2013 ToC Budget and Business plan

Town of Canmore 2013 Budget and Business Plan

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Table of Contents Page 2 of 2

2013 Capital Budget ……………………………………………….. 95

Capital Budget Summary …………………………… 96 2013 Capital Budget …………………………………. 98 2013 Capital Project Summaries ……………………. 100

2013 - 2017 Capital Planning Summary……………………………. 184 Capital Planning Summary …………………………. 185 Total Capital Expenditures ………………………… 189 Grant & Reserve Balances ………………………….. 190 Debt & Debt Servicing ……………………………… 191

2013 Master Fee Schedule …………………………………………. 192

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Town of Canmore Strategic Plan

Approved on April 17, 2012 resolution #145-20125

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While providing high quality services to the residents of Canmore, the Town also looks to the future to think strategically about our community and the lives of our residents and visitors. This Strategic Plan functions as a big picture, strategic document that lays the foundation for the work that the Town of Canmore will do over the next 10 – 15 years.

The goal of strategic planning is to bring together the public, staff, and Council in the development of a common long term vision, goals, and strategic initiatives. The purpose of strategic planning is to create a document that acts as a reference for management and staff in guiding decision making, provides useful information at budget evaluation time, and as a tool to communicate strategic priorities to the community. This plan is intended to be that document.

The Strategic Plan guides Administration in an integrated manner to create annual business plans, develop budgets, and establish a performance measurement system. This system will be used to measure the progress of the organization toward our vision, goals, and strategic initiatives.

2013-2015 Strategic Plan

Town of Canmore l Strategic Plan

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2013-2015 Strategic Plan


The Mountain Peak is what we aspire to reach. It provides a focal point for all staff that serves as a connection between the highest level of planning and the day-to-day activities of our employees.

The Natural Step is the sustainability framework that we use for decision making and analysis.

Guiding Documents are the key documents used to develop our vision, goals and strategies (see Appendix).

Goals identify what we are trying to achieve as we work toward our vision.

Strategic Initiatives define specifically the ways we will achieve our goals.

Actions identify what actions we will take to accomplish our goals.

Service Areas represent all the Town of Canmore departments and the products and services they provide.

The Town of Canmore’s Corporate Values shape the culture and define the character of our organization. They guide how we behave and make decisions.

The Community includes all residents of Canmore and the wider Bow Valley area.

Our Mountain Peak

The Community

The Natural Step – Fram

ework for Sustainability

Business Areas & Services

Actions

Strategic Initiatives

Corporate Goals

Guid

ing

Docu

men

ts: S

ee A

ppen

dix

for d

etai

ls

Corporate Values and Culture

Wellness Respect Integrity Service

Teamwork

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Our Strategic Plan was developed with the collaboration and co-operation of Council and the management team. Council and Senior Administration spent three days together discussing the long term vision for Canmore, community values, trends, planning needs and reviewing organizational strengths and challenges. The strategic planning process included:

• Developing a vision for Canmore and the future

• Identifying goals and strategic initiatives that will allow us to achieve our vision

• Reviewing key guiding documents to ensure inclusion of key components (the guiding documents are briefly reviewed in Appendix A).

Between each strategic planning day, Senior Administration reviewed the results with Managers and gathered their input and compiled information for review with Council at the next planning day. The entire Strategic Plan will be reviewed and updated every three to five years.

Strategic Plan Development


Strategic Plan Development

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The Integrated Planning Cycle is a holistic approach to strategic planning that links the vision, goals, and strategic initiatives to business planning, budget, and performance measurement. A full review of this Strategic Plan will be done every three to five years. Council and Senior Administration will work together to review and revise the vision, goals, and strategic initiatives, and priorities for the next three to five years will be set.

The Business Planning Cycle is a process that occurs annually. At the start of the year, Managers will report to Council on the performance of the past year. The current year’s priorities will be amended based on carry over items from the performance report. Council and Senior Administration will work together to review the strategic initiatives for the next year.

For example, in January/February 2013, Managers will report on performance on 2012 initiatives. Carry overs will be added to 2013 initiatives. Council and Senior Administration will review strategic initiatives for 2014 and establish priorities.

In March and April, Managers take the work done by Council and Senior Administration to their Service Area. Each Service Area will develop actions and work plans based on the established priorities.

In May and June, a list of proposed actions that respond to the established priorities for 2014 will be presented to Council for their input. Budget guidelines are then set and managers create budgets for 2014 actions.

In September and October, a draft business plan will be created. At this time, a draft budget will also be created showing the link between 2014 established priorities and actions and any budget requirements associated with those actions.

In December, the 2014 Business Plan will be finalized and approved at the same time as the 2014 budget.

The Integrated Planning Cycle


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Town of Canmore Strategic Plan

Performance Report on previous year

Reaffirm strategic initiatives and any carry over actions

January/February

Business Plan approval with Budget December

Department Business Planning

March/April

Draft Business Plan with Budget resources allocated

September/October

Budget Guidelines Council approval of department actions

May/June

AnnualBusiness Planning Cycle

2011

Serving the community to enhance our quality of life

Town of Canmore 2011-2012 Business Plan

Adopted by Council on June 21, 2011. Resolution #260-2011

Ron Casey, Mayor

Don Kochan, M. Eng, P. EngChief Administrative Officer

Vision GoalsStrategic Initiatives

10 - 15 years Reaffirmed with each Council

3 - 5 years Annual review

by Council

Trends

Stakeholders

Community

Guiding DocumentsMining the Future (MTF)Environmental Sustainability Action Plan (ESAP)Comprehensive Housing Action Plan (CHAP)The Natural Step (TNS)Sustainable Economic Development & Tourism Strategy (SED&TS)Signposts to Sustainability (S2S)Municipal Development Plan (MDP)

Corporate Values and Culture

Wellness Respect Integrity

Service Teamwork

Integrated Strategic Planning Cycle


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ProcessThe strategic planning process resulted in the development of a vision, 11 goals, and several strategic initiatives for the Town of Canmore. While some strategic initiatives apply to more than one goal, each has been assigned to the goal it most clearly represents. The goals fall into the 5 broader categories of Place, Service, Economy, Environment and People.

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

Vision, Goals, and Strategic Initiatives


GoALS

2. The social, cultural, and economic health of the downtown is essential to maintaining the downtown as the heart of the community

3. Canmore’s services and programs respond to the social, cultural and recreational aspirations of its residents

STRATEGIC InITIATIVES

• Improve town wide bicycle and pedestrian route system and decrease reliance on car use

• Create a new MDP document to remove vagueness and provide clarity of direction to new development

• Grow event and celebration opportunities in the downtown core.

• Update and Implement the Downtown Enhancement Concept

• Plan for 10th Street, the lane behind the north side of Main Street and Policeman’s Creek Pond

• Foster a diversity of essential services in the downtown area

• Develop a plan to encourage aesthetic improvements to store fronts of vacant properties

• Redevelop the Recreation Centre pool envelope as a Community Centre. Develop a plan for covering the adjacent sports field as a second phase to this redevelopment

• Redevelop the old Library as an Arts Development Centre

PlaC

eSeRV

ICe

PlaC

e

1. Canmore has a unique sense of place

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GoALS

• Support the growth of businesses outside of the tourism and hospitality sectors

• Create an environment for economic opportunity by contracting with Canmore Business and Tourism in the coordination of the implementation of the Sustainable Economic Development and Tourism Strategy

~ Enhance tourism and events

~ Grow the Health and Wellness sector of the economy

~ Develop a plan to leverage the economic impact from the non-permanent residents sector

~ Harness and leverage the expertise of knowledge-based specialists

~ Harness and leverage the expertise of small/home-based businesses

eCo

no

my

6. Canmore has a diverse economy that is resilient to change


4. Canmore is a safe community • Advocate for accountability from Province post transition of EMS to Alberta Health Services

• Implement components of the Fire Strategic Plan

• Manage and mitigate known community hazards as identified through the Emergency Management Plan and operational experiences

• Implement infrastructure upgrades to improve bicycle and pedestrian safety

SeRVIC

e

5. The Town of Canmore delivers effective and fiscally responsible services while valuing innovation

• Establish a Benchmarking Initiative to measure and evaluate municipal services and programs. Include Community Impact, Service Level, Efficiency and Customer Satisfaction measures• Develop and foster partnerships with community groups, regional neighbours, other levels of government and third party organizations for the provision of seamless service to the citizens of Canmore • Implement financial controls, processes and systems to ensure transparency and accountability in municipal service delivery

SeRVIC

e

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GoALS

• Implement mechanisms to balance human use in the South Canmore and Palliser Area Habitat Patches

• Work to establish legal instruments to protect designated wildlife corridors and habitat patches on Provincial and private lands to ensure connectivity and functionality in a regional and national context

enV

IRon

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9. Canmore’s natural environment remains viable for wildlife while providing opportunity for human enjoyment

7. Canmore’s services and programs meet the needs of a diverse socio-economic population

• Implement components of the Comprehensive Housing Action Plan. Specifically:

~ Create PAH units through the development of partnerships

~ Develop a plan for an Employee Housing Program

~ Investigate opportunities for the provision of social housing in the Bow Valley through our partners

• Explore Options for a level 3 assisted living project for seniors through our partners

• Through the Bow Valley Regional Transit Commission, create regional and local transit systems

eCo

no

my

8. Canmore is a municipal leader in environmental stewardship

• Implement components of the Environmental Sustainability Action Plan. Specifically, by 2020:

~ Reduce annual per-capita water consumption by 40 % from 2000 levels

~ Reduce Town of Canmore corporate greenhouse gas emissions by 50 % from 2007 levels (tonnes CO2e/yr)

~ Reduce the amount of MSW landfilled by 35% from 2001 levels (to 0.45 T/per/yr)

~ Map and monitor extent of areas where chemical herbicides are used to control noxious and restricted weeds

~ Develop a formal Integrated Pest Management (IPM) plan for Town of Canmore operations• Relocate the Waste Transfer Station and Materials Recycling Facility to the WWTP – ensure flexibility for future Energy from waste and biosolids management options

enV

IRon

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GoALS STRATEGIC InITIATIVES

10. Town of Canmore decisions are based on informed and accurate information and deliberated in an open and transparent fashion

• Citizens actively participate in the governance of the community

Define and commit to citizen engagement opportunities in advance of all major projects

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

• Establish a culture that imbeds the values of Wellness, Respect, Integrity, Service and Teamwork into the daily actions of Council and Staff • Celebrate successes through recognition and reward for service, excellence and innovation • Be an employer of choice in the Bow Valley • Create and implement a customer service philosophy that is entrenched throughout the corporation and reaches to our citizens, visitors and community partners

PeoPle

PeoPle

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moving Toward the VisionThe Strategic Plan is a guiding document used to bring greater alignment between the Town of Canmore daily operations and the long term vision. It ensures that Administration delivers on Council’s priorities by helping direct the development of business plans, budgets, programs and activities and performance measures that will influence day to day decisions throughout the corporation. The intent is that all staff will utilize the Strategic Plan when developing department business plans and budgets, which will define priorities and influence the culture of the organization.

Ultimately, our success as an organization is measured by how well the whole organization provides service and moves us toward the vision. It is a key responsibility of Town staff and residents to ensure that we continue to work together and that our actions and directions support the community vision. This means we must commit to:

• Discussing the vision and how it relates to the services we provide

• Developing strategies to help guide Town decisions and practices

• Providing clear direction to ensure that individual actions support organizational effectiveness

Administration will work with each successive Council to affirm, revise, and update the Strategic Plan.

Where We Go From Here


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Appendix A


Key Background Information

This Strategic Plan is largely informed by several guiding documents. Each is briefly described here. Details on each can be found on the Town of Canmore website at www.canmore.ca

Mining the Future (MTF) – A Community Vision for Canmore

In 2006, Canmore’s Mayor and Council asked the community to create a vision for the future of the town. At the heart of the project, called Mining the Future was the question: What kind of community can we as citizens imagine Canmore becoming in the years ahead? The community identified key community values that guide our actions as Canmorites. They should inform all of our thinking about the future, and all of our actions as we move toward that future.

The foundational values are:

1. Sustainability, which means that as a community we integrate our social, economic and environmental activities in ways that will enable us to meet the needs of the current generations without compromising the ability of future generations to meet their own needs.

2. Diversity, which means managing our community in ways that attract, include, keep, and celebrate a wide range of people, perspectives, and lifestyles.

3. Connectedness, which means managing our community in ways that foster a shared sense of belonging among all citizens. A sense of belonging allows individuals to take responsibility for themselves while bearing in mind they are part of a larger community.

Building on our foundational values, we as Canmore citizens share five guiding principles – important community ideals that constitute the pillars of the vision:

Identity

Economic Sustainability

Social Fabric

Environmental Stewardship

Civic Leadership and Governance

Environmental Sustainability Action Plan (ESAP)

In June 2010 Town Council approved the Environmental Sustainability Action Plan (ESAP). This document provides the Town of Canmore (both the corporation and the community) with a series of goals for achieving environmental sustainability. The ESAP has been developed to update, integrate and expand the Town’s strategies, programs and initiatives related to environmental stewardship and to ensure effective implementation of the community’s vision related to environmental stewardship. A formal performance measurement and reporting system is also part of this plan.

Comprehensive Housing Action Plan (CHAP)

The Comprehensive Housing Action Plan (CHAP) identifies a range of implementable housing policies and actions to meet the community needs for a broad continuum of housing. The CHAP recommends that stakeholders periodically reconvene to review progress made on the plan priorities and action items and ensure that the desired objectives are being met. Therefore, stakeholders were reconvened in February and March of 2011 to review and update the CHAP document.

Sustainable Economic Development and Tourism Strategy (SEDTS)

The Sustainable Economic Development & Tourism Strategy was approved in 2010. The Strategy was planned to replace existing tourism and economic development plans that were prepared previously but were never formally accepted or approved by Councils of the time. The Strategy seeks to build upon existing strengths in the local economy, and to diversify economic activity.

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Signposts to Sustainability (S2S)

Signposts to Sustainability is built upon and incorporates the values and principles of the Mining the Future Vision. An additional process of engaging the citizens of Canmore in 2008 (MTFII) included some of those people from MTF and expanded involvement to include new individuals and groups throughout the community. The Signposts document is best viewed in an integrated way, bearing in mind such overarching topics as; the cumulative effects of one decision versus another; the notion of limits to growth; implementation and accountability by Town Council to the citizens of Canmore; affordable housing; and transportation (with walking and biking, over vehicles).

Signposts to Sustainability was written to provide Town Council with a citizen’s based view on sustainability issues facing the town, as it steers community change and development in Canmore to meet the needs of current and future citizens. The document summarizes public input provided as part of the development of an initial Community Sustainability Plan that was not adopted by Council.

Municipal Development Plan (MDP)

The role of the MDP is to provide the policies and guidelines that will direct the future growth and development of the Town of Canmore. The Plan is primarily concerned with the orderly and economic distribution of land uses, the form of future development, and the protection of key natural areas that are critical to the ecological preservation of wildlife movements and habitats within the community, throughout the Bow Corridor, and beyond. The Plan defines the general type and location of development that will be appropriate in Canmore. This information will be used by Town Council and administration, residents, and landowners to ensure a consistent and coordinated approach to decision-making about future development within the Town. The MDP is regarded as the principle long-range land use planning instrument of the municipality.

The Natural Step (TNS)

The Town of Canmore has been actively using The Natural Step to engage in developing and implementing sustainability policies and practices within the organization and encouraging similar behaviour throughout the community. The Town of Canmore uses The Natural Step as a tool for implementation of our Mining the Future vision. It plays a central role in how we will enact many of the strategies outlined in this business plan. For more information on The Natural Step please visit our website (www.canmore.ca) or The Natural Step Canada’s website (www.naturalstep.ca).

Corporate Values

The Town of Canmore seeks to be an employer of choice in the Bow Valley. We support and encourage the health and well-being of our employees because we believe this improves the quality and efficiency of our service to the community. They should also be a reflection of how we interact with the community, neighbouring municipalities, and with our partners and customers. Our corporation is based on the following cornerstone values:

• Wellness: We will create harmony in our corporate, social, and natural environment

• Respect: We will treat others as we expect to be treated

• Integrity: We are open, honest, responsible, and trustworthy

• Service: We are committed to excellence in meeting community needs

• Teamwork: We are cooperative and empowering in achieving our goals

References

Plant, T.E. 2008. Strategic Planning for Municipalities: A User’s Guide. Municipal World: St. Thomas, Ontario.

Appendix A

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2013 DEPARTMENT BUSINESS PLANS PL

ACE

GOALS STRATEGIC INITIATIVES SPECIFIC ACTIONS 1. Canmore has a

unique sense of place

a) Improve town wide bicycle and pedestrian route system and decrease reliance on car use.

1. Develop a comprehensive way finding program

2. Develop the Open Space & Trails Plan including a means of securing legal public access to trails and maintenance of these trails and identify gaps in the trail network, with a focus on Three Sisters Land

3. Identify possible future transit hub and park and ride location

4. Develop an Integrated Transportation Master Plan. Consider the

following elements: • Identify a target percentage for non-vehicular transportation • Investigate implementation of a bike share program • Enhance commuter trail linkages • Pave Riverside and Spur line trails • Define and mark commuter bicycle routes • Conduct concept design charettes regarding Railway Avenue

redesign including installation of roundabouts • Identify opportunities for intercept and event parking

5. Allow for up to 5% of infrastructure money for trails and paths on

programs to be spent to promote pedestrian and cyclist activities ($7,500 of the $150,000 for 2013) • Provide education courses – “Can Bike” • Partner with bike related businesses and associations • Celebrate and recognize the recreation users for non-vehicular

activities • Create a trail and sidewalk etiquette campaign

b) Create a new MDP document to remove vagueness and provide clarity of direction to new development

1. Create Terms of Reference for new Municipal Development Plan (MDP) • Re-evaluate the value of the previous draft Community

Sustainability Plan (CSP) • Implement a public engagement process

2. The social, cultural, and economic health of the downtown is essential to maintaining the

a) Review event and celebration opportunities in the downtown core.

1. Create a strategic plan for delivery and management of special events. Consider the following elements: • Establishment and governance of an “Event Office” • Partnerships with Canmore Business and Tourism and the

Downtown Business Association. 18

downtown as the heart of the community

• Management and expansion of mountain market • Promotion of indoor events during shoulder season within

Recreation Centre and Elevation Place b) Update and Implement the Downtown

Enhancement Concept Plan for 10th Street, the lane behind the north side of Main Street and Policeman’s Creek Pond

1. Hire a consultant to review and update existing plan from 1998. Consider the following elements:

• Partnering with Downtown Business Association • Engaging stakeholders • Number of downtown washrooms • Upgrade and/or re-locate Canmore Business and Tourism

building • Aesthetic of commercial waste and recycling containers • Pedestrian waste recycling programs with paper collection • Seasonal pedestrian only zone on Main Street • Downtown entrance way features • More picnic tables • Sidewalk cafes • Art on electrical boxes • Pocket parks – turn empty lot in to park • Entrance way horticulture features • Canopies to extend season in public spaces • Linear park along railway from WWTP through to VIC

c) Develop a plan to encourage aesthetic improvements to store fronts of vacant properties

1. Research and present strategies to council. Consider the following elements: • Partner with Canmore Business and Tourism and the

Downtown Business Association to improve storefronts, with a focus on attracting tenants to the downtown core.

• Organize local and national public art competitions to be displayed in vacant windows

d) Foster a diversity of essential services in the downtown area

SERV

ICE

GOALS STRATEGIC INITIATIVES SPECIFIC ACTIONS 3. Canmore’s services

and programs respond to the social, cultural and recreational aspirations of its residents and visitors

a) Redevelop the Recreation Centre pool envelope as a Community Centre. Develop a plan for covering the adjacent sports field as a second phase to this redevelopment

1. Decommission Pool 2. Engage the public around the Recreation Centre Redevelopment

Plan and include youth programming b) Redevelop the old Library as a Community

Arts Centre 1. Review organizational structure for Arts & Culture Department in

conjunction with governance discussions for Arts Centre and Event Management

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2. Negotiate a management and governance agreement with Canadian Mountain Arts Foundation.

3. Implement operational and facility plans for the Arts Centre 4. Implement renovation and construction project and ensure design

fits with downtown enhancement plan c) Daycare site development 1. Consult with the community and prepare a site concept for council

approval 4. Canmore is a safe

community

a) Advocate for accountability from Province post transition of EMS to Alberta Health Services

1. Gather and analyze statistics, meet with Alberta Health Services quarterly and provide a report and recommendations to Council

2. Partner with Alberta Urban Municipalities Association (AUMA) to lobby for funding from Province to offset costs for medical response

b) Implement components of the Fire Strategic Plan

1. Monitor stand-alone fire department structure and program deliverables and compare with 2012 data. Report results of monitoring to Council and make changes to programs/department as required.

2. Review and evaluate False Alarm Bylaw data and adjust Bylaw accordingly

3. Assess AED (automated external defibrillator) distribution in community and create plan for additional units if required

c) Manage and mitigate known community hazards as identified through the Emergency Management Plan and operational experiences

1. Rollout Emergency Management Plan (EMP) to all stakeholders • Implement Disaster Social Services (DSS) contract with

Red Cross • Hold meetings/training/table-top exercises • Define department and staff role in EMP

2. Review opportunities for Bylaw Services/ Fire-Rescue

Department integration 3. Discuss need for community standards bylaw at the next

council planning session and develop one if required.

4. Hold council working session with sufficient information from administration on what would be appropriate to put in a bylaw 20

and what bylaws could be consolidated into a bylaw of this type

5. Develop plan for mitigation of potential Cougar Creek flooding.

d) Implement infrastructure upgrades to improve bicycle and pedestrian safety

1. Develop a traffic calming policy. Address installation of calming features on roadways that cross wildlife corridors.

2. Work with Bow Valley Regional Mobility partnership to secure funding and construct the remaining section of Legacy Trail

3. Improve pedestrian crossing at Bow River bridge 5. The Town of Canmore

delivers services in an effective, innovative, and fiscally responsible manner

a) Establish a Benchmarking Initiative to measure and evaluate municipal services and programs. Include Community Impact, Service Level, Efficiency and Customer Satisfaction measures

1. Participate in Alberta CAO Benchmarking initiative and create associated department work plans

2. Implement systems to facilitate collection of data in format of CAO

initiative 3. Seek feedback from residents on overall satisfaction with service

delivery departments functions and service b) Develop and foster partnerships with

community groups, regional neighbours, other levels of government and third party organizations for the provision of seamless service to the citizens of Canmore

1. Work with MD of Bighorn to develop a Terms of Reference for the inter-municipal committee.

2. Create formal Town administrative liaisons with third party groups 3. Define level of service provided to tenants in municipal facilities

4. Investigate regional enforcement group and the potential for

regional bylaw agreements for shift coverage and/or enhanced patrols

5. Request quarterly meetings with MLA to address ongoing issues

(i.e. FCSS, Legacy Trail, Cougar Creek, emergency management) 6. Promote New Horizons bus project and investigate partnership

opportunities with the Canmore Health Foundation

7. Gather and engage community stakeholders in a conversation that will enhance the community’s relationship with youth.

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8. Develop principles and negotiate inter-municipal agreements for Recreation and Dead Man’s Flats water

c) Implement financial controls, processes and systems to ensure transparency and accountability in municipal service delivery

1. Implement Best Practices Budgeting 2. Create an expense claim guideline including alcohol purchasing 3. Create hosting guidelines for Council and Administration 4. Review and update the Council Remuneration Policy including

per-diems

5. Work with Property Tax Taskforce to review taxation philosophy and structure and recommend balance in taxation between municipal tax classes

6. Review the Town’s insurance and risk management needs to

identify gaps required by legislation or policy 7. Implement control recommendations identified through audit

committee

8. Develop a capital asset lifecycle plan

9. Review and identify revenue generation opportunities - User fees for Fire & Rescue response

ECO

NO

MY

GOALS STRATEGIC INITIATIVES SPECIFIC ACTIONS 6. Canmore has a

diverse economy that is resilient to change

a) Support the growth of businesses outside of the tourism and hospitality sectors

1. Increase available light manufacturing land via new land use districts in BVT ARP

2. Work with Canmore Business and Tourism to explore opportunities to develop the film industry as an economic driver

b) Canmore creates an environment for economic opportunities by contracting with Canmore Business and Tourism in the coordination of the implementation of the Sustainable Economic Development and Tourism Strategy • Enhance tourism and events • Grow the Health and Wellness sector

1. Follow up on actions from workshop on non-permanent residents • Review a loyalty rewards program

2. Market Elevation Place as an economic driver • Support conference services • Develop Corporate membership strategy • Implement flexible payment plans for recreation services • Connect to long term event plan

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• Develop a plan to leverage the economic impact from the non-permanent residents sector

• Harness and leverage the expertise of knowledge-based specialists

• Harness and leverage the expertise of small home based businesses

3. Implement community brand within the organization

• Letterhead and templates • Logos and vehicles • Signage • Messaging

7. Canmore has a diverse socio-economic population.

a) Implement components of the Comprehensive Housing Action Plan. Specifically: • Create PAH units through the

development of partnerships • Develop a plan for an Employee

Housing Program • Investigate opportunities for the

provision of social housing in the Bow Valley through our partners

• Explore Options for a level 3 assisted living project for seniors through our partners

1. Collaborate with Bow Valley Regional Housing on publically funded senior’s housing expansion plans, and social housing strategic initiatives

2. Participate with the Bow Valley Interagency Housing group to help develop a client profile and assess best practices for provision of social housing by community partners.

3. Develop an assessment based Employee Housing Program

b) Through the Bow Valley Regional Transit Commission, create regional and local transit systems

ENVI

RON

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GOALS STRATEGIC INITIATIVES SPECIFIC ACTIONS 8. Canmore is a

municipal leader in environmental stewardship

a) Implement components of the Environmental Sustainability Action Plan. Specifically, by 2020: • Reduce annual per-capita water

consumption by 40 % from 2000 levels • Reduce Town of Canmore corporate

greenhouse gas emissions by 50 % from 2007 levels (tonnes CO2e/yr)

• Reduce the amount of MSW landfilled by 35% from 2001 levels (to 0.45 T/per/yr)

1. Collect baseline data on volume and type of chemical use by the community (herbicide, pesticide, fungicide)

2. Implement the Enhanced Recycling Program including a

comprehensive promotion and education program

3. Develop short, medium and long term fuel reduction targets related to fleet fuel use and street sweepings recovery

4. Amend engineering design guidelines to increase use of recycled

materials for infrastructure projects 23

• Map and monitor extent of areas where chemical herbicides are used to control noxious and restricted weeds

• Develop a formal Integrated Pest Management (IPM) plan for Town of Canmore operations

5. Provide public education about our unique local groundwater and

drainage conditions

b) Relocate the Waste Transfer Station and Materials Recycling Facility to the WWTP – ensure flexibility for future Energy from waste and biosolids management options

1. Design, build and construct a Waste Transfer Station and Materials Recycling Facility at the WWTP location

2. Work with Banff to investigate possible N Viro technology

3. Redevelop site for community storage 9. Canmore’s

natural environment remains viable for wildlife while providing opportunity for safe human enjoyment

a) Implement mechanisms to balance human use in the South Canmore and Palliser Area Habitat Patches

b) Work to establish legal instruments to protect designated wildlife corridors and habitat patches on Provincial and private lands to ensure connectivity and functionality in a regional and national context

1. Identify priority corridors and contact land owners

PEO

PLE

GOALS STRATEGIC INITIATIVES SPECIFIC ACTIONS 10. Town of Canmore

decisions are informed and deliberated in an open and transparent fashion

a) Citizens actively participate in the governance of the community

1. Review Committee mandates and structures to determine if current structure meets council objectives for citizen input. Consider the following questions: • Does the Town have too many committees? • What is purpose of Committees? • Is there a better way to seek public participation in

governance? • What are pros and cons of time specific “task forces” vs.

standing committees? • Are there groups or community interests that are not being

represented by the current structure (i.e. active transportation or Mountain Bike User Group)?

2. Undertake a sense of community survey

3. Bring a bylaw to council to establish rules for nomination – starting point 25 signatures and $50 deposit

24

b) Define and commit to citizen engagement opportunities in advance of all major projects

1. Hold a working session with council to review toolkit

2. Provide training around the community engagement toolkit

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

a) Establish a culture that imbeds the values of Wellness, Respect, Integrity, Service and Teamwork into the daily actions of Council and Staff

1. Initiate CAO and senior management walkabouts to increase opportunities for ad hoc input and feedback from front line staff

2. Create working definitions of each value and roll out to staff

3. Update of Respectful Workplace Policy with formal organizational rollout

b) Celebrate successes through recognition and reward for service, excellence and innovation

1. Develop and implement a recognition program focused specifically around contributions in service, excellence and innovation (for example): • Training to encourage innovation • Add innovation to management meeting agendas

c) Be an employer of choice in the Bow Valley 1. Establish clear and consistent guidelines for use and management of flex-time to show accountability across the organization

d) Create and implement a customer service philosophy that is entrenched throughout the corporation and reaches to our citizens, visitors and community partners

1. Review and implement recommendations coming out of the Make it Happen Customer Service Team

2. Research and prepare a “Bring Your Own Device” to work policy

3. Research best practices and develop strategy around how technology can enhance citizen input

4. Develop a system for corporate use and sharing of electronic records

25

Oppera2

atin013ng B

3 Budgeet

26

2013 Net

2012 Net

Budget C

Change 2013 Mu

2012 Mu

Budget C

Change

2013 FTE

2012 FTE

FTE Ch

2013 Plan

Council apthe strategprepared trevised budebate. The above+14.7% in

• Se• B

(+

Budget Sum

t Budget

t Budget

Change

by %

unicipal Taxe

unicipal Taxe

Change

by %

E

E (approved)

hange

nning Process

pproved the Tgic plan is requtheir operatingudget went to

e series of budncrease in taxe

enior Adminisudget Commi

+4.3% overall,

T2

mmary

39,292

39,422

(130,5

-0

es 18,584

es 17,811

773

4

16

) 1

s

Town of Canmuired for all seg budgets for the Budget Co

dget reviews aes to;

stration Amenittee Amended, including tax

Town2013 Oper

2,013

,553

540)

0.3%

,385

1,216

3,169

4.3%

65.5

150.1

15.4

more 2013-201ervice area budreview by Senommittee who

nd recommen

nded (-7.5%)d (-3.2%) resux related to ne

n of Cating Bud

TOW The fundCanmexpeMunsourcbalanmunmunor 4. Serviand aPlanzero-a “zeadmirevieCalgaallow

15 Strategic Pldgets. For thenior Administro reached con

ndations reduc

resulting in a ulting in a +4.0ew assessment

anmodget

WN OF CAN

2013 Operatinds are in place more operatinenditures and tnicipal revenueces other thannce of $18.6M

nicipal taxationnicipal tax requ

3%.

ice area budgealignment to tand draft Bus

-base budget mero-base” budinistration as bewed. As per pgary CPI (2.2%wance for salar

lan via Resolue 2013 budgetration and we

nsensus on a p

ced service are

+7.2% propo0% proposed t growth).

ore

NMORE SUM

ng Budget appfor the delive

ng programs. transfers are ses and transfern taxation are

M raised througn. The resultinuirement incre

ets were evaluthe Town of Csiness Plan. Amethodology

dget mindset wbudgets were past practice, t

%) was used asry and wages

ution 145-2012t process, Serv

ere subject to aproposed budg

ea requests fro

osed increase iincrease in ta

MMARY

proval ensureery of Town oMunicipal

set at $39.3M. rs from all oth$20.7M with gh general ng overall eases by $773,

uated based onCanmore StratAlthough a truwas not enfor

was employed prepared andthe prior year’s a cost of livinonly.

2. Alignment vice Area Manadjustments. Tget for Counc

om an initial

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s of

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n need tegic

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with nagers The cil

27

Town of Canmore 2013 Operating Budget Page 2 of 6

Key Highlights

The Town of Canmore faces a number of budget pressures across the corporation and development activity remains low. As a result, new assessment growth will be marginal and market values of assessed property are assumed equivalent to 2012 levels. The new residential growth of $20 million and new nonresidential growth of $2 million is expected to generate an additional $60k in tax revenue.

The Town faces the future from a relatively stable financial position and received an unqualified audit opinion on its 2011 consolidated financial statements which included cash-backed reserves of $23M, total debt at 40% of MGA defined debt limits, a net book value to cost of tangible assets of 0.77 (indicating an average 77% of capital asset life remains), asset to liability ratio of 7.47 and a financial asset to liabilities ratio of 1.15 (indicating assets greater than debt, and financial resources on hand to finance future operations).

The 2013 Operating Budget includes the following key highlights:

• Elevation Place – 2013 budget reflects a full year of operations for this new $39 million, 77,000

square foot facility. Significant work has occurred over 2012 to plan and prepare the organization to take on this new challenge. Revenue projections and operational costs have been based on sound rationale and consultation with industry experts. Direct facility operating costs are projected to have a cost recovery of around the 40% mark.

