Planning & Development Department - Town of Banff
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Planning
&
Development
Department
1|Page
Planning and Development Department
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 $8,645,275 $7,510,900 $4,026,330 $7,916,700 $5,947,257 $6,895,728 $7,841,700
Grant Revenue 418,059 68,990 765,652 90,500 95,572 53,800 25,500
Other Revenue 318,163 1,300 1,200 2,200 2,200 2,200 2,200
TOTAL REVENUES 9,381,497 7,581,190 4,793,182 8,009,400 6,045,029 6,951,728 7,869,400
EXPENDITURES
FTE Count Permanent 7.59 7.86 8.20 8.45 8.47 7.67 7.67
FTE Count Grant Funded 0.30 0.30 0.64 1.30 1.30 0.80 0.30
Wages & Benefits 787,947 831,794 938,793 1,081,208 1,051,616 876,554 847,491
Contracted & General Services 7,785,997 7,434,675 3,691,333 7,623,663 5,860,232 6,615,183 7,406,245
Materials, Goods & Supplies 13,193 6,140 5,241 8,950 8,700 8,700 8,700
Internal Charges 36,500 36,500 37,600 38,500 38,300 38,400 39,000
TOTAL EXPENDITURES 8,623,637 8,309,109 4,672,967 8,752,321 6,958,848 7,538,837 8,301,436
REVENUES LESS EXPENDITURES 757,860 (727,919) 120,215 (742,921) (913,819) (587,109) (432,036)
Associated Amortization 8,926 6,027 6,027 6,031 8,929 9,021 9,114
Gain / (Loss) on Disposal of TCA (56,982)
Transfers to Reserves (861,275) (206,891) (682,456) (140,091) (139,303) (139,303) (181,597)
Transfers from Reserves 250,222 286,200 169,740 168,700 386,500 132,400 65,000
Tax Funding Required 146,807 (648,610) (392,501) (714,312) (666,622) (594,012) (548,633)
Planning and Development Vehicle Fuel Consumption Benchmark
2019 consumed based on 2020 recorded telematics
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Service Area: Development and Building Permits & Inspections ( 1 of 6)
Development Planning
• Development is the act of changing or enhancing the use of land by constructing new buildings or additions,
replacing or repairing existing buildings, changing the use or intensity of use of land or buildings, excavation,
the cutting or removal of trees or installing signage on buildings or land. Any use or development of lands,
buildings or signs requires a valid development permit, unless it is specifically exempt from requiring a
development permit under the provisions of the land use bylaw or by federal or provincial legislation. A
Development Permit is required prior to the commencement of development.
• Development planning is accomplished through receiving, evaluating, determining and/or making
recommendations on all applications for new buildings, additions and renovations, changes of use, signage,
subdivision of land.
• Development planning also involves Land Use Bylaw enforcement and compliance monitoring, preparing real
property compliance certificates, providing guidance and assistance on all Town of Banff capital projects that
involve development or new construction and providing comment on projects located within the lands
adjacent to Banff at the request of Parks Canada.
Building Permit/Inspection Services
• Building Permit/Inspection services is the regulation of construction, alteration, and repair or demolition of
buildings and structures, of which the primary purpose is the promotion of public safety through the
application of appropriate uniform building standards in accordance with the Safety Codes Act of the Province
of Alberta and the Town of Banff Quality Management Plan (QMP).
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Service Area: Development and Building Permits & Inspections ( 1 of 6)
Development & Building Permits & Inspections
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 $1,395,783 $450,400 $426,000 $396,900 $471,900 $471,900 $471,900
Grant Revenue 5,500 5,500 5,500 5,500
Other Revenue 600 1,000 1,000 1,000 1,000 1,000
TOTAL REVENUES 1,396,383 451,400 426,000 403,400 478,400 478,400 478,400
EXPENDITURES
FTE Count 3.20 3.20 2.73 3.00 3.00 3.00 3.00
Wages & Benefits 291,734 328,514 263,271 303,031 302,988 311,085 319,390
Contracted & General Services 249,292 87,500 110,685 110,650 120,300 120,450 121,950
Materials, Goods & Supplies 11,666 3,440 2,987 5,750 5,500 5,500 5,500
Internal Charges 14,900 14,900 15,400 15,800 16,100 16,200 16,500
TOTAL EXPENDITURES 567,592 434,354 392,343 435,231 444,888 453,235 463,340
REVENUES LESS EXPENDITURES 828,791 17,046 33,657 (31,831) 33,512 25,165 15,060
Associated Amortization 4,618 3,410 3,410 3,410 4,620 4,666 4,712
Transfers to Reserves (360,903) (65,273) (60,350) (65,350) (65,525) (65,525) (65,525)
Transfers from Reserves 133,762 1,000
Tax Funding Required 601,650 (48,227) (25,693) (97,181) (32,013) (40,360) (50,465)
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Service Area: Development and Building Permits & Inspections ( 1 of 6)
COUNCIL EXPECTATIONS
1) Upfront communication about the development process
2) Consistent application of regulations
3) Design excellence
4) Protect the Municipality from risk (e.g. performance bond)
5) Monitoring alignment with the goals and objectives of the community plan, and Banff National Park
Management Plan
6) Proactive public engagement, compliance monitoring, and enforcement
7) Communication with the developers
8) User friendly
9) Response time for inspection services
10) Monitor the quality of our building inspection service provider
11) Capture new environmental revised standards
12) Conduct direct outreach prior to stop work orders where possible
13) Protect and inspect quality and safety of construction
14) Enablers of development while adhering to all processes and legislation
Successes Challenges/Opportunities
o Application of Banff Design Guidelines o Education, communication and community
o Quality of new development engagement for all new development
o Increasing levels of community o Perceptions, roles and responsibilities of Planning
engagement/interest and Development
o Accessibility of staff to ratepayer o Fast track processing framework for routine sign
