Town of Banff
Strategic Plan, 2015-2018
Table of Contents
1.0
2.0
2.1
2.1.1
2.1.2
2.1.3
2.1.4
2.1.5
2.1.6
3.0
3.1
3.1.1
3.1.2
3.1.3
3.1.4
3.1.5
4.0
4.1
4.1.1
4.1.2
4.1.3
5.0
5.1
5.1.1
5.1.2
5.1.3
5.1.4
5.1.5
5.1.6
5.1.7
6.0
6.1
6.1.1
6.1.2
6.1.3
6.1.4
6.1.5
6.1.6
6.1.7
7.0
7.1
Introduction
Key themes -- Trails
Tactics
Making Connections
Visitor Experience
Signage and Wayfinding
Update Trail Policies and Bylaws
Management and Maintenance
Partnerships
Key themes -- Housing
Tactics
Rental Housing
Collaboration with Partners
Regulatory and Policy Framework
Enhance public education and advocacy
Accountability and monitoring
Key themes -- Social Well-being
Tactics
Increase Awareness of Available Programs & Services
Enhance Community Connections
Address Affordability Issues
Key themes -- Recreation
Tactics
Upgrade Recreation Grounds
More Children’s Play Areas on North Side
Improve Facility Utilization
Improve Financial Performance of Fenlands & Rec Grounds
Increase Involvement in Recreation
Enhance Access to Recreation
Strengthen Recreation Department Capacity
Key themes -- Economic Prosperity
Tactics
Continued focus and commitment
Support and enhance affordable quality of life
Encourage local business and investment
Talent & skills development
Infrastructure investment
Strengthen partnerships
Tourism
Key themes -- Transportation
Tactics
1
2
3
3
7
8
10
11
11
12
13
13
14
14
15
16
17
18
18
18
19
20
21
21
22
22
23
23
23
24
25
26
26
27
27
27
27
28
28
29
30
7.1.1
7.1.2
7.1.3
7.1.4
7.1.5
7.1.6
8.0
8.1
9.0
9.1
9.2
9.3
9.4
10.0
11.0
Mode shift to active transportation
Mode shift to transit
Maintain efficiency of goods movements
Maintain parking stall availability downtown
Maintain, in the short term, travel time delays of less than 30 minutes
Maintain, in the long term, travel time delays of less than 15 minutes
Key themes -- Environment
Tactics
Strategic plan tactics – merged timeline
2015 projects
2016 projects
2017 projects
2018 projects
Next steps
References
30
30
31
32
33
33
35
36
37
37
41
46
49
52
53
1.0 Introduction
This is a four-year (2015 – 2018 inclusive) strategic plan. It concentrates on seven themes, with
measurable 4th year outcomes for each theme, plus annual tactics for each theme that will
move our community toward those outcomes.
The seven themes (housing, trails, transportation, economic prosperity, recreation,
environment and social well-being) overlap and reinforce each other. The Town is a small
system with a limited land base. Changing one factor necessarily affects the outcomes in other
factors. For example, effective trails help to diminish the pressure on our vehicle
transportation systems. Economic prosperity helps residents afford housing and find time for
recreation. Transportation and housing standards affect our environmental performance.
Because of these overlaps and reinforcements, you will see some repetition in this document.
This strategic plan is not a list of absolutely everything the Town will be doing in the four years
2015 through 2018. The many tasks that are necessary to keep us operating at our present
level are not shown in this document. This document concentrates on the areas where our
community wants to be better and more effective – doing more, or doing things differently,
than in the past.
This strategic plan builds on direction from the community plan, and on research, information
and recommendations that have come from master plans related to several of the themes. The
community plan and the master plans have all had substantial public input. To begin the
process for this strategic plan, town staff put together the background and recommendations
for each theme. Council then met with staff to review and flesh out the outcomes and tactics.
Council debated the plan, amended it and voted on it. This document is the result of all of
those stages and inputs. The strategic plan is posted on Banff.ca for the public and feedback is
always welcome.
The four years of this plan include three remaining years of the present council, and one year
after the 2017 municipal election. This is a living document; we don’t expect the plan to remain
exactly the same throughout its four-year lifespan. The present council expects to review this
plan annually, and to make changes as conditions change or as new information or solutions
become available. The post-2017 council may choose to adopt the one remaining year of this
plan, or to start immediately with a new plan of its own.
Having a four-year strategic plan allows us to think longer term, and to set ambitious goals for
each of the themes, with a logical program for reaching those goals.
1
2
2.0 Key themes -- Trails
This theme includes trails of all kinds, from paved walkways to paths through the forest to
sidewalk connections and on-street bike lanes, sharrows or greenways.
The Town of Banff builds and maintains trails within the town, provides directional signage and
information for users, and coordinates with Parks Canada to ensure smooth connections with
trails outside town boundaries. The Town’s Trails Master Plan can be found here.
In relation to this theme, the Banff Community Plan directs us to:
• Improve pedestrian and cyclist safety and enjoyment by creating a defined and
continuous system of pathways throughout the town.
• Improve trail connectivity to the national park by implementing the key actions of the
Human Use Management Strategy for the Lands Adjacent to The Town of Banff.
• Deliver high quality trails and open space amenities.
• Build a system of open spaces, trails and parks that reinforce connections to the natural
environment.
• Increase the use of Banff parks and trails.
Key partners in this work include:
• Parks Canada, providing trail construction, maintenance and signage around the town
and providing information for users
• Banff-Lake Louise Tourism, providing information for users
• Gear sales and rental shops, providing equipment and information for users
• Hotels, providing directions and information for visiting users
• Trail users, providing input on plans and trail conditions and helping keep the trails clean
and safe through appropriate trail etiquette
Outcomes by 2018:
• 15% increase from 2014 levels in the use of alternative transportation to get to work.
• 10% increase from 2014 levels in winter use of trails, as shown by permanent trail
counters.
• Increase in visitors using bicycles in town, as evidenced by increased bike rentals and
bike sign-outs from hotels
• Increase in visitors’ trail usage and trail enjoyment, as reported on Indexperience
surveys
3
•
2.1
Increase in overall annual usage on trails, with different percentage targets being set for
different trails and different trail segments (e.g. commuter-centric routes, visitor-centric
routes).
Tactics
2.1.1 Making Connections
2.1.1.1
#
Upgrading existing trails
Tactics
1.1 Establish a trail classification
system.
1.2 Upgrade the Bow River Trail
(south side) from the Banff Ave
Bridge through the Recreation
Grounds to Type 2.
1.3 Improve on-road safety
between the Recreation
Grounds and the Bow Falls Trail
on Birch Avenue and Glen
Avenue (i.e. under the Banff
Avenue Bridge).
1.4 Upgrade the defined priority
trails through Middle Springs to
Trail Type 3.
1.5 Define a Type 3 trail (~150m, 2
meter wide compacted gravel)
down to Cave Avenue from
Jasper Way.
1.6 Realign the trail connection to
Jasper Way in Middle Springs to
provide an accessible grade and
extend the stairs to the bottom
of the steep slope.
1.7 Upgrade all staircases on Town
of Banff trails to include a bike
ramp or rail.
1.8 Improve the paved pathway
alignment on the northeast side
of the Banff Avenue Bridge to
2015
2016
2017
2018
BEYOND
X
X
X
X
X
X
X
X
X
4
provide a more accessible
grade.
1.9 Realign the trail shortcut from
Moose Street/St.Julien Road to
Otter Street to an accessible
grade that continues along the
power line right-of-way.
1.10 Narrow the Bow River Trail to 3
meters wide from the Canoe
Dock to Gopher Street, and
resurface the existing asphalt
(also see related Action 1.22).
2.1.1.2
X
X
New trail development
2015
1.11 Improve connections to the
Fenlands Banff Recreation
Centre (see full Action for
details).
1.12 Create a paved, childoriented bicycle/tricycle loop
at the Recreation Grounds.
1.13A Work with the Whyte
Museum to create a multiuse trail connection from the
intersection of Lynx Street
and Bear Street through to
Bow Avenue and the Bow
River Trail; include
wayfinding signage.
1.13B Complete the sidewalk on
Caribou Street between Lynx
and Bow Avenue.
1.13C Define a pedestrian path
through the parking lot
adjacent to Town Hall (paint).
2016
2017
2018
BEYOND
X
X
X
X
X
X
5
1.13D Add clearly defined
crosswalks on Lynx Street at
Caribou Street and Bear
Street, as well as on Bow
Avenue at Caribou and at the
proposed new trail.
2.1.1.3
X
On-road routes
1.14A Create a two-way cycling
greenway on the southeast
side of Banff Avenue between
the Legacy Trail East and the
proposed Muskrat Street
greenway.
1.14B Create a cycling connection
via Banff Avenue from the
Legacy Trail East to the
proposed Marmot.
1.15 Create cycling greenways on
Muskrat Street and Elk Street.
1.16 Reroute the official ‘bike
route’ with sharrows from
Marmot Crescent to Cougar
Street and improved cyclistoriented wayfinding signage
(paint and 5 new signs).
1.17 Evaluate the efficiency of the
existing bike sharrows
pavement markings.
