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Transcript of 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
1
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
Town of Canmore l 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
Town of Canmore l Strategic Plan
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
Town of Canmore l Strategic Plan
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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
Town of Canmore l Strategic Plan
510
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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
Town of Canmore l Strategic Plan
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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Vision, Goals, and Strategic Initiatives
Town of Canmore l Strategic Plan
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
STRATEGIC InITIATIVES
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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Vision, Goals, and Strategic Initiatives
Town of Canmore l Strategic Plan
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
men
T
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
men
T
STRATEGIC InITIATIVES
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Vision, Goals, and Strategic Initiatives
Town of Canmore l Strategic Plan
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
Town of Canmore l Strategic Plan
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Appendix A
Town of Canmore l Strategic Plan
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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Town of Canmore l Strategic Plan
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
MEN
T
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
in taxes. axes.
s of
her the
,169
n need tegic
ue rced, by ’s ng
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
Town of Canmore 2013 Operating Budget Page 3 of 6
• 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
Town of Canmore 2013 Operating Budget Page 4 of 6
• 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
Town of Canmore 2013 Operating Budget Page 6 of 6
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
Budget vs 12Variance $
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
ment and bank
o reserve) ssumption s and other)
rves Utilities debt
000
Staffing
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e 2 of 2
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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COU
Councounthe bthrouand dand hmakecommbeneprovplannaven
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et
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
nue for commu
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
n the governanity
ning a provinciwith three tion was held
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nity ed d to rger t
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
Budget vs 12Variance $
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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4 a) Measure municipal serprograms 5 b) Developpartnerships groups, regioother levels othird party or
MMARY cer (CAO) is th
wn of Canmorecontact with the CAO is totegic directionoversees legisnter-governmcorporate straation. WorkinOffice are the
l Services and he Communica
acility and relassociated oper
ategic Plan vents & downtown op library as Arts Centre
nsition to Albces
and evaluate rvices and
p and foster with commun
onal neighbourof governmenrganizations
he e and the o n of lative
mental ategic
ng e
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
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VISUAL B
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39
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H201
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xcellence andWe will increasen and collabor
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ARY am partner di
ensure that oukills, resourcees to our r elected officitment, on-development
ee and labour t, and perform
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ategic Plan sh a culture thvalues of Welltegrity, Serviceinto the daily
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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
2012 KEY ACCOMPLISHMENTS
• 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
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upplies and Eecognition and
BUDGET
86.4%
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61
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get Page
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costs for empl
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B
2013 Net
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Change
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• StadacBhaeqem
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Fi201
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ANCE SUMMA
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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
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isfaction measunt financial consystems to ens
and accountabilvice delivery
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sure lity in
of the tion
43
Finance 2013 Operating Budget Page 2 of 3
2012 KEY ACCOMPLISHMENTS
• 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
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VISUAL B
7
ES evenue: Intermbulance. laries, Wages
dmin and Genontracted Serrvices as well a
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BUDGET
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get Page
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45
2013 Net
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2013 KEY
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46
2012 KEY
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47
2013 Net
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ategic Plan ment financial
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own of Canmg services awa
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48
MUNIC
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49
B
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2012 Net
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KEY ACCOMP
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NRICHMENT
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munity Supporo identify socialop communit We work to eeferred to, andtheir needs.
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lity plan, commy building – Re
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ment
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ategic Plan op the old Libnity Arts Centand mitigate
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n the governanity
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brary tre
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50
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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
00,664
9,914) (1
nge in confere
72
1%
Expen
Operating Bud
udget 13 B2013 V
10,000 700
10,700
146,604 4,500
50,700 0
201,804
191,104)
ences attendin
.6%
nses - $202,00
get Page
Budget vs 12Variance $
0(50)(50)
3,140(1,050)
(950)0
1,140
(1,190)
ng.
00
Staffing
Administrati
Supplies
e 2 of 2
2 Budget %
0.0%(6.7%)(0.5%)
2.2%(18.9%)(1.8%)
0.0%0.6%
0.6%
ive
51
B
2013 Net
2012 Net
Budget C
Change
2013 FTE
2012 FTE
FTE Ch 2013 BUD
• Stbuco
2013 KEY
ItPop
Sa
H
Budget Summ
t Budget
t Budget
Change
by %
E
E
hange
DGET CHALLE
tay within thudget by usingomplete a pro
PRIORITIES tem artnership pportunities
afety
Housing
mary
63,761
71,420
(7,659)
-10.7%
4.5
4.3
0.2
ENGE he 80/20 Provg funding fromgram delivery
DePromotinvestigCanmo Gather in a concommu
Define Service
ParticipHousinprofile of socia
FamSupp2013 Op
)
%
vincial/munim the Commuy review in 201
escriptionte New Horizgate partnershore Health Fou
and engage cnversation thaunity’s relation
FCSS staff ros
pate with the Bng Group to hand assess beal housing by
mily & port Serating Bu
FCSSFCSSProv(20%our cactivintenand cstronhealt
icipal fundingunity Enrichm13 to develop
zons bus projehip opportunitundation
ommunity staat will enhancenship with you
ole in Emergen
Bow Valley Inhelp develop a st practices focommunity p
ComService
udget
S SUMMARY S is a cost sha
vince of Alber%) to provide pcommunity. Pvities that use pntional strategcommunities ng sense of selthy relationshi
g agreementment reserve to
a future plan.
Sect and ties with the
akeholders e the uth
ncy Social
nteragency client
or provision artners.
mmunies (FC
aring program rta (80%) and preventive socPreventive socproactive, stre
gies to help inddevelop skillslf resulting in ips with other
t - accomplisho increase reve.
Supports Stra5 b) Developpartnershipsgroups, regioother levels third party othe provisionservice to thCanmore 5 c)Manage known commidentified thEmergency Mand operatio7 a) Implemthe CompreAction Plan
ity CSS)
between the Town of Cancial programs cial programs ength based andividuals, fami required to fothe ability to
rs.
hed in the 2013enue. FCSS w
ategic Plan p and foster s with commuonal neighbouof governmen
organizations fn of seamless
he citizens of
and mitigate munity hazard
hrough the Management
onal experiencment compone
hensive Hous
nmore in are nd ilies orm a build
3 will
unity urs, nt and for
ds as
Plan ces nts of
sing
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
2013 FTE
2012 FTE
FTE Ch 2013 BUD
• 3 yChpu
2013 KEY
ItAchvu
F
Rge
Budget Summ
t Budget
t Budget
Change
by %
E
E
hange
DGET CHALLE
year grant forhildhood Deveursuing sustain
PRIORITIES tem
Address early hildhood ulnerabilities
ood safety
Revenue eneration
B201
mary
-
-
-
0.0%
6.2
6.0
0.2
ENGE r the Early Celopment (EC
nable funding.