o Interdepartmental communication permits
o Interagency communication with Parks Canada o Planning permit compliance monitoring,
o Knowledge and expertise of all Planning and surveillance and enforcement of project
Development staff conditions once construction has commenced
o Above-average response time for building o Forms and application updating
inspection services o Clarity needed with respect to Banff National
o Alignment with goals and objectives of Banff Park Management Plan
Community Plan o Interagency communication with Parks Canada
o Facilitating reinvestment in the residential and o Continued high volumes and increased
commercial sectors in order to be prepared for complexity of redevelopment stretching staff
post-COVID rebound capacity
o Emergent and unexpected special projects
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Service Area: Development and Building Permits & Inspections ( 1 of 6)
2020 Priorities: Priority Status
• Draft Land Use Bylaw regulatory framework for ✓ Tabled
RV storage in residential districts
• Work with the Fire Department and Communications in ✓ Complete – Numerous community-based
better understanding, educating and implementing FireSmart initiatives conducted by Protective
FireSmart and Emergency Preparedness goals and Services and Communications
regulations
• Present to Council the decisions of the B & B Working ✓ Complete – Legislation to return
Group and draft bylaw amendments that may be required
• Review Bed and Breakfast Home quotas and associated ✓ Complete – Legislation to return
regulations MPC 17-43
• Review the taxation structures between Bed & Breakfasts ✓ Complete – Legislation to return
and Hotels in the Town of Banff. MPC17-4
• Review the Bed and Breakfast Home regulations at the ✓ Complete – Legislation to return
appropriate time including the requirement to restrict
kitchens within communal accommodation units. MPC17-
32
• That Council provide direction on how to proceed with ✓ Complete – Legislation to return
enforcement on existing Bed and Breakfast establishments
that are operating outside of their permitted use. Example:
when a bed and breakfast advertises they have four
bedrooms available when, in fact, they have only been
approved to operate two bedrooms. MPC 17-43
Communication Format
2021 Priorities:
(RFD/Briefing/Policy/Bylaw/Workshop/Etc.)
• Complete legislative update of Bed and Breakfast review RFD
• Update Building Permit Bylaw RFD
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Service Area: Long Range/Strategic Planning/Policy Analysis and Development (2 of 6)
Long Range/Strategic Planning
Long range planning focuses on the “big picture” policies, vision and strategic planning objectives of the Town of
Banff that have a broad community impact. This includes the Banff Community Plan, downtown enhancement
planning, area redevelopment and site specific master plans, growth management studies and analysis, maintaining and
updating the provisions of the Land Use Bylaw, municipal census, and preparing reports and making
recommendations to Council, Municipal Planning Commission and other internal and external agencies as required.
Policy Analysis and Development
A policy is a guideline to follow in making decisions. It provides a framework for the delegation of decision making,
eliminates misunderstandings, reduces uncertainties and enables specific goals and objectives to be met. Some latitude
is allowed in decision making, dependent upon circumstances, otherwise it would be considered a rule or procedure.
However, in making decisions, the intent of the policy must be followed.
Current policy planning activities include:
• Railway Lands Area Redevelopment Plan (ARP)
• sidewalk seating
• housing
• heritage resources
• festivals and special events
• parking cash in lieu
• municipal sustainable building
• alternative transportation and off-street parking standards
• outdoor merchandising
• public realm design
This service area also encompasses applied research, data collection and analysis as well as public outreach and
consultation as required.
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Service Area: Long Range/Strategic Planning/Policy Analysis and Development (2 of 6)
Long Range & Strategic Planning
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 $3,400 $400 $3,400 $3,400 $3,400 $3,400
Other Revenue 9,825 100 100 100 100 100 100
TOTAL REVENUES 9,825 3,500 500 3,500 3,500 3,500 3,500
EXPENDITURES
FTE Count 1.05 1.30 2.09 2.10 2.10 1.30 1.30
Wages & Benefits 197,684 198,983 322,191 333,481 328,671 183,428 188,308
Contracted & General Services 70,711 124,350 18,200 78,550 78,550 103,970 23,560
Materials, Goods & Supplies 2,000 1,000 2,000 2,000 2,000 2,000
Internal Charges 7,200 7,200 7,400 7,600 7,400 7,400 7,500
TOTAL EXPENDITURES 275,595 332,533 348,791 421,631 416,621 296,798 221,368
REVENUES LESS EXPENDITURES (265,770) (329,033) (348,291) (418,131) (413,121) (293,298) (217,868)
Associated Amortization 1,600 972 972 972 1,600 1,616 1,632
Gain / (Loss) on Disposal of TCA (56,982)
Transfers to Reserves (100,060) (90,235) (3,535) (15,535) (3,535) (3,535) (46,785)
Transfers from Reserves 44,903 31,200 77,500 77,500 77,500 23,400
Tax Funding Required (371,277) (388,068) (300,228) (349,835) (349,301) (356,166) (261,283)
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Service Area: Long Range/Strategic Planning/Policy Analysis and Development (2 of 6)
COUNCIL EXPECTATIONS
1) Anticipate and prepare for involvement in the drafting of BNPMP amendments
2) Proactive involvement in Parks Canada strategic planning discussions
3) Monitor community need for policy review and generation
4) Review Community Plan and community engagement process for potential policy development
5) Proactive involvement with Parks Canada to influence their strategic planning documents in order to promote