• Stand-a-lone Fire Department - The Canmore Fire-Rescue Department strategic plan was adopted by council on April 19, 2011. The annual budget for 2012 reflected three months as an integrated department and nine months as a stand-a-lone Fire-Rescue service. The 2013 plan is built on a fully implemented stand-a-lone Fire-Rescue service which represents a net $232k increase in operating expenses.

• Regional Transportation - The Bow Valley Regional Transit Services Commission (BVRTSC) was formally established on April 21, 2011. The 2013 operating budget requirement is $150k ($120k in 2012). This will increase in future years as buses, infrastructure, routes, and administration is added.

• Events Management – The Town of Canmore has seen tremendous growth in terms of events and celebrations over the last several years. Building on this, Town Council has identified a strategic initiative to further grow event opportunities in the downtown core. In order to support this, additional staffing resources have been requested in the departments of Arts & Culture and Streets & Roads.

• Community Arts Centre development – Start-up operational funding for the development of a Canmore Community Arts Centre within the vacated Canmore Public Library building is included in the 2013 budget and amounts to $90k

28


• FTE Requests – Elevation place staffing requirements and related administrative support forms the bulk of the 2013 new FTE requests of 11.6 FTE’s.

In addition to the requested 4.3 FTE’s in Recreation, there is an additional 3.8 FTE’s related to Programming. These are contract services, fully cost recoverable. (Note 11.6 + 3.8 = 15.4 in total).

• RCMP Contract – A new 20-year contract for policing services was signed in mid-2012. The year-over- year budget increase includes additional costs related to the contract including facility leasing.

• Halt in Development – The 2013 budget assumes a continuation of slow development and growth. As a result, a development planning position will see a reduction in hours from 4 days per week to 2 days per week. Should planning or development activity increase (e.g. Three Sisters ASP), there will be increased development revenue that would offset any cost associated with additional staffing requirements.

2013 New FTE Request

Recreation: 4.3

Climbing Staff (PT/casual) 1.9Customer Experience Reps (FT/PT/casual) 1.7Child-minding staff (PT/casual) 0.7

Facilities: 1.0Facility Operator 0.5Administrative Assistant 0.5

Executive Office: 1.0Marketing & Sales Coordinator 1.0

Finance: 0.6Finance Clerk 0.6

Information Technology: 2.0Application Support Specialist 1.0Webmaster 1.0

Arts & Culture: 1.0Events Coordinator 1.0

Streets & Roads: 0.7Public Works Operators II 0.5Public Works Operator I 0.2

Fire & Rescue: 1.0Fire Fighter 1.0

Total FTE Request 11.6

FTE Request

29


• Utilities Infrastructure Required for Growth – Due to the continued slow-growth environment for development, there continues to be a need to fund approximately $1M in debt servicing costs (interest and principle) associated with water & waste water utility infrastructure that was been built to support expected growth. In each of the 2011 and 2012 budgets, $1.0M of municipal tax revenue was allocated from tax revenues to cover debt servicing costs. This represented a transfer of responsibility for utility-related costs, from a user pay to an assessed tax base philosophy. For 2013, it is proposed that the utilities model be re-established as a stand-alone non-tax supported model. As a result, the $1M in annual tax support going to utilities has been discontinued. Instead, it is recommended that user utility rates increase by 12% for the next three consecutive years to bring user pay rates back in line with costs.

• Solid Waste Collection/Recycling - Operations are 100% rate supported with expanded 2013 net operating expenses being offset by rate increases of 5% for Solid Waste Collections and 30% for Recycling (in support the enhanced recycling program initiative, “Beyond Curbside”). In 2012 the Town embarked on an enhanced recycling program that is to be fully rolled out to the community by mid-2013. The proposed recycling rate increases for 2013 are the equivalent of $21.60 per household.

• Funding of Capital Expenditures - The Budget Committee agreed with maintaining the existing policy

of allocating tax revenues to capital expenditures. This represents the equivalent of 5% of the prior year’s total municipal tax revenue or $885k [5% x $17.7M].

• Amortization of Tangible Capital Assets –The budget as presented does not include amortization expense as it is non-cash and not directly part of overall tax requirement and mill rate. For information purposes 2011 amortization expense was $5.4M. 2013 budgeted amortization will be equivalent to the amount reported in the 2012 audited financial statements (May 2013).

• Highlights for 2014 forward - Primarily centers on; Community Arts Centre development, Bow Valley Regional Transit Services expansion, Recreation Centre Pool redevelopment, increased cost recovery for Elevation Place, impact of Property Tax Force recommendations, and the transition to a Sustainable Tourism funding model.

30

OVERAincludin

REVENMunicipaSales andPermits aInternal TGrants TransfersTotal Re

EXPENSalaries, WAdmin anContractSupplies BorrowinOther Transfer Transfer Internal TTransfer Transfer Capital ETotal Ex

Net Surp

VISUAL

31.0%

3.9%3.8%

ALL SUMMAng Utilities &

NUES al Taxes d Rentals and Fines Transfers

s and Other evenue

NDITURES Wages and Bend General Seed Services and Energy

ng Costs

to Capital to Reserve

Transfers to Utilities to Affiliated O

Expenditures xpenditures

plus / Defici

BUDGET

14.0%

Revenu

ARY & SWS

enefits ervices

Orgs

it

47.3%

ue - $39,292,0

Actual2011

16,764,611,989,51,902,0

780,51,570,93,802,8

36,810,6

11,604,21,044,28,054,82,661,12,622,41,350,8(834,45,773,2

780,51,023,31,267,01,834,4

37,182,2

(371,55

000

Municipal Ta

Sales & Renta

Permits & Fin

Grants

Other

Town of Ca

l Budg201

691 17,81555 11,32051 1,59588 63949 1,48838 6,58672 39,42

215 11,61241 1,36883 9,03195 2,87498 7,42889 4090) 83255 2,99588 63386 1,05074 1,20490224 39,42

52)

xes

als

nes

8.0%

14.9%

anmore 2013 O

get Bu12 2

11,216 1821,300 1290,395 132,86785,248 181,527 422,553 39

14,142 1363,577 130,624 973,798 322,392 500,52635,00092,396 232,86752,70304,528 1

022,553 39

0

25.1%

14.7%

Expens

Operating Bud

udget 13 2013 V

,584,385 ,176,145 ,536,700 626,153 ,475,744

4,892,886 ,292,013

,215,136 ,426,649 ,859,679 ,155,203 ,843,957 234,000 885,000 ,770,011 626,153

0 ,276,225

0 ,292,013

0

33.6%

3.6%

ses - $39,292,

get Page

Budget vs 12Variance $

773,169854,845(53,695)(6,714)(9,504)

(1,688,641)(130,540)

1,600,99463,072

829,055281,405

(1,578,435)(166,526)

50,000(222,385)

(6,714)(1,052,703)

71,6970

(130,540)

0

000

Staffing

Administrativ

Contracted

Supplies

Borrowing

Other

e 5 of 6

2 Budget %

4.3%7.6%

(3.4%)(1.1%)(0.6%)

(25.7%)(0.3%)

13.8%4.6%9.2%9.8%

(21.3%)(41.6%)

6.0%(7.4%)(1.1%)

(100.0%)6.0%0.0%

(0.3%)

0.0%

ve

31


OVERALL SUMMARY Actual Budget Budget 13 Budget vs 12 Budget excluding Utilities & SWS 2011 2012 2013 Variance $ %

REVENUES Municipal Taxes 16,717,350 17,766,216 18,539,385 773,169 4.4%Sales and Rentals 5,080,252 3,959,186 3,574,614 (384,572) (9.7%)Permits and Fines 1,902,051 1,590,395 1,536,700 (53,695) (3.4%)Internal Transfers 780,588 632,867 626,153 (6,714) (1.1%)Grants 1,570,949 1,485,248 1,475,744 (9,504) (0.6%)Transfers and Other 2,324,766 5,450,824 4,802,886 (647,938) (11.9%)Total Revenue 28,375,956 30,884,736 30,555,482 (329,254) (1.1%)

EXPENDITURES Salaries, Wages and Benefits 11,058,873 11,007,770 12,577,050 1,569,280 14.3%Admin and General Services 1,030,734 1,349,807 1,416,879 67,072 5.0%Contracted Services 4,201,211 4,763,649 5,361,368 597,719 12.5%Supplies and Energy 1,854,963 2,140,948 2,288,303 147,355 6.9%Borrowing Costs 1,234,347 6,054,542 4,367,584 (1,686,958) (27.9%)Other 1,350,889 400,526 234,000 (166,526) (41.6%)Transfer to Capital (834,490) 835,000 885,000 50,000 6.0%Transfer to Reserve 4,544,280 2,064,899 2,165,009 100,110 4.8%Internal Transfers 218,756 47,368 21,068 (26,300) (55.5%)Transfer to Utilities 1,023,386 1,052,703 0 (1,052,703) (100.0%)Transfer to Affiliated Orgs 1,230,070 1,167,524 1,239,221 71,697 6.1%Capital Expenditures 1,834,490 0 0 0 0.0%Total Expenditures 28,747,509 30,884,736 30,555,482 (329,254) (1.1%)

Net Surplus / Deficit (371,553) 0 0 0 0.0%

TAX RECONCILIATION Actual Budget Budget 13 Budget vs 12 Budget MUNICIPAL TAXES 2011 2012 2013 Variance $ %

REVENUES Municipal Taxes 16,157,248 17,169,216 17,882,385 713,169 4.2%Municipal Taxes - Growth 0 0 60,000 60,000 100.0%PAH 499,730 500,000 525,000 25,000 5.0%Supplementary 11,531 50,000 25,000 (25,000) (50.0%)Local Improvements 96,181 92,000 92,000 0 0.0%Total Municipal Taxes 16,764,690 17,811,216 18,584,385 773,169 4.3%

Education Requisition 15,643,495 15,643,495 15,857,187 213,692 1.4%Senior Requisition 851,231 1,033,591 863,423 (170,168) (16.5%)BRZ Levy 66,750 105,420 100,000 (5,420) (5.1%)

32

2013 Net

2012 Net

Budget C

Change

GENER

REVENMunicipaSales andPermits aGrants TransfersTotal Re

EXPENSalaries, WContractBorrowinOther Transfer Transfer Transfer Capital ETotal Ex

Net Surp

Budget Sum

t Budget

t Budget

Change

by %

RAL MUNIC

NUES al Taxes d Rentals and Fines

s and Other evenue

NDITURES Wages and Beed Services ng Costs

to Capital to Reserve to Utilities

Expenditures xpenditures

plus / Defici

G201

mmary

(17,059,727

(15,326,052

(1,733,675

11.3%

CIPAL

enefits

it

Genera13 Operati

7)

2)

5)

%

Actual2011

16,217,61,295,2

808,1367,4

1,653,020,341,5

92,1260,4410,4

1,059,2(834,43,277,61,023,31,834,47,123,3

13,218,2

al Muing Budge

GEN

The munmanyitemor se

l Budg201

620 17,26265 1,08114 21488 37095 5,10582 24,04

138 2423419 5,64289 590) 83688 1,10386 1,05490343 8,72

239 15,32

nicipaet

NERAL MUNIC

General Munnicipal tax revey major reservs that do not rervice area.

get Bu12 2

66,216 1889,999 115,00070,00005,600 346,815 23

29,6710

48,951 350,00035,00004,438 152,703

020,763 6

26,052 17,

al

CIPAL SUMMA

nicipal departmenues, most deve transfers - reside in any s

udget 13 2013 V

,014,385 ,225,000 220,000 355,000 ,827,336

3,641,721

275,000 0

,961,994 50,000

885,000 ,410,000

0 0

,581,994

,059,727

ARY ment captures ebt servicing, namely centra

specific depar


748,169135,001

5,000(15,000)

(1,278,264)(405,094)

245,3290

(1,686,957)0

50,000305,562

(1,052,703)0

(2,138,769)

1,733,675

most and alized

rtment

2 Budget %

4.3%12.4%2.3%

(4.1%)(25.0%)(1.7%)

826.8%0.0%

(29.9%)0.0%6.0%

27.7%(100.0%)

0.0%(24.5%)

11.3%

33

VARIANC

• M

• Sa

• G

• T

• B<

• T

• T

• Tse

VISUAL B

5.2%

0.9%

1.5%

ES

Municipal Tax

ales and Ren

Grants – DecrTransfers and

Borrowing Co<$1,647k> for Transfer to Ca

Transfer to Re

Transfer to Utervicing costs

BUDGET

76.2%

16.2%

Revenue

xes – See Tontals – Increaseased to reflec

d Other – Dec Budget

transferBudget reserve <$1,647(see bel

Tax sta Interest

interest Develo

osts – Decreasthe Elevation

apital – 5% oeserve – Incretilities – Decr

%

e - $23,642,00

oC Overall Opsed to better rct same amoucreased due to2012 assump

r from reserve2013 is the acfor the $8.8 m

7> less in tranlow) bilization reset revenue incrt +$270k (thisper levies decsed to reflect an Place bridge f previous yeaeased primarilreased due to

00

Municipal Taxe

Sales & Rental

Permits & Fine

Grants

Other

General Mu

perating Budgereflect projecteunt as 2012 acto several itemstion included

e for a $13.6 mctual borrowinmillion bridge nsfer from res

erve draw of $eased to bette is offset in trrease <$47k>actual borrowfinancing loa

ar’s total munily from interesdiscontinuing

es

ls

es

unicipal 2013 O

et Overviewed Fortis & Atual MSI Opes as identified borrowing co

million Elevating costs and rloan taken in

serve and <$1

$146k er reflect estimransfer to rese> (this is offsewing costs vs 2an. (this is offsicipal tax revest revenue allog municipal tax

4.2%

35.6%

Expens

Operating Bud

Atco franchise rating grant below:

osts and relateion Place bridrelated offsettin 2012. Net ef

,647> less in

mated investmerve) t in transfer to

2012 budget asset in transfersenue ocated to resex support for

%

60.2%

ses - $6,582,0

get Page

fees

ed offsetting dge financing ling transfer frffect year on yborrowing co

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rves Utilities debt

000

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loan. rom year is osts

g

wing

34

2013 Net

2012 Net

Budget C

Change 2013 KEY

ItBcore

2012 KEY

• Bsecaaf

Budget Sum

t Budget

t Budget

Change

by %

PRIORITIES tem oards & ommittee eview

ACCOMPLISH

By-election aneat, two councandidates runnfter the electio

C201

mmary

607,39

574,69

32,70

5.7%

DeReview codetermineobjectives

HMENTS nd new council seats were aning for mayoon.

Counci13 Operati

92

90

02

%

escriptionommittee mane if current strs for citizen in

cil orientatioalso vacated.

or and nine for

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Councounthe bthrouand dand hmakecommbeneprovplannaven

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UNCIL SUMMA

ncil’s role is toncil is responsibenefit of peough formulatideciding on thhow funds aree wise decisiomunity in a ba

efit, and to repvincial and fedning and coor

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Sructures to council

mayor resignielection was hseats. New co

ARY o set strategic ible for providple within its ing policies fohe levels of see spent. Counns in the interalanced way fopresent the coderal levels. Crdinating role unity participa

Supports Stra10 a) Citizensparticipate inthe communi

ing after winnheld in June wouncil orientat

direction. A ding services fcommunity r the commun

ervices providencil is expectedrests of the laror the greatestmmunity in ouncil also plaand provides ation.

ategic Plan s actively

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ays a an

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ial

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35

COUNC

REVENTransfersTotal Re

EXPENSalaries, WAdmin anSupplies Other Transfer Internal TTotal Ex

Net Surp VARIANC

• AW

• Sufr

VISUAL B

CIL

NUES s and Other evenue

NDITURES Wages and Bend General Seand Energy

to Reserve Transfers xpenditures

plus / Defici

ES

Admin and GeWildSmart

upplies and Erom CRA pers

BUDGET

100.0

Reven

enefits ervices

it

eneral Servic

Energy – Decspective

0%

nue - $25,000

Actual2011

11,311,3

301,473,49,2

11,3

5,4400,8

(389,4

ces – Increased

creased $600/

0

Othe

l Budg201

343 2343 2

413 31416 19262 1343 2

0 5400834 59

491) (574

d due to partn

/councilor for

er 35

1.9%

Council 2013 O

get Bu12 2

25,00025,000

18,26190,62915,80025,00050,000

099,690

4,690) (6

ner requests fr

r cell phone ex

515.0%

11.9%

Expens

Operating Bud

udget 13 2013 V

25,000 25,000

324,151 221,041 12,200 25,000 50,000

0 632,392

607,392)

rom Biospher

xpenses due to

1.3%

ses - $632,000

get Page


00

5,89030,412(3,600)

000

32,702

(32,702)

re Institute and

o complication

0

Staffing

Administrativ

Supplies

Other

e 2 of 2

2 Budget %

0.0%0.0%

1.9%16.0%

(22.8%)0.0%0.0%0.0%5.5%

5.7%

d

ns

ve

36

B

2013 Net

2012 Net

Budget C

Change

2013 FTE

2012 FTE

FTE Ch 2013 BUD

• Esefu

2013 KEY

ItSp

Aor

Cmre

B

P

Budget Summ

t Budget

t Budget

Change

by %

E

E

hange

DGET CHALLE

Elevation Placervices. The 2unds.

PRIORITIES tem pecial events

Arts & Culturerg structure

Costs for medical esponse

enchmarking

artnerships

E2

mary

1,084,036

1,073,985

10,051

0.9%

5.0

4.0

1.0

ENGES ce marketing2013 budget in

DeCreate a smanagemReview oin conjunArts CentPartner wAssociatiofrom Proresponse Participatinitiative work planWork witof Refere Create fowith third

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%

g – To reach rncludes one ne

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with Alberta Uon (AUMA) t

ovince to offse

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e

OFFICE SUMistrative Officad of the Towmain point of il. The role of licies and straon, the CAO ponsible for in

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MMARY cer (CAO) is th

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nsition to Albces

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ation

ated rating

berta

nity rs,

nt and

37

Executive Office 2013 Operating Budget Page 2 of 3

Fiscal responsibility

Review and update the Council Remuneration Policy including per-diems Create hosting guidelines for Council and Administration

5 c) Implement financial controls, processes and systems to ensure transparency and accountability in municipal service delivery

Economic development

Follow up on actions from workshop on non-permanent residents including reviewing a loyalty rewards program Market Elevation Place as an economic driver including conference services

6 a) Support the growth of businesses outside of the tourism and hospitality sectors

Citizen input Research best practices and develop strategy around how technology can enhance citizen input

11 f) Create and implement a customer service philosophy that is entrenched throughout the corporation and reaches to our citizens, visitors and community partners

2012 KEY ACCOMPLISHMENTS

• Engage the public around the Recreation Centre Redevelopment Plan and include youth programming – Public consultation program implemented in the fall.

• Plan for the opening of Elevation Place – A leadership team has been created and coordinated to open the facility at the time of substantial completion.

• Support for Sustainable Economic Development & Tourism Strategy (SEDTS) projects – Non permanent resident survey completed with program and policy recommendations presented to Council; downtown way finding signage underway; community branding launch completed.

• Develop principles and negotiate inter-municipal agreements for Fire, Business Registry, Recreation, and Transportation with the MD – Agreements for Fire and Business Registry are in place. Ongoing negotiations are underway for Recreation and Transportation.

• Create next-step document from Mining the Future for the Town of Canmore – A corporate strategic plan has been developed as the next step visioning document.

• Work with SEDTS to determine the effectiveness of our corporate image and assess the need for a rebrand – Completed. 2013 budget includes costs of implementing new corporate image.

• Implement a Benchmarking Initiative to measure/monitor performance and efficiency - Town committed to participate in the municipal Benchmarking Alberta Project along with eleven other municipalities from across the province.

38

EXECU

REVENTransfersTotal Re

EXPENSalaries, WAdmin anContractSupplies Internal TTotal Ex

Net Surp VARIANC

• RT

• Sato

• Amgu

• Can

• SuSe

VISUAL B

UTIVE OFFI

NUES s and Other evenue

NDITURES Wages and Bend General Seed Services and Energy Transfers xpenditures

plus / Defici

ES

Revenues: TraTown’s commu

alaries, Wageo support Elev

Admin and Gematerials, desiguide in to com

Contracted Send historical trupplies and Eervices budget

BUDGET

CE

enefits ervices

it

ansfers and Ounity guide. es and Benefvation Place aneneral Servic

gn services, primmunication dervices – Decrrends. Energy – Dect and historica

Actual2011

13,0013,00

949,26151,0585,048,263,60

1,197,22

(1,184,228

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fits – Increasend promotion

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department bureased due to

creased to reflal trends.

Executive

Budge2012

00 500 5,

60 63754 8748 33766 160028 1,078,

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ased due to gr

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et Bud20

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dget 13 B13 Va

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and legal fees b

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get Page

Budget vs. 12 ariance $

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(85,500)(4,000)

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(10,051)

isement sales i

ordinator posis and services.and promotio

ing communit

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o Common

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(25.3%)(23.8%)

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in

ition

onal ty

uals

39

B

2013 Net

2012 Net

Budget C

Change

2013 FTE

2012 FTE

FTE Ch

2013 BUD

• Ininwfa

• Oeninop

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2013 KEY

ItC

Budget Summ

t Budget

t Budget

Change

by %

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hange

DGET CHALLE

ncrease bothncludes traininwe do not haveacilitator.

Ongoing trainngaged and han 2013 will be pportunities w

Recognizing eThese elementsustomer servicervice training

PRIORITIES

tem Corporate cultu

H201

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589,033

595,371

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-1.1%

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ENGES

the amount ng to develop e in the organi

ning and deveave the skills tvalues, respec

will be both inefforts and acs will be addedce including an

g with Canmor

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roll out

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%

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and effectivethe skills of stization. The 2

elopment - crthey need to ectful workplacnternally and echievements d to the currenn enhanced fore Business an

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e training for mch employees t

n Resing Budge

HUM

The with emplmoticommKey boarcomprelatimana

eness of comtaff and counc2013 budget in

ritical in a numffectively deliv

ce, maximizingxternally faciliin the areas

nt recognitionocus in new hind Tourism (C

nitions of each

ul Workplace Pal rollout

managers andto maximize p

sourceet

MAN RESOUR

Human Resouthe managem

loyees have thivation to delivmunity as manHR services i

rding, benefitspensation, payions, disabilityagement.

mmunity engacil. As this is ncludes funds

mber of areasver services tog employee peitated. of service, ex

n program. Wire orientation

CBT).

Sh value and

Policy with

d supervisors performance

es

RCES SUMMA

urces (HR) tement team to ehe necessary sver the servicendated by ourinclude recruits, training and yroll, employey management

agement - Tha very speciali

s to bring in an

to ensure thao this communerformance. T

xcellence andWe will increasen and collabor

Supports Stra11a) Establisimbeds the vRespect, IntTeamwork iactions of C

ARY am partner di

ensure that oukills, resourcees to our r elected officitment, on-development

ee and labour t, and perform

he 2013 budgeized skill set thn external

at our staff arenity. Training These training

d innovatione the focus onrate on custom

ategic Plan sh a culture thvalues of Welltegrity, Serviceinto the daily

Council and Sta

irectly ur es, and

ials.

t,

mance

et hat

e focus

g

n – n mer

hat lness, e and

aff

40

Human Resources 2013 Operating Budget Page 2 of 3

Employee recognition

Develop and implement a recognition program focused specifically around contributions in service, excellence and innovation (for example):

• Training to encourage innovation • Add innovation to management

meeting agendas

11b) Celebrate successes through recognition and reward for service, excellence and innovation

Employer of choice

Establish clear and consistent guidelines for use and management of flex-time to show accountability across the organization

Complete a review of retirement planning program

Review and make recommendations in key areas for Canada’s Top 100 Employers

Apply for Top 100 Employers in Canada

11 c) Be an employer of choice in the Bow Valley


• Effectively move employees and organization through AHS transition - Employee transition was completed successfully for the April 1st transition date

Actual Budget Budget 13 Budget vs 12 Budget HUMAN RESOURCES 2011 2012 2013 Variance $ %

REVENUES Sales and Rentals 57 600 0 (600) (100.0%)Internal Transfers 11,000 4,475 1,725 (2,750) (61.5%)Grants 49,516 5,000 5,000 0 0.0%Transfers and Other 13,136 44,727 30,000 (14,727) (32.9%)Total Revenue 73,709 54,802 36,725 (18,077) (33.0%)

EXPENDITURES Salaries, Wages and Benefits 377,842 376,207 382,318 6,111 1.6%Admin and General Services 53,027 100,314 103,115 2,801 2.8%Contracted Services 33,808 88,650 63,400 (25,250) (28.5%)Supplies and Energy 48,556 80,002 71,925 (8,077) (10.1%)Transfer to Reserve 49,516 5,000 5,000 0 0.0%Internal Transfers 2,700 0 0 0 0.0%Total Expenditures 565,449 650,173 625,758 (24,415) (3.8%)

Net Surplus / Deficit (491,740) (595,371) (589,033) 6,338 (1.1%)

41

VARIANC

• RRsu

• C

• Sure

VISUAL B

ES Revenue: TraRefund in the yupport Health

Contracted Se

upplies and Eecognition and

BUDGET

86.4%

Reven

ansfers and Oyear followingh and Safety wervices – DecrEnergy – Decd holiday party

13.6%

nue - $37,000

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reased due to creased due toy.

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Gran

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eased – historing forward ththe unused donot including

o adjustments

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er

16.5%

10.1%

sources 2013 O

ically had direhese refund doollars in reservg bargaining su on anticipate

61

11.5%0

Expen

Operating Bud

ection to spendollars are usedve for future nupport for IAed usage and c

1.1%

0.8%

nses - $626,00

get Page

d the entire PI as needed to

needs. FF in 2013.

costs for empl

00

Staffing

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IR

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42

B

2013 Net

2012 Net

Budget C

Change

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2012 FTE

FTE Ch

2013 BUD

• StadacBhaeqem

2013 KItD

Fi

Se

Budget Summ

t Budget

t Budget

Change

by %

E

E

hange

DGET CHALLE

taffing – A paddition, recentccounting andenchmarking ave created a quivalent in admployees.

KEY PRIORIT

tem Data collection

inancial control

eniors housing

Fi201

mary

1,128,706

880,862

247,844

28.1%

9.6

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0.6

ENGES

art-time staffint initiatives su

d reporting, BuProject, Propservice level - dditional hour

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ls Implemen Implementhrough au Collaboratpublically and social

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%

ng model has uch as the Tanudget Advisorperty Tax Task

resource supprs is requested

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nt Best Practices

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te with Bow Vafunded senior’shousing strateg

ce & Cing Budge

FINA

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led to inefficingible Capital Ary Committee,k Force, and reply gap. To a

d. This will be

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s Budgeting

mmendations id

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Commet

ANCE SUMMA

Finance Depaefficient servic

us of the Townponsible for alFinance Depart reception, caty billing, businunts receivablrelated financiAssessment se

iencies in coveAssets (TCA) , Program Audenewed focus ddress these iachieved thro

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Supports Stra5 a) Establish Initiative to mmunicipal servInclude CommService Level, Customer Sati5 c) Implemenprocesses and transparency amunicipal serv

7 a) ImplemenComprehensivPlan

ervice

to deliver effping the finane in good standatters of the Tges the Civic C, taxation, trea

g, accounts payeporting, budgrocesses. Audovided by con

vice delivery. vation Place e, Municipal nicipal agreema full time sition of part-t

ategic Plan a Benchmarkin

measure and evalvices and programunity Impact, Efficiency and

isfaction measunt financial consystems to ens

and accountabilvice delivery

nt components ve Housing Act

es

fective ncial ding. own,

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ntract.

In

ments,

time

ng luate ams.

d ures trols,

sure lity in

of the tion

43

Finance 2013 Operating Budget Page 2 of 3


• Implemented quarterly financial reporting to council - Quarterly financial report updates presented to council at regular council meetings (May 15, August 21, November 20, April 16).

• Establish a program audit committee - Council established a program audit committee and approved the terms of reference April 2012.

• Audited financial statements - Council approval of statements April 2012. Completed filing by the May 1 provincial filing deadline.

• Town of Canmore Investment Policy - Council approved August 2012. • Assessment and taxation - Completed accurate, on-time assessment and tax information to protect

inflow of tax dollars in a fair and equitable manner. • Initiated stepped transition to Budget Best Practices – Supported CAO’s “Integrated Planning

Cycle” initiative in the development of a consistent budgeting process to better align service areas with the strategic goals of the Town. Reformatted budget packages for clarity, redefined Budget Committee Terms of Reference, and reformatted financial statements under a best practices framework.

• Elevation Place – Department participated as Elevation Place team leads and/or team members (pricing strategy and operating budget, Information Technology, customer service).

Actual Budget Budget 13 Budget vs 12 Budget FINANCE & COMMON SERVICES 2011 2012 2013 Variance $ %

REVENUES Sales and Rentals 46,945 50,000 50,000 0 0.0%Permits and Fines 219 0 0 0 0.0%Internal Transfers 139,600 122,750 128,520 5,770 4.7%Transfers and Other 3,360 700 700 0 0.0%Total Revenue 190,124 173,450 179,220 5,770 3.3%

EXPENDITURES Salaries, Wages and Benefits 657,792 718,907 772,256 53,349 7.4%Admin and General Services 80,661 84,775 220,920 136,145 160.6%Contracted Services 195,664 231,080 292,250 61,170 26.5%Supplies and Energy 17,206 19,550 22,500 2,950 15.1%Other 0 0 0 0 0.0%Internal Transfers 7,800 0 0 0 0.0%Total Expenditures 959,123 1,054,312 1,307,926 253,614 24.1%

Net Surplus / Deficit (768,999) (880,862) (1,128,706) (247,844) 28.1%

44

VARIANC

• ReAm

• Sa• Ad• Co

ser• Su

VISUAL B

7

ES evenue: Intermbulance. laries, Wages

dmin and Genontracted Serrvices as well a

upplies and E

BUDGET

2.1%

Revenu

rnal Transfer

s and Benefineral Servicervices – Increas best practic

Energy - Incre

27.9%

ue - $179,000

s - Increased

ts – Increasedes - Increased ased due to ce

ces, enhanced ease due to mo

0

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F

due to central

d due to 0.6 FTdue centraliza

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ls

16.9%

22.3%

Finance 2013 O

lization of tele

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59

1.7%

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ephone and de

hone in commnter expenses iocesses. pense from C

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get Page

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mon services.in common

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000

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e 3 of 3

oss of

ve

45

2013 Net

2012 Net

Budget C

Change

2013 FTE

2012 FTE

FTE Ch

2013 BUD

• Stex

• Rprthou

2013 KEY

ItNre

Cse

Budget Sum

t Budget

t Budget

Change

by %

E

E

hange

DGET CHALLE

taffing - Currxpected of the

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PRIORITIES tem

Non-Permanenesidents

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In2013

mmary

649,02

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127,79

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evels in Inform Two addition- The departm

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and prepare ato work policy

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INFO

Inforwideand napplimanaprovfor athe Ivendthe das to

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gy

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46

2012 KEY

• Im

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INFORMTECHN

REVENInternal TTotal Re

EXPENSalaries, WAdmin anContractSupplies Transfer Internal TTotal Ex

Net Surp VARIANC

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mplementati

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it

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e on ensuring Ein terms of coccounting, andreat Plains –f Utility bill to

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2011

80,4080,40

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(450,909

rs - Decreasedts - Increase d

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formation Tech

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2012

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get Page

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Budget vs 12 B

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ontract.

in Common

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cal rity

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%

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47

2013 Net

2012 Net

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Change

2013 FTE

2012 FTE

FTE Ch 2013 KEY

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E

2012 KEY

• Dbw

Budget Sum

t Budget

t Budget

Change

by %

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PRIORITIES tem nsurance and r

management

Electronic reco

ACCOMPLISH

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ERK SUMMARY

erk’s office prtes and stores es, manages thequests, overslitates the elecual census.

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appreciate Tntation of lon

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he records systsees insurancection process,

ategic Plan ment financial

ocesses and ensure transpatability in munvery e and implemervice philosopnched throughtion and reach, visitors and partners

own of Canmg services awa

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tem, and

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ent a phy hout hes to

more ards

48

MUNIC

REVENInternal TTransfersTotal Re


Net Surp VARIANC

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VISUAL BNo Reven

51

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plus / Defici

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it

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ses - $626,00

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ces – Decreaseeased due to 2

00

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00 99292 9,

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ed insurance p2013 municipa

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et Bud20

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projections al general elec

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000

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ction.

get Page

Budget vs 12 Briance $

(9,250) (0

(9,250) (

5,899(58,665)

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(41,966)

32,716

e 2 of 2

Budget %

(100.0%)0.0%

(100.0%)

2.1%(15.4%)133.3%

0.0%0.0%

(6.3%)

(5.0%)

49

B

2013 Net

2012 Net

Budget C

Change

2013 FTE

2012 FTE

FTE Ch

2013 KEY

ItA

ESopl

P

2012 K• W

prco

Budget Summ

t Budget

t Budget

Change

by %

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E

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PRIORITIES tem

Arts Centre

Emergency ocial Services lanning

ublic input

KEY ACCOMP

Work with an Arocess, and repouncil in Novem

CA2

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191,104

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MMUNITY EN

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Splans for

ces (ESS)

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richm

NRICHMENT

ON SUMMARY

Enrichment Seity capacity, ceencourage the

hancement of chment includre, Bow Valley

munity Supporo identify socialop communit We work to eeferred to, andtheir needs.