DeDeveloCoalitiovulnera
Offer sstaff ExploreECD C
ow V13 Operati
%
hildhood CoCD) Coalition
escriptionop and implemon strategic plabilities
afe food hand
e funding oppCoalition work
alley Ping Budge
BOW
SUM
The interTherCanmofferundedevereferscree
alition will eplans to conti
ment Bow Valllan addressing
dling training t
portunities to k past March 2
Parenet
W VALLEY PA
MMARY Bow Valley P
r- municipal prre are three cemore and Exsred in Lake Loer the followinelopment, famrral, parent eduening.
nd March 20inue its work p
Sley ECD g
to BVPL
sustain 2013
nt Lin
ARENT LINK (
Parent Link is rovincially fun
entres operatinshaw, with seaouise. Programng five areas:
mily support, inucation and d
013 – The Bowpast this date
Supports Stra3) Canmore’programs resocial, culturaspirations o5) Canmore community 7) Canmore’programs mdiverse sociopopulation
nk
(BVPL)
a collaborativnded programng in Banff, asonal events ms and servicearly childhoo
nformation andevelopmental
w Valley Earlyand is actively
ategic Plan ’s services and
espond to the ral and recreatof its residentsis a safe
’s services andmeet needs of a
o-economic
ve m.
ces fall od
nd l
y y
d
tional s.
d a
55
Bow Valley Parent Link 2013 Operating Budget Page 2 of 3
2012 KEY ACCOMPLISHMENTS
• 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
3 is the last yeuired. expenses nowon Services is
Bow Valley Pare
ear of the ECD
w consolidatedrequired – of
ent Link 2013 O
D Community
d in Common ffset with redu
Operating Bud
ty Response gr
Services. BVuction in Adm
get Page
rant, therefore
VPL is grant fumin and Gener
e 3 of 3
e the
unded ral
57
B
2013 Net
2012 Net
Budget C
Change
2013 FTE
2012 FTE
FTE Ch 2013 BUD
• Min
2013 KEY
ItSp
Den
Dst
E
Budget Summ
t Budget
t Budget
Change
by %
E
E
hange
DGET CHALLE
Maintain servncrease in FTE
PRIORITIES tem pecial events
Downtown nhancements
Department tructure
Elevation Place
A201
mary
290,421
234,608
55,813
23.8%
3.0
2.0
1.0
ENGE vices to eventE to address th
DeCreate manage
Organizvacant w
ReviewdepartmdiscussiManage
e Develoambass
Arts & 13 Operati
%
t producers ahe need for co
escriptiona strategic plaement of spec
ze art competwindows
w organizationament in conjunions for Arts ement
op and institutsador program
Cultuing Budge
ART
The publicommand ideveperfoas coceleb
and coordinatontinued and
an for deliveryial events
titions to be di
al structure ofnction with goCentre and Ev
e an Elevationm
ure et
TS & CULTUR
Arts and Cultlic art creates amunity celebridentity in our
elop, support, orming, visualommunity evebrating Canmo
tion of Townenhanced deli
Sy and
isplayed in
f overnance vent
n Place tour
RE SUMMARY ture Departmea vibrant sensration strengthr community. acknowledge l and literary a
ents and their ore’s rich com
n support to eivery of event
Supports Stra2 a) Grow evcelebration odowntown c2 c) Developencourage aeimprovemenof vacant pr3 b) Redevelas a Commu
11 d) Createcustomer phentrenched tcorporation tour citizenscommunity
ent recognizese of place and
hens cultural fOur programand promote
art/artists, as wproducers,
mmunity spirit.
events - Propts.
ategic Plan vent and opportunities core p a plan to esthetic nts to store froroperties lop the old lib
unity Arts Cen
e and implemehilosophy thatthroughout thand reaches t
s, visitors and partners.
s that d that fabric
ms
well
.
posed
in the
onts
brary ntre
ent a t is he to
58
Arts & Culture 2013 Operating Budget Page 2 of 3
2012 KEY ACCOMPLISHMENTS
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
2012 Net
Budget C
Change
2013 FTE
2012 FTE
FTE Ch
2013 BUD
• 6.w
The Canmannually incollaborati Listed beloquarter of
ItCinSode
Budget Sum
t Budget
t Budget
Change
by %
E
E
hange
DGET CHALLE
.8% increase with the RCMP
more Policing Cn March (to coively between
ow are key prif 2013.
tem Community ntersection safocial evelopment
R201
mmary
1,561,13
1,461,80
99,33
6.8%
2.
2.
ENGE
in policing bP.
Committee suoincide with th
n the committe
iorities for Jan
De
fety Increas
Developrogram
RCMP13 Operati
35
02
33
%
.7
.7
-
budget - This
ubmits a yearlyhe RCMP fiscee and RCMP
nuary to Marc
escriptione public educa
op plans for a nm.
P Policing Budge
RCMThe policofficprovIn adis an extradurin
s is primarily a
y plan of priorcal year). Thes to address co
h of 2013. Ad
ation and awa
neighbourhoo
cinget
MP POLICING
RCMP providcing to the Tocers and 3 civilvide 7 days a wddition to the
n enhanced poa compliment ng peak times
a result of the
rities and stratse priorities anommunity con
dditional prior
Sareness
od watch
G SUMMARY des contracted
own of Canmolian support s
week 24 per horegularly sche
olicing initiativof officers coin the summe
new contract
tegies to counnd strategies ancerns.
rities will be ad
Supports Stra4-Canmore icommunity 4-Canmore icommunity
d services for ore. There are staff. Officerour day coveraeduled shifts tve which sees aonducting patrer months.
signed in 201
ncil for ratificaare developed
dded in the fir
ategic Plan is a safe
is a safe
19 s age. there an rols
12
ation
rst
61
2012 KEY
• L
• C
• InJu
POLICI
REVENSales andPermits aGrants TransfersTotal Re
EXPENSalaries, WAdmin anContractSupplies Total Ex
Net Surp
VARIANC
• P
• C
VISUAL B
ACCOMPLISH
Long term sus
Community in
ncreased preune to Septem
ING
NUES d Rentals and Fines
s and Other evenue
NDITURES Wages and Bend General Seed Services and Energy
xpenditures
plus / Defici
ES Permits and F
Contracted Se
BUDGET
HMENTS stainability -
ntersection s
sence in the mber
enefits ervices
it
Fines - Increaervices - Incre
Signed a newafety - Increadowntown -
Actual2011
17,38215,67397,46141,00771,53
158,5027,74
1,827,37
2,013,62
(1,242,095
sed to better reased due to th
RCMP P
w 20 year contrase in the num66 extra shift
Budge2012
85 1679 14066 39600 14530 697
03 16145 2877 1,9680
25 2,159
5) (1,461,8
represent prevhe increased c
Policing 2013 O
ract with the Rmber of traffic ts were conduc
et Bud20
,000,000 20,312 3,000 1,312 76
,899 1,975 3,240 2,12
09,114 2,3
802) (1,56
vious actuals.costs of the ne
Operating Bud
RCMP violations issucted by RCMP
dget 13 B13 Va
16,00000,00098,53654,00068,536
69,01832,57525,7782,300
29,671
61,135)
ew RCMP con
get Page
ued P officers from
Budget vs 12 Bariance $
060,0002,2249,000
71,224
7,1193,600
157,5382,300
170,557
(99,333)
ntract.
