Untitled. Bow Valley from Banff Springs Hotel, ca. 1910, photographer Byron Harmon, (V263/NA-6374) Byron Harmon fonds, Whyte Museum of the Canadian Rockies.
COUNCIL FOUR-YEAR STRATEGIC
PRIORITIES SUMMARY
COUNCIL
FOUR-YEAR STRATEGIC
PRIORITIES
In 2015, Town of Banff council, with the support of staff, worked to create a four-year (2015 – 2018 inclusive) strategic plan. It concentrates on seven themes, with measurable fourth-year outcomes for each theme, plus annual tactics for each theme that will move our community toward those outcomes.
THE SEVEN KEY THEMES OF THE STRATEGIC PLAN ARE: TRAILS
HOUSING
01
ACTIVELY CONNECTING BANFF
A PLACE TO CALL HOME
Photo Credit: Banff Lake Louise Tourism / Paul Zizka Photography
Photo Credit: Banff Lake Louise Tourism / Paul Zizka Photography
05
ECONOMIC PROSPERITY
Photo Credit: Banff Lake Louise Tourism / Paul Zizka Photography
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03
WE ARE COMMUNITY
BANFF — NATURALLY ACTIVE, VIBRANT AND INSPIRING
SOCIAL WELL-BEING
Photo Credit: Banff Lake Louise Tourism / Paul Zizka Photography
ECONOMIC PROSPERITY A PROSPEROUS BANFF
02
HOUSING
TRAILS
RECREATION
SOCIAL WELL-BEING
Photo Credit: Banff Lake Louise Tourism / Paul Zizka Photography
TRANSPORTATION
ENVIRONMENT
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TOWARD A SUSTAINABLE TRANSPORTATION TRANSPORTATION SYSTEM
A MODEL ENVIRONMENTAL COMMUNITY
Photo Credit: Banff Lake Louise Tourism / Paul Zizka Photography
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ENVIRONMENT
04
RECREATION
COUNCIL
FOUR-YEAR STRATEGIC
PRIORITIES
The strategic plan is described in two documents. This document, the Council Four-Year Strategic Priorities Summary, summarizes the highlights of the strategic plan. It includes key information about the expectations for each of the seven themes. Its companion document, the Council Four-Year Strategic Priorities Action Plan, is a working document that provides detail on all the tactics for each theme and is updated quarterly by staff to show progress on the various tactics. The seven themes of the strategic plan overlap and reinforce each other. Banff is a small town, 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 the plan. The 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 the strategic plan. Instead, the strategic plan concentrates on the areas where our community wants to be better and more effective—doing more, or doing things differently, than in the past. The 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 the 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. The two strategic plan documents (the Summary and the Action Plan) are the result of all of those stages and inputs. The four years of the strategic 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 the 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.
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01
ACTIVELY CONNECTING BANFF
TRAILS
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. Trails Master Plan
Banff is already a trail-oriented community, with a full range of trail types totalling over 22 kilometres. Banff will continue building a trail system that is safe, easy to navigate, and enjoyable to use. Our trail system will encourage fitness and active modes of transportation and will seamlessly connect residents and visitors with their destinations and with our national park environment.
IN RELATION TO THIS THEME, THE BANFF COMMUNITY PLAN DIRECTS US TO: •
•
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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
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ACTIVELY CONNECTING BANFF
TRAILS
KEY PARTNERS IN THIS WORK INCLUDE: •
Parks Canada, providing trail construction, maintenance and signage around the town and providing information for users
•
Trail users, providing input on plans and trail conditions and helping keep the trails clean and safe through appropriate trail etiquette
•
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
OUTCOMES BY 2018: •
15% increase from 2014 levels in the use of alternative transportation to get to work
•
Increase in visitors’ trail usage and trail enjoyment, as reported on Indexperience surveys
•
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 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)
STRATEGIES
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•
Upgrade existing trails
•
Develop bridges and crossings
•
Develop new trails
•
Improve the trail experience for visitors
•
Develop on-road cycle routes and roadside sidewalks
•
Improve trail signage and wayfinding
Close and restore redundant trails
Update trail policies and bylaws
•
•
Add trail amenities
•
Improve trail monitoring, education and maintenance
•
•
Work in partnership with users and the public
02
A PLACE TO CALL HOME
HOUSING
Like most tourism destinations, especially those with a limited land base, Banff is challenged to provide sufficient, appropriate housing for all those eligible to reside in 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 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. Banff Community Housing Strategy
Banff’s continued success relies on a strong, healthy community and a high quality of life for the employees and their families who provide the services. Appropriate and comfortable housing for all members of the community is the essential ingredient in providing outstanding customer service — the quality of service expected by visitors to an international destination and a national park community.