1.18 Tunnel Mtn. Road: Improve
on-road conditions on the
uphill (north/east) side of
Tunnel Mountain Road from
Moose Street to Tunnel
Mountain Drive. Provide a
1.5m wide buffered bike lane
with a paint and bollard
treatment.
2015
2016
X (part)
X
X (part)
X
2017
2018
BEYOND
X
X
X
X
6
1.19A Buffalo Street: Improve onroad conditions to the Banff
Centre via Buffalo Street from
Muskrat Street to St. Julien
Road.
1.19B St. Julien Road: Improve onroad conditions to the Banff
Centre via St. Julien Road
from Moose Street to the
Banff Centre
1.20 Add a sidewalk on Moose
Street from Otter Street to St.
Julien Road.
2.1.1.4
X
X
X
Trail closures
2015
1.21 Definitively close the braided
trails that parallel the Bow
River Trail between the
pedestrian bridge and Bow
Falls. Restore damaged habitat
and provide specific
access/view points at the
river's edge.
1.22 Decommission and re-vegetate
secondary trails off-shooting
from the Bow River Trail
segment from the Canoe Dock
to Gopher Street
2.1.1.5
2016
2017
2018
BEYOND
X
X
Trail amenities
2015
1.23A Add “Bike n’ Walk” stations
(add new or expand bike
racks).
1.23B Add covers to "Bike n' Walk"
and "Park n' Walk" stations.
2016
2017
2018
BEYOND
X
X
7
1.24 Add a “Park n’ Bike” node at
the railway station; consider
a seasonal bike rental kiosk to
be operated by a local
business/partnership.
1.25 Incorporate a performancetracking system on one or
more trails.
2.1.1.6
X
X
Bridges and crossings
2015
2016
2017
2018
1.26 Add a pedestrian overpass over
the CP railway between
Marmot Crescent and the
industrial compound.
1.27 Add an additional pedestrian
and cyclist bridge crossing over
the Bow River between Central
Park and the Recreation
Grounds.
BEYOND
X
X
2.1.2 Visitor Experience
2015
2.1 Create well-defined visitororiented trails that provide
loops and easy connections to
key destinations and trails,
both in the Town and the
LATB.
2.2 Create a communications
strategy for the visitor loops.
2.3 Create clear and focused
wayfinding to key Parks
Canada trailheads.
2.4 Add a washroom at the Bow
Falls parking lot.
2016
2017
2018
BEYOND
X
X
X
X
8
2.5A Upgrade the Rundle Avenue
trail from Spray Avenue to the
Bow Falls Trail to Type 2 (could
be included in a roadway
upgrade project).
2.5B Upgrade the trail along Bow
Falls Road from Rundle Avenue
to Bow Falls to Trail Type 2
(could be included in a
roadway upgrade project).
2.5C Consider installation of an
automated under-pavement
heating system for the Bow
Falls Trail staircases and
asphalt sections.
2.6 Upgrade the Bow River Trail
(north side) from the
pedestrian bridge to Wolf
Street to Type 1.
2.7 Ask hotels if they would be
willing to share their bike use
statistics
X
X
X
X
X
2.1.3 Signage and Wayfinding
2015
3.1 Develop and adopt new trail
signage standards that provide
additional information for trail
users, educate users about trail
etiquette, and improve trail
accessibility and enjoyment.
3.2 Update web based maps, as
trail improvements occur,
including mobile device
options (apps or websites
formatted for mobile device
use).
3.3 Update print based maps after
key phases of trail
improvements are completed.
2016
2017
2018
BEYOND
X
X
X
9
3.4 Update existing Town trailhead
signage/kiosks with new maps
highlighting recommended
visitor experience loops and
connections. Focus trailhead
signage/kiosks on directing
visitors to key destinations
along the best routes.
3.5 Incorporate on-trail “minimaps” into the trail network at
trail intersections and on
bicycle racks.
3.6 Include wayfinding/distance
markers along key routes.
3.7 Add a “Kilometer Zero” kiosk
or incorporate into existing
Town or Parks Canada signage.
3.8 Add a kiosk at the south end of
the Banff Avenue bridge.
3.9 Improve wayfinding to the
Upper Hot Springs and Sulphur
Mountain Gondola via the
Spray River Loop Trailhead,
rather than via Mountain
Avenue or Middle Springs.
3.10 Improve wayfinding to key
destinations including: Central
Park, Cave and Basin, Banff
Springs Hotel and Bow Falls.
3.11 Improve wayfinding to Tunnel
Mountain (identified through
public survey) with 5-10 onroad signs for cyclists.
3.12 Incorporate signage for bicycle
traffic in the Downtown core.
3.13 Coordinate with the Banff
Springs Hotel: Improve
wayfinding to the Banff Springs
Hotel from the Bow Falls
parking lot via the stairs and
trails currently signed only for
the Waldhaus restaurant.
X (part)
X
X
X
X
X
X
X
X
X
X
10
3.14 Improve signage to discourage
visitors from going through the
Middle Springs neighbourhood.
X
2.1.4 Update Trail Policies and Bylaws
2015
4.1 Update the Traffic Bylaw to
establish comprehensive
regulations regarding
appropriate uses on trails.
4.2 Establish a trail use agreement
with all commercial operators
who utilize trails within the
Town of Banff.
4.3 Formalize horse use regulations
in the Traffic Bylaw (see Action
4.1), including a new Schedule
of designated trails.
4.4 Upgrade trails that are
designated for horse use to
durable surfaces that can
accommodate them without
significant degradation within a
single season of use.
4.5 Address the issue of horse
droppings on trails within the
Town in order to improve the
trail experience for all users.
4.6 Limit rickshaws to trail Types 1
and 2, which have sufficient
width to allow other users to
pass in the opposite direction
(3 meters minimum).
4.7 If path widened, extend the
allowed Rickshaw and Pedicab
Tour Routes (Schedule “H” in
the Traffic Bylaw) to the Bow
Falls parking lot.
2016
2017
2018
BEYOND
X
X
X
X
X
X
X
11
4.8 Develop a consistent policy for
the process that commercial
operators need to follow in
order to seek approval for use
of trails.
4.9 Consider lighting for Priority 1
trails that are not currently lit
(see Map 3B in Appendix A).
X
X
X
2017
2018
BEYOND
2017
2018
BEYOND
2.1.5 Management and Maintenance
2015
5.1 Strategically monitor trail use
with trail counters
5.2 Implement trail etiquette
education and publicity
program including signage at
key locations (trailheads,
kiosks, high-use intersections,
on printed maps).
5.3 Improve access to Bow Falls in
the winter.
5.4 Implement improvements to
winter maintenance of trails
based on the priority system
identified in the Snow
Management Priorities map
2016
X
X
X
X
2.1.6 Partnerships
2015
6.1 Institute an annual or bi-annual
meeting between Town staff,
trail user organizations, and the
public to identify trail
maintenance issues,
communicate planned trail
improvements and initiatives,
and to build partnerships and
develop volunteers.
2016
X
12
3.0 Key themes -- Housing
This theme includes housing of all types within the town of Banff. Like most tourism
destinations, especially those with a limited land base, Banff has a history of difficulty in
providing sufficient and appropriate housing for all those who are eligible to reside in the town.
The Town of Banff affects housing supply overall through housing requirements and standards
in the Land Use Bylaw, and affects housing demand through the administration of the
commercial development provisions of the Land Use Bylaw. The Town is the sole shareholder
of the Banff Housing Corporation, which manages an existing portfolio of price-restricted and
equity-share homes and rental apartments. The Town can also act as a developer of new
housing supply. The Town’s Community Housing Strategy can be found here.
In relation to this theme, the Banff Community Plan directs us to:
• Supply a mix of affordable housing options to ensure those working in Banff live in
Banff.
• Ensure high standards for architecture, landscape architecture, environmental and
urban design in residential development and redevelopment.
• Respect neighbourhood character that personifies and reinforces Banff’s sense of place.
Key partners in this work include, among others:
• Parks Canada, as a major landholder, employer and owner of staff housing
• Employers, as creators of housing demand and suppliers of staff housing
• The YWCA, which provides low-cost rental housing to a range of residents
• Bow Valley Regional Housing, as a supplier of seniors’ and social housing in the Bow
Valley
• Our neighbouring communities, as the housing market is valley-wide
Outcomes by 2018:
• Banffites support the Parks Canada “eligible resident” requirements, and 100% of our
housing units are occupied by people who meet these requirements.
• At least 80% of those who work in Banff live in Banff, and those who live in other
communities do so by choice – they are not driven out of the Banff housing market by
scarcity, quality and price.
• At least 1% of our accommodation is accessible for people with mobility limitations.
• Our rental vacancy rate is 1% or higher.
• 200 new housing units have received occupancy permits since 2014.
13
•
•
3.1
Neighbourhood satisfaction with parking and noise management has increased since
2014.
Residents’ understanding of, trust in and engagement with the development process
has increased since 2014.