e 2 of 2
m
Budget %
0.0%42.9%0.6%6.2%
10.2%
4.4%12.4%8.0%0.0%7.9%
6.8%
62
B
2013 Net
2012 Net
Budget C
Change
2013 FTE
2012 FTE
FTE Ch
2013 KEY
ItOef
Ren
Ppaco
Budget Summ
t Budget
t Budget
Change
by %
E
E
hange
PRIORITIES tem
Operational ffectiveness
Regional nforcement
atrols in wildlatches & orridors
B201
mary
510,095
505,735
4,360
0.9%
6.0
6.0
-
DeReviewFire-Re
Discussat the ndevelopInvestigthe potfor shif
life Enhancand cor
ylaw 13 Operati
%
escriptionw opportunitieescue Departm
s need for comnext council plp one if requirgate regional etential for regift coverage an
ce officer patrrridors within
Servicing Budge
BYLA
RespTowthrouresidbylawclearand pa wep.m. manaprote
s for Bylaw Se
ment integrati
mmunity standlanning sessiored enforcement gonal bylaw agd/or enhance
rols in wildlifetown limits
ces et
LAW SERVICES
ponsible for thwn of Canmore
ugh proactive dents’ concernws include domring of sidewalparks. Officerek between thThe photo ra
agement plan ective services
Services/ ion
dards bylaw on and
group and greements ed patrols
e patches
S SUMMARY he enforcemene bylaws and p patrols and r
ns. Frequently mestic animallks, taxi licensrs respond to he hours of 7:3adar program are administe
s manager and
Supports Stra4 c) Managecommunity through the Managemenexperiences
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
p and foster s with commuonal neighbouvernment and zations for thf seamless servof Canmoreo establish legto protect de
ridors and habProvincial andure connectivy in a regional ntext
tutes
king, aste days :00 bit the visor.
known entified
perational
unity urs, other third e vice to
gal signated
bitat d private vity and
and
63
2012 KEY
• RDpr
• Eev
• Eco
• Rut
BYLAW
REVENSales andPermits aTotal Re
EXPENSalaries, WAdmin anContractSupplies Transfer Internal TTotal Ex
Net Surp VARIANC
• Ase
• C
VISUAL B
ACCOMPLISH
Review and idDepartment co
roposed to incEvaluate effecvaluation of th
Evaluate speedontract – An R
Review and evatilized for traffi
W SERVICES
NUES d Rentals and Fines evenue
NDITURES Wages and Bend General Seed Services and Energy to Reserve
Transfers xpenditures
plus / Defici
ES Admin and Geervices.
Contracted Se
BUDGET
HMENTS dentify revenuontinues to “secrease throughctiveness of Fhe program at
d enforcement RFP will be issualuate traffic eic enforcement.
enefits ervices
it
eneral Servic
ervices – Incr
ue generatioeek complianch additional enFeral Rabbit t the May 2012methods and
ued for a new 3 nforcement - R.
Actual2011
3,2197,97
101,18
389,4115,383,826,92
4,20419,74
(318,561
ces – Decrease
eased due to o
Bylaw S
n opportunitce through edunforcement Managemen2 Committee oprovide recomyear contract foRCMP enforce
Budge2012
10 177 40187 402,
19 48286 3322 26521 100 115
0048 908,
1) (505,7
ed due to pho
one additional
Services 2013 O
ties - The focuucation” and t
nt Plan - Counof the Whole
mmendation ofor photo radarement, photo ra
et Bud20
,200,645 40,845 40
,935 4,715 2,825 2,550,555 1
0,580 9
735) (51
one expenses b
l month of cap
Operating Bud
us of the Bylatherefore fine
ncil received a
on renewal of p
adar and mobile
dget 13 B13 Va
2,50003,03005,530
87,33525,55074,58512,60015,555
015,625
10,095)
being consolid
pturing feral r
get Page
aw Services e revenues are
an update and
photo radar
e speed signs w
Budget vs 12 Bariance $
1,3001,3852,685
4,400(8,165)
8,7602,050
00
7,045
(4,360)
dated to comm
rabbits.
e 2 of 2
not
d
will be
Budget %
108.3%0.3%0.7%
0.9%(24.2%)
3.3%19.4%0.0%0.0%0.8%
0.9%
mon
64
2013 Net
2012 Net
Budget C
Change
2013 FTE2012 FTE(approve
FTE Ch
2013 BUD
• 17figst
• 1.fipobe
2013 KEY
ItD
Fi
Budget Sum
t Budget
t Budget
Change
by %
E E ed)
hange
DGET CHALLE
7.0% increaseghter, per the tandalone dep2 new FTE –refighters avaiosition is not eing able to m
PRIORITIES tem
Data analysis
ire strategic pl
Fi2013
mmary
1,598,90
1,366,60
232,29
17.0%
14.
13.
1.
ENGES
e in Fire-Resstart plan andartment – One new FTilable at all timfilled it will in
meet the respo
DeGather Albertaa repor
lan Monitoand pro2012 daCounciprogram
ire – R3 Operatin
08
09
99
%
.2
.0
.2
scue budget -d the fact that
TE is being remes to respondncrease the resnse target tim
escriptionand analyze s
a Health Servict and recomm
or stand alone ogram deliveraata. Report resil and make chms/departmen
Rescung Budget
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.
St with and provide Council
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
ategic Plan te for ty from Provion of EMS to
alth Services ment componeategic Plan
escue, ealth ices s of M.D.
. of
fire
wo If this
of
ince o
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
2012 KEY ACCOMPLISHMENTS
• 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
Net Surp
VARIANC
• Rag
• Saof
VISUAL B
ERVICES
NUES d Rentals s and Other evenue
NDITURES Wages and Bend General Seed Services and Energy
ng Costs to Reserve
Transfers xpenditures
plus / Defici
ES Revenue: Salegreement. alaries, Wagef one new fire
BUDGET
enefits ervices
it
es and Renta
es and Benefe fighter and a
Actual2011
58,983,03
62,02
424,2349,2267,2272,0224,53
110,005,89
753,12
(691,106
als – Increased
fits – Increaseassociated back
Fire -
Budge2012
89 303322 30,
39 98723 6621 10221 1173300 11091 1228 1,396,
6) (1,366,6
d due to MD
ed due to runnk-up coverage
Rescue 2013 O
et Bud20
,0000
,000 8
,984 1,2,290,625 10,710 1
0,000 1,000,609 1,68
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of Bighorn fir
ning a standaloe
Operating Bud
dget 13 B13 Va
81,0006,600
87,600
93,58151,45008,17511,302
010,00012,00086,508
98,908)
re suppression
one departme
get Page
Budget vs 12 Bariance $
51,0006,600
57,600
305,597(14,840)
5,550(6,408)
000
289,899
(232,299)
n and rescue s
ent and the add
e 3 of 3
Budget %
170.0%0.0%
192.0%
30.9%(22.4%)
5.4%(5.4%)
0.0%0.0%0.0%
20.8%
17.0%
ervice
dition
67
2013 Net
2012 Net
Budget C
Change
2013 FTE2012 FTE(approve
FTE Ch
2013 BUD
• Ebatrprpl‘c
• Eunanth
• NSe
Budget Sum
t Budget
t Budget
Change
by %
E E ed)
hange
DGET CHALLE
Enterprise moased to one thransition will brocedures andlan has been d
core programsElevation Placnder a new opnd programmihese assumptio
New businesservices.