Supports Stra3 b) Redeveloas a Commun4 c) Manage known commidentified thrEmergency Mand operation10 a) Citizensparticipate inthe communi

lity plan, commy building – Re

operations held

ment

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des the departmy Parent Link,rt Services (FCal & cultural nty responses toensure that citd connected w

ategic Plan op the old Libnity Arts Centand mitigate

munity hazardrough the Management Pnal experiences actively

n the governanity

munity consuleport presentedd in September

works nd t of of life. ments , and CSS). needs o tizens with

brary tre

s as

Plan es

nce of

ltation d to r.

50

CE AD

REVENSales anGrants Total R

EXPENSalaries,Admin SuppliesInternalTotal E

Net Su

VARIANC

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VISUAL B

DMINISTRA

NUES nd Rentals

Revenue

NDITURES , Wages and Band General Ss and Energy l Transfers

Expenditures

rplus / Defic

ES

Admin and Ge

BUDGET

93.5%

6.5%

Reven

Com

ATION

Benefits Services

s

cit

eneral Servic

%

nue - $11,000

mmunity Enrich

Actual2011

7,57

8,3

131,82,3

47,86

182,6

(174,35

ces – Decrease

0

Sales & Renta

Grants

hment Adminis

Budg2012

552 1750302 10

860 14374818 5600652 200

50) (189

ed due to chan

als

2.2%

25.1

stration 2013 O

get Bu2 2

0,000750

0,750

43,4645,5501,650

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51

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52

FCSS 2013 Operating Budget Page 2 of 3

2012 KEY ACCOMPLISHMENTS • Internal assessment - Conducted an internal assessment of program/service responsibilities and

2013-15 FCSS business plan action responsibilities resulting in the decision to replace the vacant Family and Community Worker .6fte position with a .8fte Program Coordinator.

• Pilot with catholic school - Launched a pilot project at Ecole Notre-Dame des Monts which included 24 classroom presentations, three for each class. The topics were decided in consultation with each teacher and delivered in May and June. The pilot was very successful, resulting in the school requesting FCSS submit a proposal outlining the cost and various services available if the Conseil scolaire catholique et francophone du Sud de l’Alberta board entered into a yearly agreement with FCSS.

• Presentation - Word of the success of the Canmore Volunteer Driver Program prompted an invitation from the Grey Matters Conference (sponsored by AMA, Edmonton Seniors Coordinating council and the Alberta Government) to provide a presentation of the program.

• Partnerships - Maximizing resources available to the community, by coordinating and partnering was very successful in 2012. FCSS worked with regional towns, agencies, and schools to deliver more than 20 community programs.

Actual Budget Budget 13 Budget vs 12 Budget FCSS 2011 2012 2013 Variance $ %

REVENUES Sales and Rentals 42,747 45,290 44,785 (505) (1.1%)Internal Transfers 0 0 0 0 0.0%Grants 275,804 277,049 259,094 (17,955) (6.5%)Transfers and Other 19,660 16,079 16,610 531 3.3%Total Revenue 338,211 338,418 320,489 (17,929) (5.3%)

EXPENDITURES Salaries, Wages and Benefits 366,484 383,340 358,166 (25,174) (6.6%)Admin and General Services 4,208 9,908 10,279 371 3.7%Contracted Services 2,702 4,475 4,525 50 1.1%Supplies and Energy 11,391 9,115 8,280 (835) (9.2%)Other 14,187 0 0 0 0.0%Transfer to Reserve 0 3,000 3,000 0 0.0%Internal Transfers 3,000 0 0 0 0.0%Total Expenditures 401,972 409,838 384,250 (25,588) (6.2%)

Net Surplus / Deficit (63,761) (71,420) (63,761) 7,659 (10.7%) VARIANCES

• Revenue: Grants – Previously transferred the community development portion of the ECD Community Response Grant, and related salaries, to the FCSS department (from BVPL department). This practice is discontinued so that all provincial grants related to Parent Link are reported within one Town department to the province.

• Salaries, Wages and Benefits – The community development portion of the ECD Community Response Grant has not been transferred to FCSS from BVPL as in previous years.

• Supplies and Energy – decreased due to less training and education for FCSS staff.

53

VISUAL BBUDGET

FCSS 2013 OOperating Budget Pagee 3 of 3

54

B

2013 Net

2012 Net

Budget C

Change

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r- municipal prre are three cemore and Exsred in Lake Loer the followinelopment, famrral, parent eduening.

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nt Lin

ARENT LINK (

Parent Link is rovincially fun

entres operatinshaw, with seaouise. Programng five areas:

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013 – The Bowpast this date

Supports Stra3) Canmore’programs resocial, culturaspirations o5) Canmore community 7) Canmore’programs mdiverse sociopopulation

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55

Bow Valley Parent Link 2013 Operating Budget Page 2 of 3


• Early Childhood Development work - The Bow Valley ECD Coalition collaboration, partnerships and strategic planning.

• Mentoring - Participation in the Canadian Association of Family Resource Programs (FRP Canada) Blueprint Mentoring Project involving 20 organizations across Canada.

• Database - Successful launch first year of new database in partnership with four other Parent Link Centres.

Actual Budget Budget 13 Budget vs 12 Budget BVPL 2011 2012 2013 Variance $ %

REVENUES Internal Transfers 2,376 2,568 2,568 0 0.0%Grants 452,782 402,637 440,914 38,277 9.5%Transfers and Other 69,691 39,650 10,650 (29,000) (73.1%)Total Revenue 524,849 444,855 454,132 9,277 2.1%

EXPENDITURES Salaries, Wages and Benefits 367,863 360,052 404,949 44,897 12.5%Admin and General Services 17,011 23,635 11,225 (12,410) (52.5%)Contracted Services 29,025 22,625 9,995 (12,630) (55.8%)Supplies and Energy 18,653 16,023 14,695 (1,328) (8.3%)Transfer to Reserve 83,922 18,152 4,200 (13,952) (76.9%)Internal Transfers 8,376 4,368 9,068 4,700 107.6%Total Expenditures 524,850 444,855 454,132 9,277 2.1%

Net Surplus / Deficit (1) 0 0 0 0.0%

VARIANCES • Revenue: Grants – Provincial grants from Parent Link and Early Childhood Development will

increase for 2013. Previously transferred the community development portion of the ECD Community Response Grant, and related salaries, to the FCSS department, this practice is discontinued so that all provincial grants related to Parent Link are reported within one Town department to the province.

• Revenue: Transfer to Other – Decreased to reflect remaining balance of one time ECD Community Response Grant received in 2011 for use in 2011, 2012 & 2013. Carryover only 3 months of remaining funds into 2013 rather than 12 months in 2012.

• Salaries, Wages and Benefits – Increased funding from province (Parent Link and ECD Grants) allows for increase in salaries to staff. The community development portion of the ECD Community Response Grant has not been transferred to FCSS as in previous years.

• Admin and General Services – Decrease in ECD Community Response grant balance results in decreased expenses for ECD Coalition.

• Contracted Services – Decrease in ECD Community Response grant balance results in decreased expenses for ECD Coalition.

56

• Trtra

• Intso Ser

VISUAL B

ransfers to Reansfer to reservternal Transfinternal transrvices.

BUDGET

eserves – 201ve is not requfers – Phone fer to Commo

B

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ear of the ECD

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ent Link 2013 O

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ty Response gr

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get Page

rant, therefore

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unded ral

57

B

2013 Net

2012 Net

Budget C

Change

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2012 FTE

FTE Ch 2013 BUD

• Min

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Budget Summ

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Maintain servncrease in FTE

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Downtown nhancements

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Elevation Place

A201

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234,608

55,813

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Arts and Cultlic art creates amunity celebridentity in our

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58

Arts & Culture 2013 Operating Budget Page 2 of 3


Public Art: • Touchstone – Arts and Culture took on the project management of the sculpture; publishing of

the book of artifacts; and the community engagement and artist presentations to the community. • Elevation Place – Arts and Culture participated in the Technical Team; project managed all

interior public art (Glass treatment in Library, fireplace piece); Produced Milestone Celebrations (Show Me Yours, Climbing Facility Presentation, Soft Opening, Water run); Conducted tours through construction;

Events: • Arts and Culture - took ownership of event logistics and coordination through adjustments in

staff compliment (Bike Criterion, Miners Day) • Canada Parade – 2012 parade was larger than usual due to Calgary Stampede anniversary,

increased floats and a volunteer and staff compliment that was new to the parade operations.

Actual Budget Budget 13 Budget vs 12 Budget ARTS & CULTURE 2011 2012 2013 Variance $ %

REVENUES Sales and Rentals 5,133 5,350 5,550 200 3.7%Transfers and Other 11,390 34,600 51,100 16,500 47.7%Total Revenue 16,523 39,950 56,650 16,700 41.8%

EXPENDITURES Salaries, Wages and Benefits 147,879 153,941 215,956 62,015 40.3%Admin and General Services 21,679 32,890 34,225 1,335 4.1%Contracted Services 34,458 59,975 58,595 (1,380) (2.3%)Supplies and Energy 18,432 27,752 38,295 10,543 38.0%Transfer to Reserve 1,000 0 0 0 0.0%Internal Transfers 1,200 0 0 0 0.0%Total Expenditures 224,648 274,558 347,071 72,513 26.4%

Net Surplus / Deficit (208,125) (234,608) (290,421) (55,813) 23.8%

VARIANCES • Revenue: Transfers and Other - Increase in funds drawn from the Public Art Reserve for total

Community Art Project expenditures, public art conservation due to growth in public art inventory, unveiling costs for additional project, and to fund a public art intern.

• Salaries, Wages and Benefits – Increased for additional FTE for events. • Admin and General Services – Increased for Public Art intern (offset funds from PA Reserve), two

competitions advertising, installations, and openings/opening (offset funds from PA Reserve), and overall increase in cost of event delivery.

• Contracted Services – increased cost of public art conservation due to growth in public art inventory (funds from PA Reserve) offset by no World Cup event expenses budgeted for 2013

• Supplies and Energy – Increased due to drop in in-kind support, increased number of public art unveilings (offset funds from Public Art Reserve), and overall increase in the cost of event delivery.

59

VISUAL BBUDGET

Arts & Culture 2013 OOperating Budget Pagee 3 of 3

60

2013 Net

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61

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dget 13 B13 Va

16,00000,00098,53654,00068,536

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29,671

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ew RCMP con

get Page

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62

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510,095

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LAW SERVICES

ponsible for thwn of Canmore

ugh proactive dents’ concernws include domring of sidewalparks. Officerek between thThe photo ra

agement plan ective services

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s manager and

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5 b) Developpartnershipsgroups, regiolevels of govparty organiprovision ofthe citizens o9 b) Work toinstruments wildlife corrpatches on Plands to ensufunctionalitynational con

nt of selected provincial statesponds to investigated

l control, parksing, noise, wacomplaints 7 30 a.m. and 6and feral rabb

ered through td bylaw superv

ategic Plan e and mitigate hazards as ideEmergency

nt Plan and op

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63

2012 KEY

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BYLAW

REVENSales andPermits aTotal Re

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W SERVICES

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plus / Defici

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enefits ervices

it

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ue generatioeek complianch additional enFeral Rabbit t the May 2012methods and

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n opportunitce through edunforcement Managemen2 Committee oprovide recomyear contract foRCMP enforce

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us of the Bylatherefore fine

ncil received a

on renewal of p

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dget 13 B13 Va

2,50003,03005,530

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get Page

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an update and

photo radar

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dated to comm

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mon

64

2013 Net

2012 Net

Budget C

Change

2013 FTE2012 FTE(approve

FTE Ch

2013 BUD

• 17figst

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ire strategic pl

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mmary

1,598,90

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FIRE

This mediServito thHarvof BisurroBigh

- This is a resuwe divested f

quested to hird to calls, as idsponse times o

me in the strate

statistics, meetces quarterly a

mendations to

fire departmeables and comsults of monithanges to nt as required

ue t

E - RESCUE Sdepartment p

ical response ices) and fire p

he Town of Cavie Heights anighorn. Mutuaounding commhorn, Morley a

ult of the addifrom AHS and

re a firefighterdentified in thon one shift, wegic plan.

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ent structure mpare with toring to

SUMMARY provides fire s(as requested prevention/edanmore and tond Dead Man’al Aid is provimunities of Baand Kananaski

ition of one nd will be runn

r to ensure thahe approved stwhich will limi

Supports Stra4 a) Advocaaccountabilipost transitioAlberta Hea4 b) Implemthe Fire Stra

suppression, reby Alberta Heducation servio the Hamletss Flats in the ided to the anff, the M.D

kis Country.

new full time fining a full

at there are twtrategic plan. Iit the ability o

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alth Services ment componeategic Plan

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of

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ents of

65

Fire - Rescue 2013 Operating Budget Page 2 of 3

Review and evaluate False Alarm Bylaw data and adjust Bylaw accordingly

Assess AED (automated external defibrillator) distribution in community and create plan for additional units if required Amend the Town of Canmore Quality Management Program (QMP) to reflect the 2012-13 fire inspection/prevention programs

Increase number of AED’s available for public access according to plan

Provide fire-rescue safety programs to staff and the community

Emergency management plan

Rollout Emergency Management Plan (EMP) to all stakeholders

• Implement Disaster Social Services (DSS) contract with Red Cross

• Hold meetings/training/table-top exercises

• Define department and staff role in EMP

Review opportunities for Bylaw Services/ Fire-Rescue Department integration

4 c) Manage and mitigate known community hazards as identified through the Emergency Management Plan and operational experiences


• Effectively move employees and organization through AHS transition - Employee transition was completed successfully for the April 1st transition date.

• Medical response options – An advanced life support (ALS) capable trial program commenced May 4, which will be evaluated and a report presented to council in 2013

66

FIRE SE

REVENSales andTransfersTotal Re

EXPENSalaries, WAdmin anContractSupplies BorrowinTransfer Internal TTotal Ex

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VARIANC

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2012 Net

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tion philosophn driving revenemployees witin these areas d will require alable as part o

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get

CREATION SU

reation servesrenting town

gramming activfocus is on enss to services.t learning opp

grams, a numbvided to meet more. The Reatics, which is uarding and aq

atics programmnitoring, and g

also manages k Reception wgram registrati

ntrates on manembership focaining in the ameasure perfo

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UMMARY the communifacilities and svities to maximnhancing the a From youth

portunities, to ber of servicesthe wide varieecreation deparesponsible foquatics instrucming, water qugeneral pool op

the Recreatiowhich includeson and fee co

naging costs acused. Key acareas, as well aormance. An o implement.

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w business are

ity by operatinscheduling andmize facility uavailability of day camps androp in recrea

s and programety of interestsartment includor the provisioctional serviceuality testing aperations. Th

on Centre Fros customer serollection.

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ea for Recreat

ng d

usage. and

nd ation

ms are s in des on of es, and his nt rvice,

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ip hat

tion

68

Recreation 2013 Operating Budget Page 2 of 3

2013 KEY PRIORITIES Item Description Supports Strategic Plan Rec Centre redevelopment

Develop a program plan for the new space(s)

3 a) Redevelop the Recreation Centre pool envelope as a Community Centre. Develop a plan for covering the adjacent sports field as a second phase to this redevelopment

Diverse economy

Market Elevation Place as an economic driver

6 b) Implementation of the Sustainable Economic Development and Tourism Strategy


• Climbing centre management plan - Climbing Gym Supervisor recruitment process has completed. Climbing Gym budget under development as part of 2013 Budget Process - incorporates pricing and membership strategy.

• Develop a recreation user subsidization policy - Council approved a Recreation Services User Fee Policy at the June 5, 2012 regular meeting.

• Develop a strategy and a plan for corporate customer relations - Development of the Customer Service Plan will be implemented with the opening of Elevation Place.

Actual Budget Budget 13 Budget vs 12 Budget RECREATION 2011 2012 2013 Variance $ %

REVENUES Sales and Rentals 1,059,362 1,353,898 1,711,377 357,479 26.4%Grants 15,143 8,500 8,500 0 0.0%Transfers and Other 11,665 12,710 0 (12,710) (100.0%)Total Revenue 1,086,170 1,375,108 1,719,877 344,769 25.1%

EXPENDITURES Salaries, Wages and Benefits 937,586 1,269,744 1,970,927 701,183 55.2%Admin and General Services 49,392 81,872 71,680 (10,192) (12.4%)Contracted Services 69,289 129,060 70,110 (58,950) (45.7%)Supplies and Energy 46,337 84,857 108,625 23,768 28.0%Transfer to Reserve 70,000 70,000 0 (70,000) (100.0%)Internal Transfers 8,400 0 0 0 0.0%Total Expenditures 1,181,004 1,635,533 2,221,342 585,809 35.8%

Net Surplus / Deficit (94,834) (260,425) (501,465) (241,040) 92.6%

69

VARIANC

• Rremre

• Saextoreco

• Cindu

• Suneouat

• T

VISUAL B

ES

Revenue: Saleevenue opport

memberships, aevenues from alaries, Wagexpected to be o support the equired to lifegommunity.

Contracted Sencluded in the ue to a shift frupplies and Eew climbing gur existing fact Elevation Pla

Transfer to Re

BUDGET

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rom contractoEnergy – Incgym. In additicility, as well aace. eserve - Remo

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als – Increasedthe sales of aq

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creation 2013 O

opening of Ele, climbing gymd programs an

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ItAtr

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Alternate ransportation

Community azards

edestrian and icycle safety

E201

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SUMMARY Department ist, capital projertation planninces such as roacontractors arey.

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4 c)Manage known commidentified thEmergency Mand operatio4 d)Implemeupgrades to and pedestri

s responsible fect delivery, ng, and generaad use permitte used extensiv

ategic Plan e town wide biian route systee reliance on c

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hrough the Management

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Plan ces ture

ycle

71

Engineering 2013 Operating Budget Page 2 of 3

Environmental sustainability

Amend engineering design guidelines to increase use of recycled materials for infrastructure projects Provide public education about our unique local groundwater and drainage conditions

8 a) Implement components of the Environmental Sustainability Action Plan


• Identify possible future transit hub and park and ride location – Presented to Council in October • Develop a capital asset lifecycle plan – Implementation of new software for asset management completed in

November • Regional transit – provided support for startup of service between Canmore and Banff

Actual Budget Budget 13 Budget vs 12 Budget ENGINEERING 2011 2012 2013 Variance $ %

REVENUES Sales and Rentals 777 0 0 0 0.0%Permits and Fines 16,650 9,000 9,000 0 0.0%Internal Transfers 190,700 192,600 196,840 4,240 2.2%Total Revenue 208,127 201,600 205,840 4,240 2.1%

EXPENDITURES Salaries, Wages and Benefits 851,838 842,207 736,691 (105,516) (12.5%)Admin and General Services 13,338 16,350 16,760 410 2.5%Contracted Services 30,874 47,500 110,000 62,500 131.6%Supplies and Energy 2,407 4,400 9,500 5,100 115.9%Other 60,000 120,000 151,000 31,000 25.8%Internal Transfers 6,000 0 0 0 0.0%Total Expenditures 964,457 1,030,457 1,023,951 (6,506) (0.6%)

Net Surplus / Deficit (756,330) (828,857) (818,111) 10,746 (1.3%) VARIANCES

• Salaries, Wages and Benefits – Decreased due to reduction of one staff member. • Contracted Services – Increased due to contracting of transportation engineering services in lieu of

full staff compliment. It is expected that this work will continue to be contracted for 2-3 years. • Supply and Energy – Increased due to trail counters being moved from capital budget to operating

budget. • Other – This line item includes regional transit expenditures. Increased due to full year service in

2013 vs. partial year service in 2012.

72

VISUAL BBUDGET

Engineering 2013 OOperating Budget Pagee 3 of 3

73

2013 Net

2012 Net

Budget C

Change

2013 FTE

2012 FTE

FTE Ch 2013 BUD

• Dencore

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2013 KEY

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Budget Sum

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DGET CHALLE

Decreased revnforcement, ponsultation inieceivership

Addition of SuTE in 2012 as

Development dReduced DeveAppeal Board a

PRIORITIES tem

Active ransportation nfrastructure

Downtown nhancement

Pl201

mmary

411,41

385,08

26,33

6.8%

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ng & ng Budge

PLAN

All mhanduse pand dapplibuildcompontoways

rkload from oly (i.e. Land Unt, baseball ne

role – There nator duties ared staff level (dsion powers -mmission wor

ture improveme Open Space

existing plan frng elements:

with Downtow

akeholders

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matters relatindled by Planniplanning (e.g. development ications, develding permit appliance), and m

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doing more wi- Increased Surkload.

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rom 1998.

wn Business

elopm

EVELOPMENT

ng to land deveing. This incluzoning) of all approvals (sulopment perm

pplications, letmanagement oicipal lands an

venue tasks VT ARP, SSR ssions with pro

ly a staffing reaken by the Plth same staff)

ubdivision and

Supports Stra1 a) Improvebicycle and psystem and don car use 2 b) Update the DowntoConcept Plathe lane behof Main StreCreek Pond

ment

T SUMMARY

elopment are udes long term

lands, permitbdivision

mit applicationtters of of encroachm

nd utility right

- Increased byprocess), puboperties in

eduction of 0.lanning and .

d Developmen

ategic Plan e town wide pedestrian roudecrease relian

and Implemeown Enhanceman for 10th Strehind the north eet and Policem

m land tting

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ments of

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nt

ute nce

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man’s

74

Planning & Development 2013 Operating Budget Page 2 of 3

• Seasonal pedestrian only zone on Main Street

• Downtown entrance way features Aesthetic improvements

Partner with Canmore Business and Tourism and the Downtown Business Association to improve storefronts, with a focus on attracting tenants to the downtown core

2 c) Develop a plan to encourage aesthetic improvements to store fronts of vacant properties

Light manufacturing on Bow Valley Trail

Increase available light manufacturing land via new land use districts in Bow Valley Trail (BVT) Area Restructure Plan (ARP)

6 a) Support the growth of businesses outside of the tourism and hospitality sectors

Housing Daycare site development – design and implement outcomes from community consultation

7 a) Implement components of the Comprehensive Housing Action Plan


Collect baseline data on volume and type of chemical use by the community (herbicide, pesticide, fungicide)


Municipal Development Plan

Create Terms of Reference for new Municipal Development Plan (MDP)

• Re-evaluate the value of the previous draft Community Sustainability Plan (CSP)

• Implement a public engagement process

8 b) Create a new MDP document to remove vagueness and provide clarity of direction to new development

Habitat patches Implement recommendations of report that will be presented to Council in July or August 2012

9 a) Implement mechanisms to balance human use in the South Canmore and Palliser Area Habitat Patches

Land connectivity Identify priority corridors and contact land owners

9 b) Work to establish legal instruments to protect designated wildlife corridors and habitat patches on Provincial and private lands to ensure connectivity and functionality in a regional and national context

2012 KEY ACCOMPLISHMENTS • Develop a Bow Valley Trail ARP - A new bylaw was brought back to council on September 18. • Downtown trail signage -Improved trail signage for main visitor oriented trails (design took place

summer of 2012, installation late 2012/early2013). • Pool envelope redevelopment – Provided leadership in the public consultation process. • Develop an assessment based Employee Housing Program – A report was presented to

Council in late 2012. • Develop the Open Space & Trails Plan, including a means of securing legal public access to

trails and maintenance of these trails and identify gaps in the trail network, with a focus on Three Sisters Land – A report was presented to Council in late 2012.

75

PLANNDEVEL

REVENSales andPermits aTotal Re


Net Surp VARIANC

• ResTap

• Sale

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• Cno

VISUAL B

NING & LOPMENT

NUES d Rentals and Fines evenue


plus / Defici

ES Reserve: Permstimate based

Three Sisters mpplication. alaries, Wage

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BUDGET

enefits ervices

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makes ASP app

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2011

5,17471,53476,70

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fits – Decreascturing in 201

ces – Increase nt Departmenrease due to p

nning & Develo

Budge

2012

73 534 54407 549,

52 79260 1883 11614 70009 934,

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due to Sustaint. previously pro

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et Bud

20

,100,750 42,850 42

,584 7,350 2,500 10,500

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dget 13 B

13 Va

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get Page

Budget vs 12 B

ariance $

(75)(120,080)(120,155)

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tivity. 2013 nue may occu

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%

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76

2013 Net

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Recreation Cenedevelopment

2

mmary

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2,363,25

497,54

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n Place - withher costs) willmmissioning oool envelope r

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ng enhancemeelopment:

dget

ILITIES SUMM

Facilities Depration and maictural, and lifeities includinged capital proodial services

h no history, bl be challenginof the commuredevelopmen

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uction

acement of:

ents as part

MARY partment is resintenance of te and safety syg the Recreatiojects, energy iare also provi

budgeting andng unity arts centrnt

Supports Stra3 a) RedevelCentre pool Community plan for covsports field ato this redev

sponsible for the mechanicaystems of all Ton Centre. Fainitiatives and ided.

d managing iss

re (library

ategic Plan lop the Recreaenvelope as aCentre. Deve

vering the adjaas a second phvelopment

the al, Town acility

sues

ation a elop a acent hase

77

Facilities 2013 Operating Budget Page 2 of 4

• Additional change rooms for female athletes

• Move concession upstairs and offices downstairs

• Install staff lunch room • Reconfigure lobby

Arts Centre Implement renovation and construction project and ensure design fits with downtown enhancement plan

3b) Redevelop the old Library as a Community Arts Centre

Service to tenants Define level of service provided to tenants in municipal facilities

5 b) Develop and foster partnerships with community groups, regional neighbours, other levels of government and third party organizations for the provision of seamless service to the citizens of Canmore

Branding Implement community brand within the organization

6 b) Canmore creates an environment for economic opportunities by contracting with Canmore Business and Tourism in the coordination of the implementation of the Sustainable Economic Development and Tourism Strategy


Implement recommendations from existing energy audits and move forward with additional audits on remaining buildings including:

• Replace gas furnaces with high efficiency units:

• Install Exterior Wall/Roof Insulation Upgrades

Promote the Arts Centre as a demonstration project to show the benefits of energy retrofits


Waste and recycling

Design, build and construct a Waste Transfer Station and Materials Recycling Facility at the WWTP location

8 b) Relocate the Waste Transfer Station and Materials Recycling Facility to the WWTP – ensure flexibility for future Energy from waste and biosolids management options

78

Facilities 2013 Operating Budget Page 3 of 4


• Develop a long term Community Facilities Plan (post Elevation Place) - Work delayed by Elevation Place, library redevelopment, recreation centre redevelopment, staff turnover, and delays with implementation of Workteck software

• Department restructuring – with some changes in staffing the department took the opportunity to restructure to increase effectiveness and efficiency

Actual Budget Budget 13 Budget vs 12 Budget FACILITIES 2011 2012 2013 Variance $ %

REVENUES Sales and Rentals 264,557 301,470 355,312 53,842 17.9%Internal Transfers 49,227 34,474 31,100 (3,374) (9.8%)Transfers and Other 4,994 16,183 267,300 251,117 1551.7%Total Revenue 318,778 352,127 653,712 301,585 85.6%

EXPENDITURES Salaries, Wages and Benefits 1,075,152 1,181,540 1,522,610 341,070 28.9%Admin and General Services 20,668 24,896 30,920 6,024 24.2%Contracted Services 443,600 406,091 828,090 421,999 103.9%Supplies and Energy 763,349 853,452 989,490 136,038 15.9%Borrowing Costs 194,964 0 0 0 0.0%Transfer to Reserve 249,404 249,404 143,404 (106,000) (42.5%)Internal Transfers 3,000 0 0 0 0.0%Total Expenditures 2,750,137 2,715,383 3,514,514 799,131 29.4%

Net Surplus / Deficit (2,431,359) (2,363,256) (2,860,802) (497,546) 21.1%

VARIANCES • Revenue: Sales and Rentals – Increased due to new leases associated with Elevation Place. • Revenue: Transfers and Other – Increased funding from reserve transfer to fund 1-time

operational projects. • Salaries, Wages and Benefits – Increased to fund FTE’s required to operate Elevation Place. • Contracted Services - Increased to fund required contracted services to operate Elevation Place and

to fund a backlog of one time operational projects. • Supplies and Energy – Decreases in power/gas utilities expected as a result of the pool closure at

the Canmore Recreation Centre are largely offset as a result of Elevation Place. Supplies increased predominantly due to material required to operate Elevation Place (e.g. pool chemical & janitorial supplies) and one-time projects costs in the ‘Facilities’ portfolio.

• Transfer to Reserve – Decreased in lieu of debenture reserve repayment for Volker Stevin land.

79

VISUAL BBUDGET

F

28.2%

Facilities 2013 O

43

23.6%

4.1%

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es - $3,515,00

get Page

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and develop e managemencil in March 2

Budge2012

00 16000 160,

52 17123 1951 116 70042 199

2) (39,0

ed due to cent

stration 2013 O

takeholders

Waste as a Canmore

a comprehenent strategy i2012.

et Bud20

,000 1,000 16

,550 1,291,200,000

0,041 18

041) (2

tralizing teleph

Operating Bud

Facility to thflexibility fowaste and bioptions

nsive waste mis and the rol

dget 13 B13 Va

64,00064,000

75,4972,3651,2006,500

085,562

21,562)

hone and cellu

get Page

he WWTP – er future Energiosolids mana

managementle of the


4,0004,000

3,947(16,926)

0(500)

0(13,479)

17,479

ular expenses

e 2 of 2

ensure gy from

agement

t

Budget %

2.5%2.5%

2.3%(87.7%)

0.0%(7.1%)

0.0%(6.8%)

(44.8%)

in

82

2013 Net

2012 Net

Budget C

Change

2013 FTE

2012 FTE

FTE Ch

2013 BUD

• Stwse

2013 KEY

ItEsu

2012 KEY

• Uapre

Budget Sum

t Budget

t Budget

Change

by %

E

E

hange

DGET CHALLE

taffing - The with a Council easonal positio

PRIORITIES tem

Environmentalustainability

ACCOMPLISH

Urban Forest pproved UFMemoval, tree p

P201

mmary

962,64

1,002,36

(39,722

-4.0%

11.

11.

ENGES

department hpriority to inc

ons).

Del Collect

chemicpesticid DeveloManage

HMENTS Managemen

MP to include hruning, tree p

arks13 Operati

43

65

2)

%

.4

.4

-

has inherited acrease trail ma

escriptionbaseline data al use by the c

de, fungicide)

op and implemement (IPM) p

nt Plan (UFMhigh priority r

planting, water

ing Budge

PARK

WithactivmainDepamainoutdcememanapark

additional greeaintenance will

on volume an

community (h

ment Integrateplan for Town

MP) - The deprecommendatiring, etc.

et

RKS SUMMARY

h a communityvity, the Parks ntaining Canmartment takes

ntenance of padoor ice surfacetery operatioagement, hazas capital and i

en space over ll require an ad

Snd type of herbicide,

ed Pest n operations

partment implions including

Y y focus on recDepartment h

more’s active li care of the oparks, sports fieces, trails & grns, mountain ardous trees, ginfrastructure

the past threedditional 1.05

Supports Stra8 a) Implemthe EnvironSustainabilit

emented the fg increased ha

creation and has a key role ifestyle. The Pperation and elds, tot-lots, reen spaces, pine beetle

graffiti removaplanning.

e years combinFTEs (or (3)

ategic Plan ment componenmental ty Action Plan

first year of thazardous tree

in Parks

al,

ned three

nts of

n

he

83

PARKS

REVENSales andGrants TransfersTotal Re

EXPENSalaries, WAdmin anContractSupplies Other Transfer Internal TTotal Ex

Net Surp VARIANC

• Rre

• R20

• Cfu

• Inth

VISUAL B

NUES d Rentals

s and Other evenue


to Reserve Transfers xpenditures

plus / Defici

ES Revenue: Saleevenue for rain

Revenue: Gra013 <$25K>.

Contracted Seunding decreanternal Transhe CRPS and C

BUDGET

enefits ervices

it

e and Rentaln barrel sales ants – Decrea Offset by an

ervices – Decrse in the MPBsfers - IncreasCtR school bo

Actual2011

46,988,00

133,58188,57

589,0215,19

107,57127,30

7,79146,40

1,80995,09

(806,518

ls – Increased and a flower b

ased due to non increase in fureased due to

B program in 2sed due to Quoards.