IN RELATION TO THIS THEME, THE BANFF COMMUNITY PLAN DIRECTS US TO:
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•
Supply a mix of affordable housing options to ensure those working in Banff live in Banff
•
Respect neighbourhood character that personifies and reinforces Banff’s sense of place
•
Ensure high standards for architecture, landscape architecture, environmental and urban design in residential development and redevelopment
02
A PLACE TO CALL HOME
HOUSING
KEY PARTNERS IN THIS WORK INCLUDE: •
Parks Canada, as a major landholder, employer and owner of staff housing
•
Bow Valley Regional Housing, as a supplier of seniors’ and social housing in the Bow Valley
•
Employers, as creators of housing demand and suppliers of staff housing
•
Our neighbouring communities, as the housing market is valley-wide
•
The YWCA, which provides low-cost rental housing to a range of residents
Banffites support the Parks Canada “eligible resident” requirements, and 100% of housing units are occupied by people who meet them
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Our rental vacancy rate is 1% or higher
•
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
200 new housing units have received occupancy permits since 2014
•
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
•
Enhance public education and advocacy
•
Review and update the regulatory and policy framework for to encourage housing development and improvement
•
Monitor housing trends and report to the community
OUTCOMES BY 2018: •
•
•
At least 1% of our accommodation is accessible for people with mobility limitations
STRATEGIES • •
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Facilitate the development and management of rental housing Collaborate with partners to share information, gather data and find housing development and improvement opportunities
WE ARE COMMUNITY
03
SOCIAL WELL-BEING
The Town of Banff enhances the social well-being of individuals, families and community through prevention. A variety of programs, services and supports are geared towards residents across all ages and stages of life. The Town is engaged in community development, and works to proactively identify and respond to social issues as they emerge. Partnerships are fundamental to community building, which is why the Town works with so many key partners. Community Social Assessment A healthy and vital community, where residents enjoy a high quality of life, is the goal for all Banffites, from recent arrivals to long-term residents. Banffites know where to go when they need a helping hand, and we support and respect each other. Our love for the community inspires us to be inclusive, engaged and committed to making Banff a great place to live, work and visit, every day.
IN RELATION TO THIS THEME, THE BANFF COMMUNITY PLAN DIRECTS US TO:
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•
Improve the quality, quantity and access to social programs, recreation, education and cultural facilities
•
Encourage and support volunteerism that enhances services and supports provided in the community
•
Increase access to programs for low-income individuals and families
•
Co-operate with other levels of government and agencies to achieve goals
•
Collaborate with partners to maximize resources and infrastructure available for community use
WE ARE COMMUNITY
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SOCIAL WELL-BEING
KEY PARTNERS IN THIS WORK INCLUDE: •
Provincial and federal funders, including Human Services, Alberta Health Services, Child & Family Services, Citizen and Immigration Canada and Volunteer Alberta
•
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 Town of Canmore partnering with Banff on a variety of initiatives, such as low-income regional transit and 211
•
Local faith-based organizations, clubs, recreational leagues and small resident groups that provide opportunities for social interaction and connection
•
The local agencies and organizations in Banff that provide a myriad of social supports and services
•
•
The Banff Community Foundation, which is a strong local supporter of preventative programs
Calgary Catholic Immigration Society, assisting in the delivery of Temporary Foreign Worker Support Services in Banff
•
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
•
Enhance connections of people with each other and their community
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 survey responses
•
The ratio between median income and median housing cost improves over 2014 levels
STRATEGIES
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•
Increase awareness of available programs and services
•
Help to address affordability issues
BANFF — NATURALLY ACTIVE, VIBRANT AND INSPIRING
04
RECREATION
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. Banff Recreation Programs and Services Master Plan Banff Recreation Facilities Master Plan Banff Recreation Grounds Redevelopment Plan
People come from around the world to explore the national park, to hike, cycle, paddle, ski, camp and scale peaks. Residents are drawn by an active lifestyle in a small, Canadian community and the proximity to the worldrenowned, protected mountain environment. Preserving and enhancing this experience – providing quiet spaces of respite and bustling areas that connect one to the environment, to the national park, or to the community – are key to achieving Banff’s vision for the future: a healthy community and a place of inspiration, enchantment and renewal. The vision for recreation in Banff reflects this overall vision: well-used facilities, accessible to all and adaptable to a multitude of uses; a thriving community mixing with visitors in a broad range of activities, year round; well-connected trails, dotted with visitors and locals who leave their vehicles behind to interact with the world around them. In Banff, everyone gets to play.