R2
mmary
501,46
260,42
241,04
92.6%
33.
25.
8
ENGES odel – Transithat focuses onbe providing ed key metrics ideveloped and’ that are availce targets – Mperating modeing. This yearons can be tess area – The C
Recre2013 Opera
65
25
40
%
.9
.8
.1
tion philosophn driving revenemployees witin these areas d will require alable as part o
Meeting particel. A number r will focus onsted and adjusClimbing Gym
eationating Budg
REC
Recrand rprogThe accesadultprogprovCanmaqualifeguaquamonarea Deskprog
hy that concennues and is meh adequate trato direct and
additional stafof membershipcipation and reof assumption
n data collectiosted for futurem at Elevation
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
ff resources top. evenue targetsns have been on, tracking, ae years. n Place is a new
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.
s in a new untmade regardinand financial r
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.
and is programctions within tas developing enhanced proThis plan incl
tested facility, ng membershireporting so th
ea for Recreat
ng d
usage. and
nd ation
ms are s in des on of es, and his nt rvice,
m this new
ogram ludes
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
2012 KEY ACCOMPLISHMENTS
• 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
99.5%
0.5%
Revenu
es and Rentatunities from tas well as comtourists and ves and Benefoperated by timplementatioguard the larg
ervices – Decr2012 budget
rom contractoEnergy – Incgym. In additicility, as well aace. eserve - Remo
e - $1,720,00
als – Increasedthe sales of aq
mmunity uptakvisitors to the fits – Increasethe town and ton of a memb
ger pool, and p
reased due prito develop a s
ors to staff. creased due prion, increased as to support t
oved in lieu of
00
Sales & Renta
Grants
Rec
d due to the oquatics center,ke of registeredcommunity.
ed due primarithe Guest Serv
bership model provide recrea
imarily to the strategic mark
rimarily to the supplies are r
the proposed l
f debenture re
ls
3.2%
creation 2013 O
opening of Ele, climbing gymd programs an
ily to the climvice Departml of service delation and aqua
removal of coketing plan. T
additional resrequired to prolevel of aquati
eserve repaym
88.7%
3.2% 4.9
Expens
Operating Bud
evation Place. m, and fitness nd the potenti
mbing gym whiment that requi
livery. Additiatics programm
ontracted servThe remainder
sources requirovide a pool tics, and recrea
ment for Thelm
%
9%
ses - $2,221,0
get Page
Additional room ial drop-in
ich was never ires additionalional staff are ming to the
vices that wereof the decrea
red to open thtwice the size ation program
ma Crowe aren
000
Staffing
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e 3 of 3
l staff
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ve
70
2013 Net
2012 Net
Budget C
Change
2013 FTE
2012 FTE
FTE Ch 2013 KEY
ItAtr
Cha
Pbi
Budget Sum
t Budget
t Budget
Change
by %
E
E
hange
PRIORITIES tem
Alternate ransportation
Community azards
edestrian and icycle safety
E201
mmary
818,11
828,85
(10,746
-1.3%
8.
9.
(1.0
DeDeveloway fin DeveloTransp Allow ffor trailto prom($7,500DeveloCougar
Install elocationRiver B Work wpartnerthe rem
Engine13 Operati
11
57
6)
%
.0
.0
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escriptionop and implemnding program
op and implemortation Mast
for up to 5% ols and paths o
mote pedestria0 of the $150,0op plan for mitr Creek floodin
enhanced pedns on Bow Va
Bridge
with Bow Vallrship to secure
maining section
eeringing Budge
ENG
The assetmappenginConsin pr
ment a comprem
ment an Integrter Plan
of infrastructuon programs toan and cyclist 000 for 2013)tigation of pong
destrian crossinalley Trail and
ley Regional Me funding and n of the Legac
g et
GINEERING SEngineering Dt managementping, transporneering servicsultants and croject delivery
Sehensive
rated
ure money o be spent activities
tential
ngs at key at the Bow
Mobility construct
cy Trail
SUMMARY Department ist, capital projertation planninces such as roacontractors arey.
Supports Stra1a) Improveand pedestriand decreaseuse
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
and mitigate munity hazard
hrough the Management
onal experiencent infrastructimprove bicy
ian safety
for
al ting. vely
icycle em car
ds as
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
2012 KEY ACCOMPLISHMENTS
• 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
• AFTD
• RA
2013 KEY
ItAtrin
Den
Budget Sum
t Budget
t Budget
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by %
E
E
hange
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%
8.
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ENGES
venue with coprojects being itiatives (pool
ustainability s the Sustainabdepartment wielopment Auand Canmore
DeConstrurecommMaster
ReviewConsid
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lannin13 Operatin
17
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onsistent wordone internallredevelopme
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uthority decisPlanning Com
escriptionuct infrastructmended by thePlan
w and update eer the followin
Partnering wAssociationEngaging sta
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
Deveet
NNING & DE
matters relatindled by Planniplanning (e.g. development ications, develding permit appliance), and m
o streets, munis.
other non-revUse Bylaw, BVetting), discus
was effectivele now underta
doing more wi- Increased Surkload.
Sments and Trails
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
ns,
ments of
ylaw blic
5
nt
ute nce
ent ment eet, side
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
Environmental sustainability
Collect baseline data on volume and type of chemical use by the community (herbicide, pesticide, fungicide)
8 a) Implement components of the Environmental Sustainability Action Plan
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
EXPENSalaries, WAdmin anContractSupplies Internal TTotal Ex
Net Surp VARIANC
• ResTap
• Sale
• Ato
• Cno
VISUAL B
NING & LOPMENT
NUES d Rentals and Fines evenue
NDITURES Wages and Bend General Seed Services and Energy Transfers xpenditures
plus / Defici
ES Reserve: Permstimate based
Three Sisters mpplication. alaries, Wage
evels and depaAdmin and Geo Planning and
Contracted Seot undertaken
BUDGET
enefits ervices
it
mits and Fineon 2011 and 2
makes ASP app
es and Benefartment restrueneral Servicd Developmenervices – Decrn.
Plan
Actual
2011
5,17471,53476,70
764,5512,8683,281,116,60
868,40
(391,702
es – Decrease2012 low leveplication – con
fits – Decreascturing in 201
ces – Increase nt Departmenrease due to p
nning & Develo
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2012
73 534 54407 549,
52 79260 1883 11614 70009 934,
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ed due to contels of activity. ntract or addit
ed due to staf12 vs 2012 bud
due to Sustaint. previously pro
opment 2013 O
et Bud
20
,100,750 42,850 42
,584 7,350 2,500 10,500
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tinued low devSignificant inctional staff ma
ff reduction asdgeted positioinability Coord
oposed change
Operating Bud
dget 13 B
13 Va
5,02524,67029,695
14,53721,57501,5003,500
0841,112
11,417)
velopment actcrease in revenay be required
s a result of loons. dinator positio
e in building in
get Page
Budget vs 12 B
ariance $
(75)(120,080)(120,155)
(78,047)3,225
(15,000)(4,000)
0(93,822)
(26,333)
tivity. 2013 nue may occu
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ow developme
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nspection duti
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Budget
%
(1.5%)(22.0%)(21.9%)
(9.8%)17.6%
(12.9%)(53.3%)
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ur if large
ent
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76
2013 Net
2012 Net
Budget C
Change
2013 FTE2012 FTE(approve
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2013 BUD
• O(e
• Mre
2013 KEY
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Budget Sum
t Budget
t Budget
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Operational ree.g. staffing, ut
Major projectsedevelopment)
PRIORITIES tem
Recreation Cenedevelopment
2
mmary
2,860,80
2,363,25
497,54
21.1%
21.