Budge2012

85 4000 258772 65

20 63197 1970 27507 13190 806 10090 1,067,

8) (1,002,3

due to Joint Ubarrel workshoo funding for tunding from tthe UFMP th

2013. uarry Lake Fou

Parks 2013 O

et Bud20

,175,000

0,175

,908 62,504,316 2,012 13,000,800

0,540 1,02

365) (96

Use Agreemenop. the Mountain the Quarry Lahat was over e

undation and

Operating Bud

dget 13 B13 Va

51,8158,000

059,815

29,66216,10017,99031,1068,000

19,6000

22,458

62,643)

nt and Canmo

Pine Beetle (Make Foundatioestimated in 20

the Joint Use

get Page


11,640(17,000)

0(5,360)

(2,246)(3,404)

(57,326)940

17,8000

(45,082)

39,722

ore in Bloom

MPB) programn +$8K. 012 and the

Agreement w

e 2 of 2

Budget %

29.0%(68.0%)

0.0%(8.2%)

(0.4%)(17.5%)(20.8%)

0.1%0.0%

988.9%0.0%

(4.2%)

(4.0%)

(CIB)

m in

with

84

B

2013 Net

2012 Net

Budget C

Change

2013 FTE

2012 FTE

FTE Ch 2013 BUD

• Stpuin

• Inliato

2013 KEY

ItEsu

2012 KEY

• Jucllo

• Spfo

Budget Summ

t Budget

t Budget

Change

by %

E

E

hange

DGET CHALLE

taffing - The ublic walkway

n 2013. nfrastructureability related o keep pace wi

PRIORITIES tem


ACCOMPLISH

une high watlosures, armouocations. pecial eventsor staff and eq

St201

mary

1,716,781

1,585,762

131,019

8.3%

7.0

6.2

0.8

ENGES

department isys combined w

e life cycling –to trip hazardith work requ

Del Develo

reductiostreet sw

HMENTS ter event – Thuring the dyke

s support – Tquipment incre

treets 13 Operati

1

2

9

%

0

2

8

s not currentlywith the Eleva

– The sidewalds. The 2013 buired determin

escriptionop short, medion targets relaweepings reco

he departmente, sandbagging

The departmeneased.

& Roing Budge

STRE

In adStevideparoad streeyearsa signfor c

y meeting the ation Place par

lks are aging abudget was in

ned through re

um and long tated to fleet fuovery

t assisted withg and providin

nt continued to

oadset

EETS & ROAD

ddition to manin, the Town oartment is respd and sidewalket lights, and ss the Streets anificant increa

community sp

48 hour snowrking lot will r

and require moncreased by $3egular inspecti

Sterm fuel uel use and

h the high watng 24 hour mo

o provide spe

DS SUMMARY

naging the conof Canmore’sponsible for flk maintenancenow and ice cnd Roads Depase in the requ

pecial events.

w and ice remorequire an add

ore regular rep32,000 for sideions.


ter event in Juonitoring of k

ecial event sup

Y ntract with Vo Streets and Rleet manageme, traffic serviccontrol. In recpartment has uests for supp

oval policy forditional 0.74 F

pairs to reducewalk mainten


une with road ey waterway

pport as reque

olker Roads ent,

ces, cent seen

port

r TEs

e nance

nts of

n

sts

85

STREET

REVENSales andInternal TTotal Re

EXPENSalaries, WAdmin anContractSupplies BorrowinTransfer Internal TTotal Ex

Net Surp VARIANC

• R

• Sa

• A

• Cw

• Suin

VISUAL B

TS & ROAD

NUES d Rentals Transfers evenue


ng Costs to Reserve


plus / Defici

ES Revenue: Inte

alaries, Wage

Admin and Ge

Contracted Sewarranty cover

upplies and En power distrib

BUDGET

13

86.2%

Revenu

DS

enefits ervices

it

ernal Transfe

es and Benef

eneral Servic

ervices – Incrage) and sidewEnergy – Incbution and gen

3.8%

ue - $118,000

Actual2011

6,47110,28116,76

484,129,38

680,69561,0040,1126,251,20

1,802,78

(1,686,022

er – Decreasefits – Increaseces – Decreaseeased due to awalk repairs tocreased due to neration costs

0

Sales & Renta

Other

Streets &

Budge2012

78 1685 10463 120,

27 51085 1099 49708 6601650 260085 1,706

2) (1,585,7

d due to remoed due to an aded due to centadditional funo address agin

cost/tonne os.

ls 36

& Roads 2013 O

et Bud20

,250,500 10,750 1

,942 5,826,691 54,803 6

0,250 2

06,512 1,8

762) (1,71

oval of ambuladditional 0.74tralizing cellul

nds for aging flng infrastructuof pickled sand

29.6%

6.9%

1.4%

Expens

Operating Bud

dget 13 B13 Va

16,25001,40017,650

81,6756,746

42,25077,510

026,250

034,431

16,781)

ance repair an4 FTE. lar phones in cfleet (only 2 veure, liability, and and a projec

31.7%

0.4%%

ses - $1,834,0

get Page


0(3,100)(3,100)

70,733(4,080)44,55916,707

000

127,919

(131,019)

nd maintenanc

common servehicles have nd complaintscted 4.5% incr

000

Staffing

Administrativ

Contracted

Supplies

Other

e 2 of 2

Budget %

0.0%(3.0%)(2.6%)

13.8%(37.7%)

9.0%2.5%0.0%0.0%0.0%7.5%

8.3%

ce.

vices.

. rease

ve

86

B

2013 Tot

2012 Tot

Budget C

Change

2013 FTE

2012 FTE

FTE Ch

2013 BUD

• Nst

2013 KEY

ItEsu

Wre

Budget Summ

tal Budget

tal Budget

Change

by %

E

E

hange

DGET CHALLE

New waste mtation and mat

PRIORITIES tem


Waste and ecycling

So201

mary

1,931,489

1,677,601

253,888

15.1%

9.1

8.6

0.5

ENGES

anagement iterials recyclin

Del Implem

includineducati Promotmanage ExpandProgram Work wToxic WDesignStation WWTP

olid W13 Operati

8

%

nfrastructureng facility mus

escriptionment the Enhang a comprehon program

te garburator ement program

d weekly Largem to winter m

with BVWMCWaste Drop O, build and coand Materials

P location

Waste ing Budge

SOLI

Respservipedeprogservicolleand rdays/

e in 2013 – Prst be obtained

anced Recycliensive promo

use as part of m

e Item Clean Umonths

C to initiate a hOff facility onstruct a Wass Recycling Fa

Serviet

ID WASTE SE

ponsible for wices, large itemestrian containgrams, Solid Wice to the Canection is animarecycling depo/week and 24

rovincial approd before the pr

Sing Program otion and

f an organics

Up

household

ste Transfer acility at the

ices

ERVICES SUM

waste collectionm clean-ups, toner servicing, aWaste Services nmore commual proof and oots are open t4 hours/day.

ovals for new roject can beg


8 b) RelocatTransfer StaRecycling FaWWTP – enfuture Energbiosolids ma

MMARY n, recycling oxic round-upand special provide conti

unity. Waste occurs 7 days/o the public 7

waste transfegin.


te the Waste ation and Mateacility to the nsure flexibilitgy from wasteanagement op

ps,

inual

/week 7

er

nts of

n

erials

ty for e and ptions

87

Solid Waste Services 2013 Operating Budget Page 2 of 3


• Rollout the Enhanced Recycling Plan to the community - Program proceeding with purchase and installation of tri-stream recycling containers in neighbourhoods beginning in fall 2012.

Actual Budget Budget 13 Budget vs 12 Budget SOLID WASTE SERVICES 2011 2012 2013 Variance $ %

REVENUES Sales and Rentals 1,578,748 1,677,601 1,931,489 253,888 15.1%Total Revenue 1,578,748 1,677,601 1,931,489 253,888 15.1%

EXPENDITURES Salaries, Wages and Benefits 545,342 606,372 638,086 31,714 5.2%Admin and General Services 13,507 13,770 9,770 (4,000) (29.0%)Contracted Services 392,883 500,625 577,650 77,025 15.4%Supplies and Energy 63,378 59,050 62,900 3,850 6.5%Borrowing Costs 0 0 108,525 108,525 0.0%Transfer to Reserve 351,102 264,631 290,629 25,998 9.8%Internal Transfers 175,532 196,149 206,925 10,776 5.5%Transfer to Affiliated Orgs 37,004 37,004 37,004 0 0.0%Total Expenditures 1,578,748 1,677,601 1,931,489 253,888 15.1%

VARIANCES

• Revenue: Sales and Rentals - Increased due to a 5% increase in residential waste rates and projected new accounts and a 30% increase (or an annual increase of $21.60/home) in residential recycling rates to fund the ‘Beyond Curbside’ program.

• Salaries, Wages and Benefits – Increased due to a 0.5 FTE or the other half of an operator position approved for 2012 to support the ‘Beyond Curbside’ program.

• Admin and General Services – Decreased due to cellular phones expenses centralized in common services

• Contracted Services – Increased due to a 22% increase related to a new 3 year waste transfer and disposal contract.

• Supplies and Energy – Increased due to clothing and various supplies such as bags and waste container hardware.

• Borrowing Costs – Increased due to debenture in 2012 – Bylaw 12-2012 Enhanced Recycling • Transfer to Reserve – Increased to allow the budget to zero. SWS is rate model supported and all

variances in revenues and expenditures are offset through the transfer to or from SWS reserve. • Internal Transfers – Increased due to increases in fuels, fleet repair and maintenance and cellular

phones (to ensure SWS is rate supporting).

88

VISUAL BBUDGET

100.0%

Revenue - $1,931,0000

Sales & Renta

Solid Waste S

ls

3.3%

5.6%

27.7%

Services 2013 O

29.9%

%

Expens

Operating Bud

33.0%

0.5%

ses - $1,931,0

get Page

000

Staffing

Administrativ

Contracted

Supplies

Borrowing

Other

e 3 of 3

ve

89

2013 Tot

2012 Tot

Budget C

Change

2013 BUD

• B 2013 KEY

• U 2012 KEY

• Jusu

• Pev

Budget Sum

tal Budget

tal Budget

Change

by %

DGET CHALLE

Budget shortf

PRIORITIES

Utility rate rev

ACCOMPLISH

une high waturcharge in th

Pumphouse 1 vent

U20

mmary

6,805,042

6,860,216

(55,174

-0.8%

ENGES

fall – Offsite L

view – Review

HMENTS ter event – Ree wastewater cfailure – Res

Utiliti013 Opera

2

6

4)

%

Levy revenue

w utility rate st

espond to highcollection systpond and rep

es ating Budg

UTIL

Workwith of wdistrimanacapit

shortfall of $1

tructure to en

h surface and tem

air unexpecte

get

LITIES SUMM

king through EPCOR, the

water and wasteibution, wasteagement, mettal and infrastr

1M+ in 2013

sure it is equit

ground water

d failure at Pu

MARY a public/privaUtilities depa

e water treatme water collectering and billiructure planni

table

r event to min

umphouse 1 d

ate partnershiartment takes ment, water tion, bio-soliding services, uing.

nimize the risk

during high wa

ip care

ds utilities

k of a

ater

90

UTILIT

REVENMunicipaSales andTransfersTotal Re

EXPENContractSupplies BorrowinTransfer Internal TTotal Ex

VARIANC

• Rne

• RU

• Cgr

• Suge

• Talplto

VISUAL B

1

TIES

NUES al Taxes d Rentals s and Other evenue

NDITURES ed Services and Energy

ng Costs to Reserve


ES

Revenue: Saleew accounts a

Revenue: TranUtilities debt seContracted Serowth. Offsetupplies and Eeneration cost

Transfer to Rell variances in lus the first yeo be repaid ov

BUDGET

0.

98.0%

.3%

Revenu

es and Rentaand increased nsfers and Oervicing costs ervices – Incrt by decrease iEnergy – Incts. eserve – Decrrevenues and

ear repaymentver 5 years - pe

7%

e - $6,805,00

Actual2011

47,35,330,51,478,06,855,9

3,460,7742,8

1,388,1877,8386,3

6,855,9

als – Increasedconsumption.

Other – Decrea eased due to Ein securing a r

creased due to

reased to allow expenditures

t of $214,000/er motion 506

00

MunicipalTaxes

Sales & Renta

Other

l Budg201

341 4556 5,68072 1,13969 6,86

789 3,76855 67152 1,36873 66300 38969 6,86

d to reflect a 1. ased due to di

Epcor contracreduced fee toa projected 4

w the budget tare offset thr

/annum to the6-2011).

ls

11.8%

20.1%

Utilities 2013 O

get Bu12 2

45,00084,513 630,70360,216 6,

66,350 373,80067,850 162,86689,35060,216 6,

12% increase i

iscontinuing m

ct increases reo manage bios4.5% increase i

to zero. Utilitrough the trane General Cap

10.5%

Expens

Operating Bud

udget 13 2013 V

45,000 ,670,042

90,000 ,805,042

,920,661 804,000 ,367,848 314,373 398,160

,805,042

in fixed and v

municipal tax s

elated to CPI asolids. in power distr

ties is rate monsfer to or frompital Reserve (a

57.6%

ses - $6,805,0

get Page


0985,529

(1,040,703)(55,174)

154,311130,200

(2)(348,493)

8,810(55,174)

variable utility

support for

and infrastruct

ribution and

odel supportedm Utilities resa $1,077,783 l

000

Contract

Supplies

Borrowin

Other

e 2 of 2

2 Budget %

0.0%17.3%

(92.0%)(0.8%)

4.1%19.3%(0.0%)

(52.6%)2.3%

(0.8%)

rates,

ture

d and serve - loan

ted

ng

91

LIBRAR

EXPENAdmin anBorrowinTransfer Total Ex

Net Surp VARIANC

• A

• T

MUSEU

EXPENTransfer Total Ex

Net Surp

VARIANC

• T

RY

NDITURES nd General Seng Costs to Affiliated O

xpenditures

plus / Defici

ES

Admin & Gen

Transfer to Af

UM

NDITURES to Affiliated O

xpenditures

plus / Defici

ES

Transfer to Af

A201

ervices

Orgs

it

neral Services

ffiliated Orgs

Orgs

it

ffiliated Orgs

Affiliat13 Operati

Actual2011

57,4134,4560,0752,0

(752,00

s – Increase dus – Increase du

Actual2011

103,0103,0

(103,00

s – Increase du

tes ing Budge

l Budg201

462 6472070 56004 62

04) (621

ue to Marigoldue to move to

l Budg201

000 10000 10

00) (104

ue to operatin

et

get Bu12 2

60,3530

61,52421,877

1,877) (6

d agreement (o Elevation Pl

get Bu12 2

04,00004,000

4,000) (1

ng budget fund

udget 13 2013

64,664 0

605,221 669,885

669,885)

(ToC portion)lace

udget 13 2013

107,000 107,000

107,000)

ding request


4,31

43,6948,00

(48,008

)


3,003,00

(3,000

2 Budget %

11 7.1%0 0.0%

97 7.8%08 7.7%

8) 7.7%

2 Budget %

00 2.9%00 2.9%

0) 2.9%

92

Affiliates 2013 Operating Budget Page 2 of 3

Actual Budget Budget 13 Budget vs 12 Budget CCHC / HOUSING 2011 2012 2013 Variance $ %

REVENUES Municipal Taxes 499,730 500,000 525,000 25,000 5.0%Sales and Rentals 590,128 593,792 0 (593,792) (100.0%)Transfers and Other 0 5,575 405,590 400,015 7175.2%Total Revenue 1,089,858 1,099,367 930,590 (168,777) (15.4%)

EXPENDITURES Borrowing Costs 405,309 405,591 405,590 (1) (0.0%)Other 184,819 193,776 0 (193,776) (100.0%)Transfer to Reserve 249,730 250,000 250,000 0 0.0%Transfer to Affiliated Orgs 250,000 250,000 275,000 25,000 10.0%Total Expenditures 1,089,858 1,099,367 930,590 (168,777) (15.4%)

VARIANCES

• Revenue: Municipal Taxes – Increase due to operating budget funding request • Revenue: Sales & Rentals – Decrease due to transfer of The Hector to CCHC

• Revenue: Transfers and Other – Increase due to CCHC payment to cover borrowing costs • Other – Decrease due to transfer of The Hector to CCHC

• Transfer to Affiliated Orgs – Increase due to operating budget funding request

Actual Budget Budget 13 Budget vs 12 Budget COMMUNITY ARTS CENTRE 2011 2012 2013 Variance $ %

EXPENDITURES Contracted Services 0 0 90,000 90,000 100.0%Total Expenditures 0 0 90,000 90,000 100.0%

Net Surplus / Deficit 0 0 (90,000) (90,000) 100.0% VARIANCES Contracted Services – Increase for start-up operational funding for development of a Canmore Community Arts Centre

93

Affiliates 2013 Operating Budget Page 3 of 3

Actual Budget Budget 13 Budget vs 12 Budget ECONOMIC DEVELOPMENT 2011 2012 2013 Variance $ %

REVENUES Permits and Fines 291,878 280,000 280,000 0 0.0%Transfers and Other 65,000 0 0 0 0.0%Total Revenue 356,878 280,000 280,000 0 0.0%

EXPENDITURES Transfer to Reserve 39,878 28,000 28,000 0 0.0%Transfer to Affiliated Orgs (CBT) 317,000 252,000 252,000 0 0.0%Total Expenditures 356,878 280,000 280,000 0 0.0%

VARIANCES

• None

94

CCap2

pita013l B

3 udggett

95

Introduct

Capital assCategoriesinfrastructdevelopmprojects th The 2013 Planning Sand fundinfunding re 2013 Plan

Council apwith that sPlanning Scapital sec2013 capit

Key High

2013 plannindividual and just ovover the n

Rec CWasteCougaStreetLegacCommLift St

tion

sets are assets s include, landture. Asset coent or bettermhat may be con

Capital BudgeSummary for tng requiremenequirements al

nning Process

pproved the Tstrategic plan iSummary are pction includes tal projects.

hlights

ned capital exprojects identver $8.0M for

next five years

Center Pool Ree Managementar Creek Floot & Drainage Rcy Trail munity Arts Ctation 1 – Upg

T201

that 1) are usd, buildings, buost includes allment of the assnsidered as be

et sets out in dthe planning pnts. The Capitll within the c

s

Town of Canmis essential forpresented as aa summary of

penditures tottified for 2013all other townis central to t

e-development Infrastructurd Mitigation Rehab Program

entre grade

Town o13 Capital

ed in operatiouilding improvl amounts thaset. The budgetterments or

detail the apprperiod 2013-2tal Planning Suontext of the

more 2013-201r all capital pra distinct segmf the multi-yea

tal $14.5M wit3. These projen operations. the planning p

nt re

m

of CanBudget

ons and 2) havvements, vehit are directly aget and multi-maintenance

roved 2013 ca017 includes aummary projeimpact on the

15 Strategic Plrojects submittment of the ovar capital plan

th a proposedects comprise Although bu

process. Signif

$4.85M Recre$3.86M Solid$3.57M Engin$2.50M Engin$2.00M Engin$1.96M Facili$0.95M Utilit

nmor

ve an initial usicles, machineattributable to-year plan alsoof existing cap

apital expendita list of propoects future cape Town’s finan

lan through Rted. The Cap

verall 2013 Ton as well as det

d five year totae expendituresudget approvalficant projects

eation d Waste Servicneering neering neering ities ties

e

seful life in excery, equipmento the acquisitioo include studipital infrastruc

tures. The muosed major cappital needs, estncial flexibility

Resolution 145pital Budget anown of Canmotailed informa

al of $70.1M. s of $6.5M for l is for 2013 os for 2013 & 2

ces

cess of one yet, works of arton, constructioies, plans and cture.

ulti-year Capitpital expenditutimated costs,y.

5-2012. Alignmnd 5-year Capiore Budget. Tation on each o

Over-all, ther solid waste &only, a look for2014 include;

ear. t, and on, other

tal ures and

ment ital

The of the

re are 42 & utilities, rward

96

Sources ofand operalevies and part of thefunding so

f funding for ting contributuser fees), de

e five year capources. Grap

capital assets itions from theebt & debt servpital plan. Budphical summar

include grantse current year’vicing levels, adget documenries follow.

Town o

s & 3rd-party ’s municipal taas well as expe

nts include det

of Canmore 201

stakeholders, axation. Reseected grant levtail expenditur

13 Capital Bud

reserves, debeerve levels (incvels have all bres by service

get Page

enture financiclusive of devebeen reviewed area and expe

e 2 of 2

ing, eloper as

ected

97

2013 Capital Budget

Project Number

2013Grants Operating Reserve Debenture Other Comment

Administration & Community Enrichment1301 Sense of Community Survey 25,000 25,0001302 Civic Centre Pageantry 15,000 15,0001303 Public Art - Centennial Park 25,000 25,000 Art Trust1304 Public Art - Local Competition 10,000 10,000 Art Trust

Administration & Community Enrichment Total 75,000 40,000 35,000

Information Technology1305 PC Replacement (2013) 37,000 37,0001306 IT Infrastructure Lifecycle (2013) 46,000 38,000 8,000 Info Tech1307 GIS and Tax Roll Intigration 30,000 30,0001308 Website Re-Development 100,000 100,000

Information Technology Total 213,000 205,000 8,000

Protective Services1309 FF Protective Clothing (Paid Response) 100,000 100,0001310 Respiratory Mask Fit Testing Machine 16,000 16,0001311 Firesmart - Thinning Program (2013) 50,000 50,000

Protective Services Total 166,000 166,000

Facilities1312 Rec Centre Pool Redevelopment (2013) 350,000 350,0001313 Community Arts Centre (2013) 161,097 161,097

Facilities Total 511,097 511,097

Planning1314 Municipal Development Plan Update 25,000 25,000

Planning Total 25,000 25,000

Engineering1315 Cougar Creek Detailed Design (2013) 65,000 65,0001316 Legacy Trail 2,000,000 2,000,000 Province1317 Legacy Trail Connections 700,000 700,000 FGTF1318 Street & Drainage Rehab Program (2013) 2,500,000 2,500,000 MSI / BMTG / AMIP1319 Trail Rehabilitation and Construction 470,000 470,000 FGTF1320 Integrated Transportation Master Plan 175,000 125,000 50,000 Road1321 Town Centre Bus Shelter and Plaza 100,000 100,000 FGTF

METHOD OF FUNDING

98

2013 Capital Budget

Project Number

2013Grants Operating Reserve Debenture Other Comment

METHOD OF FUNDING

1322 Traffic Network Monitoring Upgrades 180,000 180,000 FGTF1323 Traffic Safety Initiatives 50,000 50,000 Photo Radar1324 Ped Crossing Improvement - Bow River Bridge 300,000 300,000 AMIP 1325 Ped and Cyclist Infrastructure Improvements (2013) 150,000 150,000 FGTF1326 BVT CPR Crossing Corridor Improvements (2013) 30,000 30,000 FGTF1327 Townwide Wayfinding Signage (2013) 100,000 100,000 FGTF1328 TCH/Cougar Creek Pathway Bridge Design (2013) 25,000 25,000

Engineering Total 6,845,000 4,530,000 215,000 100,000 2,000,000

Public Works1329 Public Works Shop Hoist 50,000 50,0001330 Snow Removal Equipment 22,000 22,0001331 Vehicle - Replacement (2013) 70,000 70,0001332 Tool Cat (New) 67,000 67,0001333 Recycled Asphalt Resurfacing 25,000 25,000

Public Works Total 234,000 234,000

Town Ops Total 8,069,097 4,530,000 885,000 143,000 511,097 2,000,000

Utilities-SWSSWS

1334 Waste Management Infrastructure - New Funding 3,855,000 1,692,000 400,000 1,763,000 BVWMC / SWS 1335 1 Tonne Collection Vehicle (Unit 003) - Replacement 160,000 160,000 SWS1336 Recycling Baler Equipment 230,000 205,000 25,000 BVWMC / SWS

Utilities1337 4th Street Sanitary Main Upgrade 250,000 250,000 Utilities1338 Lift Station 1 - Upgrade 950,000 187,500 762,500 Utilities1339 Utility Vehicle Replacement (2013) 35,000 35,000 Utilities1340 Water Meter - Lifecycle & Upgrade (2013) 75,000 75,000 Utilities1341 WWTP - Solids Handling Upgrade (2013) 400,000 133,300 266,700 AMWWP1342 WWTP - Influent Pump Station Upgrade (2013) 500,000 165,000 167,500 167,500 AMWWP / Utilities

Utilities-SWS Total 6,455,000 2,195,300 1,300,000 2,959,700

Grand Total 14,524,097 6,725,300 885,000 1,443,000 3,470,797 2,000,000

99

Sense of Community Survey

Project Number 1301Project Summary

2013Budget Year:

2013Year Identified:

CE-13-02TeamBudget Reference

2013 Budget:

Total 5 year Budget:

StudiesProject Type:

Multi-Year Approval:

CE AdministrationDepartment:

Annual Approval:Priority:

$25,000

$25,000

¨

þC

Project Description:

Replicate The Sense Of Community (SOC) survey in 2013. 2008 results have been used in Council's

discussions, and in Administrations planning. In 2008 the top 5 ammenities that contribute to sense of place and

the top 5 concerns:

Amenities:

1. Community pathways (Trails and Open Spaces Policy)

2. Restaurants/pubs/coffee shops/cafeterias

3. Proximity to Federal and Provincial Parks

4. Community events (Community Events policy)

5. Public Library/Art Gallery (Multiplex)

Concerns:

1. Being attacked by wildlife (Wildsmart)

2. Litter in streets and park spaces (Toward Zero Waste Policy)

3. Pedestrian safety at crosswalks and school zones

4. Movement of hazardous materials through the town

5. Use of pesticides

A SOC survey was completed in 2008. Replicating the SOC survey every 5 years will give the Town of Canmore

an idea of any changes or hot spots with regard to the overall subjective well-being of Canmore residents. The

same survey tool from 2008 will be used to ask a statistically valid sample group of residents quesions about

their sense of community. END

Budget Funding:

Total2013 2014 2015 2016 2017

Operating (Capital) $25,000 $0 $0 $0 $0 $25,000

$25,000 $0 $0 $0 $0 $25,000 Total

Operating Budget Impact:

100

Sense of Community Survey


Project Rationale:

The Sense of Community (SOC) survey is a tool used to track how the community is feeling about their sense of

belonging and safety in Canmore. It is directly related to the Town of Canmore strategic plan goals: 5 - Canmore

is a safe community, and goal 10 - Town of Canmore decisions are based on informed and accurate information

and deliberated in an open and transparent fashion. The SOC survey tool is a valid and reliable survey

methodology and serves to track trends over time.

The SOC survey should be replicated every 5 years to track the trends (e.g. 2018, 2023).

Using a tool that has already been used in the community supports the Town to anticipate the changing needs

and make-up of our community. Replicating the survey tool is economically feasible and prudent, familiar to the

community, is a proven method of providing information to the governing bodies in Canmore and is useful to

Town departments for planning programming and services. END

Options Considered:

The Town could rely on pure statistical objective data collection to predict the feel of the community. This data is

collected from various sources i.e. Community Monitoring Report, Economic and Tourism Studies etc. The

drawback for relying on objective data is that it does not involve the citizens in assessing the sense of our

emotional feeling, or "sense of the community", from community members.

The Town could develop a new survey tool to complete an assessment of the subjective sense of Canmore

residents. This would have a much higher expense than replicating the existing and already proven survey tool.

The Town could choose not to assess the community's sense of wellness at all. This option would not provide

the Town with reliable and valid data over time as to the opinion of residents. END

101

Civic Centre Pageantry


2013Budget Year:


ADM-13-01TeamBudget Reference

2013 Budget:


New EquipmentProject Type:


CommunicationsDepartment:


$15,000

$15,000

¨

þC


As part of the new community brand, Canmore Business & Tourism (CBT) and Administration would like to

partner to replace the pageantry in the Civic Centre. In 2013 CBT will replace the banners with the new

community brand banners. The banner pageantry in the Civic Centre will be an extension of the banners

throughout the community. This budget request is to replace the wall pageantry. This budget request covers

the costs for creating photos that will hang on the walls (Images of people in our community who are associated

with the brand), written descriptions for each image, and the placement of the brand story on the main wall (next

to Civic Centre reception).

END

Budget Funding:

Total2013 2014 2015 2016 2017


$15,000 $0 $0 $0 $0 $15,000 Total


N/A

102

Civic Centre Pageantry


Project Rationale:

The Sustainable Tourism and Economic Development Strategy (STEDS) identified the need for a clear

community brand. Significant work has been done over the past two years to develop this brand. With rollout of

the brand occurring in June 2012, it is time to begin implementation.

END

Options Considered:

Making no change to the current pageantry was considered. This pageantry has been up since late 2008. While

it has been an excellent exhibit that was well received in the community, it is time to refresh the civic centre

pageantry. The partnership with CBT keeps the project affordable for the town and provides an opportunity to

further support the community branding efforts currently underway.

END

103

Public Art - Centennial Park


2013Budget Year:



2013 Budget:


New InfrastructureProject Type:


Arts & CultureDepartment:


$25,000

$25,000

¨

þC


The Centennial Park Project (site approved)

In 2011 the Planning Department identified the cairn replacement project as a public art possibility.

The Community Public Art Committee recommended proceeding with the project. Budgeted in 2011 and then

moved to 2012 and now to 2013. Costs for this project will include engineering and installation costs.

END

Budget Funding:

Total2013 2014 2015 2016 2017

Art Trust $25,000 $0 $0 $0 $0 $25,000

$25,000 $0 $0 $0 $0 $25,000 Total


project maintenance of $2000 per year.

104

Public Art - Centennial Park


Project Rationale:

The Town of Canmore Business Plan, Goals 1b and 1c are most relevant for public art projects.

1b. the project provides an opportunity to celebrate our arts and cultural community and to express the same.

1c. Canmore’s built form is unique and is visually pleasing.

TNS: Materials for this project can be sourced in the Calgary area.

4. Public art addresses several human needs as laid out by The Natural Step including participation,

understanding, creativity, and identity.

Care will be taken to reduce the carbon footprint of public art projects by sources materials locally whenever

possible. The environment will be considered in the selection, installation and maintenance of public art pieces.

As part of the MTF vision, arts and culture has been identified as a force that will shape and influence Canmore’

s future, supporting the notion that arts and contributes to a healthy lifestyle. A commitment to public art

programs and initiatives fosters social connections by stimulating interaction and discussion, and involves the

community in the creation of public art and the public art process. It celebrates our mountain culture and

ensures the economic sustainability of community public art programs.

END

Options Considered:

Additional funding sources are being considered for the Centennial Park Project. A private donor has expressed

interest in commissioning artwork to be gifted to the Town for this site. A significant piece is being planned. END

105

Public Art - Local Competition


2013Budget Year:



2013 Budget:




Arts & CultureDepartment:


$10,000

$10,000

¨

þC


Public Art funds are held in trust and are dedicated to eligible public art projects. Funding is appropriated

through municipal taxes with an annual per capita contribution of $3.00. Specific projects will be recommended

with input from the Community Public Art Committee, Art Trust Juries and the public with approvals for site and

medium by Council. A 5-year capital plan is developed and reviewed annually in collaboration with the

Community Public Art Committee and approved by Council.

Type of Public Art:

2013

$10,000 commission

END

Budget Funding:

Total2013 2014 2015 2016 2017

Art Trust $10,000 $0 $0 $0 $0 $10,000

$10,000 $0 $0 $0 $0 $10,000 Total


106

Public Art - Local Competition


Project Rationale:

The Town of Canmore Business Plan, Goals 1b, and 1c are the most relevent for public art projects.

1b. the project provides an opportunity to celebrate our arts and cultural community and to express the same.

1c. Canmore's built form is unique and is visually pleasing.

TNS:Installation design supports system conditions:

1. install a piece of art in an already disturbed area being the Multiplex development & Centennial Park;

2. plan for infrastructure to support the piece during design stages of the Multiplex & Centennial Park;

3. NA;

4. public art addresses several human needs as laid out by The Natural Step including participation,

understanding, creativity, and identity.

Care will be taken to reduce the carbon footprint of public art projects. The environment will be considered in the

selection, installation and maintenance of public art pieces.