the goals and objectives of our community plan
6) Focus on research approaches to creating pedestrian centric and alternative modes focused livable communities
7) Clarity of commercial allocation process
8) Proactive neighbourhood conversations about redevelopment and changes to density
9) Anticipate population changes and consequential policy impacts
Successes Challenges/Opportunities
o Communications with Parks Canada o Conflicting language with respect to Town of
o Planning outcomes from LUB amendments Banff key actions in the Banff National Park
o Commitment to long term vision of Banff via Management Plan
adherence to the goals/objectives of the Banff o Parks Canada relationship/process alignment for
Community Plan development
o Timely updates on policy when necessary o Policy for encroachment onto town owned lands
o Strong media management o Area Redevelopment Plan for CS District
o Creative solutions and agile responses to o Allocation of staff resources for internal planning
emergent issues services
o Investigation and adoption of best practices o Lack of resources to expedite policy development
o Forward looking department o Implementation of recommendations of Banff
Housing Strategy
o Implementation of recommendations of
Transportation Master Plan
o On-going Land Use Bylaw updates and
perpetually occurring updates
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Service Area: Long Range/Strategic Planning/Policy Analysis and Development (2 of 6)
2020 Priorities: Priority Status
• Land Use Bylaw CR (Railway) Land Use District ✓ Tabled pending 2nd phase of railway lands development
amendments proposal
• Policy for encroachment on Town of Banff ✓ Tabled - Expected 2021
owned lands
• Commence scoping exercise for review/update of ✓ Ongoing – To be finalized following adoption of Banff
the Banff Community Plan National Park Management Plan
• Propose a process for a collaborative long range
planning scoping exercise, in conjunction with the ✓ Moved to 2021 – Post-Management Plan
review and update of the Banff Community Plan,
which should include representatives of relevant
Committees of Council and community
stakeholder groups.
• Draft Land Use Bylaw updated regulatory ✓ Q4 - 2020
framework for Section 3.0.0 “Duties and
Responsibilities”
• Work with Parks Canada to establish ✓ Postponed to 2021 – Parks Canada not interested in
methodology for counting vehicle occupancy and partnering
categorize into types of users such as visitors,
residents, trades
• Input on Capital Projects ✓ Ongoing
• Create process for Council to have input into ✓ Postponed to next Municipal Census (2022)
census questions/process.
• Continue to participate with review/update of the ✓ Ongoing through2021
Banff National Park Management Plan
Communication Format
2021 Priorities:
(RFD/Briefing/Policy/Bylaw/Workshop/Etc.)
• Focus on Management Plan and associated input RFD
processes with an update to council in the first
quarter of 2021
• Railway Lands ARP to Council for 1st reading RFD
• Council review of Off-Site Levies Bylaw and RFD’s
required parking and housing cash in lieu fees
• Return to the Governance and Finance committee Briefing
with a briefing outlining the scope of the railways
lands Area Structure Plan prior to its First
Reading
• Council to review an area redevelopment plan for Service Review 2022
the Industrial Compound
10 | P a g eService Area: Business Licenses/Destination Marketing (3 of 6)
• Reviewing, processing and issuance of business licenses and annual business license renewals.
• Billing, recording payments and preparing reports for our destination marketing group (Banff Lake Louise
Tourism).
• Compliance monitoring and enforcement .
Business Licenses
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 $7,249,492 $7,057,100 $3,599,930 $7,516,400 $5,471,957 $6,420,428 $7,366,400
Other Revenue 100 100 100 100 100 100
TOTAL REVENUES 7,249,492 7,057,200 3,600,030 7,516,500 5,472,057 6,420,528 7,366,500
EXPENDITURES
FTE Count 1.32 1.32 1.32 1.30 1.30 1.30 1.30
Wages & Benefits 87,717 96,981 85,756 97,838 97,801 100,468 103,207
Contracted & General Services 7,013,418 6,845,200 3,356,898 7,279,850 5,240,407 6,183,888 7,127,360
Materials, Goods & Supplies 7 200 200 200 200 200 200
Internal Charges 1,900 1,900 1,900 2,000 1,900 1,900 2,000
TOTAL EXPENDITURES 7,103,042 6,944,281 3,444,754 7,379,888 5,340,308 6,286,456 7,232,767
REVENUES LESS EXPENDITURES
146,450 112,919 155,276 136,612 131,749 134,072 133,733
Associated Amortization 615 374 374 374 615 621 627
Transfers to Reserves (2,383) (2,383) (2,266) (2,266) (2,616) (2,616) (1,908)
Tax Funding Required 144,067 110,536 153,010 134,346 129,133 131,456 131,825
11 | P a g eService Area: Business Licenses/Destination Marketing (3 of 6)
COUNCIL EXPECTATIONS
1) Fees are fair and equitable
2) Maximize business quantity and quality in Banff
3) Communication is clear with the business community on the history and value for service
4) Enforcement is primarily complaint based
5) Ongoing compliance monitoring and enforcement
Successes Challenges/Opportunities
o Streamlined review and approval process o On-line/credit card payments at point of sale with
o Communication with business licence holders Business License administrator
o Online list of current business licence holders o Compliance monitoring
o Compliance o Communication of value for service
o Efficient process o Uncertainty around volumes associated with
o Fee collection COVID-19 pandemic
o Positive response to one day licences
o Continuous service delivery in spite of lack of
physical, front-desk presence
2020 Priorities: Priority Status
• Meet with BLLT to review the history and ✓ Postponed post-pandemic
intent of Schedule B
• Review of the Business Licence Bylaw in 2020 ✓ Moved to 2021
Communication Format
2021 Priorities:
(RFD/Briefing/Policy/Bylaw/Workshop/Etc.)