20.
1.
ENGES
equirements tilities consums - Planning dt) and recreatio
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Considof the P
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.4
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escriptionmmission pool
ment renovatiobased on pub
nd budget for lHVAC systeRoof Parking lot r
er the followinPhase 2 redeve
ities rating Bud
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The operstrucfacilirelatecusto
n Place - withher costs) willmmissioning oool envelope r
on and construblic input
lifecycle replaem
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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
Environmental sustainability
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
8 a) Implement components of the Environmental Sustainability Action Plan
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
2012 KEY ACCOMPLISHMENTS
• 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%
Expense
Operating Bud
3.3%
0.9%
es - $3,515,00
get Page
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e 4 of 4
ve
80
2013 Net
2012 Net
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Supports Stra2 b) Update Downtown Plan for 10th
the north sidPoliceman’s
6 b)CanmorenvironmenopportunitieCanmore Buthe coordinaimplementatEconomic DTourism Str8 b) RelocatStation and M
ATION SUMMA
our departmenreets and Roaderations are of in-house ces. Several larblic Works
ment with EPC(Priority 1 & 2evin sposal with B
Waste and Utiuser rates. A raevenue adequaoperating
ategic Plan and ImplemeEnhancement
h Street, the lade of Main StrCreek Pond
re creates an nt for economies by contractusiness and Toation of the tion of the Su
Development rategy te the Waste TMaterials Rec
ARY nts: ds,
rge
COR 2
FI
ilities ate acy to
ent the t Concept
ane behind reet and
ic ting with ourism in
ustainable and
Transfer ycling
81
2012 KEY
• AstC
PW ADM
REVENInternal TTotal Re
EXPENSalaries, WAdmin anContractSupplies Internal TTotal Ex
Net Surp VARIANC
• Aco
VISUAL B
ACCOMPLISH
Articulate wastrategy includ
Commission -
MINISTRAT
NUES Transfers evenue
NDITURES Wages and Bend General Seed Services and Energy Transfers xpenditures
plus / Defici
ES Admin and Geommon servic
BUDGET
WWTP Educatin convappropwaste m
HMENTS ste managemde what the T- Strategy appr
TION
enefits ervices
it
eneral Servicces.
Public W
P location
e and engage versations regariateness of E
management in
ment options Town’s wastroved by coun
Actual2011
160,00160,00
166,1520,02
855,411,80
194,24
(34,242
ces – Decrease
Works Adminis
community starding the
Energy from Wnitiative for C
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
Budget vs 12 Bariance $
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
NDITURES Wages and Bend General Seed Services and Energy
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
Budget vs 12 Bariance $
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
Environmentalustainability
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.
Supports Stra8 a) Implemthe EnvironSustainabilit
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
ategic Plan ment componenmental ty Action Plan
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
NDITURES Wages and Bend General Seed Services and Energy
ng Costs to Reserve
Transfers xpenditures
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
Budget vs 12 Bariance $
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
Environmentalustainability
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
Supports Stra8 a) Implemthe EnvironSustainabilit
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.
ategic Plan ment componenmental ty Action Plan
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
2012 KEY ACCOMPLISHMENTS
• 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
Transfers xpenditures
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
Budget vs 12Variance $
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
Budget vs 12Variance $
4,31
43,6948,00
(48,008
)
Budget vs 12Variance $
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
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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 Number 1301Project Summary
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
Project Number 1302Project Summary
2013Budget Year:
2013Year Identified:
ADM-13-01TeamBudget Reference
2013 Budget:
Total 5 year Budget:
New EquipmentProject Type:
Multi-Year Approval:
CommunicationsDepartment:
Annual Approval:Priority:
$15,000
$15,000
¨
þC
Project Description:
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
Operating (Capital) $15,000 $0 $0 $0 $0 $15,000
$15,000 $0 $0 $0 $0 $15,000 Total
Operating Budget Impact:
N/A
102
Civic Centre Pageantry
Project Number 1302Project Summary
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
Project Number 1303Project Summary
2013Budget Year:
2013Year Identified:
CE-13-01TeamBudget Reference
2013 Budget:
Total 5 year Budget:
New InfrastructureProject Type:
Multi-Year Approval:
Arts & CultureDepartment:
Annual Approval:Priority:
$25,000
$25,000
¨
þC
Project Description:
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
Operating Budget Impact:
project maintenance of $2000 per year.
104
Public Art - Centennial Park
Project Number 1303Project Summary
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
Project Number 1304Project Summary
2013Budget Year:
2011Year Identified:
CE-11-05TeamBudget Reference
2013 Budget:
Total 5 year Budget:
New InfrastructureProject Type:
Multi-Year Approval:
Arts & CultureDepartment:
Annual Approval:Priority:
$10,000
$10,000
¨
þC
Project Description:
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
Operating Budget Impact:
106
Public Art - Local Competition
Project Number 1304Project Summary
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)
Project Number 1305Project Summary
2013Budget Year:
2013Year Identified:
IT-13-02TeamBudget Reference
2013 Budget:
Total 5 year Budget:
ReplacementProject Type:
Multi-Year Approval:
Information TechnologyDepartment:
Annual Approval:Priority:
$37,000
$37,000
¨
þB
Project Description:
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
Operating (Capital) $37,000 $0 $0 $0 $0 $37,000
$37,000 $0 $0 $0 $0 $37,000 Total
Operating Budget Impact:
108
PC Replacement (2013)
Project Number 1305Project Summary
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)
Project Number 1306Project Summary
2013Budget Year:
2013Year Identified:
IT-13-04TeamBudget Reference
2013 Budget:
Total 5 year Budget:
ReplacementProject Type:
Multi-Year Approval:
Information TechnologyDepartment:
Annual Approval:Priority:
$46,000
$46,000
¨
þB
Project Description:
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
Operating (Capital) $38,000 $0 $0 $0 $0 $38,000
$46,000 $0 $0 $0 $0 $46,000 Total
Operating Budget Impact:
110
IT Infrastructure Lifecycle (2013)
Project Number 1306Project Summary
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
Project Number 1307Project Summary
2013Budget Year:
2013Year Identified:
IT-13-12TeamBudget Reference
2013 Budget:
Total 5 year Budget:
New InfrastructureProject Type:
Multi-Year Approval:
Information TechnologyDepartment:
Annual Approval:Priority:
