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Asset and Financial Sustainability IconAsset and Financial Sustainability

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We manage resources and risk effectively, ensuring that services and infrastructure meet the needs of citizens today and tomorrow.

Municipal Property Tax per Capita

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Municipal Property Tax as a Percentage of Total Revenues

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Annual Municipal Property Tax Increase

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Debt Supported by Taxes

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Key Civic Infrastructure Status

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Challenges and Key Strategies


Strategies for Success
  • Investigate revenue sources to help alleviate pressure on property tax levy.
  • Continue to develop a policy and standardized process for defining, establishing, and obtaining approval of asset and maintenance/operational service levels and associated costs for key assets outlined in the Corporate Asset Management Plan.
  • Develop a framework for a new community engagement strategy to enable residents to participate in City decisions more often.
  • Design and build a liquid waste station in the north industrial area and eliminate the need for waste haulers to travel through residential neighborhoods and school zones.
  • Clarify a funding strategy to address Saskatoon Light & Power infrastructure renewal issues regarding industry standards, growth requirements, priority projects, and service levels.
  • Develop core capital renewal principles and funding strategies for facility site capital renewal, park amenities, and play structures within a long-term asset management and preservation program.
  • Develop business process requirements and issue a request for proposal for an Enterprise Resource Planning (ERP) system that would standardize the City’s business processes and develop a platform for future Service Saskatoon initiatives such as CRM.
  • Complete a life-cycle costing model which departments can use to provide consistent and reliable information during budget deliberations regarding major asset acquisitions.
  • Review processes, systems, and industry best practices to ensure that taxation options are addressed more effectively and efficiently.
  • Utilize external expertise to develop a coordinated strategy that will optimize revenues from naming rights, sponsorship, donations, and advertising.
  • Identify new revenue sources to reduce reliance on municipal property taxes.

  • Saskatoon maintained AAA/stable credit rating as a result of its strong financial position.
  • A surplus payment from the Workers Compensation Board and lower than expected oil and fuel prices (reducing expenditures on snow and ice management) helped contribute to a $654K budget surplus.
  • Upgraded the Transit fleet with the purchase of 5 new buses. The new buses are more fuel efficient and will require less maintenance than refurbished models, likely saving the City $260,000 a year in operating costs.

  • Saskatoon’s approved property taxes for 2015 increased by 5.33% including 2.14% for dedicated roadways and sound attenuation tax levies and a 3.19% general municipal property tax increase.  The Municipal Price Index (MPI) was 3.23%. 
  • The 2014 growth in non-tax revenues did not keep up with the expenditure growth.
  • Continued efforts are needed to close the funding gap for the Major Bridge Repair Reserve to meet the Service Level target.
  • Additional investment is needed to bring sewer and water infrastructure to a B Service Level.