As part of the MTF vision, arts and culture has been identified as a force that will shape and influence Canmore’

s future supporting the notion that arts and culture contributes to a healthy lifestyle. A commitment to public art

programs and initiatives fosters social connectiveness by stimulating interaction and discussion, and involves

the community in the creation of public art and the public art process. It celebrates our mountain culture through

arts and culture and ensures the economic sustainability of community public art programs.END

Options Considered:

Both indoor, and outdoor works have been considered as well as different types of competions. Community

Public Art Committee has recommended that foundries and fabrication in the Calgary region be used. END

107

PC Replacement (2013)


2013Budget Year:


IT-13-02TeamBudget Reference

2013 Budget:


ReplacementProject Type:


Information TechnologyDepartment:


$37,000

$37,000

¨

þB


Replacing desktop PCs with a planned approach prior to failure maintains existing service levels without

interruption, allowing staff to effectively serve the public. Older equipment is no longer covered by warranty and

therefore is more costly to operate. Also, older workstations may not be sufficient to satisfactorily run new

releases of software.

As equipment ages and technology changes, it becomes necessary to replace and update desktop PCs to avoid

service interruptions and increasing maintenance costs. Each year the town replaces a portion of our desktop

and notebook PC inventory that have reached the end of their lifecycle.

The Town purchases enterprise-grade PCs that ensure a longer operating life, increased reliability and lower

total cost of ownership through greatly reduced maintenance costs, even though the initial purchase price is

often higher than comparable consumer-grade equipment. Since adopting this purchasing practice in 2005, we

have greatly increased the uptime and reliability of desktop PCs as well as dramatically reducing repair costs.

Information Technology maintains Hardware Standards that are compliant with system requirements for

operating systems and software currently in use in our organisation, which are reviewed and updated annually.

We are working to rotate all workstation hardware on a four-year basis to ensure compatibility with current and

future releases of operating systems and software.

Implementing a Virtual Desktop Infrastructure (VDI) has also been investigated, which would extend the lifecycle

of workstation hardware to an average of seven years. With virtual desktops, the processing power is moved to

the servers which allows device independence on the client side and further promotes mobility and working

remotely scenarios. VDI may be implemented if it can fully meet the goals of this project and can be

accommodated within budget.

This project also includes the addition of desktop PCs to our inventory to accommodate the needs of new

positions within our organisation.

END

Budget Funding:

Total2013 2014 2015 2016 2017


$37,000 $0 $0 $0 $0 $37,000 Total


108

PC Replacement (2013)


Project Rationale:

1.) Although materials are used to produce these products, System Condition 1 is partially supported by

purchasing from manufactures complying with the European RoHS directive, which is the restriction of the use

of hazardous substances (such as PVC, BFRs and phthalates) in electrical and electronic equipment. System

Condition 2 is also supported by the use of RoHS compliant products as well as purchasing from suppliers that

have recycling programs in place. Each new generation of equipment is also designed to be more energy

efficient which reduces emissions while maintaining a level of service.

2.) By keeping workstation hardware current, we are ensuring we have a flexile platform to support future

operating systems and software based on the needs of the organisation.

3.) Replacing workstations with an annual planned approach allows the Town to meet Goal 2b of our business

plan by maintaining a high level of service while avoiding increasing maintenance costs.

END

Options Considered:

1.) Extending the lifecycle of workstations has been considered, but since we have already adjusted our rotation

schedule from 3 years to 4 years extending it further would only increase repair and support costs as well as

incurring unexpected downtime.

END

109

IT Infrastructure Lifecycle (2013)


2013Budget Year:



2013 Budget:






$46,000

$46,000

¨

þB


As equipment ages and technology changes, it becomes necessary to replace and update infrastructure

equipment to avoid service interruptions and increasing maintenance costs. This equipment includes servers,

routers, switches, data storage, backup systems, printers and telephone systems.

Information Technology purchases enterprise-grade equipment that ensures a longer operating life, increased

reliability and lower total cost of ownership through greatly reduced maintenance costs, even though the initial

purchase price is often higher than comparable consumer-grade equipment. Since adopting this purchasing

practice in 2005, we have greatly increased uptime and reliability of IT systems and services as well as

dramatically reducing repair costs.

END

Budget Funding:

Total2013 2014 2015 2016 2017

Information Technology $8,000 $0 $0 $0 $0 $8,000


$46,000 $0 $0 $0 $0 $46,000 Total


110

IT Infrastructure Lifecycle (2013)


Project Rationale:

1.) Although materials are used to produce these products, System Condition 1 is partially supported by

purchasing from manufactures complying with the European RoHS directive, which is the restriction of the use

of hazardous substances (such as PVC, BFRs and phthalates) in electrical and electronic equipment. System

Condition 2 is also supported by the use of RoHS compliant products as well as purchasing from suppliers that

have recycling programs in place. Each new generation of equipment is also designed to be more energy

efficient which reduces emissions while maintaining a level of service.

2.) By keeping infrastructure systems current, we are ensuring we have a flexible platform to support future

information services based on the needs of the organisation.

3.) Replacing infrastructure systems with an annual planned approach allows the Town to meet Goal 2b of our

business plan by maintaining a high level of service while avoiding increasing maintenance costs.

END

Options Considered:

1.) Implementing web-based applications in a hosted model to reduce the amount of servers and data storage

required in our network has been considered and rejected to to issues arising from data ownership and access.

Using this hosted model also means that we would simply be shifting our infrastructure focus from servers to

network hardware such as high availability switches, routers, and internet connections.

END

111

GIS and Tax Roll Integration


2013Budget Year:



2013 Budget:






$30,000

$30,000

¨

þC


The integration of ivault and Great Plains will allow information such as the civic addresses, the tax roll and

assessment information to be accessible through the GIS. Integrating the new systems will make property and

address searches more efficient as well as retrieving mailing addresses for mass mail out will be available

directly from the GIS. We will also be able to provide accurate and reliable address and assessment information

to general public when we launch a public web map.

END

Budget Funding:

Total2013 2014 2015 2016 2017


$30,000 $0 $0 $0 $0 $30,000 Total


112

GIS and Tax Roll Integration


Project Rationale:

Benefits include:

Addressing:

Addresses are assigned by Planning but they are stored and maintained in Diamond. Using one central

database to search for addresses would provide a reliable source for the whole organization and help eliminate

address discrepancies.

Planning:

Many files and permits have a reference to a tax roll number and having the ability to search a parcel for tax roll

is often requested. This would create better efficiency when searching for information.

Finance:

Finance will be able to access an interactive map to quickly review parcels linked to a tax roll as well as legal

description and addresses.

Public:

As we are getting closer to having a public interactive map, residents would be able to search an interactive

map with their address and view their tax roll number.

Goal 5. Strategic Initiative c) Implement financial controls, processes and systems to ensure transparency and

accountability in municipal service delivery.

END

Options Considered:

Continue with current system of seperate unlinked databases.

END

113

Website Re-Development


2013Budget Year:



2013 Budget:






$100,000

$100,000

¨

þC


The Town’s website at www.canmore.ca has become the primary point of distribution of information to the public

and an essential vehicle for communication with residents. As such, it is important that the website be well

organized, relevant, timely and accessible.

The Town's current website was developed internally in 2008 for minimal costs. This site has limitations, is

becoming too large to manage in its current form and we no longer have the internal resources to perform a

website redevelopment. Our currently web offerings are also split across multiple platforms with differing layouts

and styles.

The market for consumer electronic devices that can access the Internet has evolved considerably since our site

was built. The usage of a wide range of computer and portable devices by the public make it desirable to

ensure a consistent and accessible website is available across all platforms.

This project will completely replace the website at www.canmore.ca with new layout graphic design, style,

navigation contained within a content management system. Additionally, all other web offerings including online

registration, online services and web mapping will be revamped to ensure a consistent experience across all

sites.

This project is dependent upon the Webmaster position being filled. While the project is possible without this

position, it will be more limited in scope.

END

Budget Funding:

Total2013 2014 2015 2016 2017


$100,000 $0 $0 $0 $0 $100,000 Total


114

Website Re-Development


Project Rationale:

Since this project is software and services based, its implementation has minimal impact of the TNS system

conditions.

This project supports all strategies in the Town's business plan by providing access to information for the public

on all Town programs and initiatives. Goal 5e, “Canmore has an informed and engaged citizenry” is the most

directly supported goal by providing a medium for communication and interaction with the community.

END

Options Considered:

Maintain the existing website. This would limit functionality to what we currently have.

Re-develop the site internally using a full time Webmaster. This will dedicate the webmaster to full time website

development and limit their ability to perform other duties such as TownNet expansion, site monitoring and

updating information. It will also limit the scope of this project.

END

115

FF Protective Clothing (Paid Response)


2013Budget Year:


FIR-13-01TeamBudget Reference

2013 Budget:




Fire ServicesDepartment:


$100,000

$100,000

¨

þA


Fire Fighter Protective clothing needs to be replaced to provide safe, personal protective equipment for

firefighters.

This project is to replace 36 sets of turn out gear (fire fighter jackets and pants) for paid response fire fighters.

(Full time equipment is changed at a separate interval).This equipment was last replaced in 2007. On average

this equipment is replaced every 5-7 years.

$2750/set x 36 sets=$100,000

END

Budget Funding:

Total2013 2014 2015 2016 2017


$100,000 $0 $0 $0 $0 $100,000 Total


N/A

END

116

FF Protective Clothing (Paid Response)


Project Rationale:

This project aligns with the business plan Goal 5b-“Canmore is a safe community” and the associated strategy

of “Residents and visitors have a high sense of safety and protection”.

END

Options Considered:

This is a life cycle issue.

END

117

Respiratory Mask Fit Testing Machine


2013Budget Year:


PRO-13-06TeamBudget Reference

2013 Budget:


Health & SafetyProject Type:




$16,000

$16,000

¨

þB


Purchase a respiratory fit testing machine to test/fit respirators for all TOC staff that utilize breathing apparatus

or respirators in their job functions. Presently $5,500 is spent annually hiring a contractor to provide fit testing for

firefighters.

END

Budget Funding:

Total2013 2014 2015 2016 2017


$16,000 $0 $0 $0 $0 $16,000 Total


Fire-Rescue staff will be able to conduct the testing while on shift. There is very little operational impact as a

result of this.

END

118

Respiratory Mask Fit Testing Machine


Project Rationale:

The capital cost of this equipment will pay for itself within 3 years. In addition to the cost savings, public works

and rec centre staff will receive the same high quality testing as firefighters.

This project is consistent with Goal 5e of the business plan: “We use best practice to deliver effective and

efficient service”

END

Options Considered:

Fit testing will be offered to neighbouring communities at a comparable rate to a contractor. This will help

generate revenues for the department.

END

119

Firesmart - Thinning Program (2013)


2013Budget Year:


FIR-13-04TeamBudget Reference

2013 Budget:






$50,000

$50,000

¨

þB


The Canmore Wildland/Urban Interface Plan was initiated to identify present wildfire risk to development, and

the risk of development to the surrounding forest, in Canmore and the Bow Corridor. The plan was developed in

2010 under the guidance of a consultant and surrounding agencies.

Development of the plan included a review of past wildfire history, assessing present Wildland/urban interface

site hazard, and a review of existing municipal legislation and guidelines directing development, present

emergency response plans, and interagency cooperation and cross-training initiatives. Based on the findings,

legislative, vegetation management, structural, and infrastructure options are recommended to mitigate wildfire

risk in high and extreme hazard areas. A review of past fire history revealed 101 wildfires in the Town of

Canmore since 1990. The majority of these fires were during the spring and fall. Of the fires with known causes,

46% are caused by children, 26% by recreation, and 9% by the railroad. The data indicates that the potential for

a wildfire to threaten development in Canmore exists.

In the plan there is recommendations on public education, some of the recommendations are:

-Open houses in the communities selected for fuel modification

-Public information forums to encourage Fire Smart homes

-Engagement of business associations

END

Budget Funding:

Total2013 2014 2015 2016 2017


$50,000 $0 $0 $0 $0 $50,000 Total


There is a minimal operational impact. A full time staff member oversees the contract, but work is performed by

a contractor.

END

120

Firesmart - Thinning Program (2013)


Project Rationale:

Canmore's greatest risk to the community is wild fire, this project will ensure that there is a proactive current wild

fire management plan and high risk targets are identified and mitigated.

System condition 3 - reducing the degradation of natural resources based on the assumption that an extreme

wildfire would cause significant damage to natural vegetation and potentially to wildlife. While vegetation

rehabilitates after a fire, there would be damage to important natural resources that could negatively impact

natural resources in the Bow Valley for several years.

System condition 4 - helping people meet their basic human needs through an education program that aims to

decrease the risk and likelihood of a major wildfire in Canmore, which could threaten property and lives.

The wildfire master plan was completed in 2010 and will be actioned in 2012-16 (dependant on budget

approval) , this plan identifies areas around and in the TOC that will need fuel modification performed.

The Fire Smart Program will ensure that the following goals are maintained:

Goal 5a: Canmore has an informed and engaged citizenry

Goal 5b: Canmore is a safe community

Goal 5e: We use "Best practices" to delivery effective and efficient service.

END

Options Considered:

Cancellation of the fuel modification plan

This would greatly impact our community as our highest threat is wild fire. The bow corridor is a perfect storm for

wild fire due to the prevailing winds and a narrow valley that has mature tree stands.

This option is not Recommended.

END

121

Rec Centre Pool Redevelopment (2013)


2013Budget Year:


FAC-13-01TeamBudget Reference

2013 Budget:




Facilities - Rec CentreDepartment:


$350,000

$350,000

¨

þB


The Recreation Centre Pool Redevelopment is planned to occur at completion of the Elevation Place project.

With the addition of the new pool, the existing pool will require decommissioning. As the existing pool was a

major part of the existing Recreation Centre, the Town intends to reprogram and redevelop this existing facility.

As with Elevation Place, a series of public meetings are being considered to determine the desired direction for

this redevelopment.Public consultation commenced in the Fall of 2012 and will continue into 2013. Preliminary

design can commence in 2013, dependent on the proposed direction coming from the public consultation.

Specific details as to what programming elements will be as part of the redevelopment are currently unknown.

High level considerations to date have focused on a facility that would continue to support ice related

programming and potentially augment the programming with elements of dry land traing in a variety of forms.

The budget as presented is a place holder. A more detailed budget will be created as part of the prelinary design

in 2013, and then a final design wil be developed as part of the details, construction design. Spending in 2013

will only be on design.

Phase 1 will be the Rec Centre Pool Redevelopment. A subsequent budget request will be forthcoming in 2014

for construction. Phase 2, relating to the adjacent sportsfield redevelopment will occur at a later date to be

determined.

END

Budget Funding:

Total2013 2014 2015 2016 2017

Debentures $350,000 $0 $0 $0 $0 $350,000

$350,000 $0 $0 $0 $0 $350,000 Total


122

Rec Centre Pool Redevelopment (2013)


Project Rationale:

Much of the Recreation Centre still has significant life and therefore it is prudent to reprogram the pool portion of

the building for community priorities determined through public consultation. Part of the redevelopment will

consider energy retrofitting of existing building envelop to ensure that practical improvements to achieve

environmental sustainability are implemented. Part of the redevelopment will also require upgrades to the

existing mechanical systems.

END

Options Considered:

Options are to be considered and evaluated as part of the public consultation process. Not redeveloping the pool

is possible, but not realistic. Leaving a major building asset vacant is not a realistic option.

END

123

Community Arts Centre (2013)


2013Budget Year:


FAC-13-05TeamBudget Reference

2013 Budget:


Council RequestProject Type:


Facilities - Town FacilitiesDepartment:


$161,097

$161,097

¨

þC


394-1012 - Moved by Councillor Helder that council establish a 2013 capital project to develop a detailed facility

plan for a Canmore Community Arts Centre in an amount not to exceed $161,097.

Following Council direction and a 2012 capital project for the design component, the Community Arts Centre

Advisory Committee has been working a design to redevelop the existing library space into a community arts

centre. This would repurpose the space left vacant by the library move to Elevation Place.

The preliminary design has been estimated at a construction cost of $1.98 million, including all design fees,

professional service fees and furniture, fixtures and equipment.This amount does include amounts for roofing

replacement, and heating and mechanical system replacements that would have to be undertaken to the

building as it is approaching the end of its life cycle. It does however, make sense to include these components

into the overal redevelopment project, even though they are costs that would be incurred regardless of what the

space is repurposed for.

It is anticipated that future Council decisions will be required prior to expenditure of the construction portion of

the project is spent. The preliminary budget contains about $165,000 in professional and design fees that would

get the project to the point that a construction tender could be issued.

The capital project has been split into two parts: Design Phase and Construction Phase. This project represents

the design phase. The intention is to complete the detailed design such that it shovel ready for 2014. The floor

plan developed as part of the Canmore Arts Centre Advisory Committee (CACAC), will be used as a starting

point for design.

During this project, the key deliverables will be a Concept Design with a revised budget, a full set of detailed

design drawings that will be issued for tender, and specifications book, material and finishes book, and tender

documents.

END

Budget Funding:

Total2013 2014 2015 2016 2017

Debentures $161,097 $0 $0 $0 $0 $161,097

$161,097 $0 $0 $0 $0 $161,097 Total


124

Community Arts Centre (2013)


Project Rationale:

The development of Elevation Place means that the space currently occupied by the library will be vacant in

2013. Council has already made the decision to repurpose the vacant space for an arts centre. The design

committee will follow this direction.

END

Options Considered:

Options Considered:

1) Defer the design and/or the construction project to a later date

2) Sell the facility or cancelling the project was not considered given Council's direction to allocate this facility

toward an Arts Centre.

END

125

Municipal Development Plan Update


2013Budget Year:


PLN-13-02TeamBudget Reference

2013 Budget:


StudiesProject Type:


PlanningDepartment:


$25,000

$25,000

¨

þB


The project involves a comprehensive review and rewrite of the MDP, the Town's principal, high level strategic

planning document for the community. Should the resolution of the Three Sisters receivership conclude in a

manner that addresses the issues that caused the cessation of the CSP process, then the Town should be in a

position to quickly move to update the MDP, using the large amount of public input material and policy

suggestions that resulted from the CSP process. There would be need for public engagement to reintroduce the

CSP material and the project costs would ensure that consultation and information could occur quickly. There

may be the need to engage consultants to expedite the project as required, but the project as funded would

ensure that the Town is prepared and ready should the receivership conclude.

END

Budget Funding:

Total2013 2014 2015 2016 2017


$25,000 $0 $0 $0 $0 $25,000 Total


This is a new plan and will use existing resources.

126

Municipal Development Plan Update


Project Rationale:

Through 2008 and 2009, the Town attempted to update the Municipal Development Plan (MDP) and replace it

with the Community Sustainability Plan (CSP). With the CSP being threatened with litigation from the receiver

for the Three Sisters Mountain Village development, Council rescinded the CSP until such time as issues

related to wildlife movement on the Three Sisters property were resolved. It is possible that the receivership for

Three Sisters Mountain Village may conclude in 2012, thereby offering the opportunity to proceed with a version

of an MDP revision based on the large amount of work that created the CSP.

END

Options Considered:

It is possible to defer this project to a subsequent year. The existing MDP has been in place since 1999, and with

lower levels of development it can continue to function for the short term.

END

127

Cougar Creek Detailed Design (2013)


2013Budget Year:


ENG-13-18TeamBudget Reference

2013 Budget:




EngineeringDepartment:


$65,000

$65,000

¨

þA


The lower Eagle Terrace, Cougar Creek, Canyon Ridge, Mountain View and Grotto Mountain Village

subdivisions are located on an alluvial fan where Cougar Creek discharges to the Bow River. The fan was

originally channelized with gabion grade control structures in the late 1960s by the Provincial Government as

part of highway upgrades. A sediment retention trap was constructed on Cougar Creek (by the Province)

upstream of the Town in 1982 to protect the first phase of development. The stepped channel bed profile has

since leveled naturally by erosion, and the sedimentation retention trap washed out during a flood in 1990.

The Town has since undertaken numerous channel stabilization and bank armouring projects between 1992 and

2006 in attempts to repair erosion and to control sedimentation deposited by flood waters. If erosion is left

uncontrolled the creek will eventually migrate and damage adjacent residential properties, road and rail

crossings, pedestrian bridge and pathways.

Sediment will also continue to be deposited at, and potentially block the Highway 1A and CP Rail crossings.

In 2005 the Town, Alberta Transportation and CP Rail agreed to investigate a more permanent solution for

controlling erosion and sedimentation problems within the channel. Administration’s preferred solution consists

of constructing a sediment trap upstream of Elk Run Boulevard to capture sediments originating from within Bow

Valley Provincial Park, completing heavy riprap armouring within the channel, and installing grade control

structures to prevent scouring.

This project is to complete the design and produce tender ready documents for the construction of remaining

bank armouring, grade control structures, and a sediment trap upstream of Elk Run Blvd based on AMEC's

2009 conceptual design.

A large section of armouring will be completed this fall as a result of the June 7th, 2012 flood event. With this

work completed, and our cost estimates updated based on the tendered prices, we estimate the remaining work

will cost roughly $3.5 - $4.0 million and possibly less if completed in 2013.

END.

Budget Funding:

Total2013 2014 2015 2016 2017


$65,000 $0 $0 $0 $0 $65,000 Total


128

Cougar Creek Detailed Design (2013)


Project Rationale:

Goal 4. Canmore is a safe community. Strategic Initiative c) Manage and mitigate known community hazards.

Specific Action 4: Develop plan for mitigation of potential Cougar Creek Flooding.

Support System Condition 1: Although large volumes of materials will need to be quarried, the proposed

improvements will be constructed from natural stone (not energy intensive concrete) and will provide a natural

appearance.

Support System Condition 4: This project will help to assure the residents of Cougar Creek that their properties

and families, as well as public infrastructure, are not at risk during major storm events.

Strategy 2b: The proposed improvements are required to ensure the long term sustainability of the Cougar

Creek drainage channel as well as the surrounding municipal infrastructure and private properties.

END.

Options Considered:

Numerous options to control erosion and sedimentation have been evaluated and are found in a technical report.

END.

129

Legacy Trail


2013Budget Year:



2013 Budget:






$2,000,000

$2,000,000

¨

þA


This project includes 3.5km of paved pathway, clearing and grubbing, fencing along the CP Tracks, retaining

structures, drainage works, 1000m of high tension cable barrier along a portion of the Trans Canada, and

adjustments to roadway signage. Also included is paving of an additional 1 km of gravel pathway constructed in

2011 connecting to the Harvie Heights overpass. Total estimated cost is $2,000,000.

Though the trail is proposed to end at the Visitor's Centre, some pathway improvements will be required at the

north end of the Bow Valley Trail corridor to provide continuity.

END.

Budget Funding:

Total2013 2014 2015 2016 2017

Other $2,000,000 $0 $0 $0 $0 $2,000,000

$2,000,000 $0 $0 $0 $0 $2,000,000 Total


130

Legacy Trail


Project Rationale:

Goal 4 Canmore is a safe community c) Manage and mitigate known community hazards.

Goal 4 d) Impliment infrastructure upgrades to improve bicycle and pedestrian safety - Specific Action 3. Work

with the Bow Valley Regional Mobility Partnership to secure funding and construct the remaining section of

Legacy Trail.

This project completes the highly successful Legacy Trail between Canmore and Banff. Access to the east end

of Legacy Trail is limited and users are presently accessing illegally via the Trans Canada Highway. It is highly

desireable to provide users with a safe and legal access to the east end of the trail. Once complete, residents of

Canmore and visitors will be able to directly access between the community, Legacy Trail, and Banff in a safe

and functional way.

The Legacy Trail saw more than 60,000 trips in 2012 and proved a popular tourist attraction. Completion of the

trail will raise the profile of Canmore as a tourist destination and in turn is expected to provide a benefit to local

businesses.

END

Options Considered:

Pathway alignments have been considered on both the north and south sides of the Trans Canada Highway in

consultation with Alberta Transportation, CP Rail, ATCO, and the MD of Bighorn. A preferred alignment on the

south side has emerged.

END

131

Legacy Trail Connections


2013Budget Year:



2013 Budget:






$700,000

$700,000

¨

þB


The project includes 1,085 m of pathway connections along Bow Valley Trail. If budget permits, on street

treatments, such as cycle paths or bike lanes will be considered for Bow Valley Trail and Railway Avenue.

Moved by Councillor Helder to amend motion 2012 as follows: to approve the 2013 capital budget with the

following amendment: Make the $700,000 commitment to Legacy Trail Connections contingent on obtaining

grant funding for Legacy Trail completion.

CARRIED UNANIMOUSLY

END

Budget Funding:

Total2013 2014 2015 2016 2017

FGTF $700,000 $0 $0 $0 $0 $700,000

$700,000 $0 $0 $0 $0 $700,000 Total


132

Legacy Trail Connections


Project Rationale:

Goal 4 Canmore is a safe community c) Manage and mitigate known community hazards.

Goal 4 d) Impliment infrastructure upgrades to improve bicycle and pedestrian safety - Specific Action 3. Work

with the Bow Valley Regional Mobility Partnership to secure funding and construct the remaining section of

Legacy Trail.

This project completes the highly successful Legacy Trail between Canmore and Banff. Access to the east end

of Legacy Trail is limited and users are presently accessing illegally via the Trans Canada Highway. It is highly

desireable to provide users with a safe and legal access to the east end of the trail. Once complete, residents of

Canmore and visitors will be able to directly access between the community, Legacy Trail, and Banff in a safe

and functional way.

The Legacy Trail saw more than 60,000 trips in 2012 and proved a popular tourist attraction. Completion of the

trail will raise the profile of Canmore as a tourist destination and in turn is expected to provide a benefit to local

businesses.

END

Options Considered:

On street options may be a viable alternative to pathways. Through Transportation Master Planning engineering

will identify the most effective way to connect Legacy Trail into our existing pathway network. Any significant

change to project scope will be reviewed with Council to obtain scope change approval.

END

133

Street & Drainage Rehab Program (2013)


2013Budget Year:



2013 Budget:






$2,500,000

$2,500,000

¨

þB


This program includes the life cycle management of Canmore's streets including roadways, sidewalks, curb and

gutter, and drywells. It excludes such inventories as traffic signals, bridges and Public Works assets, such as

trails, signs, and water, piped stormwater and wastewater utilities. The program is intended to maintain or

restore the condition of assets to an acceptable level of service by applying cost effective treatments in a timely

manner.

The total value of this program is $2,500,000 for 2013. The focus of work is South Canmore and includes work

on the following streets:

A) 3rd Street and 4th Street including connecting blocks as shown on the attached plan

B) Detailed design and tender preparation for 2014 south Canmore work

C) Portions of 2nd Street as budget permits

D) High priority specific street and drainage issues as they arrise - by Council Approval only

The attached plan shows 2013 work in red and all remaining work inlcuded in the 5-year capital plan in blue.

END.

Budget Funding:

Total2013 2014 2015 2016 2017

AMIP $461,000 $0 $0 $0 $0 $461,000

BMTG $739,000 $0 $0 $0 $0 $739,000

MSI Capital $1,300,000 $0 $0 $0 $0 $1,300,000

$2,500,000 $0 $0 $0 $0 $2,500,000 Total


134

Street & Drainage Rehab Program (2013)


Project Rationale:

The focus of the asset management program over the next three years is to complete rehabilitation of South

Canmore streets in accordance with an April 21, 2009 staff report to Council and associated Council direction.

END.

Options Considered:

A number of options for South Canmore rehabilitation were examined and presented for Council and public

consideration. The results of option analysis and consultation are captured in the April 21, 2009 Council report.

END.

135

Trail Rehabilitation and Construction


2013Budget Year:



2013 Budget:






$470,000

$470,000

¨

þB


In 2012 a capital project was approved for paved pathway lifecycle rehabilitation along the north side of the CPR

tracks behind Bow Valley Trail and included a section of pathway in front of the Sage Bistro. The total project

budget was $550,000.

The portion of pathway in front of the Sage Bistro has been completed for $80,000. The remainder of the path

was left in-place as it was a detour route for pedestrians travelling to the Town Centre from Bow Valley Trail and

Benchlands Trail during the construction of Elevation Place. The unspent budget from 2012 is $470,000.

Instead of wipping funds to 2013 to complete the reconstruction of the pathway on the north side of the CPR

tracks Engineering feels a more efficient and effective use of the funds is as follows:

1) Complete a paved pathway on the south side of the CPR tracks between Railway Avenue and the current end

of paved path at Sobeys. This will create a continuous 2.5 m paved pathway between 17th Street and Railway

Avenue along the south side of the CPR tracks. Soil conditions on the south side have been assessed and are

felt to be better than those on the north side. $150,000

2) Downgrade the pathway on the north side of the CPR tracks to a 2.5m clay/gravel trail. During the Bow Valley

Trail Area Restructure Plan charrettes it was proposed that pedestrian accommodation be focused on Bow

Valley Trail as opposed to along the tracks. It was felt that with a complete paved pathway connection on the

better lit south side of the tracks paved pathway on the north side would be redundant. Additionally funds would

be better spent maintaining pathways along the front of Bow Valley Trail as opposed to along both sides of the

tracks.

This will maintain connectivity and significantly reduce ongoing maintenance costs. $230,000

3) Complete paved pathway trail rehab identified as needed in 2012. The 2012 budget only permitted $50,000

of trail maintenance while $140,000 was assessed as needed. $90,000

END.

Budget Funding:

Total2013 2014 2015 2016 2017

FGTF $470,000 $0 $0 $0 $0 $470,000

$470,000 $0 $0 $0 $0 $470,000 Total


136

Trail Rehabilitation and Construction


Project Rationale:

Goal 1a) Improve town-wide bicycle and pedestrian route system and decrease reliance on car use.

Goal 4. c) Manage and mitigate known community hazards as identified through the Emergency Management

Plan and operational experiences.

END.

Options Considered:

The approved option for 2012 included reconstructing the paved trail on the north side of the tracks for a cost of

$470,000.

END.

137

Integrated Transportation Master Plan


2013Budget Year:



2013 Budget:


GrowthProject Type:




$175,000

$175,000

¨

þB


Transportation Master Plan updates are necessary to identify and plan future street upgrading projects needed

to accommodate growth. They also provide a general safety overview of the existing system, and can be used

to define offsite levies and developer contributions. TMPs should be updated on a five to ten year schedule,

depending on the recent rate of development to reassess assumptions and to re-evaluate priorities. The last

Transportation Master Plan update was completed in 2007.

The goal for this round of planning is to integrate transit, and pedestrian and cyclist master planning to create an

Integrated Transportation Master Plan. Additionally, an update of the engineering design guidelines

incorporating complete street standards will be included. This is a more comprehensive approach to

transportation planning, with the aim of reducing reliance on the automobile. A study reviewing options for a

town centre bus hub, including potential number of buses to accomodate, social and economic benefits, and

land and parking impacts will be undertaken as part of this project.

Transportation master planning will include a large component of community engagement. It is our hope to

leverage relationships with the BRZ, CBT, local community groups, schools, media, and BOWDA to ensure that

planning aligns with the desires and asperations of the whole community.

END.

Budget Funding:

Total2013 2014 2015 2016 2017


Road Construction $50,000 $0 $0 $0 $0 $50,000

$175,000 $0 $0 $0 $0 $175,000 Total


138

Integrated Transportation Master Plan


Project Rationale:

Goal 1. Canmore has a unique sense of place Strategic Initiative a) Improve town wide bicycle and pedestrian

route system and decrease reliance on car use. Specific Action 3. Develop and implement an integrated

transportation master plan that identifies a target percentage for non-vehicular transportation.

Goal 7. Canmore's services and programs meet the needs of a diverse socio-economic population. b) Through

the Bow Valley Regional Trnasit Commission, create regional and local transit systems. 1. Create a downtown

bus shelter / terminal integrated with private and tourist operators.

END.

Options Considered:

Transportation Master Planning can be conducted as frequently or infrequently as is desired or can be afforded.

It has been six years since the last transportation master plan and during that time many social, and economic

factors have influenced the direction of transportation planning, as well as development in Canmore. In order to

properly plan to manage increasing traffic an integrated transportation master plan is required. Deferring

completion of this work would result in reactive projects to manage transportation growth that may, or may not,

align with the vision our residents have for our public places.

END.

139

Town Centre Bus Shelter and Plaza


2013Budget Year:



2013 Budget:






$100,000

$100,000

¨

þB


In 2012 Regional Transit begins between Canmore and Banff. The business plan for the Regional Transit

Commission alludes to local service in Canmore in the medium term.

The Commission approved bus route includes a stop on 10th street within the Town Centre. This location

provides an excellent opportunity to create a central bus stop that will accommodate passenger buses, tourist

buses, adventure tour operators, and regional transit.

Scope includes a bus stop on 10th Street, a plaza area, improved lighting, wayfinding signage, improved

pedestrian connectivity to the Civic corridor and Main Street, and a large bus shelter. A future phase of work will

expand parking, improve pedestrian connections. This work could possibly take place as part of Town Centre

Enhancements envisioned for 10th Street, Art Centre development, and enhancement to Town Centre lanes.

The attached concept design is an example only. The actual design will endeavor to meet the objectives of the

project in the most cost effective manner and will include stakeholder engagement.

END.