Tactics
3.1.1 Rental Housing
#
Tactics
1.1
1.2
1.3
1.4
1.5
Review the Province's vacancy rate for Banff
annually, and JRC rental price data quarterly
and report to Council and CHSC
Investigate access to a quasi-judicial tenant
resolution board for the Bow Valley and
commence service delivery
Provide/make available a best practice lease
and best practice guidelines for landlords
2016
2017
2018
X
X
X
X
X
X
X
X
X
X
Create an information package on tenant
information related to rights and
responsibilities and distribute
Track noise complaints from multifamily
residential apartment buildings and track
parking complaints
1.6
Draft bylaw amendment requiring all
buildings with large numbers of units to
have on-site, 24 hour building management
1.7
Draft and present bylaw amendments that
would incentivize these types of
developments
1.8
2015
Investigate the feasibility of adding flex style
apartment characteristics into the design
guidelines
1.9 Emphasize rental property development and
management
1.10 Consider creation of a “gold star landlord”
list
1.11 Consider financial incentives for housing
intensification
X
X
X
explore
options
X
X
X
X
X
X
X
14
3.1.2 Collaboration with Partners
2015
2.1 Develop content for plain English handouts
for each residential land use district related to
the land use bylaw – distribute to realtors for
distribution
2.2 Participate in Interagency group on housing
issues and activity engage in their information
sharing discussions
2.3 Compare land acquisition proposals in other
national park communities and find points of
agreement for similar applications in Banff
2.4 Identify sites for redevelopment at
appropriate densities and work
collaboratively with parks to acquire sites for
housing
2.5 Lobby to access provincial funds to acquire
housing lands in the town of Banff
2.6 Negotiate opportunities with existing
leaseholders to develop, redevelop or
repurpose their property in partnership with
TOB
2.7 Encourage information sharing among
employers regarding housing incentives
2.8 Create a summer and winter employer survey
to help track and predict housing demand–
then conduct each season every two years
2016
2017
2018
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
3.1.3 Regulatory and Policy Framework
3.1
Enforce the Community Standards bylaw
proactively
3.2
Investigate creation of new land use
category for employee residences
3.3
Clarify Parks Canada population target
2015
2016
2017
2018
Xexplore
options
for
Xexplore
options
for
X
X
X
X
15
3.4
Consider housing in the industrial compound
and negotiate multi modal crossing
X
3.5
Ensure wise use of scarce residential land –
to prevent building of single family homes
across lot lines, and to allow or require
ancillary buildings during single home
development
Ensure cash in lieu figure for required
bedrooms is appropriate
Ensure that required bedrooms provided by
developers are appropriate to meet staff
housing needs
Consider additional means of contributing to
the housing reserve, including differential tax
rate for semi-occupied, vacant, or out-oftown-owned properties
Encourage and mandate barrier free
housing units, include information sheets for
developers, incentive packages to encourage
it, and draft technical amendment to LUB
X
3.6
3.7
3.8
3.9
3.10 Create or assist with public education around
eligible residency
3.11 Investigate existing lease clauses to see what
is said on the subject of vacant lands and
condemned buildings, draft potential clause
for future leases to ensure that residential
lands contain habitable dwellings
X
X
X
X
X
X
X
X
X
X
X
X
X
3.12
Review height restrictions (at BMP and LUB
reviews)
3.13 Review commercial housing requirements
(at BMP and LUB reviews)
3.14 Review minimum unit size (at LUB reviews)
X
X
X
3.1.4 Enhance public education and advocacy
4.1 Create housing portal on town website and
keep it current
2015
2016
2017
2018
X
X
X
X
16
4.2 Enhance public notification about
developments - technical amendment to LUB
regarding enhancement of multi-platform
public notification and information
4.3 Start requesting models for larger
developments, and use 3D computer graphics
to model areas of the town at build out for
public education
4.4 Design and conduct education campaign with
housing related messaging
4.5 Create a once a year “State of Housing”
report for Banff, report shortfall
4.6 Continue to assist seniors and persons with
mobility challenges to apply for housing
related grant programs (ongoing)
4.7 Celebrate successful density by providing
density comparisons between Banff and other
successful tourism communities
X
X
X
X
X
X
X
X
X
X
X
X
X
X
3.1.5 Accountability and monitoring
2015
5.1 Track housing through municipal census - add
questions on housing type and needs
5.2 Update housing inventory annually based on
new development report
5.3 Create and regularly update an inventory of
target residential properties that are ready for
development or re-development
5.4 Monitor strategy over long term – meet
quarterly and report to Council
2016
2017
2018
X
X
X
X
X
X
X
X
X
X
17
4.0 Key themes -- Social Well-being
This theme includes the factors that contribute to a community’s well-being, such as access to
programs and services, meaningful community connections, and the ability to live within
financial means.
The Town of Banff, through FCSS & Social Planning, enhances the social well-being of
individuals, families and community through prevention. This work is done through a variety of
programs, services, and supports geared towards residents across all ages and stages of
life. The Town’s most recent social assessment can be found here. The department is heavily
engaged in community development work to proactively identify and respond to social issues
as they emerge. Partnerships are fundamental to community building, which is why FCSS has
so many key partners to approach their work.
In relation to this theme, the Banff Community Plan directs us to:
• Improve the quality, quantity and access to social programs, recreation, education and
cultural facilities.
• Increase access to programs for low-income individuals and families.
• Collaborate with partners to maximize resources and infrastructure available for
community use.
• Encourage and support volunteerism that enhances services and supports provided in
the community.
• Co-operate with other levels of government and agencies to achieve goals.
Key partners in this work include, among others:
• Provincial and federal funders, including Human Services, Alberta Health Services, Child
& Family Services, and Citizen and Immigration Canada, and Volunteer Alberta, who all
fund preventative social initiatives through the FCSS Department.
• The Town of Canmore FCSS, partnering with Banff on a variety of initiatives, such as
resource guides, low income regional transit, and interagency hosting, and 211.
• Calgary Catholic Immigration Society, assisting in the delivery of Temporary Foreign
Worker Support services in Banff
• Canadian Rockies Public Schools, contributing funds to programming, and working in
partnership with the Town on a variety of programs and services delivered in the
schools
• The Banff Community Foundation, which is a strong local supporter of preventative
programs and initiatives
18
•
•
The local agencies and organizations in Banff that provide a myriad of social supports
and services
Local faith-based organizations, clubs, recreational leagues and small resident groups
that provide opportunities for social interaction and connection
Outcomes by 2018:
• Community residents know where resources and supports are and how to access them,
based on calls to 211, hits to the Here to Help web page, and responses to a question on
the municipal resident satisfaction survey.
• Residents feel meaningfully connected to others and are actively engaged in community
life, based on measures of volunteerism, numbers of people at resident-focused events
and responses to the municipal resident satisfaction survey.
• The ratio between median income and median housing cost improves over 2014 levels.
4.1
Tactics
4.1.1 Increase Awareness of Available Programs and Services
2015
1.1 Full launch of Red Door Campaign
X
1.2 Expansion messaging of Red Door & additional
materials development
2016
2017
2018
X
X
X
1.3 Launch of 211 Service
X
1.4 Participate in annual information fairs, and deliver
training to front line staff (Gatekeeper approach)
X
X
X
X
1.5 Enhanced newspaper advertising
1.6 Review and assess resource guides (print and online) and reproduce or design new ones to meet
needs as necessary
X
X
X
X
X
X
2015
X
2016
2017
2018
X
X
X
X
4.1.2 Enhance Community Connections
2.1 Launch of "Volunteer While You're Here" initiative
& event
2.2 Resident focused events (Movies under Stars, DJ,
Pasta Night, Community Lunch etc)
19
2.3 "Café Community" pilot
2.4 "Banff Welcome" Program pilot
2.5 Creation of community hub space – identify
potential spaces of different scales, develop
concepts and implement
2.6 Support establishment of self run groups
2.7 Creation of opportunities for multi cultural
connections and cultural celebration
2.8 Explore options for Greenhouse #3
2.9 Resident satisfaction survey
X
X
X
X
X
X
X
X
X
4.1.3 Address Affordability Issues
3.1 Launch of Banff Affordability Measure
3.2 Launch of Banff Access Card and new TOB
program discounts
3.3 Review one year data to determine continuation
of TOB program discounts
3.4 Broader launch of Banff Access Card to wider
community
3.5 Delivery of financial literacy awareness
workshops, creation of local money mentors
3.6 Creation of Good Food Box program and other low
cost food related programming
3.7 Community Rummage and Bike Sale
2015
X
X
2016
2017
2018
X
X
X
X
X
X
X
X
X
X
X
20
5.0 Key themes -- Recreation
This theme includes services and facilities that offer all citizens and visitors access to recreation,
for leisure and for the promotion of healthy lifestyles.
The Town of Banff provides and maintains indoor and outdoor recreation facilities, offers
programs for all ages, and assists with the organization of local sports leagues.
In relation to this theme, the Banff Community Plan directs us to:
• Provide integrated recreation facilities to meet the evolving needs and interests of
residents and visitors.
• Offer a wide range of quality recreation and active living programs.
• Improve the quality, quantity and access to social programs, recreation, education and
cultural facilities.
• Implement an active living program that educates and encourages healthy lifestyles.
Key partners in this work include, among others:
• Canadian Rockies Public Schools, as a provider of recreation spaces
• The Banff Centre, as a provider of recreation spaces and programs
• Bow Valley Learning Council, as a coordinator and marketer of recreation and leisure
learning opportunities
• Local clubs, leagues and recreation organizations, as organizers of activities
• Local businesses that rent and sell recreation equipment
• Parks Canada, as a provider of significant recreational opportunities surrounding the
town
Outcomes by 2018:
• The Fenlands, 101 Bear Street and similar facilities are community hubs for year-round
recreation, as measured by increasing user numbers shown by door counters.