• Review of the Business Licence Bylaw RFD – end of Q2 2021
12 | P a g eService Area: Heritage Planning (4 of 6)
• The promotion, preservation, protection and management of heritage resources within the Town of Banff in
conjunction with the Banff Heritage Corporation.
• This includes maintaining a heritage resource policy and regulatory framework with incentives, financial
assistance and grant funding for property owners seeking to restore, maintain and protect built heritage.
• This service area is also intended to build awareness and appreciation of the town’s unique heritage resources by
providing information relating to the historic built environment, promoting local history through community
partnerships, stakeholder engagement, media, interpretative signage and publications.
Heritage 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
Grant Revenue $8,647 $33,990 $22,070 $10,000 $24,000 $20,000 $20,000
TOTAL REVENUES 8,647 33,990 22,070 10,000 24,000 20,000 20,000
EXPENDITURES
FTE Count Permanent 0.30 0.30 0.30 0.30 0.30 0.30 0.30
FTE Count Grant Funded 0.30 0.30 0.30 0.30 0.33 0.33 0.33
Wages & Benefits 35,920 33,356 46,944 49,327 47,909 49,166 50,456
Contracted & General Services 5,291 55,125 7,575 48,943 48,125 55,675 55,725
Materials, Goods & Supplies 53 500 500 500 500 500
Internal Charges 2,900 2,900 3,000 3,000 3,000 3,000 3,000
TOTAL EXPENDITURES 44,164 91,381 58,019 101,770 99,534 108,341 109,681
REVENUES LESS EXPENDITURES (35,517) (57,391) (35,949) (91,770) (75,534) (88,341) (89,681)
Associated Amortization 369 224 224 228 370 377 385
Transfers to Reserves (15,963) (28,033) (13,033) (35,973) (45,460) (45,460) (45,460)
Transfers from Reserves 30,000 30,000 30,000 30,000 30,000
Tax Funding Required (51,480) (55,424) (48,982) (97,743) (90,994) (103,801) (105,141)
13 | P a g eService Area: Heritage Planning (4 of 6)
COUNCIL EXPECTATIONS
1) Heritage awareness and targeted heritage programs
2) Work with owners and developers to preserve the heritage character of our buildings
3) Heritage reserve fund is maintained
4) Investigating other partnerships (e.g. Parks, Museums, etc.)
5) Working to ensure heritage programs exist in our community
6) Design and development review
Successes Challenges/Opportunities
o 2019-2022 Strategic Plan targets on or ahead of schedule Challenges
➢ Peter and Catharine Whyte Residence Municipal o Re-interpreting heritage planning’s role
Heritage Designation in progress within the organization
➢ Installation of new Heritage Plaque at 222 Glen o Allocation of staff administrative time vs.
Crescent competing priorities
➢ 11 Statements of Significance completed o Development pressure threatening
➢ Norman Luxton and Mary Vaux Walcott Landmarks heritage properties
and Legends published o Limited community grant opportunities
o Collaboration with community partners and heritage due to dwindling Heritage Reserve funds
agencies, including Bi-monthly Banff Heritage o Re-imagining Doors Open Banff
Corporation meetings
o Adaptive reuse of heritage buildings (Beaver Lodge, Opportunities
Rundle Cabin) o Incorporate international best practices to
o Successful provincial grant reimbursements (Bow River heritage programs, incentive and
Bridge) regulatory structure through a Heritage
o Support for internal heritage projects (Rundle Cabin Master Plan
redevelopment, Bow River Bridge maintenance, and Banff o Raise profile of heritage to visitors and
Avenue Housing Project, Railway Lands ARP) residents
o Heritage input into proposed Bed and Breakfast o Community Heritage Exhibit and website
regulations improvements
o Continuing participation in the Young Canada Works o Ongoing digitization of Town heritage
program records and resources
o Engage with the public on heritage-related inquiries
o Heritage review in the design and development process
2020 Priorities: Priority Status
• Begin development of a Heritage Master Plan ✓ Background and RFP Draft by Q4 – 2020
• Begin development of a framework for commemorating ✓ Commenced – See New Service Level Request
historical and contemporary Indigenous contributions in
Banff
• Coordinate development of Town of Banff Council ✓ Ongoing
recommendations to Parks Canada during stakeholder
consultation to update the 2020 Parks Management Plan,
relating to heritage preservation
14 | P a g e• Banff Heritage Corporation annual newsletter ✓ Commenced – Template development by Q4,
2020
• Explore community heritage exhibit ✓ Commenced – Template development by Q4,
2020
• Expand heritage walking tour ✓ Tabled
Communication Format
2021 Priorities:
(RFD/Briefing/Policy/Bylaw/Workshop/Etc.)