$30,000
$30,000
¨
þC
Project Description:
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
Operating (Capital) $30,000 $0 $0 $0 $0 $30,000
$30,000 $0 $0 $0 $0 $30,000 Total
Operating Budget Impact:
112
GIS and Tax Roll Integration
Project Number 1307Project Summary
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
Project Number 1308Project Summary
2013Budget Year:
2013Year Identified:
IT-13-10TeamBudget Reference
2013 Budget:
Total 5 year Budget:
ReplacementProject Type:
Multi-Year Approval:
Information TechnologyDepartment:
Annual Approval:Priority:
$100,000
$100,000
¨
þC
Project Description:
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
Operating (Capital) $100,000 $0 $0 $0 $0 $100,000
$100,000 $0 $0 $0 $0 $100,000 Total
Operating Budget Impact:
114
Website Re-Development
Project Number 1308Project Summary
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)
Project Number 1309Project Summary
2013Budget Year:
2013Year Identified:
FIR-13-01TeamBudget Reference
2013 Budget:
Total 5 year Budget:
ReplacementProject Type:
Multi-Year Approval:
Fire ServicesDepartment:
Annual Approval:Priority:
$100,000
$100,000
¨
þA
Project Description:
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
Operating (Capital) $100,000 $0 $0 $0 $0 $100,000
$100,000 $0 $0 $0 $0 $100,000 Total
Operating Budget Impact:
N/A
END
116
FF Protective Clothing (Paid Response)
Project Number 1309Project Summary
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
Project Number 1310Project Summary
2013Budget Year:
2013Year Identified:
PRO-13-06TeamBudget Reference
2013 Budget:
Total 5 year Budget:
Health & SafetyProject Type:
Multi-Year Approval:
Fire ServicesDepartment:
Annual Approval:Priority:
$16,000
$16,000
¨
þB
Project Description:
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
Operating (Capital) $16,000 $0 $0 $0 $0 $16,000
$16,000 $0 $0 $0 $0 $16,000 Total
Operating Budget Impact:
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 Number 1310Project Summary
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)
Project Number 1311Project Summary
2013Budget Year:
2013Year Identified:
FIR-13-04TeamBudget Reference
2013 Budget:
Total 5 year Budget:
Health & SafetyProject Type:
Multi-Year Approval:
Fire ServicesDepartment:
Annual Approval:Priority:
$50,000
$50,000
¨
þB
Project Description:
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
Operating (Capital) $50,000 $0 $0 $0 $0 $50,000
$50,000 $0 $0 $0 $0 $50,000 Total
Operating Budget Impact:
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 Number 1311Project Summary
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)
Project Number 1312Project Summary
2013Budget Year:
2013Year Identified:
FAC-13-01TeamBudget Reference
2013 Budget:
Total 5 year Budget:
ReplacementProject Type:
Multi-Year Approval:
Facilities - Rec CentreDepartment:
Annual Approval:Priority:
$350,000
$350,000
¨
þB
Project Description:
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
Operating Budget Impact:
122
Rec Centre Pool Redevelopment (2013)
Project Number 1312Project Summary
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)
Project Number 1313Project Summary
2013Budget Year:
2013Year Identified:
FAC-13-05TeamBudget Reference
2013 Budget:
Total 5 year Budget:
Council RequestProject Type:
Multi-Year Approval:
Facilities - Town FacilitiesDepartment:
Annual Approval:Priority:
$161,097
$161,097
¨
þC
Project Description:
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
Operating Budget Impact:
124
Community Arts Centre (2013)
Project Number 1313Project Summary
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
Project Number 1314Project Summary
2013Budget Year:
2013Year Identified:
PLN-13-02TeamBudget Reference
2013 Budget:
Total 5 year Budget:
StudiesProject Type:
Multi-Year Approval:
PlanningDepartment:
Annual Approval:Priority:
$25,000
$25,000
¨
þB
Project Description:
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
Operating (Capital) $25,000 $0 $0 $0 $0 $25,000
$25,000 $0 $0 $0 $0 $25,000 Total
Operating Budget Impact:
This is a new plan and will use existing resources.
126
Municipal Development Plan Update
Project Number 1314Project Summary
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)
Project Number 1315Project Summary
2013Budget Year:
2013Year Identified:
ENG-13-18TeamBudget Reference
2013 Budget:
Total 5 year Budget:
New InfrastructureProject Type:
Multi-Year Approval:
EngineeringDepartment:
Annual Approval:Priority:
$65,000
$65,000
¨
þA
Project Description:
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
Operating (Capital) $65,000 $0 $0 $0 $0 $65,000
$65,000 $0 $0 $0 $0 $65,000 Total
Operating Budget Impact:
128
Cougar Creek Detailed Design (2013)
Project Number 1315Project Summary
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
Project Number 1316Project Summary
2013Budget Year:
2013Year Identified:
ENG-13-03TeamBudget Reference
2013 Budget:
Total 5 year Budget:
New InfrastructureProject Type:
Multi-Year Approval:
EngineeringDepartment:
Annual Approval:Priority:
$2,000,000
$2,000,000
¨
þA
Project Description:
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
Operating Budget Impact:
130
Legacy Trail
Project Number 1316Project Summary
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
Project Number 1317Project Summary
2013Budget Year:
2013Year Identified:
ENG-13-29TeamBudget Reference
2013 Budget:
Total 5 year Budget:
New InfrastructureProject Type:
Multi-Year Approval:
EngineeringDepartment:
Annual Approval:Priority:
$700,000
$700,000
¨
þB
Project Description:
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
Operating Budget Impact:
132
Legacy Trail Connections
Project Number 1317Project Summary
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)
Project Number 1318Project Summary
2013Budget Year:
2013Year Identified:
ENG-13-05TeamBudget Reference
2013 Budget:
Total 5 year Budget:
ReplacementProject Type:
Multi-Year Approval:
EngineeringDepartment:
Annual Approval:Priority:
$2,500,000
$2,500,000
¨
þB
Project Description:
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
Operating Budget Impact:
134
Street & Drainage Rehab Program (2013)
Project Number 1318Project Summary
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
Project Number 1319Project Summary
2013Budget Year:
2013Year Identified:
ENG-13-22TeamBudget Reference
2013 Budget:
Total 5 year Budget:
New InfrastructureProject Type:
Multi-Year Approval:
EngineeringDepartment:
Annual Approval:Priority:
$470,000
$470,000
¨
þB
Project Description:
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
Operating Budget Impact:
136
Trail Rehabilitation and Construction
Project Number 1319Project Summary
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
Project Number 1320Project Summary
2013Budget Year:
2007Year Identified:
ENG-06-46TeamBudget Reference
2013 Budget:
Total 5 year Budget:
GrowthProject Type:
Multi-Year Approval:
EngineeringDepartment:
Annual Approval:Priority:
$175,000
$175,000
¨
þB
Project Description:
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
Operating (Capital) $125,000 $0 $0 $0 $0 $125,000
Road Construction $50,000 $0 $0 $0 $0 $50,000
$175,000 $0 $0 $0 $0 $175,000 Total
Operating Budget Impact:
138