• Participation rates in programs and at facilities increase over 2014 levels.
• Affordability is increased, as measured by a reduction in the numbers of people who
report that they cannot afford recreation programs, by the use of the new access card,
and by the percentage of programs offered at no or low cost.
• The number of new activities offered year-round increases over 2014 levels.
• On the 2017 resident satisfaction survey, responses show increases over 2013 levels in
satisfaction with recreation, and in the importance of recreation.
21
•
5.1
The recreation grounds offer increased safety, use, quality experience and financial
performance. A range of innovative means (such as door counts on washrooms) are
used to gather use statistics.
Tactics
5.1.1 Upgrade Recreation Grounds
#
Tactics
Council approval of Rec Grounds
plan
1.1
Form Skateboard Park Working
Group
1.2
Research skatepark plans and
designers
1.3
Seek funding partners
2015
X
2016
X
X
X
X
X
X
RFP for design and construction
1.5
Build new skateboard park.
X
1.6
Remove track, widen rugby-soccer
pitch, replace all irrigation incl.
diamonds
Expand south parking lot adjacent to
greenhouse
Construct new adventure
playground - south location to
replace existing play apparatus
Repair ball diamond fencing
X
1.8
1.9
2018
X
X
X
1.10. Relocate maintenance compound
X
1.11
Expand Sundance Road Parking
X
1.12
1.14
Replace North Playground with
"natural" playground
Install perma/porta-potty at soccerrugby pitch
Complete Trail Improvements
1.15
Remove east ball diamond
X
1.16
Install ball diamond lighting
X
1.13
BEYOND
X
1.4
1.7
2017
X
X
X
22
1.17
Construct multi-purpose building
X
1.18
Install multi-purpose bldg. gathering
plaza
1.19 Design/install phase 1 wayfinding
signage
1.20. Build seasonal skating rink
X
1.21
Create off-leash dog park
X
1.22
Install new picnic area on former
ball diamond
Construct sliding hill
X
Complete addt'l trail improvements
Install expanded group picnic site
adjacent to Bow River
Install bike terrain loop and fitness
circuit
Construct canoe landing
X
X
Install remaining way-finding
signage
X
1.23
1.24
1.25
1.26
1.27
1.28
X
X
X
X
X
5.1.2 More Children’s Play Areas on North Side
2.1 Build nature playground in Central Park
2015
X
2016
2017
2018
2015
X
X
X
2016
2017
2018
X
X
5.1.3 Improve Facility Utilization
3.1
3.2
3.3
3.4
3.5
Retrofit Fenlands mtg room flooring
Optimize Concession at Fenlands
Install add'l furnishings in the Fenlands
Concourse
Partner with BES modernization to build
program/gym space
Benchmark gymnasium use/demand
X
X
X
23
3.6
Work with CRPS to optimize gymnasium
usage
Consider retrofits when opportune at the
Fenlands to fill amenity or programming gaps
X
X
X
X
X
X
X
X
Set up and maintain annual statistics tracking
of facility use
3.9
Increase non-ice program activities at
Fenlands
3.10. Optimize 101 Bear St usage
X
X
X
X
2017
2018
2017
X
2018
3.7
3.8
X
X
5.1.4 Improve Financial Performance of Fenlands and Rec Grounds
2015
2016
4.1 Benchmark Fenlands/Recreation Grounds use
X
X
against appropriate comparisons
5.1.5 Increase Involvement in Recreation
5.1 Create message board for informal rec groups
for hiking/biking connections
5.2 Coordinate "intro" or "learn” to sport/activity
sessions
5.3 Meet with targeted pop. groups to identify
program and activity interests
5.4 Work with Sally B staff to increase instructional
swim opportunities
5.5 Advocate for transit service to the Fenlands
and Banff Centre
5.6 Design and install lit pathway to the Fenlands
2015
2016
X
X
X
X
X
X
X
X
5.1.6 Enhance Access to Recreation
6.1 Revise and enhance Sally Borden Pool access
and programs
2015
2016
X
X
2017
2018
24
6.2 Implement Access Card program
6.3 Schedule programs and events more broadly
including weekdays/daytime
6.4 Brand community gathering places/hubs
X
X
X
5.1.7 Strengthen Recreation Department Capacity
7.1 Research and purchase new recreation
software to permit on-line registration
7.2 Participate on the Bow Valley True Sport and
Recreation Council
7.3 Work with Banff Springs Tennis Club to expand
instructional programming
7.4 Increase recreation programming being careful
not to encroach inappropriately on private
business – use feedback to determine
encroachment issues.
7.5 Meet with Parks, Whyte Museum and Banff
Centre to look at new programming
partnerships
7.6 Facilitate creation of new recreation resource
database, private and public resources
7.7 Improve Fenlands customer service
2015
2016
X
X
X
X
X
X
X
X
2017
2018
X
X
X
X
X
X
X
25
6.0 Key themes -- Economic Prosperity
This theme covers activities in our community that contribute to the economic prosperity of
individuals, households, businesses and the community as a whole.
The Town of Banff fosters economic prosperity by providing a fair and equitable property tax
and fee environment, by ensuring that we continue to enjoy and to offer a well-maintained,
clean, safe and inviting community, by contracting for the joint marketing of the town as a
tourism destination, by engaging in affordability and accessibility measures in housing and
leisure services, and by acting as a catalyst and a coordinator for the efforts of other key
players. The Town of Banff Economic Prosperity Strategy can be seen here.
In relation to this theme, the Banff Community Plan directs us to:
• Create memorable national park experiences.
• Showcase Banff as a leader in environmental practices and hospitality
• Encourage year-round tourism and related economic activities directed and supported
by Banff’s Vision, Banff Lake Louise Tourism, Parks Canada and the Banff Heritage
Tourism Strategy.
• Identify a shared visitor experience vision for Banff.
• Respond to the feedback, perceptions and recommendations of our visitors.
• Facilitate and manage special event programming that supports the Banff Vision.
• Promote Banff’s unique mountain community.
• Provide programs and support to heighten the quality of service in Banff.
• Provide infrastructure that meets the future needs of residents and visitors.
Key partners in this work include, among others:
• Federal and provincial departments and agencies engaged with tourism, as marketers
and funders of initiatives in our destination
• Parks Canada, as the steward of the protected environment that makes us attractive to
visitors and as the custodian of regulations and plans that govern our operation
• Banff-Lake Louise Tourism, as the business-run marketing organization for our
destination
• Local businesses of all sizes, as the direct engines of our prosperity
• Residents, as the people who welcome and serve our visitors
Outcomes by 2018:
• The environment continues to be protected when economic activity increases
26
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
6.1
Median income in the community increases over 2014 levels
Home ownership to income ratio is less than 6
Annual visitor spend increases over 2014 levels
Percentage of international visitors increases over 2014 levels
Annual ADR increases over 2014 levels
Annual occupancy increases over 2014 levels
Winter occupancy increases over 2014 levels
Residents report increased leisure time increases over 2014 levels
Private re-investment increases over 2014 levels
Resort Municipality Status is achieved
Job vacancy rate is reduced to 5%
Business licence/capita ratio increases over 2014 levels
Housing rental cost to income ratio improves over 2014 levels
Key economic indicators are publicly reported on a quarterly basis
Indexperience survey shows an improvement in visitor perception of value for money
Target levels are set for the above indicators by a broadly representative, cross-sector
working group
Tactics
6.1.1 Continued focus and commitment
#
Tactics
2015
1.1 Dedicated staffing resources
2016
2017
2018
X
X
X
X
X
1.2 set up public advisory group
X
1.3 Integrate data from benchmarking and data
consortium.
1.4 Standardize data collection & benchmarking
X
X
X
1.5 Establish targets (scorecard)
1.6 Use of technology for public engagement
1.7 Be a leader in driving the plan and reporting
on progress
X
X
X
X
X
27
6.1.2 Support and enhance affordable quality of life
2015
2.1 Adopt a housing strategy
X
2.2 Increase supply of rental housing
2.3 Increase awareness of affordability
programs
2.4 Benchmark supports for daycare
2.5 Identify and support organization looking to
organize cultural events and festivals
2.6 Needs assessment for additional gathering
places and ways to better utilize existing
public spaces.