• Draft Heritage Master Plan completed by Q4, 2021 ✓ Workshop and RFD
➢ RFP Issuance
➢ Outline and Community Engagement Strategy
➢ Thematic Framework & Historical Context
➢ Cultural Landscape Survey
➢ Incentive and Program Recommendations Report
• Resume scheduled transfers to Heritage Reserve in the ✓ Existing Heritage Resource Management Policy
amount of $35,000 per year to support the Heritage Grant
program
• Council review of Framework for commemorating ✓ RFD
historical and contemporary Indigenous contributions in
Banff
15 | P a g e1 of 3 New Service Level Request - Indigenous Commemorative Framework
Summary:
The establishment of a Framework for Commemorating Indigenous Contributions was identified as a key action in
the 2019-2022 Council Strategic Plan. This initiative recognizes that our community’s history is deeply connected
to the story of the national park and serves as a reference for planning our future. Our community’s shared history
with Indigenous Peoples is also a core element of the Truth and Reconciliation Commission of Canada Call to
Action Report.
In accordance with the Heritage Action Plan in the Council Strategic Plan, Planning and Development commenced
background research into the development of a framework for commemorating indigenous contributions in 2020.
In order to effectively advance the objectives of Council Strategic Plan, the Town of Banff, will need to build a
foundation for meaningful engagement with Indigenous Peoples. Establishing a friendship circle of trusted
advisors and knowledge keepers is widely acknowledged as the best way to engage, connect and build trust with
Indigenous communities who share historical, spiritual and ancestral connections to Banff.
Description:
Municipalities across Canada have developed a wide range of indigenous polices, frameworks and strategies. These
strategies are typically rooted in a willingness to create safe and trusting environments for Indigenous leaders and
community members to share their stories. Before endeavouring to draft a framework explaining our community’s
shared history and/or identify cultural landscapes of value to the Town of Banff, we will need to build a
foundation for meaningful engagement with Indigenous Peoples who have spiritual and ancestral connections to
the land.
The Town of Banff understands that Indigenous peoples not only need to participate in decision making in Banff
but also need to be recognized as partners and stewards of the land. This project is a strategy that will endeavour to
acknowledge and engage Indigenous peoples who share sacred connections to the townsite and Banff National
Park.
A policy framework would be starting point to guide and strengthen both Council and administration’s
understanding, relationship and opportunities with First Nations on matters of historical, traditional and cultural
significance. A preliminary analysis of current best practices indicate that an Indigenous policy/framework, in
summary, would include:
• Statement of Purpose
• Statement of Commitments
• Principles and Distinct Values of First Nations
• A Shared Vision and Culture of Inclusion
• Indigenous Ways of Knowing (Cross Cultural Awareness)
• Indigenous Ways of Doing (Procedures and Practices)
• Indigenous Ways of Connecting (Collaboration, Building Relationships)
• Indigenous Ways of Being (Inclusivity and Leadership)
• Strategic Alignment
The total cost of completing the project is difficult to determine at this time and is dependent upon the level and
scope of engagement needed with Indigenous advisors to provide guidance on policy development and support
local decision making. An initial cost estimate for the project suggests the following requirements:
16 | P a g eOperating Costs:
Project Item 2021 2022
Engaging with Indigenous Advisors 7,500
Community Outreach 7,500
Protocol and Policy/Framework Development 7,500
The Indigenous Commemorative Framework will guide the Town of Banff on its path of transformation,
commitment and responsibility for truth and reconciliation. The framework and strategy will remain a living
document within the organization where progress and direction will be monitored and evaluated over time.
Resources Required to Implement & Maintain:
Internal resources are required to support and administer the project, provide council reporting and review
communication materials. The delivery of this project would be led by the Manager of Strategic Initiatives +
Special Projects.
Estimated Delivery Date: 2022
Council Strategic Priority? Yes.
He12 Establish Framework for commemorating Indigenous contributions in Banff.
Supporting Materials:
https://banff.ca/DocumentCenter/View/6102/Banff-Strategic-Plan-2019-2022?bidId=
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Service Area: Environmental Management (5 of 6)
• The Environmental Management service area is both an internal and externally focussed role to deliver
Community Plan commitments with respect to environmental impacts, resource consumption, and community
education.
• Tasks include environmental planning, approvals and monitoring, policy development, capital project
management, and internal/external engagement on aspects of the Environmental Master Plan.
• Key focus areas incudes water consumption and quality, energy and climate, waste diversion, sustainable
transportation and air quality, habitat preservation/restoration and human-wildlife coexistence.
• With onboarding of a Municipal Energy Coordinator in Q2 2020, the team now fills a full-service energy
management role supporting progress on the Renewable Energy Transition Roadmap, and internal GHG
emissions targets.
• A key role of the Environmental Manager is to liaise with Parks Canada on permitting, compliance, and
wildlife issues associated with the Town’s infrastructure and capital projects.