Integrated Transportation Master Plan
Project Number 1320Project Summary
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
Project Number 1321Project Summary
2013Budget Year:
2013Year Identified:
ENG-13-14TeamBudget Reference
2013 Budget:
Total 5 year Budget:
New InfrastructureProject Type:
Multi-Year Approval:
EngineeringDepartment:
Annual Approval:Priority:
$100,000
$100,000
¨
þB
Project Description:
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
Operating Budget Impact:
140
Town Centre Bus Shelter and Plaza
Project Number 1321Project Summary
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
Project Number 1322Project Summary
2013Budget Year:
2013Year Identified:
ENG-13-21TeamBudget Reference
2013 Budget:
Total 5 year Budget:
New EquipmentProject Type:
Multi-Year Approval:
EngineeringDepartment:
Annual Approval:Priority:
$180,000
$180,000
¨
þB
Project Description:
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
Operating Budget Impact:
142
Traffic Network Monitoring Upgrades
Project Number 1322Project Summary
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
Project Number 1323Project Summary
2013Budget Year:
2013Year Identified:
ENG-13-15TeamBudget Reference
2013 Budget:
Total 5 year Budget:
Health & SafetyProject Type:
Multi-Year Approval:
EngineeringDepartment:
Annual Approval:Priority:
$50,000
$50,000
¨
þB
Project Description:
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
Operating Budget Impact:
144
Traffic Safety Initiatives
Project Number 1323Project Summary
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
Project Number 1324Project Summary
2013Budget Year:
2013Year Identified:
ENG-13-19TeamBudget Reference
2013 Budget:
Total 5 year Budget:
Health & SafetyProject Type:
Multi-Year Approval:
EngineeringDepartment:
Annual Approval:Priority:
$300,000
$300,000
¨
þB
Project Description:
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
Operating Budget Impact:
146
Ped Crossing Improvement - Bow River Bridge
Project Number 1324Project Summary
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)
Project Number 1325Project Summary
2013Budget Year:
2013Year Identified:
ENG-13-06TeamBudget Reference
2013 Budget:
Total 5 year Budget:
New InfrastructureProject Type:
Multi-Year Approval:
EngineeringDepartment:
Annual Approval:Priority:
$150,000
$150,000
¨
þC
Project Description:
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
Operating Budget Impact:
148
Ped and Cyclist Infrastructure Improvements (2013)
Project Number 1325Project Summary
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)
Project Number 1326Project Summary
2013Budget Year:
2013Year Identified:
ENG-13-27TeamBudget Reference
2013 Budget:
Total 5 year Budget:
New InfrastructureProject Type:
Multi-Year Approval:
EngineeringDepartment:
Annual Approval:Priority:
$30,000
$30,000
¨
þC
Project Description:
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
Operating Budget Impact:
150
BVT CPR Crossing Corridor Improvements Design (2013)
Project Number 1326Project Summary
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)
Project Number 1327Project Summary
2013Budget Year:
2013Year Identified:
ENG-13-11TeamBudget Reference
2013 Budget:
Total 5 year Budget:
New InfrastructureProject Type:
Multi-Year Approval:
EngineeringDepartment:
Annual Approval:Priority:
$100,000
$100,000
¨
þC
Project Description:
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
Operating Budget Impact:
152
Townwide Wayfinding Signage (2013)
Project Number 1327Project Summary
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)
Project Number 1328Project Summary
2013Budget Year:
2009Year Identified:
ENG-09-94TeamBudget Reference
2013 Budget:
Total 5 year Budget:
New InfrastructureProject Type:
Multi-Year Approval:
EngineeringDepartment:
Annual Approval:Priority:
$25,000
$25,000
¨
þC
Project Description:
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
Operating (Capital) $25,000 $0 $0 $0 $0 $25,000
$25,000 $0 $0 $0 $0 $25,000 Total
Operating Budget Impact:
154
TCH/Cougar Creek Pathway Bridge Design (2013)
Project Number 1328Project Summary
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
Project Number 1329Project Summary
2013Budget Year:
2013Year Identified:
SR-13-08TeamBudget Reference
2013 Budget:
Total 5 year Budget:
ReplacementProject Type:
Multi-Year Approval:
Fleet ServicesDepartment:
Annual Approval:Priority:
$50,000
$50,000
¨
þA
Project Description:
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
Operating (Capital) $50,000 $0 $0 $0 $0 $50,000
$50,000 $0 $0 $0 $0 $50,000 Total
Operating Budget Impact:
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 Number 1329Project Summary
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
Project Number 1330Project Summary
2013Budget Year:
2013Year Identified:
PAR-13-04TeamBudget Reference
2013 Budget:
Total 5 year Budget:
GrowthProject Type:
Multi-Year Approval:
ParksDepartment:
Annual Approval:Priority:
$22,000
$22,000
¨
þB
Project Description:
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
Operating (Capital) $22,000 $0 $0 $0 $0 $22,000
$22,000 $0 $0 $0 $0 $22,000 Total
Operating Budget Impact:
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 Number 1330Project Summary
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)
Project Number 1331Project Summary
2013Budget Year:
2013Year Identified:
SR-13-02TeamBudget Reference
2013 Budget:
Total 5 year Budget:
ReplacementProject Type:
Multi-Year Approval:
Fleet ServicesDepartment:
Annual Approval:Priority:
$70,000
$70,000
¨
þB
Project Description:
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
Operating (Capital) $70,000 $0 $0 $0 $0 $70,000
$70,000 $0 $0 $0 $0 $70,000 Total
Operating Budget Impact:
Estimated 2013 reduction of fleet gasoline consumption is 800 liters or $960 based on 2012 pump pricing.
END
160
Vehicle - Replacement (2013)
Project Number 1331Project Summary
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)
Project Number 1332Project Summary
2013Budget Year:
2013Year Identified:
SR-13-03TeamBudget Reference
2013 Budget:
Total 5 year Budget:
New EquipmentProject Type:
Multi-Year Approval:
Fleet ServicesDepartment:
Annual Approval:Priority:
$67,000
$67,000
¨
þB
Project Description:
Purchase a new 4 wheel drive/steer (Tool Cat or similar) unit with snow attachments.
End
Budget Funding:
Total2013 2014 2015 2016 2017
Operating (Capital) $67,000 $0 $0 $0 $0 $67,000
$67,000 $0 $0 $0 $0 $67,000 Total
Operating Budget Impact:
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 Number 1332Project Summary
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
Project Number 1333Project Summary
2013Budget Year:
2013Year Identified:
SR-13-07TeamBudget Reference
2013 Budget:
Total 5 year Budget:
ReplacementProject Type:
Multi-Year Approval:
Streets & RoadsDepartment:
Annual Approval:Priority:
$25,000
$25,000
¨
þB
Project Description:
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
Operating (Capital) $25,000 $0 $0 $0 $0 $25,000
$25,000 $0 $0 $0 $0 $25,000 Total
Operating Budget Impact:
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 Number 1333Project Summary
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 1: (Recommended) Complete project as described in Project Description.