2.7 Improve Rental Costs/Income ratio
2016
2017
2018
X
X
X
X
X
X
6.1.3 Encourage local business and investment
2015
3.1 Incentive programs for reinvestment in
properties
3.2 Fact Book for investors and new business
3.3 Retail Strategy
3.4 Annual Business survey
3.5 Increase Business License/Capita ratio
2016
2017
2018
X
X
X
X
X
6.1.4 Talent & skills development
2015
4.1 Identify and monitor specific gaps in the
local supply and demand of talent
4.2 Link employers to available training
4.3 Encourage local talent and entrepreneurship
4.4 Reduce Job Vacancy rate
2016
2017
2018
X
X
X
X
6.1.5 Infrastructure investment
2015
5.1 Develop Private sector standards in asset
maintenance
5.2 Review Streetscape standards
2016
2017
2018
X
X
28
5.3 Evaluate municipal capital budget against
Economic Prosperity themes
5.4 Increase private re-investment
X
X
X
6.1.6 Strengthen partnerships
6.1 Resort Municipality Status
6.2 Develop key international partnerships for
information sharing
6.3 Start work on BLLT contract renewal
2015
X
2016
X
X
2017
X
X
2018
X
X
2016
2017
2018
X
X
X
X
X
X
X
X
X
X
X
6.1.7 Tourism
7.1
7.2
7.3
7.4
7.5
Increase winter occupancy
Increase annual occupancy
Increase annual ADR
Monitor Value/Money indicator surveys
Increase annual visitor spend
2015
X
X
X
29
7.0 Key themes -- Transportation
This theme covers the factors that affect efficient and effective transportation of people and
materials in the town, including traffic management, parking, active transportation modes,
public transit and goods delivery.
The Town of Banff builds, maintains and manages transportation infrastructure, provides public
transit through its membership in the Bow Valley Regional Transit Commission, encourages
active modes through the construction and maintenance of appropriate walkways and
bikeways, and contributes to safety and efficient use of resources by enforcing traffic and
parking regulations. You can see the Town’s Transportation Master Plan here.
In relation to this theme, the Banff Community Plan directs us to:
• Provide a transportation system that encourages and complements pedestrian
movement and cycling.
• Provide a transportation system that enhances the resident and visitor experience.
• Encourage the integration of local and regional transportation of people and goods.
• Provide a transportation system that is economically and environmentally sustainable.
Key partners in this work include, among others:
• Parks Canada, who are responsible for the construction and maintenance of
transportation infrastructure around the town.
• Federal and provincial governments, as key providers of funding programs that help
transportation initiatives
• Bow Valley Regional Transit Commission, who operate public transit in Banff and
regionally
• Local hotels that provide intercept parking, and those that provide bicycles and
encourage active modes
• Local businesses that rent and sell equipment and clothing for active modes of
transportation
• Residents that help to alleviate traffic and parking congestion by choosing active modes
Outcomes by 2018:
• Increase by 15% the number of residents choosing active modes to commute to work, as
reported on the municipal census.
• Increase transit ridership on local Banff routes by 15% over 2014 levels, and double the
ridership on the Sulphur Mountain segment in summer.
30
•
•
•
•
•
7.1
Increase ridership on the Banff-Canmore public transit route by 30% over 2014 levels.
Double (to 10%) the percentage of Canmore commuters using Roam (as reported in
Canmore census).
Decrease parking stall shortfall to zero in Zones A, B and C.
Reduce the number of days with traffic wait time over 30 minutes to zero.
Reduce the damaging economic effects of traffic congestion.
Tactics
7.1.1 Mode shift to active transportation
#
Tactics
1.1 Complete the East legacy trail
connection from the current trail
termination to Marmot crescent
crosswalk
1.2 Improve surfacing of the trail from the
canoe dock to the rail crossing
1.3 Improve signage on existing bike routes
and trails
1.4 Construct a series of information kiosks
to help facilitate mode shift
1.5 Install a series of trail counters to
measure pedestrian and cyclist
movements
Increase pedestrian and cyclist
movements by 5% over 1st year
measured
Increase pedestrian and cyclist
movements by 5% over previous year
2015
X
2016
2017
2018
X
X
X
X
X
X
X
7.1.2 Mode shift to transit
2.1
2.2
Provide survey data to inform future
service increase on regional service
Increase service on Banff-Canmore
regional route
2015
X
2016
2017
2018
X
31
2.3
2.4
2.5
2.6
2.7
2.8
2.9
2.10
2.11
2.12
2.13
2.14
2.15
Increase from 5% (40) to 10% (80) the
number of Canmore commuters to
Banff using the regional service.
Increase regional ridership by 10%
over previous year
Increase regional ridership by 10%
over previous year
Increase regional ridership by 10%
over previous year
Increase local service ridership by 10%
over previous year
Increase local service ridership by 5%
over previous year
Increase local service ridership by 5%
over previous year
Increase local service ridership by 5%
over previous year
Increase local service ridership by 5%
over previous year
Double peak period frequency on
Sulphur Mtn route
Increase peak period ridership by 20%
on Sulphur mountain route
Support the establishment of Parks
service to popular destinations outside
the Townsite
Install bus shelter at High School with
option to move later
X
X
X
X
X
X
X
X
X
X
X
X
X
7.1.3 Maintain efficiency of goods movements
2015
3.1
Produce a bi-annual report on
complaints and congestion resulting
from goods deliveries
2016
X
2017
2018
X
32
7.1.4 Maintain parking stall availability downtown
2015
4.1
Measure shortfall annually during peak
periods
X
Increased enforcement of parking time
violations; stalls in Zone A, B and C to
be checked every 2 hours with
monitoring starting by 9:00am
4.3 Carry out an audit of parking
regulatory signage and parking time
limits, make changes where required
4.4 Continued communication on RV
parking, banffparking.ca, active mode
shift etc; Increase number of hits to
Banffparking.ca by 20% over previous
year
4.5 Construct smart parking signage
system
4.6 If shortfall exceeds 150 stalls in zones
A,B,C then facilitate an informed
debate and vote of the electors on paid
parking, parkade, transit, intercept
parking
4.7 Work with Parks Canada for increased
communication at the park gates and
campsites
4.8 At the next general election in 2017
facilitate an informed debate and vote
of the electors on Paid parking,
parkade, transit, intercept parking
4.9 Work with Parks Canada to identify
land (and policy change if required) for
an intercept parking lot
4.10 Work with hotels for increased
communication at check-in and to
publicize Banffparking.ca
X
4.2
2016
2017
2018
X
X
X
X
X
X
X
X
33
7.1.5 Maintain, in the short term, travel time delays of less than 30 minutes
2015
2016
2017
5.1
5.2
5.3
5.4
5.5
5.6
5.7
Meet with stakeholders for a coordinated approach to congestion
reporting and traffic management - 3
meetings in preparation for the peak
summer period.
Implement a congestion monitoring
system including webcams and travel
time monitoring
Establish continuous peak period
coverage for traffic signal management
X
Continued communication on RV
parking, banffparking.ca, active mode
shift etc; Increase number of hits to
Banffparking.ca by 20% over previous
year
Work with Parks Canada for increased
communication at the park gates and
campsites
Construct a new signal at the
Bear/Buffalo intersection (if warranted)
X
Review the Mountain/Spray
intersection to identify and required
improvements
X
X
X
X
X
7.1.6 Maintain, in the long term, travel time delays of less than 15 minutes
2015
2016
2017
6.1
6.2
Conduct a long term transportation
study to consider options for new
infrastructure to accommodate
increased visitor numbers
Work with Parks Canada to establish
agreements and policy change (if
required) for new infrastructure to
accommodate increased visitation.
2018
2018
X
X
34
6.3
Work with the Calgary Regional
Partnership and other stakeholders to
reinstate passenger rail from Calgary to
Banff
X
35
8.0 Key themes -- Environment
This theme covers activities that reduce the environmental footprint of our community on our
air, water, land, flora and fauna.
Proud of its privileged location inside a national park, the Town of Banff factors environmental
sustainability into every activity and decision. For example, among other programs, the Town
provides a comprehensive recycling program for residents and businesses, maintains wildlife
safety through bear-proof garbage bins, requires LEED standard in all new municipal buildings,
encourages water conservation through metering, produces effluent that betters the most
stringent standards, composts organics and turns them into an approved soil supplement, and
encourages solar energy installations and other environmentally positive household decisions
through the provision of grants. The Town’s Environmental Stewardship Policy can be seen
here. The past decade has seen a broad range of environmental initiatives, but those are now
well established, and the Town is ready for a new plan to take us to the next level in
environmental sustainability.
In relation to this theme, the Banff Community Plan directs us to:
• Be an environmental role model for communities around the world.
• Increase awareness of Banff ’s unique attributes, particularly its designation as part of a
UNESCO World Heritage site.
• Use the No Net Negative Environmental Impact principle to monitor key environmental
indicators.
• Investigate and implement environmental best practices in all Town functions.
• Introduce additional environmental education and interpretive opportunities for visitors
and residents.
• Reduce Banff’s ecological footprint.
• Reduce the Town’s impact on the surrounding national park.
• Improve the level of protection for environmentally significant and sensitive areas
within the Town boundaries and The Lands Adjacent to the Town of Banff.
• Divert recovered resources from the waste stream.
• Implement a restaurant food waste diversion project.
• Increase residential and commercial recycling.
• Improve surface and groundwater quality within the Bow River watershed.
• Cooperate with other levels of government to achieve high environmental standards.
Key partners in this work include, among others:
• Parks Canada, as steward of our protected environment
• Provincial departments responsible for regulatory standards and oversight
36
•
•
•
Our neighbouring municipalities, who partner in key initiatives such as the Bow Valley
Waste Management Commission, N-Viro composting and transit.
Banff businesses active in recycling, water conservation and energy reduction programs
Individual residents, whose interest in and compliance with environmental programs
make them successful.
Outcomes by 2018:
• Existing environmental programs continue to be successful, as measured by waste
diversion, effluent quality, water use reduction and uptake on environmental grants.