Environmental Management
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
Grant Revenue $409,413 $35,000 $743,582 $75,000 $66,072 $28,300
Other Revenue 307,738 100 1,000 1,000 1,000 1,000 1,000
TOTAL REVENUES 717,151 35,100 744,582 76,000 67,072 29,300 1,000
EXPENDITURES
FTE Count Permanent 1.49 1.49 1.49 1.49 1.49 1.49 1.49
FTE Count Grant Funded 0 0 0.34 1.00 1.00 0.50 0
Wages & Benefits 147,028 144,477 195,347 269,877 246,674 204,098 157,064
Contracted & General Services 446,036 320,150 195,555 96,320 363,400 141,700 68,100
Materials, Goods & Supplies 1,468 500 554 500 500 500 500
Internal Charges 8,600 8,600 8,800 9,000 8,800 8,800 8,900
TOTAL EXPENDITURES 603,132 473,727 400,256 375,697 619,374 355,098 234,564
REVENUES LESS EXPENDITURES 114,019 (438,627) 344,326 (299,697) (552,302) (325,798) (233,564)
Associated Amortization 1,415 860 860 860 1,416 1,430 1,444
Transfers to Reserves (362,596) (1,598) (602,625) (1,598) (2,798) (2,798) (2,798)
Transfers from Reserves 71,558 225,000 91,240 61,200 279,000 79,000 35,000
Tax Funding Required (177,019) (215,225) (167,059) (240,095) (276,100) (249,596) (201,362)
23 | P a g eService Area: Environmental Management (5 of 6)
COUNCIL EXPECTATIONS
1) Model environmental community
2) Updates on best practices, international research
3) Evolution from education through incentive to legislation for environmental initiatives
4) Staying ahead of public expectations
5) Pollution prevention
6) Creative ideas and incentives for environmental programs
7) Town of Banff capital project development, design review, permits, and environmental monitoring
8) Actively seek outside grants
9) Promote provincial and federal GHG reduction initiatives and look for Town opportunities
Successes Challenges/Opportunities
o Project management o Need to improve environmental monitoring through
o Partnerships better reporting and field data collection
o Parks Canada relationships o Maintaining momentum on growth of renewables in
o Awareness of initiatives the town site an ongoing challenge
o Many successful projects o Building momentum on energy efficient buildings
o Incentives (crab apple tree replacement and solar across the community
panel) o Environmental impact implications in capital project
o Active community initiatives requests
o Involvement in the design and planning of Town o Enforcement and expansion of environmental
projects standards
o Mitigations and monitoring during capital projects o Increase participation in waste diversion programs
o Grant applications through additional educational initiatives
o New potential opportunities with provincial and
federal GHG reduction initiatives
o Further education on hazardous waste that we don’t
accept
o Understanding local air, noise, and light pollution,
and how they impact our community
o Promoting alternative modes of transportation
24 | P a g e2020 Priorities: Priority Status
• Launch a collaborative ‘Circular Economy Change Lab’ ✓ Being led by Resource Recovery and Community
(with residents, local waste diversion leaders, and subject Services teams.
matter experts from the non‐profit and private sectors),
focused on collaborating to prevent waste in Banff.
• Complete new Pre-approved Routine Impact Assessment ✓ In progress. Will continue in to 2021.
(PRIA) document to replace existing Model Class
Screening Report that supports environmental screening
of routine Town projects.
• Complete freshwater aquifer study in support of acquiring ✓ Deferred to 2021.
10-year water extraction permit from Parks Canada.
• Complete Local Wildlife Corridor Effectiveness Study, ✓ Deferred to 2021- Will re-evaluate with Parks
scope to be reviewed by Parks Canada. Canada prior to proceeding
• Continued progress on reducing wildlife attractants, and ✓ Ongoing.
human-wildlife conflicts
• Complete Sustainable Procurement Guidelines ✓ In progress. To be rolled out to internal
(administrative policy related to new Purchasing Policy – stakeholders in Q1 2021.
C4002)
• Update Contractor Environmental Responsibilities ✓ Deferred to Q2 2021.
document/form
• Update Municipal Sustainable Building Policy (C106) ✓ In progress. Present to council in Q1 2021.
• Review and adjust Environmental Rebate Program ✓ Complete. Present to council Q4 2020 or at 2021
(summer student) Service Review.
• Review and adjust Solar PV Incentive Program (summer ✓ Complete. Present to council Q4 2020 or at 2021
student) Service Review.
• Onboard new Municipal Energy Manager ✓ Complete. Contract in place through June 2022.
• Develop Facilities Energy Management Plan and present ✓ Complete. Present Facilities Energy, Water, and
to Council Waste Management Plan to council in Q1 2021.
• Deliver the Biomass District Heating Project ✓ Under construction. Completion by end-2020.
w/engineering support
• Deliver the Waste Transfer Station solar PV project ✓ Complete. Commissioned May 11, 2020.
• Develop climate action work plan for 2021-2022 ✓ Complete. Presented to council on Sept. 21, 2020.
• Begin planning for completion of ‘State of the Town’ ✓ State of the Environment’ Report in progress as part
report in advance of new Community Plan of PRIA project.
25 | P a g eCommunication Format
2021 Priorities:
(RFD/Briefing/Policy/Bylaw/Workshop/Etc.)
• Complete new Pre-approved Routine Impact Assessment Briefing upon completion
(PRIA) to replace existing Model Class Screening Report
that supports environmental screening of routine Town
projects.
• Complete environmental assessment for Town of Banff Briefing
Water Permit
• Complete in-house ‘State of the Environment’ report Briefing
• Work closely with Parks Canada on new storm water Service Review
quality monitoring and reporting initiative
• Implement new Facilities Energy, Water, and Waste Briefing
Management Plan
• Work with internal and external stakeholders to propel Internal and public engagement
implementation of 2021-2022 Climate Action Work Plan
• Implement Town of Banff solar PV and LED lighting Service Review
capital projects
• Present options for adoption of a Property Assessed RFD
Clean Energy (PACE) to help people make energy
efficient upgrades to their properties financed through
property taxes
• Work with municipal, institutional, and commercial Briefing
partners to explore potential partnerships on corporate
PPAs for purchasing renewable electricity.
26 | P a g e2 of 3 New Service Level Request - Multi-Facility LED lighting upgrade
Summary:
This request is for an LED lighting upgrade project covering approximately nine municipal buildings. This project
would reduce energy and maintenance costs and make a significant dent in the Town’s GHG emissions. The
project is projected to pay for itself through operating cost savings in approximately 6 years (simple payback).