Budget Funding:

Total2013 2014 2015 2016 2017

FGTF $100,000 $0 $0 $0 $0 $100,000

$100,000 $0 $0 $0 $0 $100,000 Total


140

Town Centre Bus Shelter and Plaza


Project Rationale:

Goal 1. a) Specific Action 1. Develop and implement a comprehensive way finding program.

Goal 2. a) Grow event and celebration opportunities in the downtown core. b) Update and implement the

Downtown Enhancement Concept Plan for 10th Street, the lane behind the north side of Main Street and

Policeman's Creek Pond.

Goal 7. b) Through the Bow Valley Regional Transit Commission, create regional and local transit systems.

Specific Action 1. Create a downtown bus shelter / terminal integrated with private and tourist operators.

A central bus terminal provides a transportation option to visitors to the town centre. Bus terminal design

development should be completed in conjunction with wider town centre initiatives such as the new Arts Centre,

and town centre enhancements. The result could be a new gateway to main street, the civic corridor, and 10th

street as well as flexible space available within the civic corridor adjacent to the bus terminal that could be used

for events.

END.

Options Considered:

We wish to consider a phased approach to development of the Town Centre terminal. This would mean initial

expenditures in 2013 for:

- Fence removal

- Wayfinding signage

- Some pathway delineation

- Some landscaping work

- Shelter installation

- Line painting

- Some lighting

This phase of the project would not include any significant civil work and would cost approximately $100,000.

Some matching funds will be sought from the Regional Transit Commission from their capital budget for shelter

costs.

Optional future construction could include sidewalk widening on 10th street, pedestrian links to the Civic

Corridor, parking lot expansion and improvements, bus bays for ease of loading and alighting passengers, and

larger scale landscape and architectural enhancements for this new gateway to the Town Centre.

END.

141

Traffic Network Monitoring Upgrades


2013Budget Year:



2013 Budget:






$180,000

$180,000

¨

þB


Traffic is presently being monitored at 4 signalized intersections using loop-detection technology. This consists

of loops in-ground that sense the presence of a vehicle. These loop detectors are nearing the end of their

service life and require significant annual maintenance ($20,000). Even with maintenance the loops regularily

fail resulting in loss of data that is crucial to transportation system monitoring and planning. Our remaining 3

signalized intersections are monitored using modern camera technology.

This project include the replacement of loop detectors at 4 intersections with autoscope cameras at a cost of

$45,000 each.

END.

Budget Funding:

Total2013 2014 2015 2016 2017

FGTF $180,000 $0 $0 $0 $0 $180,000

$180,000 $0 $0 $0 $0 $180,000 Total


142

Traffic Network Monitoring Upgrades


Project Rationale:

In order to complete integrated transportation master planning a complete and accurate set of data is required.

Cameras at signalized intersections are a proven technology that will save operations $10,000 - $20,000 per

year in maintenance costs and provide consistent and reliable data. Additionally, data collection is easier and

more efficient freeing up staff time for monitoring new trail counters.

Good pedestrian and cyclist data is required to understand the current split between cyclists/peds and vehicles.

The addition of trail counters to our monitoring network will help us focus resources where they are most

needed, and to monitor the impact of capital projects.

Goal 1 a) Specific Action 3. Develop and impliment an Integrated Transportation Master Plan. Identify a target

percentage for non-vehicular transportation.

Options Considered:

Having a standard camera system for data collection creates significant efficiencies. We plan to continue using

the equipment we are familiar with and that is proven in the field.

143

Traffic Safety Initiatives


2013Budget Year:



2013 Budget:






$50,000

$50,000

¨

þB


This project includes a number of initiatives to improve traffic safety throughout Canmore with use of funds from

the Photo Radar reserve.

1) Currently a standing committee reviews issues raised by the community and determines a course of action

(TRIG). This approach has been successful to date however due to the volume of requests and sensitivity

around traffic calming measures administration feels a traffic calming policy similar to that used in Calgary would

be helpful in assessing and processing requests.

This would be a systematic process to first determine the root cause and severity of the issue. Once a root

cause and severity is determined options may be considered. Issues should be prioritized against available

resources and public engagement and community support must be sought by residents in advance of

installation of traffic calming measures. ($2,000 cost to this capital program, $3,000 from transportation

engineering operating budget)

2) Intallation of traffic calming devices. Once a policy is established we may wish to begin processing known

and publicly identified issues and to construct several traffic calming devices. All solutions will be identified in

COW reporting prior to expenditure for Council comment. ($40,000). For example this capital project could fund

the installation of four to five flashing speed limit signs in our most challengining areas . This type of device has

been sucessfully used in Calgary to reduce speeds. Through the development of the traffic calming policy we

will seek out the most effective approaches used by others.

3) The community has requested audible pedestrian signals at our traffic lights to assist visually impaired

pedestrians. Accessibility and pedestrian safety are important initiatives and this is felt to be an essential

upgrade. ($8,000)

END.

Budget Funding:

Total2013 2014 2015 2016 2017

Photo Radar $50,000 $0 $0 $0 $0 $50,000

$50,000 $0 $0 $0 $0 $50,000 Total


144

Traffic Safety Initiatives


Project Rationale:

Goal 4) Canmore is a safe community. c) Manage and mitigate known community hazards as identified through

the Emergency Management Plan and operational experiences. d) Implement infrastructure upgrades to

improve bicycle and pedestrian safety. Specific Action 2. Develop a traffic calming policy. Address installation of

calming features on roadways that cross wildlife corridors.

Options Considered:

Engineering will consider a number of approaches to address traffic calming for consideration in a policy. We

will build on the learnings of adjacent communities such as Calgary.

145

Ped Crossing Improvement - Bow River Bridge


2013Budget Year:



2013 Budget:






$300,000

$300,000

¨

þB


This project is for the design and construction of improvements to the pedestrian crossing at the Bow River

Bridge. A number of site issues have been identified that will be addressed including:

• Heavy use by pedestrians, cyclists, and motor vehicles

• Poor site lines at pedestrian crossing due to bridge railings and parapets and road geometry

• Discontinuous sidewalk and multiuse pathway network

• Challenging environment for cyclists on Bridge Road

• Noncompliance with 30km/h speed zone

The attached concept design show the basic principals that could be applied to the final design solution including

improved sightlines for pedestrian crossing, improved bicycle access to and from the crossing, better seperation

between pedestrians, vehicles and cyclists. It is expected that construction of all elements invisioned in this

design will not be possible with the budget proposed. See options considered below.

END.

Budget Funding:

Total2013 2014 2015 2016 2017

AMIP $300,000 $0 $0 $0 $0 $300,000

$300,000 $0 $0 $0 $0 $300,000 Total


146

Ped Crossing Improvement - Bow River Bridge


Project Rationale:

Goal 4. Canmore is a safe community. Strategic Initiative d) Implement infrastructure upgrades to improve

bicycle and pedestrian safety. Specific Action 4. Improve pedestrian crossing at the Bow River bridge.

The riverside pathways and sidewalks are heavily used by residents and visitors, pedestrians and cyclists, for

recreational, commuting and utility trips. Adjacent attractions include Riverside Park, the Chinook Sculpture,

Millennium Park, West Canmore Park, the Engine Bridge, Larch Island, and Town Centre. These destinations in

combination with residential communities generate a significant amount of non-motorized trips. For motor

vehicle users Bridge Road is the only crossing of the Bow River providing access to Town Centre from

communities to the southwest.

END.

Options Considered:

Construction of a complete solution that will address all issues identified above would exceed the budget

proposed. Future rehabilitation projects on 8th street and Rundle Drive will be proposed along with

enhancements that will result in a complete solution.

With the budget available a variety of options will be considered during detailed design that meet the objectives

of the project in the most cost effective manner possible.

END.

147

Ped and Cyclist Infrastructure Improvements (2013)


2013Budget Year:



2013 Budget:






$150,000

$150,000

¨

þC


This annual program includes construction of pedestrian and cyclist infrastructure to increase comfort, safety

and enjoyment for alternative modes of transportation including pedestrian and bicycles and in-turn increasing

usage. Improvements may include improvements to the trail network.

Projects for 2013 include:

1) Bike Corrals - expand Town Centre parking opportunities by converting 2 parking spaces to 10-20 bicycle

parking spaces. Bike corrals change the look and feel of Town Centre streets to make them more inviting, open

sidewalks for pedestrians, and provide easy access to and from the road for bicycles.

2) Covered Bicycle Parking - The Town Centre lacks covered bicycle parking. In conjunction with the Town

Centre Enhancement Plan update, Engineering will identify 1-3 locations and install covered bicycle parking that

is functional and meets aesthetic and low maintenance standards for Town Centre street furniture.

3) Bicycle Lockers - secure Town Centre bicycle parking is limited. Many Canmore bikers spend thousands of

dollars on bicycles that they would not consider locking to a standard racks for fear of theft. Bike lockers will

increase opportunities for mountain and road bikers to visit the town centre after riding.

4) Commuter Cycle Route Line Markings - as part of the Integrated Transportation Master Plan a commuter

network of both trails and on street bike routes will be identified. The goal is to segregate cyclists from vehicle

traffic as much as is practical though this approach is expensive and it will take time to develop the

infrastructure. In the meantime some areas may require on street markings to provide connectivity between

trails.

5) Signage on Town Centre bike racks, lockers and covered racks to remind bicyclists to walk their bikes on

sidewalks.

6) Bicycle promotion, education, and celebration. A number of activities geared towards increasing the safe use

of existing ped and bike infrastructure ($7500)

7) Address sidepath intersection safety by conducting a review based on the new AASHTO standards and

enacting improvements such as line painting, sightline enhancement, and signage.

8) Expand bicycle parking on the south side of the intersection of 6th Avenue (Marra's Way) and 10th Street.

END.

Budget Funding:

Total2013 2014 2015 2016 2017

FGTF $150,000 $0 $0 $0 $0 $150,000

$150,000 $0 $0 $0 $0 $150,000 Total


148

Ped and Cyclist Infrastructure Improvements (2013)


Project Rationale:

Goal 1. a) Specific Action 3. Investigate implementation of a bike share program. Enhance commuter trail

linkages. Define and mark commuter bicycle routes.

Goal 1. a) Specific Action 4. Allow for up to 5% of infrastructure money for trails and paths to be spent to

promote pedestrian and cyclist activities.

1. System Condition #1 - Alternate forms of transportation require much less materials than do those more

traditional forms of transportation, such as the vehicle. Improved paths and walks help reduce the need to use

a car and hence less fossil fuels.

System Condition #4 - An accessible & user friendly pedestrian network allows people to live both economically

and environmentally stronger than the life where vehicle reliance is the cornerstone of transportation. A strong

pedestrian and cycling network reflects leadership and consistency with the Town's adaptation of the Natural

Step.

END.

Options Considered:

END.

149

BVT CPR Crossing Corridor Improvements Design (2013)


2013Budget Year:



2013 Budget:






$30,000

$30,000

¨

þC


This project includes design of improvements to the pathways leading to the pedestrian crossing of the

Canadian Pacific Rail line from Bow Valley Trail to Sobeys. This is an important visitor amenity and one of our

greatest opportunities to reduce passenger vehicle trips along our busiest roads - Bow Valley Trail, Railway

Avenue, and Main Street. By providing visitors with an easily identifiable, safe, and pleasant access to the

shopping and town centre areas we can move towards a greater mode share for cyclists and pedestrians. This

will also be a key corridor for future bike share programs which we feel may have the greatest potential for

success at accommodations.

This project will address a number of issues including:

• Pedestrian link is not wide enough for multi-use

• Poor sight lines

• Insufficient lighting

• Hidden, no clear landmarks to provide directions to

• Challenging mid-block crossing of Bow Valley Trail (addressed in future phase)

• No pedestrian accommodation on north side of Bow Valley Trail (addressed in future phase)

• Bow Valley Trail has a rural cross-section that is not consistent with community desires or uses (partially

addressed)

• Rural cross-section is not a comfortable environment for pedestrians and cyclists (partially addressed)

• Pathways aren’t maintained in the winter because they are at the ditch bottom which develops a thick layer

of ice after several freeze/thaw cycles (partially addressed)

Scope would include lighting, sidewalk widening, grading, drainage, a landmark feature, and landscaping.

Scope would not include an enhanced crossing on Bow Valley Trail or the full extent of pathway construction

along Bow Valley Trail shown in the attached plan due to budget considerations. This will be a future phase of

work.

The attached drawing is a concept design only. The basic elements and vision of the concept design will be

adopted in the detailed design and construction.

END.

Budget Funding:

Total2013 2014 2015 2016 2017

FGTF $30,000 $0 $0 $0 $0 $30,000

$30,000 $0 $0 $0 $0 $30,000 Total


150

BVT CPR Crossing Corridor Improvements Design (2013)


Project Rationale:

The at grade pedestrian crossing of the Canadian Pacific Rail adjacent to Sobeys and the Thai Pagoda is the

only crossing of the rail between 17th Street and Railway Avenue. This crossing provides a critical link to Town

Centre for visitors staying on Bow Valley Trail as well as residents in communities to the north. Formerly

Highway 1A, Bow Valley Trail still exists as a two lane secondary highway rural cross-section. This carriageway

is identified for upgrading in the Town’s current Transportation Master Plan and was looked at in depth as part

of the 2011 Bow Valley Trail Redevelopment Plan Charrettes.

Goal 4. Canmore is a safe community. Strategic Initiative d) Implement infrastructure upgrades to improve

bicycle and pedestrian safety. Specific Action 1. Install enhanced pedestrian crossings at key locations on Bow

Valley Trail.

END.

Options Considered:

Full construction of pathways shown on the attached plan as well as enhanced crossing of Bow Valley Trail

would be an additional $150,000. This work could be deferred to a future year.

END.

151

Townwide Wayfinding Signage (2013)


2013Budget Year:



2013 Budget:






$100,000

$100,000

¨

þC


This project is for the design of a town-wide pedestrian and vehicle wayfinding signage system.

The design will be based on Canmore's new branding and engagement stakeholders such as Council,

Administration, the community, Downtown Canmore, Canmore Business & Tourism, BOWDA, Best of Canmore

Kananaskis, and the Canmore Hotel and Lodging Association.

END.

Budget Funding:

Total2013 2014 2015 2016 2017

FGTF $100,000 $0 $0 $0 $0 $100,000

$100,000 $0 $0 $0 $0 $100,000 Total


152

Townwide Wayfinding Signage (2013)


Project Rationale:

Goal 1. Canmore has a unique sense of place. Strategic Initiative a) Specific Action 1. Develop and implement

a comprehensive wayfinding program.

Wayfinding in Canmore is challenging for a number of reasons. Confusion begins on the Trans Canada

highway where multiple exits are available to visitors. Accessing the Town Centre requires turning off of main

thoroughfares. The layout of roadways such as Railway Avenue which parallels Bow Valley Trail, yet intersects

it twice as well can be disorienting. Pathway signage is incomplete and inconsistent. New destinations such as

Elevation Place, the Arts Centre, and the redeveloped recreation centre will require signage. As the existing

signage nears the end of its lifecycle and with a new brand unveiled for Canmore, this presents an opportunity

to freshen up, improve and make consistent our roadway and path wayfinding signage.

END

Options Considered:

Modify existing signage to reflect new destinations. Replace existing signs that are no longer safe or

aesthetically acceptable with new, similar signage.

END

153

TCH/Cougar Creek Pathway Bridge Design (2013)


2013Budget Year:



2013 Budget:






$25,000

$25,000

¨

þC


This bridge will connect the newly paved Cougar Commuter Pathway and Trans-Canada Highway Underpass

Pathway, to Grotto Road via a short link trail on the south side of the Creek. It will enable safe, direct, and

uninterrupted passage from the downtown core to the residential and industrial areas east of the Trans-Canada

Highway and south of Cougar Creek.

The structure may be similar in construction and appearance to the bridge located 300 metres up slope and will

provide safe passage over the Cougar Creek channel. The bridge deck, as well as all pathway surfaces leading

from it, will be cleared of snow during the winter season.

This reletively small investment is expected to help increase pedestrian traffic through the recently completed,

and popular, Trans Canada Highway.

END.

Budget Funding:

Total2013 2014 2015 2016 2017


$25,000 $0 $0 $0 $0 $25,000 Total


154

TCH/Cougar Creek Pathway Bridge Design (2013)


Project Rationale:

TNS System Condition #1:

This bridge, together with the paved pathways that lead from it, will encourage year-round cycle commuting

thereby reducing dependence on motorized vehicle use and the associated burning of fossil fuels. Reducing

physical impediments is a key to encouraging a higher level of non-vehicular commuting. The wide and rocky

Cougar Creek channel currently serves as a major impediment on this route. The existing pedestrian bridge

over Cougar Creek is located 300m up slope, and the narrow passage next to the TCH guard rail is neither safe

nor easy to access.

TNS System Condition #4 and Town of Canmore Business Plan Goal #4a:

A new bridge in this location will link directly to Grotto Mountain Village and the Elk Run Industrial Park via

Grotto Road, increasing the mobility of school children and adults who do not have access to a motor vehicle.

2007 Canmnore Trails Master Plan:

This project is identified as a recommendation in the Plan.

END.

Options Considered:

We will consider both the option of a stand alone bridge, or a pathway integrated with the existing culvert.

This project is a candidate for a design/build solution and that will be considered along with a traditional design -

bid - build procurement strategy.

END.

155

Public Works Shop Hoist


2013Budget Year:


SR-13-08TeamBudget Reference

2013 Budget:




Fleet ServicesDepartment:


$50,000

$50,000

¨

þA


This project is to replace the existing shop hoist with a certified 4 post, floor mounted all vehicle (light and heavy)

lift.

END

Budget Funding:

Total2013 2014 2015 2016 2017


$50,000 $0 $0 $0 $0 $50,000 Total


1- 520 Fleet Services, Tools & Equipment

Other tools & equipment required to qualify for Inspection Facility certification by 2015 are:

Hand Tools: Brake drum/rotor gauges $1200. S cam rotation gauge $100. King pin/pintle hitch gauges $300.

King Pin dial indicator gauge set-up $300. Brake drum jack $600. Jack stand sets $700. Tire bars $150. =

$3,350

Diagnostic equipment: Headlight aiming equipment $1,500.

Administrative/Licensing fees. Provincial startup fees $1300. Annual Licensing fees $500. END156

Public Works Shop Hoist


Project Rationale:

Regulatory: The Town’s current automotive hoist cannot be validated and therefore certified by the American Lift

Institute (ALI) standards, as now required by OH&S (Part 6, sub-section #112). OH&S requires that a hoist at

workplace site must be inspected annually for certification. The current hoist has been ‘locked-out’ and deemed

unsuitable for use.

Operational Efficiency: It is more efficient to work on a vehicle while on a hoist compared on the floor with a

‘shop creeper’.

END

Options Considered:

Option 1: (Recommended) Complete project as described in Project Description

Option 2: Delay project

Discounted because current hoist cannot be used and reduced productivity will continue until project is

completed.

Option 3: Modify project to replace with a certified 2 post lift ($26,000)

Discounted because 2 post lift cannot lift heavy fleet vehicles (19 units).

4) Do not replace

Discounted because of reason identified in Option 2.

END

157

Snow Removal Equipment


2013Budget Year:


PAR-13-04TeamBudget Reference

2013 Budget:


GrowthProject Type:


ParksDepartment:


$22,000

$22,000

¨

þB


Purchase a new snow removal broom attachment and cab for an existing Parks tractor to maintain in the winter

the entrance/plaza area around Elevation Place.

END

Budget Funding:

Total2013 2014 2015 2016 2017


$22,000 $0 $0 $0 $0 $22,000 Total


It will take the fleet mechanic between 8-12 hours to install and removal the cab seasonally for a total of

approximatly 20 hours per year. If option "B" was considered with the airconditioned cab this labour would be

justified within the first 2 years.

158

Snow Removal Equipment


Project Rationale:

Priority Service: Elevation Place will be a priority facility for managing snow and ice. The Town will provide this

service and require the most appropriate equipment that can deliver the service quick and efficiently.

Equipment will also be used to remove snow on wider paved pathways.

Safety and Liability: The space is large (8 times greater in area than the front of the Civic Centre) and would be

better served with the equipment proposed. If staff are required to remove the snow by hand (i.e. shoveling)

there is a real risk of injury to staff due to heavy lifting and repetitive strain.

Minimize Service Delivery Interruptions: When this equipment is not being used at Elevation Place it will serve

as backup equipment for both Parks (outdoor ice rinks) and Streets and Roads (publicly maintained sidewalks

and paved trails).

END

Options Considered:

Option 1: (Recommended) Complete project as described in Project Description.

Option 2: Use a walk behind snow blower to clear snow

The area is large and this would take an operator more than 6 times the time to clean the snow than the riding

machine with broom attachment, especially in the event of an ongoing heavy snow fall.

Option 3: Contract service

Administration reviewed this option and determined that if the facility was to remain a real priority it was prudent

that the Town provide this service because this ‘contract’ would be competing with all other large parking lots

(i.e. grocery stores and multi-family sites).

END

159

Vehicle - Replacement (2013)


2013Budget Year:



2013 Budget:






$70,000

$70,000

¨

þB


Project will replace 1 unit in 2013:

1. Squad 32 (Fire & Rescue Department): A 2003 4 x 4 3/4 ton crew cab with 105,000 km (Vehicle is having

post-accident drive train issues that cost $2,000 YDT in 2012. Rear end failure expected). Replacement with

similar vehicle required because: vehicle is all season emergency response unit, used both on & off road, must

be capable of pulling a trailer and carry firefighters with full gear.

END

Budget Funding:

Total2013 2014 2015 2016 2017


$70,000 $0 $0 $0 $0 $70,000 Total


Estimated 2013 reduction of fleet gasoline consumption is 800 liters or $960 based on 2012 pump pricing.

END

160

Vehicle - Replacement (2013)


Project Rationale:

Reliability: Ensuring the Town's Fire & Rescue vehicles are in good operating condition and available to

transport personnel and the Special Operations trailer to a scene call.

Mechanical Condition: Mechanical condition of each vehicle is evaluated regularly to anticipate future R&M

costs and determine residual value.

Age: Industry best practice replaces vehicles between 150,000 - 200,000 km or 8-10 year life cycles.

Carbon Footprint: Continue to move fleet towards more sustainable fuel types/technologies and rightsizing.

END

Options Considered:

Note: Options 1-3 will replace vehicles that require life cycling due to condition, age and R&M costs.

Consideration will be given to replacement with hybrid or best available fuel efficient technology.

Option 1: Replace, right size: Purchase new vehicles to meet the specific need/task. Example; purchase a two

seat vehicle that only moves people.

Option 2: Replace with same type (i.e. non-hybrid). Results in the Town purchasing the ‘wrong’ vehicle for the

job.

Option 3: Replace a portion of the proposed vehicles. Determine if some vehicle replacements can be delayed.

Option 4: Replace with Hybrid vehicles where feasible.

Option 5: Replace vehicles with electric only cars. Electricity production in Alberta is mostly coal based therefore

this technology is currently discounted.

Option 6: Do not replace any vehicles. This will result in increased R&M costs, reduce reliability, decrease

trade-in value and increased future replacement costs/schedule.

END

161

Tool Cat (New)


2013Budget Year:



2013 Budget:






$67,000

$67,000

¨

þB


Purchase a new 4 wheel drive/steer (Tool Cat or similar) unit with snow attachments.

End

Budget Funding:

Total2013 2014 2015 2016 2017


$67,000 $0 $0 $0 $0 $67,000 Total


Operating budgets: 1-530- Fleet Services:1-520-6110 Fuel. Purchase will increase diesel fuel & lubricants (oil)

costs by an estimated $1,700 annually, based on 2012 pump pricing. 1-520-6092 Fleet supplies. Estimated

increase of $1,200 annually for consumables/parts/repairs to: tires, filters, fluids and attachments (plow blades

& needed welding). END

162

Tool Cat (New)


Project Rationale:

Growth: In 2013 Streets & Roads will assume priority winter maintenance of Elevation Place parking lots and 1.2

km of new sidewalks and paved trails. This is in an addition to 3.0 km of sidewalks and paved trails assumed

since 2009.

Meet Approved Service Levels: Streets & Roads is currently challenged to meet the 48 hour timeline (Bylaw

03-2006) to remove snow and ice from publicly maintained sidewalks and paved trails. Addition of Elevation

Place and new paved trails will further delay the required timeline without additional resources such as snow

removal equipment and staff.

Operational Efficiency: SWS will utilize the equipment to maintain the pedestrian waste container and 'mutt mitt'

dispenser route. Many containers are located along the trail network and it is more efficient to access the

container locations via this specialized equipment compared with driving to trailhead and walking/carrying heavy

garbage bag.

END

Options Considered:

Option 1: (Recommended) Purchase new snow removal equipment as described in Project Description.

Option 2: Lease or rent equipment

Discounted because it is less expensive to purchase than lease or rent. 10 year purchase scenario includes

$67,000 + 10 year of R/M = $12,000 + 10 year estimated fuel= $17,000 =$96,000 compared with leasing at

$1,700/month x 6 months/year or $10,200 / annum or $102,000 (for 10 years) + estimated 10 year fuel costs

$17,000 = $119,000.

Option 3: Do not purchase

Discounted because it will further reduce or delay maintenance service levels for sidewalks and paved trails.

End

163

Recycled Asphalt Resurfacing


2013Budget Year:



2013 Budget:




Streets & RoadsDepartment:


$25,000

$25,000

¨

þB


Project is to complete the resurfacing of George Biggy Sr. Road (SW of Dead Mans Flats) with recycled asphalt.

The bottom half of the road was resurfaced using recycled asphalt millings in 2012, utilizing the remaining funds

of Capital Project #1133 (Laneway Improvement Program), a multiple year project that started in 2008. The

project was intended to resurface all Town gravel roads and laneways with recycled asphalt and the top half of

George Biggy Senior Road is the final road in this program to be resurfaced.

END

Budget Funding:

Total2013 2014 2015 2016 2017


$25,000 $0 $0 $0 $0 $25,000 Total


Operating: Estimate annual savings of $1,500 in purchase of materials.

Estimated reduction in diesel fuel costs $700 annually.

END

164

Recycled Asphalt Resurfacing


Project Rationale:

Reduce Maintenance: Each spring, this road surface becomes eroded with spring runoff requiring annual

maintenance consisting of gravel resurfacing. This takes staff time (28 hours) and resources that cost approx.

$2,500 in 2012.

Dust Control: Reusing asphalt millings is effective at reducing dust generated from vehicle traffic.

Reuse: Program reuses asphalt millings that otherwise would be landfilled.

END

Options Considered:


Option 2: Do not resurface

Discounted because it will continue to require annual gravel resurfacing.

Option 3: Delay project

Discounted because the annual gravel resurfacing will continue until project is complete.

END

165

Waste Management Infrastructure


2013Budget Year:


SWS-13-04TeamBudget Reference

2013 Budget:




SWS - Collection/DisposalDepartment:


$3,855,000

$3,855,000

¨

þA


The project is to design and build a Waste Transfer Station (WTS) and Materials Recycling Facility (MRF). The

WTS will include a flexible design to allow for possible operational and equipment changes in the future to

include, for example the thermal treatment of waste. The MRF will include space for the storage and processing

of mixed paper products such as cardboard, newspaper and mixed waste paper. The facility would be located

at the Wastewater Treatment Plant area.

Funding Details:

The Waste Management Infrastructure project is proposed as a combination of a regional Waste Transfer

Station and a Town of Canmore Materials Recycling Facility. A regional facility would access funds available

through the Waste Management Assistance Program (WMAP) via the Commission. The WMAP money

available is $1.692M and provides 75% funding. The 25% balance would be funded by the participating regional

members - the Town of Canmore.

The regional facility is funded from various sources including:

Solid Waste Services Reserve: $400,000

Commission: $1,692,000 (approved WMAP grant)

The remaining $1,763,000 is debenture and available for a Materials Recycling Facility.

END

Budget Funding:

Total2013 2014 2015 2016 2017

Bow Valley Waste Management Commission (BVWMC) Grant$1,692,000 $0 $0 $0 $0 $1,692,000

Debentures $1,763,000 $0 $0 $0 $0 $1,763,000

Solid Waste - Collection & Disposal $400,000 $0 $0 $0 $0 $400,000

$3,855,000 $0 $0 $0 $0 $3,855,000 Total


166

Waste Management Infrastructure


Project Rationale:

1. Capacity: The current facility on Boulder Crescent serves as both a Waste Transfer Station and Materials

Recycling Facility. The space is very tight and will not allow programs to expand. The tight quarters increase the

risk of equipment and property damage when a collection vehicle or a skid steer is maneuvering.

2. Health & Safety: Air quality testing (May 2010) at the current WTS and MRF exceed ‘most of the time’ the

acceptable Health Canada levels for particulate matter. Operators must now wear air purifying respirators while

working within the building. Capacity issues (highlighted above) also increase the risk for operators to be injured

by moving equipment.

3. Environmental Sustainability Action Plan: Initiative Four and Five in the approved ESAP identify the need for a

new WTS and MRF with an expanded recycling program.

4. Operational Efficiency: A new MRF would be designed with appropriate space and ceiling height to increase

the efficiency of handling product (i.e. gravity feed) and accommodate the large vehicles. Currently vehicles

cannot fully extend the collection box requiring more time and effort to remove the waste.

5. Community Commitment: There was a commitment to the adjacent residents that the Town would work with

the regional Commission to relocate the Waste Transfer Station.

END

Options Considered:

All options include the siting of Waste Management Infrastructure (e.g. Waste Transfer Station and Materials

Recycling Facility) by the Wastewater Treatment Plant:

Option 1: (Recommended) Design and construct a new WTS and MRF in 2013 as described in Project

Description.

Option 2: Design and construct a new WTS and MRF in 2013 to include the storage and sorting of mixed

containers.

Option 3: Delay the project.

END

167

1 Tonne Collection Vehicle (Unit 003) - Replacement


2013Budget Year:



2013 Budget:




SWS - Collection/DisposalDepartment:


$160,000

$160,000

¨

þB


The first small waste collection vehicle (Unit 003) will be replaced as part of an equipment life cycling process.

By 2013 it will be 11 years old. Until the addition of a new waste collection vehicle in 2008 it had been operated

at a minimum of 8 hours/day, 7 days/week. Having two waste collection vehicles allows the Town to continue

servicing the waste and recycling containers should a vehicle need to be brought in for preventive maintenance

or repairs.

It is estimated that by 2013 these specialized collection vehicles will be $160,000

The collection vehicle purchase will include a sustainability review of available technologies and fuel types. This

would include hybrid technology and alternative fuels to ensure the vehicle has minimal emissions.

This project is scheduled for 2013 but its ultimate replacement schedule will be determined with the annual

review of its operational hours, mechanical condition and repair and maintenance costs.

END

Budget Funding:

Total2013 2014 2015 2016 2017


$160,000 $0 $0 $0 $0 $160,000 Total


168

1 Tonne Collection Vehicle (Unit 003) - Replacement


Project Rationale:

1. Lifecycle Management: Unit 003 is a 2002 Ford F-450 and will be 11 years old in 2013. It had been operated

7 days/week until 2008 when another waste collection vehicle was added to the fleet. Unit 003 has accumulated

over 207,000 kms and over 13,000 hrs as of July 2011. The nature of our work is quite demanding on the

vehicles

2. Continuation of Service: Waste collection is an essential service provided by the Town. Two waste collection

vehicles ensure that there is never a gap in waste collection due to vehicle breakdowns or scheduled

maintenance.

END

Options Considered:

Option 1: (Recommended) Purchase a new waste collection vehicle to replace the aging Unit 003. Sell Unit 003

when the replacement is delivered.

Option 2: Delay the purchase of a replacement vehicle for one or two years. Review the condition of the vehicle

annually based on operational hours, mechanical condition and repair and maintenance costs to determine an

appropriate replacement date

END

169

Recycling Baler Equipment


2013Budget Year:



2013 Budget:




SWS - RecyclingDepartment:


$230,000

$230,000

¨

þB


Purchase and installation of replacement baler at the new Materials Recycling Facility (MRF) to process

recyclables for shipping to end market.

END

Budget Funding:

Total2013 2014 2015 2016 2017

Bow Valley Waste Management Commission (BVWMC) Grant$205,000 $0 $0 $0 $0 $205,000


$230,000 $0 $0 $0 $0 $230,000 Total


170

Recycling Baler Equipment


Project Rationale:

Repair & Maintenance: Current baler was installed in 2004 and has 5,860 hours on it as of July 2012. Over the

past 3 years the baler has had significant mechanical failures which have shut down the processing operations

and forced the Town to transfer recyclable material to Banff for processing. Total repair costs over the past 3

years have been in excess of $11,200.

Industry Practice: The current industry practice for baler replacement is 15 to 20 years.

New Facility = New Technology: With building a new MRF, there is an opportunity to upgrade to a new baler

with newer technologies that can increase productivity and reduce contamination when switching from one

product to another during processing.

END

Options Considered:

Option 1. (Recommended) Purchase and install new baler at the new Material Recycling Facility.