IN RELATION TO THIS THEME, THE BANFF COMMUNITY PLAN DIRECTS US TO:
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•
Provide integrated recreation facilities to meet the evolving needs and interests of residents and visitors
•
Improve the quality, quantity and access to social programs, recreation, education and cultural facilities
•
Offer a wide range of quality recreation and active living programs
•
Implement an active living program that educates and encourages healthy lifestyles
BANFF — NATURALLY ACTIVE, VIBRANT AND INSPIRING
04
RECREATION
KEY PARTNERS IN THIS WORK INCLUDE: •
Canadian Rockies Public Schools, as a provider of recreation spaces
•
Bow Valley Learning Council, as a coordinator and marketer of learning opportunities
•
The Banff Centre, as a provider of recreation spaces and programs
•
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
•
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
•
The 2017 resident satisfaction survey shows an increase over 2013 levels in satisfaction with recreation, and in the importance of recreation
• •
Increase involvement in recreation Enhance access to recreation (scheduling, wayfinding and affordability) Strengthen recreation department capacity (software, partnerships, customer service)
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
•
The recreation grounds offer increased safety, use, quality experience and financial performance measured by a range of innovative means (such as door counts on washrooms)
STRATEGIES • • • •
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Upgrade the Recreation Grounds Provide more children’s play areas on the north side Improve use of existing facilities Improve the financial performance of The Fenlands and the Recreation Grounds
•
A PLACE TO CALL HOME
A PROSPEROUS BANFF
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. ECONOMIC
02 05
HOUSING PROSPERITY
The Town of Banff fosters economic prosperity by ensuring that we continue to offer a well-maintained, clean, safe and inviting community, by implementing 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. Banff Economic Prosperity Strategy
Our Economic Prosperity Strategy grew from a community-wide discussion that started by defining economic prosperity. Banffites determined that economic prosperity means families and individuals have an income that provides a good quality of life and the leisure time to enjoy it, and prospects for career advancement here. A prosperous Banff is an active, busy town with investment and re-investment in homes, facilities, commercial properties and infrastructure. A prosperous Banff respects our national park location and values, with strong environmental practices evident throughout our community.
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A PLACE TO CALL HOME
A PROSPEROUS BANFF
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. ECONOMIC
02 05
HOUSING PROSPERITY
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
•
•
Respond to the feedback, perceptions and recommendations of our visitors
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
•
•
Facilitate and manage special event programming that supports the Banff vision
Provide programs and support to heighten the quality of service in Banff
•
•
Identify a shared visitor experience vision for 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
•
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Banff Lake Louise Tourism, as the business-run marketing organization for our destination
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Local businesses of all sizes, as the direct engines of our prosperity
•
Residents, as the people who welcome and serve our visitors
•
Banff Lake Louise Hotel Motel Association, which represents the large tourism accommodation sector and which tracks many of the indicators
A PLACE TO CALL HOME
A PROSPEROUS BANFF
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. ECONOMIC
02 05
HOUSING PROSPERITY
OUTCOMES BY 2018: •
The environment continues to be protected when economic activity increases
•
Residents reporting more leisure time increases over 2014 levels
•
Median income in the community increases over 2014 levels
•
Private re-investment increases over 2014 levels
Housing rental cost to income ratio improves over 2014 levels
Annual occupancy increases over 2014 levels
•
• •
Resort Municipality status is achieved
•
Key economic indicators are publicly reported on a quarterly basis
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Job vacancy rate is reduced to 5%
•
•
Home ownership to income ratio is less than 6
Business licence/capita ratio increases over 2014 levels
•
Annual visitor spend increases over 2014 levels
•
•
Percentage of international visitors increases over 2014 levels
Target levels are set for the above indicators by a broadly representative, cross-sector working group
•
Indexperience survey shows an improvement in visitor perception of value for money
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Increase public and private investment and re-investment in infrastructure
• •
Strengthen partnerships Increase the economic value derived from tourism
•
Annual ADR increases over 2014 levels
•
Winter occupancy increases over 2014 levels
STRATEGIES • • • •
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Continued coordination, focus and commitment by the Town of Banff Support and enhance affordable quality of life Encourage local business and investment Develop local talent and skills
TOWARD A SUSTAINABLE TRANSPORTATION SYSTEM
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TRANSPORTATION
The Town of Banff builds, maintains and manages transportation infrastructure, provides public transit through its membership in the Bow Valley Regional Transit Services 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. Transportation Master Plan A limited land base and Banff ’s commitment to being an environmental role model means we cannot build our way out of traffic congestion and lack of parking. Our community must embrace more creative solutions to managing traffic volumes, particularly at peak travel times. We will provide a multi-modal transportation system that is economically and environmentally sustainable and that enhances the lives of residents and the experience of visitors.