Description:
The exceptional energy savings of LED lighting technology is well-established, and is most easily demonstrated in
facilities where lighting makes up most or all of the electricity load, such as 1) the Town’s streetlight accounts, and
2) the Bear St Parkade. The energy savings associated with LED upgrades in these facilities are illustrated below:
These energy savings generate substantial operating cost savings and GHG emissions reductions. Recognizing this,
council has previously approved $105,000 (FY 2019, 2020, 2021) for LED lighting upgrades in several municipal
facilities (Fenlands Rec Centre, Maintenance/Wood Shop, Library/Seniors Centre, Vet/Animal Services) as part of
the annual Facilities capital maintenance budget, though none of these funds have been spent to date.
Environmental Services has been working with the Facilities team to refine the scope of the LED upgrade project,
identify grant funding opportunities, develop a procurement strategy, and allocate staff time for project
management. Several recent developments point to 2021 as the ideal year to proceed with these upgrades:
1. On November 23, 2020 the Municipal Climate Change Action Centre approved $132,500 of grant funding
for lighting upgrades at the Fenlands Rec Centre in 2021;
2. The balance of the environmental reserve is unusually high (>$900,000). LED upgrades could therefore be
funded from there rather than from tax-funded reserves, while the energy and maintenance cost savings
would nonetheless be returned to taxpayers through operating budget savings;
3. The project can be installed by local contractors, supporting the economic resiliency of the community
during the COVID-19 downturn;
4. With the new Municipal Energy Coordinator position (2-year contract), a large lighting project can be
managed without requiring significant staff time from the Facilities team which is heavily tasked with
supporting COVID-19 emergency measures;
27 | P a g e5. Q3/Q4 2019 administration completed energy audits on all Tier 1 and Tier 2 facilities. These energy audits
include an up-to-date lighting equipment inventory and technical/economic analysis that should be taken
advantage of;
6. Disruptions to staff productivity and day-to-day operations may be less in 2021 due to reduced facility
occupancy as a result of the COVID-19 pandemic.
These developments also present an opportunity to pursue an expanded LED upgrade project that could generate
improved economies of scale and support Facilities’ goal to standardize lighting equipment across as many
buildings as possible to further reduce maintenance costs. Administration is therefore proposing an expanded LED
upgrade capital project covering approximately nine (9) facilities for a total capital cost of $400,000. This would be
funded by the following sources:
1. $132,500 grant funding from the Municipal Climate Change Action Centre.
2. $105,000 reallocated from the 2021 Facilities capital maintenance budgets (discussed above). This portion
is currently funded by the General Capital Reserve (of which $469,155 has been pre-allocated to energy
efficiency projects).
3. $162,500 from the environmental reserve.
In total, the proposed project would involve the retrofit and/or replacement of over 2,000 lighting fixtures and the
installation of occupancy sensors where appropriate.
Estimates for capital costs and operating cost savings are based on research/quotes provided by the Facilities team
and analysis from the energy audits completed in Q3/Q4 2019. The scope of the project is flexible, and will be
adjusted as needed to ensure the final cost remains within the $400,000 proposed budget.
Capital Costs/Funding Source(s):
Full LED lighting upgrades for the following facilities:
2021 2022 2023
Design $40,000
Fenlands Rec Centre $179,000
Town Hall $70,000
Fire Hall $46,000
Fleet Services $16,000
Library $12,000
Seniors Centre $12,000
Ops Admin $10,000
Maintenance Building $9,000
Waste Transfer Station $6,000
Gross Cost $400,000
REC grant funding $(132,500)
Previously approved capital budget (1) $(105,000)
Net New Capital Request $162,500
Tax-Funded $0 (contingent on $162,500 coming from environmental reserve)
(1) Currently budgeted as part of the Building Lifecycle Maintenance capital
project and the Fenlands Lifecycle Maintenance Capital Project
28 | P a g eResources Required to Implement & Maintain:
Internal resources; Municipal Energy Coordinator as the project manager and the Facilities team as prime
stakeholder.
Estimated Delivery Date:
Staggered install across facilities starting in June 2021.
Supporting Strategic or Tactical Plan?
The goals of this project align with the environmental goals and objectives outlined in the Banff Community
Plan to minimise energy and water use across the community, increase awareness of energy use, reduce GHG
emissions for municipal operations and implement energy conservation strategies. These goals are supported by
the targets & tactics outlined in the Renewable Energy Transition Roadmap that was adopted by council on
December 2019, including:
Action 5: Municipal Building Retrofits
• All municipal buildings undergo energy efficiency retrofits to achieve 50% thermal energy and 50%
electrical energy savings
• 100% of municipal buildings are retrofit by 2035
• Identify priority buildings for retrofits, and schedule work
Council Strategic Priorities
Council’s 2019-2022 Strategic Plan includes the following:
• Promote Town leadership and inspire corporate participation through a variety of efficiency and renewable
projects that include fleet transition, building retrofits, and generation facilities
Supporting Materials: N/A
29 | P a g e3 of 3 New Service Level Request - Storm Water Quality Monitoring
Summary:
Operating funds are requested for storm water sampling and analysis, in support of a storm water quality
monitoring partnership between the Town and Parks Canada.