Option 2. Delay the purchase of new baler for 5 years (on par with industry practice) and pay $10,000 to

disassemble and move existing baler to new site.

END

171

4th Street Sanitary Main Upgrade


2013Budget Year:


UTI-13-04TeamBudget Reference

2013 Budget:




UtilitiesDepartment:


$250,000

$250,000

¨

þB


This project will upgrade 172 m of 200 mm sanitary main on 4th Street — east of the 6th Avenue intersection.

Attached Figure 1 shows general location of the 4th Street sewer to be upgraded (green colour highlighted).

In June of 2010 Stantec Consulting completed the Sanitary Utility Master Plan Report. Stantec modeled the

sanitary system to evaluate the performance of the system and to identify areas where upgrades or

improvements are required. This report specified several areas within the Town of Canmore that require

upgrades to allow for increased capacity to handle wet weather flows seen in the Town of Canmore.

END

Budget Funding:

Total2013 2014 2015 2016 2017

Utilities Capital $250,000 $0 $0 $0 $0 $250,000

$250,000 $0 $0 $0 $0 $250,000 Total


172

4th Street Sanitary Main Upgrade


Project Rationale:

1. Capacity: The sewer main proposed to be upgraded in this project was built in the 1970s. The Sanitary

Master plan reviewed bottlenecks and problem areas within the Town of Canmore. From this review the higher

priority areas that required upgrades have been identified. As identified by the Sanitary Utility Master Plan, the

sewer main in the 4th street-East of the intersection with 6th Avenue is under capacity to handle the wet weather

flows and requires upsize to be able to handle the flows without issues arising. Upsizing the piping will help to

reduce possible backup in the sanitary system or possible flooding into the residents in the area.

2. Timing: Based on the Town’s Road Rehabilitation Plan, in 2013, the Town will repair the road in the 4th

Street east of 6th Avenue and part of 6th Avenue. By doing this in conjunction with the Town’s road

rehabilitation, the sewer upgrade in the 4th Street will have significant construction cost saving including road

surface clearance and re-pavement.

3. Environmental Sustainability Action Plan (ESAP): The plan includes a goal to reduce water loss in the

distribution system and this project replaces water mains that are cracked /damaged and leaking.

4. Condition Assessment: Work to determine the condition of sewer and water lines has been delayed

because the Utility could not afford. Sewer lines are cameraed and water lines have leak detection analysis

completed. This data, compared with a recognized rating system serves as the basis for determining the

condition of pipes and the replacement schedule.

END

Options Considered:

Option 1: (Recommended) Complete the deep utility replacement work in South Canmore in 2013

Option 2 – Postponing the work into 2014 or later

Similar to Option3, postponing the work means that the issues are not addressed and there is a risk to the Town

of Canmore.

Option 3 – Do nothing

If this project does not proceed there is a risk that backups could occur in this area causing sewer backups into

the residents in the area.

END

173

Lift Station 1 - Upgrade


2013Budget Year:



2013 Budget:


GrowthProject Type:




$950,000

$950,000

¨

þB


Project is to upgrade Lift Station 1 in two phases:

Phase 1 in 2013: The upgrade will include the purchase and installation of one new 7.5kW chopper pump with a

VFD, installation of new electrical components required for the pump and upgrades to the existing floor

structure.

Phase 2 in 2013: This upgrade will include the purchase and installation of two new 75 kW Submersible

Chopper pumps with VFDs, the purchase and installation of the required electrical upgrades, PLC equipment,

required instrumentation and programming.

END

Budget Funding:

Total2013 2014 2015 2016 2017

Debentures $762,500 $0 $0 $0 $0 $762,500


$950,000 $0 $0 $0 $0 $950,000 Total


174

Lift Station 1 - Upgrade


Project Rationale:

Capacity: The population growth the Town of Canmore experienced in previous years has increased demand on

the existing wastewater facilities. The 2010 Sanitary Utility Master Plan identified a required capacity increase

for Lift Station 1 (LS1) in order to meet the current wet weather flow projections. The influent flow conditions to

the lift station are not expected to change in the future since there will be minimal development within the Town

of Canmore which would impact the LS1 catchment area however the pumps currently do not have the firm

capacity (defined as the pumping capacity with the largest pump out of service) to meet the Town of Canmore

existing wet weather flow requirements. Alberta Environment’s redundancy criteria indicate that the lift station

must be able to pump the required peak wet weather flow with one of the largest pumps out of service.

The high ground water events in 2007 and 2012 reinforce the need to upgrade the capacity of the lift station. In

2007, numerous houses in South Canmore had sanitary back-ups due to the inability of LS1 to adequately

pump wastewater to the WWTP. It was ultimately necessary to pump overland and discharge raw wastewater

into the Bow River to alleviate surcharging in the LS1 collection system. In 2012, both wet well pumps ran at

full speed for extended periods of time and it was required to use a portable “bypass” pump. Despite LS1

running at full capacity plus the use of a portable pump, the LS1 collection area still had surcharges. Had a

blockage occurred in one of the pumps, several homes could have had sanitary back-ups again in 2012. Table

1 shows the existing flow for LS1 (attached).

Operating Budget Impact: LS1 cleaning costs were included in the renewed 2010 contract, therefore $13,000

plus CPI adjustments would be reduced from the value of the contract.

END

Options Considered:

Option 1: (Recommended) Complete the project as defined in the Project Description.

Option 2: Complete Phase I only

Not completing Phase II will maintain the risk of a sanitary surcharge into homes during high water events.

Option 3: Complete Phase II only

Not completing Phase I will continue to require the pumps be pulled and cleaned weekly and maintain the risk of

a sanitary surcharge into homes due to plugged pumps.

Option 4: Doing Nothing.

If this project does not proceed, the issues with LS1 capacity and solids build up will continue. This will result in

ongoing risk of surcharging and maintenance and labour costs associated with proper operation of the lift station.

END

175

Utility Vehicle Replacement (2013)


2013Budget Year:



2013 Budget:






$35,000

$35,000

¨

þB


The vehicles for the Canmore WWTP Operations are aging and need to be replaced to ensure that they are

road-worthy and operational.

This project is for 2013: Replace one Operations Vehicle

All replacement vehicles will be validated by the Town’s HD mechanic prior to replacement and ordered with the

most fuel efficient engine available.

END

Budget Funding:

Total2013 2014 2015 2016 2017


$35,000 $0 $0 $0 $0 $35,000 Total


176

Utility Vehicle Replacement (2013)


Project Rationale:

Reliability: Retaining vehicles beyond their life cycle decreases reliability, increases repair costs, and in some

cases increases the repair time. Dependable vehicles are needed to maintain operational excellence and

minimize productivity loss resulted from equipment downtime.

Increasing Maintenance Costs: Epcor’s Canmore operations vehicles are aging and incurring increased R/M

costs. If the vehicles are not replaced, Epcor will continue to incur increased costs for maintenance.

END

Options Considered:

No practical options available. Reliable vehicles are required for prompt action to incidents or emergency

events. Delayed actions may result in serious impact to the water and wastewater system, communities and

environment. Other options such as renting can not provide prompt access to emergent sites.

END

177

Water Meter - Lifecycle & Upgrade (2013)


2013Budget Year:



2013 Budget:






$75,000

$75,000

¨

þB


The project would change out meters that are non-functioning and/or older than 15 years old. This is primarily

the older neighbourhoods of Larch, South Canmore, Hospital Hill, Downtown and BVT/Teepee Town. Batch

testing will be conducted to determine the most prudent replacement schedule.

The project would upgrade approx. 225 water meters with radio read type that can be read remotely (from

sidewalk) so an operator does not need to enter private property.

Water meters 50 mm (2”) in size and smaller will be replaced based on age. Meters 75 mm (3”) in size and

larger will be field tested and replaced as required.

Hard costs for the new radio read water meters is approx. $200/each compared with $100 for the current type.

Administration and installation time equates to approximately one hour, bringing the total cost of each meter to

$300.

END

Budget Funding:

Total2013 2014 2015 2016 2017


$75,000 $0 $0 $0 $0 $75,000 Total


178

Water Meter - Lifecycle & Upgrade (2013)


Project Rationale:

1. Equipment Lifecycle: The lifecycle of a water meter is between 15-18 years. The first round of meters were

installed in 1996 (approx. 1,000 meters) with some meters now 15 years old. While not currently in place, there

has been an indication that “Measurement Canada” may regulate the required accuracy of water meters.

2. Business Case: When a water meters fail, it does so in favour of the account owner. Water meters are the

utility’s cash registers and failure to replace aging and non-functioning meters creates a revenue loss for the

utility.

3. Operational Efficiency: Replacement meters would be radio read and not require the operator to enter

private property. New technology also allows for data logging and time of day consumption to better understand

consumption patterns. Meter reads for ½ of the town (one month or cycle) could be completed much quicker

than the current time of 2 weeks.

END

Options Considered:

Option 1: (Recommended) Complete the work as described in Project Description.

Option 2: Delay replacement. The water meters are the utility’s cash registers and if they do not read correctly,

there is a loss in utility revenue.

Option 3: Do not replace. This would compound the outcome identified in Option 2 and result in increased

failure rate.

END

179

WWTP - Solids Handling Upgrade (2013)


2013Budget Year:



2013 Budget:


GrowthProject Type:




$400,000

$400,000

¨

þB


This is a multi-year project (2012-2015) with the ultimate objective of increasing the WWTP hydraulic and

volumetric loading capacity to meet the total build out population (permanent + non-permanent) of 30,967.

2012 (Complete):

1. Investigate a short-list of solids / backwash waste treatment alternatives.

2. Treatment alternatives will be evaluated and potentially pilot tested at the site to confirm their effectiveness

and determine final technology selection.

3. Dissolved Air Flotation (DAF) technology was selected.

2013: Detail design

2014-2015: Construction

END

Budget Funding:

Total2013 2014 2015 2016 2017

Debentures $266,700 $0 $0 $0 $0 $266,700

Water/Wastewater Partnership (AMWWP) $133,300 $0 $0 $0 $0 $133,300

$400,000 $0 $0 $0 $0 $400,000 Total


180

WWTP - Solids Handling Upgrade (2013)


Project Rationale:

In defining the project rationale, it’s important to provide history on the WWTP’s construction and staged

upgrades to accommodate a population of 30,000:

Stage I: Initial construction of 4 carbonaceous BOD5 removal (C-side) and nitrification (N-side) BAF units for a

population of 12,000.

Stage II: Expand secondary treatment for a population of 18,000.

Stage III: Add 3 C-side and 3 N-side BAF units for a population of 26,000.

In 2007, Stantec was retained to design Stage II and it was revised to the following:

Stage II: Add 1 C-side and 1 N-side BAF units plus an effluent recirculation system between the C and N side

(completed in 2007)

Stage III: Evaluate BWW (Solids Characterization completed in 2010)

Stage IV: Results of the BWW evaluation supports the hypothesis that the design capacity can be met by a

BWW treatment system in place of adding the 4 more cells as originally designed, reducing the total costs to

upgrade the plant to its design capacity.

Stantec Consulting evaluated the BAF effluent characteristics and found that while the average daily effluent

concentrations met AENV’s effluent regulations and design objectives, the maximum daily effluent

concentrations for each parameter exceeded both on multiple occasions (see Table 1).

Specifically the total effluent Ammonia Nitrogen concentrations exceeded the Alberta Environment effluent

requirements on 13 occasions in 2009 and 10 occasions in 2010. As well the effluent Biological Oxygen

Demand (BOD5) concentrations exceeded the design guidelines 38 times in 2009 and 27 times in 2010. The

effluent Total Suspended Solids (TSS) also exceeded the design guidelines 16 times in 2009 and 7 times in

2010 (see Table 1, Figures 1-6).

This project is required now to address past exceedances and should not be delayed. Epcor is indicating that

the timing of this project is critical and should continue with a 2015 completion.

END

Options Considered:

Option 1: (Recommended) Complete the project has detailed under Project Description.

Option 2: The project is delayed and staged over 3-5 years. The most recent upgrade is already exceeding the

maximum parameter levels for AENV effluent requirements and the design objectives today, and that will only

increase as time progresses. Similarly, the daily effluent average for each parameter is also increasing annually

and the risk of exceeding is growing.

Option 3: The project in its entirety is delayed until significant growth resumes. Implications will be greater than

ones identified in Option 2.

END

181

WWTP - Influent Pump Station Upgrade (2013)


2013Budget Year:



2013 Budget:


GrowthProject Type:




$500,000

$500,000

¨

þB


The Influent Lift Station at the WWTP handles all of the wastewater flow from the collection system and is

therefore critical to ensure there is no backup in the system.

In May 2011, Stantec completed a hydraulic profile analysis of the influent lift station and determined that the

current pumping configuration does not meet the firm capacity as defined by Alberta Environment (AENV)

Standards and Guidelines. AENV redundancy criteria for lift stations is that a lift station must be able to pump

the required peak wet weather flow with one of the largest pumps out of service. The influent lift station needs to

be upgraded to ensure that it can handle the current and future influent flow rates.

To ensure that the lift station can meet the current low flow demands at the plant, it is recommended that this

project be completed in two phases:

Phase I: In 2013, upgrade two of the existing four 19 kW lift station pumps to 50 hp pumps with VFDs. The two

remaining 19 KW pumps would continue to be used. Larger pumps will require corresponding electrical,

instrumentation and control system upgrades.

Phase II: In 2017 (or later depending on growth), upgrade the two remaining 19 kW pumps to 50 hp pumps with

VFDs.

END

Budget Funding:

Total2013 2014 2015 2016 2017

Debentures $167,500 $0 $0 $0 $0 $167,500


Water/Wastewater Partnership (AMWWP) $165,000 $0 $0 $0 $0 $165,000

$500,000 $0 $0 $0 $0 $500,000 Total


182

WWTP - Influent Pump Station Upgrade (2013)


Project Rationale:

The Town of Canmore’s Utility Master Plan identified a required capacity upgrade for the WWTP influent lift

station in order to meet both existing population and a future population of approximately 30,000. The current

pump configuration does not meet the firm pumping capacity (defined as the pumping capacity with the largest

pump out of service) to meet the Town’s existing and future wet weather flow requirements for a population of

30,000.

The current firm pumping capacity of the lift station is approximately 263 L/s. With all four pumps operating, the

station can pump approximately 336 L/s. The current firm capacity of the influent lift station and the maximum

pump capacity using all four pumps are below the current predicted peak wet weather flow of 405 L/s (see Table

1).

The future peak wet weather flow is estimated to be 495 L/s. To be compliant with AENV Standards and

Guidelines, at a minimum the lift station needs to be upgraded to accommodate the current flow rate with the

largest pump out of service. However, if the Town of Canmore wants to meet the future predicted flow rates the

upgrades should be staged to accommodate the future flow rates.

This is also supported by the pump curves graph (see Figure 1). The green diamond indicates the current peak

wet weather flow and the orange oval indicates the maximum capacity with all four pumps operating.

END

Options Considered:


Option 2: Delay project which will increase the risk of sewer back ups occurring within the collection system (i.e.

other Lift Stations or the sewer pipes/manholes)

Option 3: Do not complete project. Consequences identified in Option 2.

Option 4: Upgrade all 4 pumps in 2013. This will save some money over the two phases however a complete

replacement is not required at this time.

END

183

CaapiS20

ital Sum013

Plamma

- 2

annary

2017

ningy 7

g

184

Capital Planning SummaryFor the planning period 2013 - 2017

2013 2014 2015 2016 2017Grants Operating Reserve Debenture Other

Administration & Community EnrichmentSense of Community Survey 25,000 25,000Civic Centre Pageantry 15,000 15,000Public Art - Centennial Park 25,000 25,000Public Art - Local Competition 10,000 10,000Public Art 75,000 10,000 100,000 50,000 50,000 185,000Walk of Champions Exhibit 20,000 20,000Cultural Master Plan 45,000 45,000Administration & Community Enrichment Total 75,000 75,000 75,000 100,000 50,000 155,000 220,000

Information TechnologyPC Replacement (2013) 37,000 37,000PC Replacement 26,000 34,000 38,000 40,000 138,000IT Infrastructure Lifecycle (2013) 46,000 38,000 8,000IT Infrastructure Lifecycle 28,000 38,000 35,000 40,000 141,000GIS and Tax Roll Intigration 30,000 30,000Website Re-Development 100,000 100,000MultiFunction Printer Replacement 20,000 20,000 20,000 20,000Time and Attendance Tracking System 50,000 50,000Records Management System 120,000 120,000Self-Service Kiosks 100,000 100,000Information Technology Total 213,000 224,000 212,000 73,000 80,000 495,000 307,000

Protective ServicesFF Protective Clothing (Paid Response) 100,000 100,000Respiratory Mask Fit Testing Machine 16,000 16,000Firesmart - Thinning Program (2013) 50,000 50,000Firesmart - Thinning Program 50,000 50,000 50,000 50,000 125,000 75,000Communications Equipment Replacement 50,000 50,000Pumper 32 Life Cycle 468,000 200,000 268,000FF Protective Clothing (F/T) 60,000 60,000Rescue Equipment Lifecycle 20,000 20,000Pumper 31 Life Cycle 450,000 450,000Fire Service Training Area 300,000 300,000Protective Services Total 166,000 568,000 130,000 800,000 50,000 491,000 1,223,000

FacilitiesRec Centre Pool Redevelopment (2013) 350,000 350,000Rec Centre Pool Redevelopment 4,500,000 4,500,000Community Arts Centre (2013) 161,097 161,097Community Arts Centre 1,800,000 1,800,000

5 YEAR TOTAL METHOD OF FUNDING

185




600 - 9 Street AC Unit Lifecycle 18,000 18,000CC - Replace Floor Maintainer 7,000 7,000600 - 9 Street Roof Replacement 36,000 36,000PW - Pressure Washer Replacement 12,000 12,000PW Overhead Door / Opener Replacement 20,000 20,000CRC - Condenser Tower Replacement 100,000 100,000CC - Interior Finishes 100,000 100,000PW - Interior Finish Upgrade 25,000 25,000Facilities Total 511,097 6,325,000 48,000 245,000 118,000 200,000 6,811,097

PlanningMunicipal Development Plan Update 25,000 25,000Daycare Site Redevelopment 500,000 500,000Community Visioning 200,000 200,000Millennium Park Expansion 20,000 500,000 270,000 250,000North Canmore / Larch ARP 100,000 50,000 150,000Planning Total 25,000 500,000 220,000 600,000 50,000 645,000 250,000 500,000

EngineeringCougar Creek Detailed Design (2013) 65,000 65,000Cougar Creek Flood Mitigation 3,500,000 1,190,000 2,310,000Legacy Trail 2,000,000 2,000,000Legacy Trail Connections 700,000 700,000Street & Drainage Rehab Program (2013) 2,500,000 2,500,000Street & Drainage Rehab Program 2,300,000 1,500,000 1,500,000 1,500,000 4,505,000 2,295,000Trail Rehabilitation and Construction 470,000 470,000Integrated Transportation Master Plan 175,000 125,000 50,000Town Centre Bus Shelter and Plaza 100,000 100,000Traffic Network Monitoring Upgrades 180,000 180,000Traffic Safety Initiatives 50,000 50,000Ped Crossing Improvement - Bow River Bridge 300,000 300,000Ped and Cyclist Infrastructure Improvements (2013) 150,000 150,000Ped and Cyclist Infrastructure Improvements 150,000 150,000 150,000 150,000 450,000 150,000BVT CPR Crossing Corridor Improvements (2013) 30,000 30,000BVT CPR Crossing Corridor Improvements 220,000 220,000Townwide Wayfinding Signage (2013) 100,000 100,000Townwide Wayfinding Signage 275,000 400,000 400,000 400,000 275,000 1,200,000Pavement Management Quality Survey 60,000 60,000Town Centre Enhancement Plan Update 100,000 100,000BVT Stormwater Management 75,000 500,000 75,000 500,000Miner's Loop (Canmore Creek) Interpretive Trail 40,000 20,000 20,000

186




Trailhead Kiosks 24,000 24,000TCH/Cougar Creek Pathway Bridge Design (2013) 25,000 25,000TCH/Cougar Creek Pathway Bridge 300,000 150,000 150,000St. Enhance: 7th Street - 6th Ave to 8 Ave 800,000 300,000 500,000Railway Avenue Corridor Upgrades 100,000 3,500,000 1,500,000 100,000 5,000,000Orthophoto Update 70,000 70,000Three Sisters Commuter Trail Completion 25,000 400,000 425,000St Enhance: Riverview - River Road 175,000 175,000Traffic Calming on Benchlands Terrace 50,000 50,000Traffic Signals at Main St and 7th Ave 200,000 200,000Town Centre Streetscape Enhancements (10th St) 175,000 1,500,000 150,000 1,250,000 275,000Bow Valley Tr Widening - William to Montane 150,000 150,000BVT Widening 17th St to William 300,000 300,000Main St Enhancement - Curb extensions 5th and 8th 200,000 200,000Palliser Pedestrian Crossing of TCH 500,000 300,000 200,000Pedestrian CPR Crossing - Spur Line to 15 St 400,000 400,000Sidewalk on Benchlands Bridge over TCH 100,000 100,000Three Sisters Dr - Spray Lakes Rd to Rundle Dr Enhancements 350,000 350,000Engineering Total 6,845,000 7,944,000 5,645,000 4,550,000 6,050,000 11,880,000 1,164,000 5,945,000 7,440,000 4,605,000

Public WorksPublic Works Shop Hoist 50,000 50,000Snow Removal Equipment 22,000 22,000Vehicle - Replacement (2013) 70,000 70,000Vehicle - Replacement (Future) 110,000 80,000 120,000 215,000 525,000Tool Cat (New) 67,000 67,000Recycled Asphalt Resurfacing 25,000 25,000Parks Equipment Lifecycle 49,000 130,000 49,000 14,000 242,000Playgrounds - Lifecycle Replacement 330,000 170,000 160,000Trail Hard Surface - Resurface 60,000 60,000Outdoor Ice Surface Protective Boarding 35,000 35,000Backhoe Replacement 150,000 150,000Cemetery Expansion 30,000 270,000 300,000Public Works Total 234,000 159,000 600,000 384,000 499,000 60,000 1,656,000 160,000

Town Ops Total 8,069,097 15,795,000 6,930,000 6,752,000 6,779,000 11,940,000 4,724,000 8,305,000 14,251,097 5,105,000

Utilities-SWSSWSWaste Management Infrastructure - New Funding 3,855,000 1,692,000 400,000 1,763,0001 Tonne Collection Vehicle (Unit 003) - Replacement 160,000 160,000

187




Recycling Baler Equipment 230,000 205,000 25,000One Tonne Collection Vehicle - Additional 165,000 165,0003 Tonne Collection Vehicle (Unit 018) - Replacement 260,000 260,0001 Tonne Collection Vehicle (Unit 064) - Replacement 170,000 170,000Skid Steer Lifecycle 75,000 75,000

Utilities4th Street Sanitary Main Upgrade 250,000 250,000Lift Station 1 - Upgrade 950,000 187,500 762,500Utility Vehicle Replacement (2013) 35,000 35,000Water Meter - Lifecycle & Upgrade (2013) 75,000 75,000Water Meter - Lifecycle & Upgrade 75,000 75,000 75,000 100,000 325,000WWTP - Solids Handling Upgrade (2013) 400,000 133,300 266,700WWTP - Solids Handling Upgrade 2,800,000 933,300 1,866,700WWTP - Influent Pump Station Upgrade (2013) 500,000 165,000 167,500 167,5007th Avenue Water Main Upgrade 400,000 400,000Lift Station 4 - Upgrade 400,000 400,000Biosolids Management Facility 100,000 2,900,000 1,000,000 2,000,000Pumphouse 2 - Clearwell Upgrade (Future) 225,000 500,000 725,000WWTP - Dewatering System Upgrade 100,000 600,000 350,000 350,000Utility Vehicle Replacement 35,000 70,000 105,000South Bow River Loop Water Main 2,300,000 300,000 2,000,000Deep Utility Replacement (Future) 45,000 250,000 295,000Pumphouse 2 - Filter Backwash Air Scour Upgrade 200,000 200,000Lift Station 8 - Upgrade 100,000 100,000Utility Master Plan Update 200,000 200,000WWTP - Influent Pump Station Upgrade 700,000 235,000 232,500 232,500WWTP - Process & Mechanical Upgrade 440,000 220,000 220,000Pumphouse 2 - Treatment Capacity Upgrade 3,000,000 3,000,000Reservoir Capacity Upgrade 3,000,000 600,000 2,400,000

Utilities-SWS Total 6,455,000 2,875,000 1,335,000 5,945,000 9,205,000 4,363,600 5,697,500 15,753,900

Grand Total 14,524,097 18,670,000 8,265,000 12,697,000 15,984,000 16,303,600 4,724,000 14,002,500 30,004,997 5,105,000

188

Grand Total Capex

$0

$2,000,000

$4,000,000

$6,000,000

$8,000,000

$10,000,000

$12,000,000

$14,000,000

$16,000,000

$18,000,000$20,000,000

Utilities-SWS TTown Ops Tot

$2,000,0$4,000,0$6,000,0$8,000,0

$10,000,0$12,000,0$14,000,0$16,000,0$18,000,0$20,000,0

CFor

2013x 14,524,09

201Total 6,455,al 8,069,

$0000000000000000000000000000000

Capitalr the plann

20197 18,670

Tot

13 2,000 2,87,097 15,7

Cap

l Expning perio

140,000 8,2

al Capex

01475,000 1,95,000 6,

ex Level

enditod 2013 - 2

2015265,000

x

2015,335,000,930,000

ls

ures 017

201612,697,000

20165,945,0006,752,000

201715,984,000

20179,205,0006,779,000

0

189

$500,00

$1,000,00

$1,500,00

$2,000,00

$2,500,00

$3,000,00

$3,500,00

$4,000,00

$4,500,00

$5,000,00

$5,000,

$10,000,0

$15,000,0

$20,000,0

$25,000,0

$0

00

00

00

00

00

00

00

00

00

00

20

$0

000

000

000

000

000

201

GFor

013

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ts Balan

3 2014

Surplus

Utility

serve od 2013 - 2

nce

4 2015

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2016

2016

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2017

2017

t

190

$

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$30

$40

$50

$ M

illio

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$-

0.0

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2010

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$-

$1.0

$2.0

$3.0

$4.0

$5.0

$6.0

$7.0

$8.0

$9.0

2010Existing

DFor

2011

Total Existing Debt

0 2011g Debt Servicing

Debt &r the plann

2012

Tot

2012

Total De

& Debning perio

2013

tal Debt

New Debt Cumulativ

2013

ebt Serv

New Debt Servicin

bt Servod 2013 - 2

2014 2

t

ve

2014 20

vicing

ng

vicing017

2015 201

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16 2017

100%

6 2017ng @ 100%

7

191

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2MastSch

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e

192

Town of Canmore2013 Master Fee Schedule

03 Finance

Item Description/Title Unit 2012 2013 %Code Measure Fee Fee Increase

1.00 Finance Fees1.01 Finance/Services - Photocopies per copy 0.50 0.50 0.0%1.02 Assessment & Tax Search per search 10.00 10.00 0.0%1.03 Mortgage Report per roll 10.00 10.00 0.0%1.04 Tax Certificate - manual per certificate 50.00 50.00 0.0%1.05 Tax Certificate - on line per certificate 25.00 25.00 0.0%1.06 Non Sufficient Funds (cumulative) per event 50.00 50.00 0.0%1.07 Foreign Funds Processing Fee per event 50.00 50.00 0.0%1.08 Wire Transfer Surcharge & Fax Notification fee (variable per bank service fee) variable per event cost cost1.09 Duplicate Payment/ Refund Processing fee per event 50.00 50.00 0.0%1.10 Non-payment transfer and collection fee (cumulative) per event 50.00 50.00 0.0%1.11 Tax notification and discharge fee per title 25.00 + costs 25.00 + costs

END

06 Fire - Rescue Services


1.00 Fire Response, Rescue and Inspection User Fees 1.01 Document Fee / File Copy per/copy 162.75 162.75 0.0%1.02 Search of Records per/hour 30.00 30.00 0.0%1.03 Occupant Load Permit Fee 60.00 60.00 0.0%1.04 Chief per hour 180.00 180.00 0.0%1.05 Assistant Chief per hour 125.00 125.00 0.0%1.06 Lock Box Fee plus gst 100.00 100.00 0.0%1.07 Additional Manpower Fee per hour 45.00 45.00 0.0%1.08 Fire Permit Fee 60.00 60.00 0.0%1.09 Fire Support Unit (Fire Squad) per hour 250.00 250.00 0.0%1.10 Fire Support Unit (Fire Squad) - AB Infrastructure per hour 400.00 400.00 0.0%1.11 Rescue/Pumper Response per hour 800.00 800.00 0.0%1.12 Rescue/Pumper Response - AB Infrastructure per hour 400.00 400.00 0.0%1.13 Aerial Response per hour 1,000.00 1,000.00 0.0%1.14 Aerial Response-AB Infrastrucure per hour 400.00 400.00 0.0%1.15 Fire Inspection-Constuction Sites and Plan Review per hour 125.00 125.00 0.0%1.16 Fire Investigation per hour 125.00 125.00 0.0%1.17 3rd and Subsequent Fire Inspections per hour 250.00 250.00 0.0%

END

08 Engineering


1.00 Subdivisions (as per 2005 Engineering Design Guidelines, Drawings Section 1.1)1.01 Project/Re-districting - Proposed Area Redevelopment Plan (minimum 3.0 hectares) per/hectare 450.00 450.00 0.0%2.00 Site Developments where D.P.'s are Required (as per 2005 Engineering Design Guidelines, Drawings Section 1.2)2.01 Project/Small - Layout Plans (Utilities & Surface) Base Fee 440.00 440.00 0.0%2.02 Project/Intermediate - Layout Plans (Utilities & Surface) Base Fee 1,750.00 1,750.00 0.0%2.03 Project/Large - Layout Plans (Utilities & Surface) Base Fee 5,200.00 5,200.00 0.0%2.04 Project/Large - Stormwater Management Report Base Fee 520.00 520.00 0.0%2.05 Project/Large - Traffic Impact Report Base Fee 520.00 520.00 0.0%2.06 Project/Medium/Large - Wellhead Protection Area Impact Report Base Fee 520.00 520.00 0.0%3.00 Drawing Reviews (in addition to the above)3.01 3rd Review (additional charge) per/review 630.00 630.00 0.0%3.02 4th + Review (additional charge) per/review 1,260.00 1,260.00 0.0%3.03 Record Drawings (additional charge for errors or omissions) per/review 630.00 630.00 0.0%3.04 Request for Variance (additional charge for each variance to Subdivisions & Site Develo per/review 130.00 130.00 0.0%4.00 Inspections (in addition to the above), Water Main Pressure Test / Dev Comp Cert / Const Comp Cert / Final Accept Cert4.01 3rd Inspection (additional charge) per/inspect 1,130.00 1,130.00 0.0%4.02 4th + Inspections (additional charge) per/inspect 1,700.00 1,700.00 0.0%

193


4.03 Non-compliance Notice and Re-inspection (each occurrence) per/inspect 110.00 110.00 0.0%4.04 Stop Work Order and Re-inspection (each occurrence) per/inspect 280.00 280.00 0.0%4.05 General Engineering site visit and/or inspection per/inspect 0.00 110.00 NEW5.00 Single Family / Duplex - Bldg Permit Application Review & Servicing Inspection where no D.P. is Required5.01 Review and 1st Inspection per/inspect 220.00 220.00 0.0%5.02 Each Additional Inspection/Failed Test per/inspect 110.00 110.00 0.0%6.00 Miscellaneous Permits6.01 Excavation Permit Fee, Completion Inspection & Deposit Release (see note 4) per/permit 555.00 555.00 0.0%6.02 Note 4 - Excavation Permit Fee Security Deposit security fee 5,520.00 5,520.00 0.0%6.03 Blasting Permit Fee per/permit 665.00 665.00 0.0%6.04 Excavation Permit Fee, Completion Inspection & Deposit Release (see note 4)

if excavation has commenced before an Excavation Permit has been issued.per/permit 1,100.00 1,100.00