IN RELATION TO THIS THEME, THE BANFF COMMUNITY PLAN DIRECTS US TO:
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•
Provide a transportation system that encourages and complements pedestrian movement and cycling
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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
TOWARD A SUSTAINABLE TRANSPORTATION SYSTEM
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TRANSPORTATION
KEY PARTNERS IN THIS WORK INCLUDE: •
• •
Parks Canada, who are responsible for the construction and maintenance of transportation infrastructure outside the town Federal and provincial governments, as key funders of transportation initiatives Bow Valley Regional Transit Services Commission, who operate Banff and regional public transit
• • •
Local hotels that provide intercept parking or bicycles and encourage active modes Local businesses that rent and sell equipment for active modes Residents who 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 Reduce the number of days with traffic wait time over 30 minutes to zero Reduce the damaging economic effects of traffic congestion Decrease parking stall shortfall to zero in Zones A, B and C
•
• •
Increase Roam ridership on Banff routes by 15% over 2014 levels, and double the summer ridership on Route 1 to Sulphur Mountain Increase ridership on the Roam Banff–Canmore route by 30% over 2014 levels Double to 10% the percentage of Canmore commuters using Roam (as reported in Canmore census)
STRATEGIES • • •
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Increase the mode shift to active transportation and 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
A MODEL ENVIRONMENTAL COMMUNITY
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ENVIRONMENT
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, requires leed standard in all new municipal buildings, encourages water conservation through metering, produces effluent that betters the most stringent standards, collects organics and turns them into a registered soil supplement, and encourages solar energy installations and other environmentally positive household decisions through the provision of grants. A broad range of environmental initiatives implemented over the past decade is now well established, and the Town is ready for a new plan to take us to the next level in environmental sustainability. Environmental Stewardship Policy
IN RELATION TO THIS THEME, THE BANFF COMMUNITY PLAN DIRECTS US TO: • • •
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Be an environmental role model for communities around the world 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
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Reduce Banff’s ecological footprint
•
Divert recovered resources from the waste stream
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Reduce the Town’s impact on the national park
• Improve the level of protection for environmentally significant and sensitive areas •
Implement a restaurant food waste diversion project
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Increase residential and commercial recycling
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Improve surface and groundwater quality within the Bow River watershed
•
Co-operate with other levels of government to achieve high environmental standards
A MODEL ENVIRONMENTAL COMMUNITY
07
ENVIRONMENT
KEY PARTNERS IN THIS WORK INCLUDE: •
Parks Canada, as steward of our protected environment
•
Banff businesses active in recycling, water conservation and energy reduction programs
•
Provincial departments responsible for regulatory standards and oversight
•
•
Our neighbouring municipalities, who partner in key initiatives such as the Bow Valley Waste Management Commission and transit
Individual residents, whose interest in and compliance with environmental programs make them successful
•
A new, comprehensive plan is prepared for the next set of environmental initiatives to be undertaken by the Town
•
Create a new master plan for future environmental programs
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
STRATEGIES •
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Continue emphasis on existing environmental programs
COUNCIL
FOUR-YEAR STRATEGIC
PRIORITIES
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.
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 the 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 of Canada Management Plan is the umbrella planning document for the national park, including the town. The Canada National Parks Act provides overall governance related to growth management and ecological integrity. 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.
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