• A new, comprehensive plan is prepared for the next set of environmental initiatives to
be undertaken by the Town.
8.1
#
1.1
Tactics
1.3
Tactics
Continue emphasis on existing
environmental programs
Provide options for council approval for
the preparation of an environmental
master plan
Plan preparation
1.4
Plan approval
1.5
Begin plan implementation
1.2
2015
X
2016
X
2017
X
X
X
2018
X
X
X
X
37
9.0 Strategic plan tactics – merged timeline
For ease of cross-reference, all tactics are shown here in a year-by-year format.
9.1
2015 projects
9.1.1 Trails
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
St. Julien Road: Improve on-road conditions to the Banff Centre via St. Julien
Road from Moose Street to the Banff Centre
Improve on-road safety between the Recreation Grounds and the Bow Falls Trail
on Birch Avenue and Glen Avenue (i.e. under the Banff Avenue Bridge).
Narrow the Bow River Trail to 3 meters wide from the Canoe Dock to Gopher
Street, and resurface the existing asphalt (also see related Action 1.22).
Evaluate the efficiency of the existing bike sharrows pavement markings.
Incorporate a performance-tracking system on one or more trails.
Update the Traffic Bylaw to establish comprehensive regulations regarding
appropriate uses on trails.
Establish a trail use agreement with all commercial operators who utilize trails
within the Town of Banff.
Formalize horse use regulations in the Traffic Bylaw (see Action 4.1), including a
new Schedule of designated trails.
Address the issue of horse droppings on trails within the Town in order to
improve the trail experience for all users.
Strategically monitor trail use with trail counters
Improve access to Bow Falls in the winter.
Implement improvements to winter maintenance of trails based on the priority
system identified in the Snow Management Priorities map
Institute an annual or bi-annual meeting between Town staff, trail user
organizations, and the public to identify trail maintenance issues, communicate
planned trail improvements and initiatives, and to build partnerships and develop
volunteers.
Plan a two-way cycling greenway on the southeast side of Banff Avenue between
the Legacy Trail East and the proposed Muskrat Street greenway.
Create a cycling connection via Banff Avenue from the Legacy
Trail East to Marmot.
Update existing Town trailhead signage/kiosks with new maps highlighting
recommended visitor experience loops and connections. Focus trailhead
signage/kiosks on directing visitors to key destinations along the best routes.
Ask hotels if they would be willing to share their bike use statistics
38
9.1.2 Housing
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Investigate the feasibility of adding flex style apartment characteristics into the
design guidelines
Emphasize rental property development and management
Participate in Interagency group on housing issues and activity engage in their
information sharing discussions
Compare land acquisition proposals in other national park communities and find
points of agreement for similar applications in Banff
Identify sites for redevelopment at appropriate densities and work
collaboratively with parks to acquire sites for housing
Negotiate opportunities with existing leaseholders to develop, redevelop or
repurpose their property in partnership with TOB
Clarify Parks Canada population target
Consider additional means of contributing to the housing reserve, including
differential tax rate for semi-occupied, vacant, or out-of-town-owned properties
Create or assist with public education around eligible residency
Investigate existing lease clauses to see what is said on the subject of vacant
lands and condemned buildings, draft potential clause for future leases to ensure
that residential lands contain habitable dwellings
Create housing portal on town website and keep it current
Enhance public notification about developments - technical amendment to LUB
regarding enhancement of multi-platform public notification and information
Design and conduct education campaign with housing related messaging
Create a once a year “State of Housing” report for Banff, report shortfall
Continue to assist seniors and persons with mobility challenges to apply for
housing related grant programs (ongoing)
Update housing inventory annually based on new development report
Enforce the Community Standards bylaw proactively
Investigate creation of new land use category for employee residences
Draft bylaw amendment requiring all buildings with large numbers of units to
have on-site, 24 hour building management
Monitor strategy over long term – meet quarterly and report to Council
9.1.3 Social Well-being
•
•
•
•
•
Full launch of Red Door Campaign
Launch of 211 Service
Participate in annual information fairs, and deliver training to front line staff
(Gatekeeper approach)
Enhanced newspaper advertising
Launch of "Volunteer While You're Here" initiative & event
39
•
•
•
•
•
•
•
•
•
Resident focused events (Movies under Stars, DJ, Pasta Night, Community Lunch
etc)
"Café Community" pilot
"Banff Welcome" Program pilot
Launch of Banff Affordability Measure
Launch of Banff Access Card and new TOB program discounts
Delivery of financial literacy awareness workshops, creation of local money
mentors
Creation of Good Food Box program and other low cost food related
programming
Creation of community hub space – identify potential spaces of different scales
Community Rummage and Bike Sale
9.1.4 Recreation
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Council approves Rec Grounds plan
Form Skateboard Park Working Group
Research skatepark plans and designers
Seek funding partners
RFP for design and construction
Repair ball diamond fencing
Build nature playground in Central Park
Retrofit Fenlands mtg room flooring
Optimize Concession at Fenlands
Install add'l furnishings in the Fenlands Concourse
Partner with BES modernization to build program/gym space
Benchmark gymnasium use/demand
Work with CRPS to optimize gymnasium usage
Consider retrofits when opportune at the Fenlands to fill amenity or
programming gaps
Set up and maintain annual statistics tracking of facility use
Increase non-ice program activities at Fenlands
Benchmark Fenlands/Recreation Grounds use against appropriate comparisons
Coordinate "intro" or "learn” to sport/activity sessions
Meet with targeted pop. groups to identify program and activity interests
Work with Sally B staff to increase instructional swim opportunities
Advocate for transit service to the Fenlands and Banff Centre
Revise and enhance Sally Borden Pool access and programs
Implement Access Card program
Schedule programs and events more broadly incl weekdays/daytime
Research new recreation software to permit on-line registration
Participate on the Bow Valley True Sport and Recreation Council
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9.1.5
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9.1.6
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Work with Banff Springs Tennis Club to expand instructional programming
Increase recreation programming
Meet with Parks, Whyte Museum and Banff Centre to look at new programming
partnerships
Facilitate creation of new recreation resource database, private and public
resources.
Improve Fenlands customer service
Economic Prosperity
set up public advisory group
Integrate data from benchmarking and data consortium.
Adopt a housing strategy
Increase awareness of affordability programs
Evaluate municipal capital budget against Economic Prosperity themes
Resort Municipality Status
Increase winter occupancy
Increase annual ADR
Increase annual visitor spend
Be a leader in driving the plan and reporting on progress
Start work on BLLT contract renewal
Transportation
Complete the East legacy trail connection from the current trail termination to
Marmot crescent crosswalk
Improve surfacing of the trail from the canoe dock to the rail crossing
Improve signage on existing bike routes and trails
Provide survey data to inform future service increase on regional service
Increase regional ridership by 10% over previous year
Increase local service ridership by 5% over previous year
Double peak period frequency on Sulphur Mountain route
Increase peak period ridership by 20% on Sulphur mountain route
Measure shortfall annually during peak periods
Increased enforcement of parking time violations; stalls in Zone A, B and C to be
checked every 2 hours with monitoring starting by 9:00am
Carry out an audit of parking regulatory signage and parking time limits, make
changes where required
Continued communication on RV parking, banffparking.ca, active mode shift etc;
Increase number of hits to Banffparking.ca by 20% over previous year
Work with Parks Canada for increased communication at the park gates and
campsites
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9.1.7
9.2
Work with Parks Canada to identify land (and policy change if required) for an
intercept parking lot
Meet with stakeholders for a co-ordinated approach to congestion reporting and
traffic management - 3 meetings in preparation for the peak summer period.
Implement a congestion monitoring system including webcams and travel time
monitoring
Establish continuous peak period coverage for traffic signal management
Continued communication on RV parking, banffparking.ca, active mode shift etc;
Increase number of hits to Banffparking.ca by 20% over previous year
Work with Parks Canada for increased communication at the park gates and
campsites
Review the Mountain/Spray intersection to identify any required improvements
Conduct a long term transportation study to consider options for new
infrastructure to accommodate increased visitor numbers
Work with Parks Canada to establish agreements and policy change (if required)
for new infrastructure to accommodate increased visitation.
Work with the Calgary Regional Partnership and other stakeholders to reinstate
passenger rail from Calgary to Banff
Environment
•
Continue emphasis on existing environmental programs
•
Provide options for council approval for the preparation of an environmental
master plan
2016 projects
9.2.1 Trails
• Create a paved, child-oriented bicycle/tricycle loop at the Recreation Grounds.
• Create well-defined visitor-oriented trails that provide loops and easy connections
to key destinations and trails, both in the Town and the LATB.
• Create a communications strategy for the visitor loops.
• Develop and adopt new trail signage standards that provide additional information
for trail users, educate users about trail etiquette, and improve trail accessibility
and enjoyment.
• Update web based maps, as trail improvements occur, including mobile device
options (apps or websites formatted for mobile device use).
• Update print based maps after key phases of trail improvements are completed.
• Incorporate signage for bicycle traffic in the Downtown core.
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9.2.2
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Limit rickshaws to trail Types 1 and 2, which have sufficient width to allow other
users to pass in the opposite direction (3 meters minimum).