Description:
Ecological monitoring of the Bow River by Parks Canada in recent years has revealed an unusually high number of
pollution-tolerant invertebrates and an unusually low number of pollution-sensitive invertebrates in the Bow River
downstream of the Banff townsite. Additionally, an overabundance of algae has been observed in some locations,
especially in close association with storm water outfalls. These observations are considered to be reliable indicators
that water and habitat quality in the Bow River is being negatively impacted by the presence of the town. Parks
Canada has identified improvements to storm water quality as a high priority for the town site and outlying areas.
One possibility is that these effects on water quality are due to the presence of pollutants in the town’s storm
water, which enters the river at a number of outfalls around the town site. Before considering options for
improving storm water quality, it is necessary to accurately characterize the nature of the pollutants that are
present, determine their origin within the town site, and ideally confirm a causal link between their presence in the
town’s storm water and the degradation of habitat in the Bow River. This information would enable the Town and
Parks Canada to work together on designing appropriate storm water quality mitigations.
As a first step, in August 2020 the Town and Parks Canada agreed to some initial storm water quality testing in fall
2020 funded by the Environmental Services contracted services budget ($5,000). The terms of this agreement are
that Parks Canada will be responsible for sample collection, coordination with the lab, and preparation of reports,
while the Town of Banff will cover the cost of the sample analysis. Samples will be collected mainly during rainfall
events and periods of rapid/sudden snowmelt, so as to capture pollutants from ‘first flush’ storm water discharges.
The bulk of the sampling would occur in 2021 and 2022, with the aim of developing a relatively complete picture
of the pollutants being transported through the storm water system, and how they vary from season to season. To
fully support this work, $20,000 is required in both 2021 and 2022.
Capital Costs/Funding Source(s):
n/a
Operating Costs/Revenue(s):
2021 2022
Lab testing of storm water samples $20,000 $20,000
Storm Dept Operating Funds Available $(7,500) $(7,500)
Operating Funds Requested $12,500 $12,500
Resources Required to Implement & Maintain:
Staff time only
Estimated Delivery Date:
December 31, 2022
Supporting Strategic or Tactical Plan?
The Environmental Master Plan identifies key actions for addressing storm water quality, and identifies specific
targets for key pollutants.
30 | P a g ep.59 Assess the ‘state of’ storm and surface water management in Banff (including current pollution sources and
filtration opportunities):
a. Develop and implement a comprehensive storm and surface water strategy that includes a plan for
regular in- and outflow monitoring supported by load reduction quality targets specific to Banff’s
climactic, surface porosity, and infrastructure performance context. specific targets for pollutants at the
town’s storm water outfalls.
b. Work with Parks Canada to monitor surface water quality.
p.56 Outperform average water quality targets for Nitrate (0.13mg/L), Total Phosphorus (0.012mg/L), and
Total Suspended Solids (25mg/L) at stormwater outfalls.
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Service Area: Public Art (6 of 6)
• The primary purpose of the Community Art Committee is to enhance the Banff townsite with diverse art
forms.
• The Community Art Committee is tasked with setting goals and making plans that articulate the vision and
mission, engaging the community, and implementing public art projects through an integrated process and
establishing related policies and procedures which identify and foster new opportunities for public art.
Public Art
2020-2023 Operating Budget
2019 2019 2020 2021 2021 2022 2023
Actual Approved Q3 Approved Proposed Proposed Proposed
Budget Forecast Budget Budget Budget Budget
EXPENDITURES
FTE Count 0.23 0.25 0.25 0.25 0.25 0.25 0.25
Wages & Benefits $27,863 $29,483 $25,284 $27,653 $27,573 $28,310 $29,066
Contracted & General Services 1,249 2,350 2,420 9,350 9,450 9,500 9,550
Internal Charges 1,000 1,000 1,100 1,100 1,100 1,100 1,100
TOTAL EXPENDITURES 30,112 32,833 28,804 38,103 38,123 38,910 39,716
REVENUES LESS EXPENDITURES (30,112) (32,833) (28,804) (38,103) (38,123) (38,910) (39,716)
Associated Amortization 308 187 187 187 308 311 314
Transfers to Reserves (19,370) (19,370) (648) (19,370) (19,370) (19,370) (19,122)
Tax Funding Required (49,482) (52,203) (29,452) (57,473) (57,493) (58,280) (58,838)
39 | P a g eService Area: Public Art (6 of 6)
COUNCIL EXPECTATIONS
1) Support public art in the community
2) Promote private and public sector partnerships
Successes Challenges/Opportunities
o Additional funding (funding formula) o Investigate other initiatives – electronic media
o Ephemeral/Temporary installations o Investigate policy opportunities with Banff Centre
o Have public committee supported by o More public art
administration o Further mechanisms for contributing more
o Existing projects money from private development side
o Quality and diversity of art pieces o Communication and promotion
o Broad range of community representation o Leverage opportunities from artists in residence
o Professional expertise on art committee program at the Banff Centre
o Engaged business owners of private galleries o Seek opportunities to own public artworks and
o public engagement to identifying suitable celebrate emerging artists
locations throughout the Town o Consider temporary installations
o Poet laureate program
2020 Priorities: Priority Status
• Leverage opportunities with the Banff Centre (ex. ✓ Ongoing
temporary galleries and installations, commission
piece policy)
• Investigate mechanisms for public art support ✓ Ongoing
from private development
• Public Art installation of Bear Street Shared Street ✓ Postponed
Communication Format
2021 Priorities:
(RFD/Briefing/Policy/Bylaw/Workshop/Etc.)
• Public Art installation of Bear Street Shared Street Unveiling - Q3 2021
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