitch, rugby and more.
• Sally Borden Pool Partnership– The Town of Banff supports the provision of life-guarded public swim access
at the Banff Centre’s Sally Borden swimming pool through the allocation of an annual operating grant.
Resident-Focused Community Events:
• Community events provide opportunities to bring residents together to celebrate and socialize.
• This service area houses the costs associated with these events, and in many cases, various Community Services
staff are either primarily involved in a facilitation role, or in partnership with other community members on
their delivery.
• Events currently include:
❖ Mountain Madness Race (Directly deliver in partnership with local organizations)
❖ Parks and Recreation Day (Directly deliver) – Postponed due to COVID
❖ Home Grown Art Show (Directly deliver)
❖ Market Music Series, Mountain Music Festival (formerly Harvest Festival) (Provide partial funding for
entertainment, permitting, marketing and advertising support) – Harvest Festival postponed due to COVID
❖ Louis Trono Concert in the Park (Provide partial funding for entertainment, permitting, marketing and
advertising support) – Postponed due to COVID
❖ Used Bike and Community Rummage Sale (Directly deliver fall sale, partner with Community Social
Development on spring sale) – Postponed due to COVID
❖ Alberta Family Day (Directly deliver in partnership with the Banff Centre and Banff Public Library) –
Postponed due to COVID
❖ Halloween Bonfire/Fireworks (budget for fireworks sits in this cost centre) – Recreation department ran
COVID safe community event in 2020 in lieu of fireworks.
❖ Bike Month (Directly deliver in partnership with Canadian Rockies Public Schools and local organizations)
31 | P a g eYou can also read