Develop a consistent policy for the process that commercial operators need to
follow in order to seek approval for use of trails.
Implement trail etiquette education and publicity program including signage at key
locations (trailheads, kiosks, high-use intersections, on printed maps).
Create a cycling connection via Banff Avenue from the Legacy
Trail East to Marmot.
Establish a trail classification system.
Upgrade all staircases on Town of Banff trails to include a bike ramp or rail.
Work with the Whyte Museum to create a multi-use trail connection from the
intersection of Lynx Street and Bear Street through to Bow Avenue and the Bow
River Trail; include wayfinding signage.
Complete the sidewalk on Caribou Street between Lynx and Bow Avenue.
Reroute the official ‘bike route’ with sharrows from Marmot Crescent to Cougar
Street and improved cyclist-oriented wayfinding signage (paint and 5 new signs).
Definitively close the braided trails that parallel the Bow River Trail between the
pedestrian bridge and Bow Falls. Restore damaged habitat and provide specific
access/view points at the river's edge.
Add clearly defined crosswalks on Lynx Street at Caribou Street and Bear Street, as
well as on Bow Avenue at Caribou and at the proposed new trail.
Housing
Review the Province's vacancy rate for Banff annually, and JRC rental price data
quarterly and report to Council and CHSC
Emphasize rental property development and management
Consider financial incentives for housing intensification
Participate in Interagency group on housing issues and activity engage in their
information sharing discussions
Identify sites for redevelopment at appropriate densities and work collaboratively
with parks to acquire sites for housing
Lobby to access provincial funds to acquire housing lands in the town of Banff
Negotiate opportunities with existing leaseholders to develop, redevelop or
repurpose their property in partnership with TOB
Consider additional means of contributing to the housing reserve, including
differential tax rate for semi-occupied, vacant, or out-of-town-owned properties
Create or assist with public education around eligible residency
Create housing portal on town website and keep it current
Enhance public notification about developments - technical amendment to LUB
regarding enhancement of multi-platform public notification and information
Create a once a year “State of Housing” report for Banff, report shortfall
Continue to assist seniors and persons with mobility challenges to apply for
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housing related grant programs (ongoing)
Update housing inventory annually based on new development report
Investigate access to a quasi-judicial tenant resolution board for the Bow Valley
and commence service delivery
Provide/make available a best practice lease and best practice guidelines for
landlords
Create an information package on tenant information related to rights and
responsibilities and distribute
Track noise complaints from multifamily residential apartment buildings and track
parking complaints
Draft and present bylaw amendments that would incentivize these types of
developments
Investigate the feasibility of adding flex style apartment characteristics into the
design guidelines
Develop content for plain English handouts for each residential land use district
related to the land use bylaw – distribute to realtors for distribution
Encourage information sharing among employers regarding housing incentives
Enforce the Community Standards bylaw proactively
Consider housing in the industrial compound and negotiate multi modal crossing
Ensure wise use of scarce residential land – to prevent building of single family
homes across lot lines, and to allow or require ancillary buildings during single
home development
Ensure cash in lieu figure for required bedrooms is appropriate
Ensure that required bedrooms provided by developers are appropriate to meet
staff housing needs
Start requesting models for larger developments, and use 3D computer graphics to
model areas of the town at build out for public education
Create and regularly update an inventory of target residential properties that are
ready for development or re-development
Monitor strategy over long term – meet quarterly and report to Council
Review height restrictions (at BMP and LUB reviews)
Review commercial housing requirements (at BMP and LUB reviews)
Review minimum unit size (at LUB reviews)
9.2.3 Social Well-being
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Participate in annual information fairs, and deliver training to front line staff
(Gatekeeper approach)
Enhanced newspaper advertising
Resident focused events (Movies under Stars, DJ, Pasta Night, Community Lunch
etc)
Delivery of financial literacy awareness workshops, creation of local money
mentors
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Creation of Good Food Box program and other low cost food related programming
Community Rummage and Bike Sale
Expansion messaging of Red Door & additional materials development
Review and assess resource guides (print and on-line) and reproduce or design
new ones to meet needs as necessary
Creation of community hub space – identify potential spaces of different scales,
develop concepts
Support establishment of self run groups
Creation of opportunities for multi cultural connections and cultural celebration
Explore options for Greenhouse #3
Review one year data to determine continuation of TOB program discounts
Broader launch of Banff Access Card to wider community
Brand community gathering places/hubs
9.2.4 Recreation
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Research skatepark plans and designers
Seek funding partners
RFP for design and construction
Work with CRPS to optimize gymnasium usage
Consider retrofits when opportune at the Fenlands to fill amenity or programming
gaps
Increase non-ice program activities at Fenlands
Benchmark Fenlands/Recreation Grounds use against appropriate comparisons
Coordinate "intro" or "learn" to sport/activity sessions
Meet with targeted pop. groups to identify program and activity interests
Advocate for transit service to the Fenlands and Banff Centre
Revise and enhance Sally Borden Pool access and programs
Schedule programs and events more broadly
Participate on the Bow Valley True Sport and Recreation Council
Work with Banff Springs Tennis Club to expand instructional programming
Increase recreation programming, being careful not to encroach inappropriately on
private business – use feedback to determine encroachment issues.
Meet with Parks, Whyte Museum and Banff Centre to look at new programming
partnerships
Build new skateboard park.
Remove track, widen rugby-soccer pitch, replace all irrigation incl. diamonds
Expand south parking lot adjacent to greenhouse
Relocate maintenance compound
Expand Sundance Road Parking
Install perma/porta-potty at soccer-rugby pitch
Optimize 101 Bear St usage
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9.2.5
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9.2.6
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9.2.7
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purchase new recreation software to permit on-line registration
Economic Prosperity
Integrate data from benchmarking and data consortium.
Evaluate municipal capital budget against Economic Prosperity themes
Resort Municipality Status
Increase annual ADR
Increase annual visitor spend
Dedicated staffing resources
Standardize data collection & benchmarking
Fact Book for investors and new business
Annual Business survey
Identify and monitor specific gaps in the local supply and demand of talent
Link employers to available training
Review Streetscape standards
Develop key international partnerships for information sharing
Increase annual occupancy
Monitor Value/Money indicator surveys
Be a leader in driving the plan and reporting on progress
Transportation
Improve signage on existing bike routes and trails
Construct a series of information kiosks to help facilitate mode shift
Install a series of trail counters to measure pedestrian and cyclist movements
Increase service on Banff-Canmore regional route
Increase from 5% (40) to 10% (80) the number of Canmore commuters to Banff
using the regional service.
Increase regional ridership by 10% over previous year
Increase local service ridership by 5% over previous year
Produce a bi-annual report on complaints and congestion resulting from goods
deliveries
Construct smart parking signage system
If shortfall exceeds 150 stalls in zones A,B,C then facilitate an informed debate and
vote of the electors on paid parking, parkade, transit, intercept parking
Install bus shelter at High School with option to move later
Environment
Continue emphasis on existing environmental programs
Preparation of an environmental master plan
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9.3
2017 projects
9.3.1 Trails
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Upgrade all staircases on Town of Banff trails to include a bike ramp or rail.
Work with the Whyte Museum to create a multi-use trail connection from the
intersection of Lynx Street and Bear Street through to Bow Avenue and the Bow
River Trail; include wayfinding signage.
Update existing Town trailhead signage/kiosks with new maps highlighting
recommended visitor experience loops and connections. Focus trailhead
signage/kiosks on directing visitors to key destinations along the best routes.
Upgrade the Bow River Trail (south side) from the Banff Ave Bridge through the
Recreation Grounds to Type 2.
Improve connections to the Fenlands Banff Recreation Centre (see full Action for
details).
Realign the trail connection to Jasper Way in Middle Springs to provide an accessibl
grade and extend the stairs to the bottom of the steep slope.
Define a pedestrian path through the parking lot adjacent to Town Hall (paint).
Create cycling greenways on Muskrat Street and Elk Street.
Tunnel Mtn. Road: Improve on-road conditions on the uphill (north/east) side of
Tunnel Mountain Road from Moose Street to Tunnel Mountain Drive. Provide a
1.5m wide buffered bike lane with a paint and bollard treatment.
Add “Bike n’ Walk” stations (add new or expand bike racks).
Add a “Park n’ Bike” node at the railway station; consider a seasonal bike rental
kiosk to be operated by a local business/partnership.
Create clear and focused wayfinding to key Parks Canada trailheads.
Upgrade the trail along Bow Falls Road from Rundle Avenue to Bow Falls to Trail
Type 2 (could be included in a roadway upgrade project).
Upgrade the Bow River Trail (north side) from the pedestrian bridge to Wolf Street
to Type 1.
Incorporate on-trail “mini-maps” into the trail network at trail intersections and on
bicycle racks.
Include wayfinding/distance markers along key routes.
Improve wayfinding to the Upper Hot Springs and Sulphur Mountain Gondola via th
Spray River Loop Trailhead, rather than via Mountain Avenue or Middle Springs.
Improve wayfinding to key destinations including: Central Park, Cave and Basin,
Banff Springs Hotel and Bow Falls.
Improve wayfinding to Tunnel Mountain (identified through public survey) with 5-1
on-road signs for cyclists.