0.0%6.05 Franchise Utilities Excavation Permit Fee, Completion Insp. & Deposit Release (see note per/permit 555.00 555.00 0.0%6.06 Note 4a - Excavation Permit Fee Security Deposit security fee per agreement per agreement6.07 Non-compliance Notice and Re-inspection (each occurrence) per/inspect 110.00 110.00 0.0%6.08 Stop Work Order and Re-inspection (each occurrence) per/inspect 280.00 280.00 0.0%7.00 Miscellaneous Publications & Items for Sale7.01 Consultant's Guidelines for Subdivisions & Developments - latest issue per copy 16.00 16.00 0.0%7.02 Engineering Design Guidelines, Construction & Landscaping Standards - latest issue per copy 52.00 52.00 0.0%7.03 2007 Transportation Master Plan per copy 52.00 52.00 0.0%7.04 Utility Master Plans per set 105.00 105.00 0.0%7.05 1998 Plans - Water, Sewer and Stormwater per set 79.00 79.00 0.0%7.06 2003 Plans - Water and Sewer per set 52.50 52.50 0.0%7.07 2003 Plan - Stormwater per set 30.90 30.90 0.0%7.08 Public Tender Documents (for capital projects tendered pursuant to Purchasing Policy) per copy Free Free7.09 Civic Addressing and Road Network in Colour -Special order only** per sheet 21.00 21.00 0.0%7.10 Civic Addressing Map in Black and White per sheet 10.50 10.50 0.0%7.11 Legal Basemap – 2 Sheet in Black and White per sheet 21.00 21.00 0.0%7.12 Land Use Bylaw map (Zoning) in Black and White per sheet 15.50 15.50 0.0%7.13 Land Use Bylaw map (Zoning) in Colour – Special order only** per sheet 27.00 27.00 0.0%7.14 Photocopies (black & white) per sheet 0.52 0.52 0.0%8.00 Digital Products for Sale (Licensing Agreement Required)8.01 Contours 0.5m intervals (2008) per file 110.00 110.00 0.0%8.02 750 x 1200 m Contours Tiles (2008) per file 30.00 30.00 0.0%8.03 Edge of Pavement and Sidewalks per file 110.00 110.00 0.0%8.04 Water System* per file 110.00 110.00 0.0%8.05 Sanitary System* per file 110.00 110.00 0.0%8.06 Storm System* (* 10% discount if water, sanitary and storm are purchased

together)per file 110.00 110.00

0.0%8.07 2003 Canmore Orthophoto (b/w) built-up area (MrSid) overall 100.00 100.00 0.0%8.08 2003 Canmore Orthophoto Tile (b/w) 750 x 1200m (TIFF) each 21.00 21.00 0.0%8.09 2008 Canmore Orthophoto (colour) built-up area (MrSid) 1:5000 overall 600.00 600.00 0.0%8.10 2008 Canmore Orthophoto Tile (colour) 750 x 1200m (TIFF) 1:5000 each 30.00 30.00 0.0%8.11 Data Research and Processing, As-Built information incl PDF or CD if avail per research fee 25.00 25.00 0.0%8.12 2009 Orthophoto 1:30,000 (colour) - Mr. Sid File overall 200.00 200.00 0.0%8.13 Disk for Digital Products when requested (normal delivery will be via email attachment) per disk 5.15 5.15

0.0%9.00 Mapping & Modelling Services9.01 Custom Mapping work - to be quoted per hour 70.00 min 70.00 min 0.0%

END

11 Parks


1.00 Parks & Cemetery1.01 Transfer of Certificate of Easement per/Cert 50.00 65.00 30.0%1.02 Locate Fees per/hour 55.00 65.00 18.2%1.03 Monument Erecting Permit permit 110.00 130.00 18.2%1.04 Monument Removal Permit permit 55.00 65.00 18.2%1.05 Certificate of Easement - Single Plot - Resident per/plot 1,985.00 1,985.00 0.0%1.06 Certificate of Easement - Single Plot - Non Resident per/plot 4,168.90 4,168.90 0.0%1.07 Certificate of Easement - Field of Honour per/plot Free Free1.08 Certificate of Easement - Indigents (w/ Social Services) per/plot 992.50 992.50 0.0%

194


1.09 Certificate of Easement - Baby (/Social Services) per/plot 992.50 992.50 0.0%1.10 Casket/Interment Fees-Adult per/plot/opening 600.00 600.00 0.0%1.11 Casket/Interment Fees-Baby per/plot/opening 460.00 460.00 0.0%1.12 Cremation/Interment Fees per/plot/opening 270.00 270.00 0.0%1.13 Certificate of Easement - Niche - Resident per niche 1,000.00 1,000.00 0.0%1.14 Certificate of Easement - Niche - Non Resident per niche 1,500.00 1,500.00 0.0%1.15 Certificate of Easement - Niche - Baby Regular/Still Born - Resident per niche 1,000.00 1,000.00 0.0%1.16 Certificate of Easement - Niche - Baby Regular/Still Born - Non Resident per niche 1,500.00 1,500.00 0.0%1.17 Niche Subsequent Opening / Closing per niche 100.00 100.00 0.0%1.18 Gate Access Permit permit 35.00 59.00 68.6%1.19 Cross Reserve Permit permit 70.00 117.00 67.1%1.20 Niche Cover Erecting Permit permit 55.00 65.00 18.2%1.21 Niche Cover Removal Permit permit 55.00 65.00 18.2%1.22 Labour after 4.30pm Weekdays - Full Casket / Urn in ground / Urn Niche Per hour per person 0.00 97.50 NEW

1.23 Labour Sat/Sun/Stat Holiday - Casket/Urn dig or backfill / niche open and closingPer hour per

person/ min 3 hr 0.00 120.00 NEW1.24 Weed Inspections (above and beyond the first Local Authority or Inspectors Notice) per/hour 130.00 130.00 0.0%1.25 Weed control - Mechanical removal / hand pulling (includes tools/labour/supplies) Per hour per person 70.00 70.00 0.0%1.26 Weed Control - Hebicide control application (includes labour/product) 100% invoice cost invoice cost invoice cost1.27 Weed Control - Reclimation / Overseeding ( Includes labour/tools/supplies) 100% invoice cost invoice cost invoice cost1.28 Weed Control - Appeal Per appeal 500.00 500.00 0.0%2.00 Parks - Memorial Benches2.01 Memorial Benches per/bench 1,690.00 2,500.00 47.9%

END

13 Family & Community Services


1.00 Community Services

1.01 Meals on Wheels per/meal 5.00 5.00 0.0%

END

14 Planning & Development


1.00 Goods - Documents & Maps1.01 Boundaries Map per/map 10.00 10.00 0.0%1.02 Building Permit Statistics per/copy 0.25 0.25 0.0%1.03 Canmore Commercial Inventory & Redevelopment Study per/copy 6.25 6.25 0.0%1.04 Census - 2001 (Complete Document) per/copy 6.30 6.30 0.0%1.05 Census - 2001 (Executive Summary)( also on website) per/copy 1.77 1.77 0.0%1.06 Conservation Easement Guide for Alberta per/copy 14.95 14.95 0.0%1.07 Encroachment Policy per/copy 10.00 10.00 0.0%1.08 Land Use Bylaw Excerpt: Architect. & Urban Design Guideline.. per/copy 6.50 6.50 0.0%1.09 Land Use Bylaw w/Binder (also on website) per/copy 45.00 45.00 0.0%1.10 Land Use Bylaw w/o Binder (also on website) per/copy 35.00 35.00 0.0%1.11 Municipal Development Plan w/Binder per/copy 34.35 34.35 0.0%1.12 Palliser Area Structure Plan per/copy 10.00 10.00 0.0%1.13 Silvertip Area Structure Plan per/copy 20.00 20.00 0.0%1.14 Town Centre Enhancement Concept Plan w/binder per/copy 22.95 22.95 0.0%1.15 TSMV Resort Centre ASP (also on website) per/copy 22.95 22.95 0.0%1.16 TSMV Stewart Creek ASP (also on website) per/copy 22.95 22.95 0.0%1.17 Spring Creek Mountain Village ARP (also on website) per/copy 22.95 22.95 0.0%2.00 Development Permit Fee Schedule2.01 Res - Single Detached Dwelling/Manf Home per/permit 325.00 325.00 0.0%2.02 Res - Single Detached Dwelling/Manf Home - Variance Request per/var 200.00 200.00 0.0%2.03 Res - Duplex/Semi-Detached Dwelling per/permit 350.00 350.00 0.0%2.04 Res - Duplex/Semi-Detached Dwelling - Variance Request per/var 200.00 200.00 0.0%2.05 Res - Multi Family Dwelling (up to & inc. 6 units) per/permit 1,200.00 1,200.00 0.0%

195


2.06 Res - Multi Family Dwelling (up to & inc. 6 units) per unit per/unit 250.00 250.00 0.0%2.07 Res - Multi Family Dwelling (up to & inc. 6 units) - Variance Request per/var 200.00 200.00 0.0%2.08 Res - Multi Family Dwelling (over 6 units) per/permit 1,300.00 1,300.00 0.0%2.09 Res - Multi Family Dwelling (over 6 units) per unit per/unit 250.00 250.00 0.0%2.10 Res - Multi Family Dwelling (over 6 units) - Variance Request per/var 200.00 200.00 0.0%2.11 Res - Manufactured Home Park (+ $50/unit) per/permit 500.00 500.00 0.0%2.12 Res - Manufactured Home Park (+ $50/unit) - Variance Request per/var 200.00 200.00 0.0%2.13 Res - Balc, Open Decks, Roof, Porch - Manf Home per/permit 80.00 80.00 0.0%2.14 Res - Balc, Open Decks, Roof, Porch - Manf Home - Variance Request per/var 100.00 100.00 0.0%2.15 Res - Balc, Open Decks, Roof, Porch - SDD, Duplex, Semi Detached per/permit 80.00 80.00 0.0%2.16 Res - Balc, Open Decks, Roof, Porch - SDD, Duplex, Semi Detached - Variance Request per/var 100.00 100.00 0.0%2.17 Res - Balc, Open Decks, Roof, Porch - Multi Family per/permit 80.00 80.00 0.0%2.18 Res - Balc, Open Decks, Roof, Porch - Multi Family - Variance Request per/var 200.00 200.00 0.0%2.19 Res - Additions/Renovations - Manufactured Home per/permit 110.00 110.00 0.0%2.20 Res - Additions/Renovations - Manufactured Home - Variance Request per/var 100.00 100.00 0.0%2.21 Res - Additions/Renovations - S.D.D per/permit 110.00 110.00 0.0%2.22 Res - Additions/Renovations - S.D.D - Variance Request per/var 100.00 100.00 0.0%2.23 Res - Additions/Renovations - Multi Family per/permit 110.00 110.00 0.0%2.24 Res - Additions/Renovations - Multi Family - Variance Request per/var 200.00 200.00 0.0%2.25 Res - Miscellaneous - Manufactured Home per/permit 110.00 110.00 0.0%2.26 Res - Miscellaneous - Manufactured Home - Variance Request per/var 100.00 100.00 0.0%2.27 Res - Miscellaneous - S.D.D per/permit 110.00 110.00 0.0%2.28 Res - Miscellaneous - S.D.D - Variance Request per/var 100.00 100.00 0.0%2.29 Res - Miscellaneous - Multi Family per/permit 110.00 110.00 0.0%2.30 Res - Miscellaneous - Multi Family - Variance Request per/var 200.00 200.00 0.0%2.31 Res - Accessory Buildings per/permit 110.00 110.00 0.0%2.32 Res - Accessory Buildings - Variance Request per/var 100.00 100.00 0.0%2.33 Accessory Suite (Basement, Garage, Garden) per/permit 150.00 150.00 0.0%2.34 Accessory Suite Legalization (Post Construction Completion ) per/permit 500.00 500.00 0.0%3.00 Residential Business Applications & Renewals - Bed & Breakfast3.01 Bed & Breakfast (1 year approval) (1) year 215.00 220.00 2.3%3.02 Bed & Breakfast - Variance Request per 100.00 100.00 0.0%3.03 Bed & Breakfast (3 year approval) (3) year 320.00 330.00 3.1%3.04 Bed & Breakfast - Variance Request per 100.00 100.00 0.0%4.00 Residential Business Applications & Renewals - Home Occupation Dev Permit4.01 Home Occupations - Class 1 (One Time Fee) per/appl 215.00 220.00 2.3%4.02 Home Occupations - Class 1 - Variance Request per/var 100.00 100.00 0.0%4.03 Home Occupations - Class 2 - (1) Year Initial Approval per/(1) year permit 215.00 220.00 2.3%4.04 Home Occupations - Class 2 - (1) Year Initial Approval - Variance Request per/var 100.00 100.00 0.0%4.05 Home Occupations - Class 2 - (3) Year Renewal per/(3) year permit 150.00 155.00 3.3%4.06 Home Occupations - Class 2 - (3) Year Renewal - Variance Request per/var 50.00 50.00 0.0%5.00 Developer Permit Fee Schdule - Commercial Applications & Renewals

5.01 Commercial (Inc any Residential Flr Space) per/permit 600 + $1.25m2 600 + $1.25m25.02 Commercial (Inc any Residential Flr Space) - Variance Request per/var 350.00 350.00 0.0%

5.03 Commercial Renovations per/permit 325 + $0.90m2 325 + $0.90m25.04 Commercial Renovations - Variance Request per/var 350.00 350.00 0.0%5.05 Miscellaneous per/appl 400.00 400.00 0.0%5.06 Miscellaneous - Variance Request per/var 350.00 350.00 0.0%5.07 Accessory Building per/appl 225.00 225.00 0.0%5.08 Accessory Building - Variance Request per/var 350.00 350.00 0.0%5.09 Seasonal/Temporary Business - TC Town Centre District per mth / part thereo 300.00 300.00 0.0%5.10 Seasonal/Temporary Business - GD Gateway Commercial District per mth / part thereo 250.00 250.00 0.0%5.11 Seasonal/Temporary Business - All other commercial districts per mth / part thereo 200.00 200.00 0.0%6.00 Development Permit Fee Schedule - Industrial Applications & Renewals6.01 Industrial 1050+0.85m2 1050+0.85m26.02 Industrial - Variance Request per/var 300.00 300.00 0.0%6.03 Industrial Renovations per/var 315+0.65m2 315+0.65m26.04 Industrial Renovations - Variance Request per/var 300.00 300.00 0.0%6.05 Miscellaneous per/var 210.00 210.00 0.0%6.06 Miscellaneous - Variance Request per/var 300.00 300.00 0.0%6.07 Accessory Building per/var 210.00 210.00 0.0%6.08 Accessory Building - Variance Request per/var 300.00 300.00 0.0%7.00 Development Permit Fee Schedule - Institutional Applications & Renewals

196


7.01 Institutional 1050+0.85m2 1050+0.85m27.02 Institutional - Variance Request per/var 200.00 200.00 0.0%7.03 Institutional Renovations per/appl 210+0.85m2 210+0.85m27.04 Institutional Renovations - Variance Request per/var 200.00 200.00 0.0%7.05 Miscellaneous 210.00 210.00 0.0%7.06 Miscellaneous - Variance Request per/var 200.00 200.00 0.0%7.07 Accessory Building per/appl 210.00 210.00 0.0%7.08 Accessory Building - Variance Request per/var 200.00 200.00 0.0%8.00 Development Permit Fee Schedule - Signage8.01 Signage - Replacement Signs - Application Fee per/sign 75.00 75.00 0.0%8.02 Signage - Replacement Signs - Application Fee (each Additional Sign) per/sign 40.00 40.00 0.0%8.03 Signage - Replacement Signs - Variance Request per/var 105.00 105.00 0.0%8.04 Signage - Hanging or Chalkboard Signs- Application Fee per/sign 130.00 130.00 0.0%8.05 Signage - Hanging or Chalkboard Signs- Application Fee (each Additional Sign) per/sign 65.00 65.00 0.0%8.06 Signage - Hanging or Chalkboard Signs- Variance Request per/var 105.00 105.00 0.0%8.07 Signage - Flushmounted Signs - Application Fee per/sign 130.00 130.00 0.0%8.08 Signage - Flushmounted Signs - Application Fee (each Additional Sign) per/sign 65.00 65.00 0.0%8.09 Signage - Flushmounted Signs - Variance Request per/var 105.00 105.00 0.0%8.10 Signage - Freestanding/Monument Signs or Murals - Application Fee per/sign 205.00 205.00 0.0%8.11 Signage - Freestanding/Monument Signs or Murals - Application Fee (each Additional Si per/sign 105.00 105.00 0.0%8.12 Signage - Freestanding/Monument Signs or Murals - Variance Request per/var 105.00 105.00 0.0%8.13 Signage - Window or Individual Letter Signs - Application Fee per/sign 130.00 130.00 0.0%8.14 Signage - Window or Individual Letter Signs - Application Fee (each Additional Sign) per/sign 65.00 65.00 0.0%8.15 Signage - Window or Individual Letter Signs - Variance Request per/var 105.00 105.00 0.0%8.16 Signage - Certificate of Sign Conformance per/cert 75.00 75.00 0.0%8.17 Signage - Comprehensive Signage Package per/appl 255.00 255.00 0.0%9.00 Development Permit Fee Schedule - Other 9.01 Other - Dev Completion Cert - Preliminary & Final DCC Inspections n/a n/c n/c9.02 Other - Dev Completion Cert - 3rd DCC Inspection per/inspec 1,100.00 1,100.00 0.0%9.03 Other - Dev Completion Cert - 4th & Subsequent DCC Inspections per/inspec 1,600.00 1,600.00 0.0%

9.04 Other - Change of Use Major (>150 sq m & no exterior changes are proposed) 500 + $1.00m2 500 + $1.00m29.05 Other - Change of Use Minor (<150 sq m & no exterior changes are proposed) per/appl 400.00 400.00 0.0%9.06 Other - Change of Use - Variance Request per/var 350.00 350.00 0.0%9.07 Other - Temporary Permit - Application Fee *May be reduced by CAO per/appl 225.00 225.00 0.0%9.08 Other - Retaining Walls/Fences - Application Fee per/appl 50.00 50.00 0.0%9.09 Other - Retaining Walls/Fences - Variance Request per/var 100.00 100.00 0.0%9.10 Other - Statellite Dishes - Application Fee per/appl 75.00 75.00 0.0%9.11 Other - Statellite Dishes - Variance Request per/var 100.00 100.00 0.0%9.12 Other - Golf Course - Application Fee (per hectare) per/ha 265.00 265.00 0.0%10.00 Development Permit Fee Schedule - Other - Cash in Lieu - Parking10.01 Other - Cash-In-Lieu of Parking - Developer Portion 40,000.00 40,000.00 0.0%11.00 Development Permit Fee Schedule - Logging11.01 Logging - Area (ha)* - Fee to be Calculated based on area for clear cutting applications n/a Pricing Note Pricing Note11.02 Logging - Volume (M3)** - Fee to be Calculated based on volume for selective cutting ap n/a Pricing Note Pricing Note11.03 Logging - Note - Professional harvesting plan review fees are to be paid by the applicant n/a Pricing Note Pricing Note11.04 Logging - Area (ha)* 0.05 - 0.5 Volume (M3)** 25 - 100 - Application Fee per/appl 200.00 200.00 0.0%11.05 Logging - Area (ha)* 0.51 - 2.00 Volume (M3)** 101 - 400 - Application Fee per/appl 300.00 300.00 0.0%11.06 Logging - Area (ha)* 2.01 - 5.00 Volume (M3)** 401 - 1000 - Application Fee per/appl 500.00 500.00 0.0%11.07 Logging - Area (ha)+ 5.01 - 10.00 Volume (M3)** 1001 - 2000 - Application Fee per/appl 750.00 750.00 0.0%11.08 Logging - Area (ha)* 10.01+ Volume (M3)** 2001 +- Application Fee per/appl 1,000.00 1,000.00 0.0%12.00 Miscellaneous Fee Schedule - Misc Fees & Requests12.01 Misc Fees - RPR Cert of Comp Req - S.D.D/half-duplex - Application Fee per/appl 125.00 130.00 4.0%12.02 Misc Fees - RPR Cert of Comp Req - S.D.D/half-duplex - Application Priority Service per/appl 250.00 260.00 4.0%12.03 Misc Fees - RPR Cert of Comp Req - Multi-Family - Application Fee per/appl 250.00 260.00 4.0%12.04 Misc Fees - RPR Cert of Comp Req - Multi-Family - Application Priority Service per/appl 500.00 520.00 4.0%12.05 Misc Fees - RPR Cert of Comp Req - Commercial/Industrial/Institutional - Application F per/appl 335.00 345.00 3.0%12.06 Misc Fees - RPR Cert of Comp Req - Commercial/Industrial/Institutional - Application P per/appl 670.00 690.00 3.0%12.07 Misc Fees - Certificate of Conformance (to LUB & DP) - Application Fee per/appl 75.00 80.00 6.7%12.08 Misc Fees - Confirmation of Zoning Request - Application Fee per/appl 50.00 55.00 10.0%12.09 Misc Fees - Expert Review Fee - Application Fee per/appl cost plus cost plus12.10 Misc Fees - Plans Review Fee - Application Fee per/appl 50% of Orig 50% of Orig12.11 Misc Fees - Minor Amended Plans Review Fee (Post Decision) per/appl 75.00 75.00 0.0%12.12 Misc Fees - Major Amended Plans Review Fee (Post Decision) per/appl 50% of Orig 50% of Orig

197


12.13 Development Permit Renewal Fee - First Renewal per/appl50% of applicable fee

50% of applicable fee

12.13a Development Permit Renewal Fee - Second Renewal per/appl75% of applicable fee


12.13b Development Permit Renewal Fee - Third & Subsequent Renewals per/appl100% of applicable fee


Terms of Renewal Application - Re-application made prior to expiry - Application is identical to the original12.14 Misc Fees - Subdivision & Development Agreement Discharge/Withdrawal Request - Application Fee 25.00 25.00 0.0%12.15 Misc Fees - Subdivision and Development Agreement Registration - Application Fee 100.00 100.00 0.0%12.16 Misc Fees - Encroachment Agreement 315.00 315.00 0.0%12.17 Misc Fees - Special MPC Meeting Request - Application Fee per/appl 250.00 250.00 0.0%12.18 Misc Fees - SDAB Hearing Request - Application Fee per/appl 250.00 250.00 0.0%12.19 Misc Fees - File Research Request (land use Bylaw, Building Permits, General Searches) - Application Fee 70.00 75.00 7.1%13.00 Building Permit Fee Schedule - Building Permit Fee13.01 Note: The Permit Fee is Doubled if the Construction has started prior to the issuance of a Building Permit13.02 Note: Building Permit Fees are calculated @ $8.25 per $1,000 of Cost of Work13.03 Note: PERMIT FEE - The Cost of Work includes all Labour, Fixtures and Building Materials.13.04 Alberta Safety Code Fee (ALSC) charged to all Bldg Permits % per/permit 4.00% 4.00% 0.0%13.05 Building Permit Fee - Residential - Application Fee (minimum $50 + ALSC + Review F per/$1k cost 8.25 8.25 0.0%13.06 Building Permit Fee - Commercial/Industrial/Institutional - Application Fee (minimum $1 per/$1k cost 8.25 8.25 0.0%13.07 Building Permit Fee - Fireplace Installation - Application Fee (minimum $50 + ALSC) per/permit 50.00 50.00 0.0%13.08 Building Permit Fee - Accessory Building (Garage, Shed) - Application Fee (minimum $ per/$1k cost 8.25 8.25 0.0%13.09 Building Permit Fee - Occupancy Permit - Application Fee (Flat Fee $50) per/permit 50.00 50.00 0.0%13.10 Building Permit Fee - Demolition Permit - Application Fee (Flat Fee $50 + ALSC) per/permit 50.00 50.00 0.0%13.11 Building Permit Fee - Misc (Deck, Basement, Development, etc) - Application Fee (minim per/permit 8.25 8.25 0.0%13.12 Building Permit Fee - Accessory Suite Legalization Post Construction per/permit 500.00 500.00 0.0%13.13 Building Permit Minor Amended Plans Review Fee (Post Decision) per/permit 75.00 75.00 0.0%13.14 Building Permit Major Amended Plans Review Fee (Post Decision) per/permit 50% of Orig 50% of Orig13.15 Refundable Performance Bond Prior To Occupancy (to a maximum of $20,000) per/$1k cost 4.00 4.00 0.0%

NOTE: Where multiple or phased occupancies within a building occur under 13.15, he total cost of construction shall be apportioned on a per unit basis.

13.16 Building Permit Renewal Fee (initial permit = two year permit; two year renewal) per/permit Original Fee Original Fee13.17 Building Permit Renewal Fee (initial permit = two year permit; one year renewal) per/permit 50% of Orig 50% of Orig13.18 Building Permit Renewal Fee (initial permit = one year permit; one year renewal) per/permit Original Fee Original Fee13.19 Building Permit Renewal Fee (initial permit = one year permit; six month year renewal) per/permit 50% of Orig 50% of Orig14.00 Subdivision - Application14.01 Residential Subdivision Application - per hectare per/appl 7,250.00 7,250.00 0.0%14.02 Residential Subdivision Application - Minimum Fee 725.00 725.00 0.0%14.03 Commercial Subdivision Application - per hectare 7,250.00 7,250.00 0.0%14.04 Commercial Subdivision Application - Minimum Fee 725.00 725.00 0.0%14.05 Industrial / Institutional Subdivision Application - per hectare 5,000.00 5,000.00 0.0%14.06 Industrial / Institutional Subdivision Application - Minimum Fee 725.00 725.00 0.0%14.07 Specialized / DC District Subdivision Application - per hectare 7,250.00 7,250.00 0.0%14.08 Specialized / DC District Subdivision Application - Minimum Fee 725.00 725.00 0.0%14.09 Subdivision Applications Where Engineering Review Already Complete - per Hectare 4,000.00 4,000.00 0.0%14.10 Subdivision Applications Where Engineering Review Already Complete - Minimum Fee 725.00 725.00 0.0%14.11 Golf Course Subdivision (Per hectare) Application fee 100.00 100.00 0.0%15.00 Subdivision - Endorsement15.01 Residential Subdivision Endorsement - per hectare 725.00 725.00 0.0%15.02 Residential Subdivision Endorsement - Minimum Fee 300.00 300.00 0.0%15.03 Commercial Subdivision Endorsement - per hectare 725.00 725.00 0.0%15.04 Commercial Subdivision Endorsement - Minimum Fee 300.00 300.00 0.0%15.05 Industrial / Institutional Subdivision Endorsement - per hectare 725.00 725.00 0.0%15.06 Industrial / Institutional Subdivision Endorsement - Minimum Fee 300.00 300.00 0.0%15.07 Specialized / DC District Subdivision Endorsement - per hectare 725.00 725.00 0.0%15.08 Specialized / DC District Subdivision Endorsement - Minimum Fee 300.00 300.00 0.0%15.09 Building / Phased Condominium Endorsement - Plan Review 250.00 250.00 0.0%15.10 Building / Phased Condominium Endorsement - per unit 25.00 25.00 0.0%16.00 Subdivision - Miscellaneous16.01 Subdivision Endorsement Time Extension (minimum extension for 3 months) per/appl 525.00 525.00 0.0%16.02 Subdivision Endorsement Time Extension (for the second time extension) per/appl 1,050.00 1,050.00 0.0%16.03 Golf Course Subdivision (Per hectare) Endorsement fee per/ha 50.00 50.00 0.0%17.00 Master Plan and/or Conceptual Scheme Approval, Bylaw Application Amendment Fees17.01 Area Structure Plans - Initial Fee per/appl 5,000.00 5,000.00 0.0%17.02 Area Structure Plans - Area Fee (Fee per hectare) per/Ha 1,500.00 1,500.00 0.0%

198


17.03 Conceptual Schemes - Initial Fee per/appl 5,000.00 5,000.00 0.0%17.04 Conceptual Schemes - Area Fee (Fee per hectare) per/Ha 1,500.00 1,500.00 0.0%17.05 Area Redevelopment Plans Approval - Initial Fee per/appl 5,000.00 5,000.00 0.0%17.06 Area Redevelopment Plans Approval - Area Fee (Fee per hectare) per/Ha 1,500.00 1,500.00 0.0%17.07 Statutory Plan (ARP/ASP/MDP) Amendment - Initial Fee per/appl 2,750.00 2,750.00 0.0%17.08 Statutory Plan (ARP/ASP/MDP) Amendment (Fee per hectare) per/Ha 1,500.00 1,500.00 0.0%17.09 Land Use Bylaw Amendments Requiring Map Re-Districting - Initial Fee per/appl 2,500.00 2,500.00 0.0%17.10 Land Use Bylaw Amendments Requiring Map Re-Districting - (Fee per hectare) per/Ha 550.00 550.00 0.0%17.11 Land Use Bylaw Text Amendments Only - Initial Fee per/appl 2,750.00 2,750.00 0.0%17.12 Direct Control Bylaw Amendments - Initial Fee per/Ha 2,750.00 2,750.00 0.0%17.13 Direct Control Bylaw Amendments - Area Fee (Fee per hectare) per/Ha 2,250.00 2,250.00 0.0%17.14 Road Closure - Initial Fee per/appl 2,500.00 2,500.00 0.0%

END

18 Streets and Roads


1.00 Labour Rates1.01 * Operator / Labourer (P.W. lll) per/hour 39.00 39.00 0.0%1.02 * Operator / Labourer Overtime Permium per/hour 19.50 19.50 0.0%1.03 Foreman / Superviser per/hour 65.00 65.00 0.0%1.04 Department Manager per/hour 80.00 80.00 0.0%

* Note nonscheduled and weekend overtime will be billed at a three (3) hour minimum2.00 Heavy Fleet Equipment Rates2.01 Unit # 014 Tandem Truck per/hour 120.00 120.00 0.0%2.02 Unit # 017 3 ton Flusher per/hour 140.00 140.00 0.0%2.03 Unit # 020 736A Champion Grader per/hour 171.00 194.00 13.5%2.04 Unit # 021 5600 Toolcat turbo c/w bucket per/hour 105.00 105.00 0.0%2.05 Unit # 021 5600 Toolcat turbo (V Snowplow or Snow Blower) per/hour 135.00 135.00 0.0%2.06 Unit # 60 S250 Bobcat per/hour 99.00 99.00 0.0%2.07 Unit # 60 S250 SSL Bobcat (with forklift) per/hour 99.00 99.00 0.0%2.08 Unit $ 60 S250 Bobcat (with snowplow and or angle broom) per/hour 113.85 113.85 0.0%2.09 Unit # 023 S130 Bobcat per/hour 84.00 84.00 0.0%2.10 Unit # 023 S130 Bobcat (with snowplow and or angle broom) per/hour 96.60 96.60 0.0%2.11 Unit # 024 Tennant Street Sweeper (material left on site) per/hour 160.00 160.00 0.0%2.12 Unit # 041580SL Case Backhoe per/hour 100.00 109.00 9.0%2.13 Unit # 043 Single Axle Truck per/hour 102.00 105.00 2.9%

Rates change when the new Equipment Rental Rates Guide from Alberta Roadbuilders & Heavy Construction Association is published3.00 Light Fleet Equipment Rates3.01 1/2 ton trucks per/hour 23.00 24.00 4.3%3.02 1/2 ton - 3/4 ton trucks 4X4's per/hour 26.45 26.45 0.0%3.03 Crew Cab truck per/hour 26.45 26.45 0.0%3.04 1 ton trucks per/hour 30.00 32.00 6.7%3.05 1 ton trucks with snow plow per/hour 45.00 45.00 0.0%3.06 Uitility Trailer (Bobcat) per/day 80.00 80.00 0.0%4.00 Specialty Equipment & Supplies4.01 Salt/Gravel mix per/tonne 60.00 60.00 0.0%4.02 Chain Saw per/day 15.00 15.00 0.0%4.03 Small Barricades per/day 6.00 6.00 0.0%4.04 Large Barricades per/day 11.00 11.00 0.0%4.05 Signage & A-Frame stand per/day 7.00 7.00 0.0%4.06 Traffic Safety Cone per/day 6.00 6.00 0.0%4.07 Warrning Lights for Barricades per/day 6.00 6.00 0.0%4.08 Salt Brine per/liter 0.13 0.14 7.7%4.09 Message Boards Trailer Mounted per/day 65.00 65.00 0.0%4.10 Portable Generator 2500 watt/Gas included per/day 100.00 100.00 0.0%

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19 Solid Waste Services


1.00 Specialty Equipment1.01 6yd Animal Proof Waste Container (delivery extra, must contract crane) per/event 50.00 50.00 0.0%1.02 Pedestrian Animal Proof Waste Container per/event 20.00 20.00 0.0%1.03 Use of Residential Waste Container for Special Events per/tonne 130.00 145.00 11.5%1.04 Garbage / Recycling Containers Non-Profit per/event 5.00 5.00 0.0%1.05 Garbage / Recycling Containers Private per/event 10.00 10.00 0.0%1.06 Garbage / Recycling Containers Non-Profit NR per/event 7.50 7.50 0.0%1.07 Garbage / Recycling Containers Private NR per/event 15.00 15.00 0.0%1.08 Garbage Bags (50/case) case 75.00 75.00 0.0%1.09 Mutt Mitts (Dog waste bags, 2000/case) case 75.00 75.00 0.0%2.00 Labour Rates2.01 Waste Transfer Fee when delivered to Boulder Depot per/tonne 100.00 125.00 25.0%2.02 Organics Transfer Fee per/tonne 150.00 150.00 0.0%

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Date post:	24-Mar-2016
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