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
Project Number 1334Project Summary
2013Budget Year:
2013Year Identified:
SWS-13-04TeamBudget Reference
2013 Budget:
Total 5 year Budget:
New InfrastructureProject Type:
Multi-Year Approval:
SWS - Collection/DisposalDepartment:
Annual Approval:Priority:
$3,855,000
$3,855,000
¨
þA
Project Description:
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
Operating Budget Impact:
166
Waste Management Infrastructure
Project Number 1334Project Summary
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
Project Number 1335Project Summary
2013Budget Year:
2011Year Identified:
SWS-10-08TeamBudget Reference
2013 Budget:
Total 5 year Budget:
ReplacementProject Type:
Multi-Year Approval:
SWS - Collection/DisposalDepartment:
Annual Approval:Priority:
$160,000
$160,000
¨
þB
Project Description:
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
Solid Waste - Collection & Disposal $160,000 $0 $0 $0 $0 $160,000
$160,000 $0 $0 $0 $0 $160,000 Total
Operating Budget Impact:
168
1 Tonne Collection Vehicle (Unit 003) - Replacement
Project Number 1335Project Summary
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
Project Number 1336Project Summary
2013Budget Year:
2013Year Identified:
SWS-13-01TeamBudget Reference
2013 Budget:
Total 5 year Budget:
ReplacementProject Type:
Multi-Year Approval:
SWS - RecyclingDepartment:
Annual Approval:Priority:
$230,000
$230,000
¨
þB
Project Description:
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
Solid Waste - Collection & Disposal $25,000 $0 $0 $0 $0 $25,000
$230,000 $0 $0 $0 $0 $230,000 Total
Operating Budget Impact:
170
Recycling Baler Equipment
Project Number 1336Project Summary
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
Project Number 1337Project Summary
2013Budget Year:
2007Year Identified:
UTI-13-04TeamBudget Reference
2013 Budget:
Total 5 year Budget:
ReplacementProject Type:
Multi-Year Approval:
UtilitiesDepartment:
Annual Approval:Priority:
$250,000
$250,000
¨
þB
Project Description:
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
Operating Budget Impact:
172
4th Street Sanitary Main Upgrade
Project Number 1337Project Summary
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
Project Number 1338Project Summary
2013Budget Year:
2009Year Identified:
UTI-09-14TeamBudget Reference
2013 Budget:
Total 5 year Budget:
GrowthProject Type:
Multi-Year Approval:
UtilitiesDepartment:
Annual Approval:Priority:
$950,000
$950,000
¨
þB
Project Description:
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
Utilities Capital $187,500 $0 $0 $0 $0 $187,500
$950,000 $0 $0 $0 $0 $950,000 Total
Operating Budget Impact:
174
Lift Station 1 - Upgrade
Project Number 1338Project Summary
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)
Project Number 1339Project Summary
2013Budget Year:
2007Year Identified:
UTI-06-13TeamBudget Reference
2013 Budget:
Total 5 year Budget:
ReplacementProject Type:
Multi-Year Approval:
UtilitiesDepartment:
Annual Approval:Priority:
$35,000
$35,000
¨
þB
Project Description:
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
Utilities Capital $35,000 $0 $0 $0 $0 $35,000
$35,000 $0 $0 $0 $0 $35,000 Total
Operating Budget Impact:
176
Utility Vehicle Replacement (2013)
Project Number 1339Project Summary
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)
Project Number 1340Project Summary
2013Budget Year:
2010Year Identified:
UTI-13-10TeamBudget Reference
2013 Budget:
Total 5 year Budget:
ReplacementProject Type:
Multi-Year Approval:
UtilitiesDepartment:
Annual Approval:Priority:
$75,000
$75,000
¨
þB
Project Description:
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
Utilities Capital $75,000 $0 $0 $0 $0 $75,000
$75,000 $0 $0 $0 $0 $75,000 Total
Operating Budget Impact:
178
Water Meter - Lifecycle & Upgrade (2013)
Project Number 1340Project Summary
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)
Project Number 1341Project Summary
2013Budget Year:
2008Year Identified:
UTI-13-07TeamBudget Reference
2013 Budget:
Total 5 year Budget:
GrowthProject Type:
Multi-Year Approval:
UtilitiesDepartment:
Annual Approval:Priority:
$400,000
$400,000
¨
þB
Project Description:
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
Operating Budget Impact:
180
WWTP - Solids Handling Upgrade (2013)
Project Number 1341Project Summary
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)
Project Number 1342Project Summary
2013Budget Year:
2009Year Identified:
UTI-09-13TeamBudget Reference
2013 Budget:
Total 5 year Budget:
GrowthProject Type:
Multi-Year Approval:
UtilitiesDepartment:
Annual Approval:Priority:
$500,000
$500,000
¨
þB
Project Description:
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
Utilities Capital $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
Operating Budget Impact:
182
WWTP - Influent Pump Station Upgrade (2013)
Project Number 1342Project Summary
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 1: (Recommended) Complete project as described in Project Description.
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
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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
Capital Planning SummaryFor the planning period 2013 - 2017
2013 2014 2015 2016 2017Grants Operating Reserve Debenture Other
5 YEAR TOTAL METHOD OF FUNDING
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
Capital Planning SummaryFor the planning period 2013 - 2017
2013 2014 2015 2016 2017Grants Operating Reserve Debenture Other
5 YEAR TOTAL METHOD OF FUNDING
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
Capital Planning SummaryFor the planning period 2013 - 2017
2013 2014 2015 2016 2017Grants Operating Reserve Debenture Other
5 YEAR TOTAL METHOD OF FUNDING
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
1 2012
Accum
Counc
Grant &r the plann
2014
Gran
2 2013
mulated
il Designated
& Resning perio
2015
ts Balan
3 2014
Surplus
Utility
serve od 2013 - 2
nce
4 2015
s - Reser
y/PAH
Balan017
2016
2016
ves
Development
nces
2017
2017
t
190
$
$10
$20
$30
$40
$50
$ M
illio
ns
$
$
$
$
$
$
$
$
$
$ M
illio
ns
$-
0.0
0.0
0.0
0.0
0.0
2010
T
$-
$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
Debt Limit @ 1
015 2016Debt servici
g
16 2017
100%
6 2017ng @ 100%
7
191
MS
2MastSch
013ter
hedu
3 Feeule
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
Item Description/Title Unit 2012 2013 %Code Measure Fee Fee Increase
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
Item Description/Title Unit 2012 2013 %Code Measure Fee Fee Increase
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
Town of Canmore2013 Master Fee Schedule
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
Item Description/Title Unit 2012 2013 %Code Measure Fee Fee Increase
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
Town of Canmore2013 Master Fee Schedule
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
Item Description/Title Unit 2012 2013 %Code Measure Fee Fee Increase
1.00 Community Services
1.01 Meals on Wheels per/meal 5.00 5.00 0.0%
END
14 Planning & Development
Item Description/Title Unit 2012 2013 %Code Measure Fee Fee Increase
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
Town of Canmore2013 Master Fee Schedule
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
Town of Canmore2013 Master Fee Schedule
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
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Town of Canmore2013 Master Fee Schedule
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
75% of applicable fee
12.13b Development Permit Renewal Fee - Third & Subsequent Renewals per/appl100% of applicable fee
100% 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%
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Town of Canmore2013 Master Fee Schedule
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
Item Description/Title Unit 2012 2013 %Code Measure Fee Fee Increase
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%
END
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Town of Canmore2013 Master Fee Schedule
19 Solid Waste Services
Item Description/Title Unit 2012 2013 %Code Measure Fee Fee Increase
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%
END
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