Consider lighting for Priority 1 trails that are not currently lit (see Map 3B in
Appendix A).
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9.3.2
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Housing
Review the Province's vacancy rate for Banff annually, and JRC rental price data
quarterly and report to Council and CHSC
Emphasize rental property development and management
Participate in Interagency group on housing issues and activity engage in their
information sharing discussions
Negotiate opportunities with existing leaseholders to develop, redevelop or
repurpose their property in partnership with TOB
Encourage information sharing among employers regarding housing incentives
Enforce the Community Standards bylaw proactively
Consider housing in the industrial compound and negotiate multi modal crossing
Consider additional means of contributing to the housing reserve, including
differential tax rate for semi-occupied, vacant, or out-of-town-owned properties
Create housing portal on town website and keep it current
Create a once a year “State of Housing” report for Banff, report shortfall
Continue to assist seniors and persons with mobility challenges to apply for housing
related grant programs (ongoing)
Update housing inventory annually based on new development report
Track noise complaints from multifamily residential apartment buildings and track
parking complaints
Start requesting models for larger developments, and use 3D computer graphics to
model areas of the town at build out for public education
Monitor strategy over long term – meet quarterly and report to Council
Create a summer and winter employer survey to help track and predict housing
demand– then conduct each season every two years
Encourage and mandate barrier free housing units, include information sheets for
developers, incentive packages to encourage it, and draft technical amendment to
LUB
Create or assist with public education around eligible residency
Track housing through municipal census - add questions on housing type and needs
Increase supply of rental housing
9.3.3 Social Well-being
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Participate in annual information fairs, and deliver training to front line staff
(Gatekeeper approach)
Enhanced newspaper advertising
Resident focused events (Movies under Stars, DJ, Pasta Night, Community Lunch etc
Community Rummage and Bike Sale
Expansion messaging of Red Door & additional materials development
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Review and assess resource guides (print and on-line) and reproduce or design new
ones to meet needs as necessary
Creation of community hub space – implement
Broader launch of Banff Access Card to wider community
Resident satisfaction survey
9.3.4 Recreation
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9.3.5
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9.3.6
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Partner with BES modernization to build program/gym space
Work with CRPS to optimize gymnasium usage
Consider retrofits when opportune at the Fenlands to fill amenity or programming
gaps
Increase non-ice program activities at Fenlands
Participate on the Bow Valley True Sport and Recreation Council
Increase recreation programming
Construct new adventure playground - south location to replace existing play
apparatus
Complete Trail Improvements
Advocate for transit service to the Fenlands and Banff Centre
Create message board for informal rec groups for hiking/biking connections
Economic Prosperity
Resort Municipality Status
Increase annual ADR
Increase annual visitor spend
Standardize data collection & benchmarking
Establish targets (scorecard)
Develop key international partnerships for information sharing
Increase annual occupancy
Be a leader in driving the plan and reporting on progress
Transportation
Increase pedestrian and cyclist movements by 5% over 1st year measured
Increase regional ridership by 10% over previous year
Increase local service ridership by 5% over previous year
Support the establishment of Parks service to popular destinations outside the
Townsite
At the next general election in 2017 facilitate an informed debate and vote of the
electors on Paid parking, parkade, transit, intercept parking
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9.3.7
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9.4
Environment
Continue emphasis on existing environmental programs
Preparation and approval of an environmental master plan
2018 projects
9.4.1 Trails
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9.4.2
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Consider lighting for Priority 1 trails that are not currently lit (see Map 3B in
Appendix A).
Upgrade the defined priority trails through Middle Springs to Trail Type 3.
Improve the paved pathway alignment on the northeast side of the Banff Avenue
Bridge to provide a more accessible grade.
Buffalo Street: Improve on-road conditions to the Banff Centre via Buffalo Street
from Muskrat Street to St. Julien Road.
Decommission and re-vegetate secondary trails off-shooting from the Bow River
Trail segment from the Canoe Dock to Gopher Street
Consider installation of an automated under-pavement heating system for the Bow
Falls Trail staircases and asphalt sections.
Add a “Kilometer Zero” kiosk or incorporate into existing Town or Parks Canada
signage.
Add a kiosk at the south end of the Banff Avenue bridge.
Coordinate with the Banff Spring Hotel: Improve wayfinding to the Banff Springs
Hotel from the Bow Falls parking lot via the stairs and trails currently signed only
for the Waldhaus restaurant.
Improve signage to discourage visitors from going through the Middle Springs
neighbourhood.
If path widened, extend the allowed Rickshaw and Pedicab Tour Routes (Schedule
“H” in the Traffic Bylaw) to the Bow Falls parking lot.
Create a paved, child-oriented bicycle/tricycle loop at the Recreation Grounds.
Housing
Review the Province's vacancy rate for Banff annually, and JRC rental price data
quarterly and report to Council and CHSC
Emphasize rental property development and management
Participate in Interagency group on housing issues and activity engage in their
information sharing discussions
Negotiate opportunities with existing leaseholders to develop, redevelop or
repurpose their property in partnership with TOB
Enforce the Community Standards bylaw proactively
Consider additional means of contributing to the housing reserve, including
50
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•
•
•
•
•
•
•
•
differential tax rate for semi-occupied, vacant, or out-of-town-owned properties
Create or assist with public education around eligible residency
Create housing portal on town website and keep it current
Create a once a year “State of Housing” report for Banff, report shortfall
Continue to assist seniors and persons with mobility challenges to apply for
housing related grant programs (ongoing)
Update housing inventory annually based on new development report
Track noise complaints from multifamily residential apartment buildings and track
parking complaints
Monitor strategy over long term – meet quarterly and report to Council
Consider creation of a gold star landlord list
Celebrate successful density by providing density comparisons between Banff and
other successful tourism communities
Use of technology for public engagement
9.4.3 Social Well-being
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Participate in annual information fairs, and deliver training to front line staff
(Gatekeeper approach)
Enhanced newspaper advertising
Resident focused events (Movies under Stars, DJ, Pasta Night, Community Lunch
etc)
Expansion messaging of Red Door & additional materials development
Community Rummage and Bike Sale
Benchmark supports for daycare
Identify and support organization looking to organize cultural events and festivals
Needs assessment for additional gathering places and ways to better utilize
existing public spaces.
9.4.4 Recreation
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Work with CRPS to optimize gymnasium usage
Consider retrofits when opportune at the Fenlands to fill amenity or programming
gaps
Increase non-ice program activities at Fenlands
Participate on the Bow Valley True Sport and Recreation Council
Increase recreation programming
Remove east ball diamond
Install ball diamond lighting
Design/install phase 1 wayfinding signage
Create off-leash dog park
Replace North Playground with "natural" playground
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9.4.5
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9.4.6
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9.4.7
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Design and install lit pathway to the Fenlands
Economic Prosperity
Resort Municipality Status
Increase annual ADR
Increase annual visitor spend
Standardize data collection & benchmarking
Develop key international partnerships for information sharing
Increase annual occupancy
Establish targets (scorecard)
Improve Rental Costs/Income ratio
Incentive programs for reinvestment in properties
Retail Strategy
Increase Business License/Capita ratio
Encourage local talent and entrepreneurship
Reduce Job Vacancy rate
Develop Private sector standards in asset maintenance
Increase private re-investment
Be a leader in driving the plan and reporting on progress
Transportation
Produce a bi-annual report on complaints and congestion resulting from goods
deliveries
Increase pedestrian and cyclist movements by 5% over previous year
Increase local service ridership by 10% over previous year
Increase local service ridership by 5% over previous year
Construct a new signal at the Bear/Buffalo intersection (if warranted)
Environment
Continue emphasis on existing environmental programs
Begin implementation of an environmental master plan
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10.0
Next steps
The strategic plan is a living document. It will be used to guide the annual work plans of the
town, however, new information or changing opportunities will need to be reflected by
changes in the plan.
Each year, in conjunction with service review and budget preparation, town staff and council
will review the strategic plan and look for areas that need updating.
In 2017, a municipal election will be held. The discussions that take place at election time and
the membership of the new Council will affect the remaining year of this plan.
In 2018, or sooner if Council decides it is needed, a new four-year strategic plan will be
prepared to reflect the challenges and priorities of the time.
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11.0
References
Besides the theme-specific plans linked in the strategic plan, the following documents will give
the interested reader a more in-depth understanding of the context for this strategic plan.
The Town of Banff Incorporation Agreement lays out the powers of the town, the province and
the federal government, and describes the purposes of the Town.
The Banff National Park Management Plan is the umbrella planning document for the national
park, including the town.
The Banff Community Plan lays out the values and aspirations of the community.
The 2014 Banff Municipal Census provides insight into Banff demographics, commuting
behaviour and vehicle use.
The Resident Satisfaction Survey, conducted every election year, captures residents’ responses
to quality of services and the importance of services.
Master Plans cited in this document are:
Town of Banff Trails Master Plan
Town of Banff Community Housing Strategy
Banff Community Social Assessment 2012-2013
Banff Recreation Programs and Services Master Plan
Banff Recreation Grounds Redevelopment Plan
Town of Banff Economic Prosperity Strategy
Ways to Go – Transportation Master Plan
APPROVAL HISTORY
Approved: 2015.04.27
COU15-63
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