City Council Decisions in Brief
From the February 27, 2017 Meeting
8.1.7 Progress Update – South Caswell Redevelopment Project – Former Transit Facility Site
*City Council received the report as information.
*Once redevelopment plans and possible future uses are identified for the area, a more generalized Concept Plan will be created, while still reflecting the community values and vision for the area, as outlined in the 2010 Concept Plan.
*There are considerable site preparation efforts associated with the South Caswell Redevelopment Project. Phasing of redevelopment will be strategic, based on the results of the detailed Phase II Environmental Site Assessment and required infrastructure improvements.
*A Safe and Secure Plan has been established for the South Caswell Redevelopment Project, and will be implemented after Saskatoon Transit completely relocates to the new Civic Operations Centre.
*A short-term use strategy is being explored to determine whether the former Saskatoon Transit buildings may be used by City Administration. It is yet to be determined whether interim uses can be accommodated while site preparation activities are underway.
8.1.9 Home Ice Campaign Committee and U of S – Proposal – Request for Additional Funding
*City Council directed Administration to negotiate a contribution agreement with the University of Saskatchewan for an additional $3 Million for the construction of a twin ice facility, to ensure:
a. long-term access for the community
b. access to the new gymnasium facility
c. longer-term acknowledgement of the City's contribution
d. maximum benefit to the community
*City Council directed Administration to report on options for funding the $3 Million, with a phased-in approach over six years.
*To date, the City has committed $1M towards the new twin ice pad arena, which recently expanded to include additional spectator seating capacity and a double gymnasium. The Home Ice Campaign Committee, tasked with fundraising for the project, submitted a proposal to the City requesting an additional contribution of up to $3M
*The new twin pad arena and gymnasium will add benefit to the broader community through community access to the arena and potential opportunities to access the gymnasium.
*The University is currently undertaking a parking study for the College Quarter North East Precinct which includes the new Merlis Belsher Place, the Saskatoon Field House, and surrounding 30 acres. The results of this study will provide direction for the short, medium and long-term needs of parking in this area, including the operating model.
*The Recreation and Parks Master Plan identified a number of indoor and outdoor infrastructure priorities, including a current shortage of one indoor ice arena within Saskatoon. Also within the Master Plan, it suggests two additional ice sheets would be needed between now and 2022. Prior to the 2018 Business Plan and Budget consideration, Administration will be providing updated information to Committee and City Council related to all sport, culture and recreation infrastructure priorities.
8.3.1 Neighbourhood Traffic Management – Feedback on Vertical Traffic Calming Devices
*City Council directed Administration to report back with details of the proposed pilot in advance of implementation including financial implications with recommendations on how this can integrate with the neighbourhood traffic review process.
*The City Neighbourhood Traffic Management Guidelines and Tools manual lists seven vertical deflection devices potentially used for traffic calming. These devices include: raised crosswalks, textured crosswalks, raised intersections, speed humps, speed table, speed kidney; and speed cushions.
*Concerns regarding the use of vertical deflection relate to noise and vibration to adjacent properties, reduction in response times for emergency services and impact to snow maintenance.
*Stakeholders including Saskatoon Transit, Roadways & Operations, Saskatoon Police Service, Saskatoon Fire Department, and MD Ambulance provided comments on the impact the different vertical traffic calming devices have on their operations.
8.4.2 North Commuter Parkway Bridge Naming Engagement Process
*City Council approved the process to name the North Commuter Parkway Bridge.
*The naming of North Commuter Parkway Bridge will support the TRC Calls to Action.
*The process undertaken to propose a name for the North Commuter Parkway Bridge will be community driven, building on the community reconciliation process and Aboriginal Elders will guide the Aboriginal Cultural and Spiritual processes for the naming process.
*Requests for a name will be screened by the Naming Advisory Committee with City Council having final approval.
8.4.3 2016 Waste Characterization Study
*City Council received the information and forwarded it to the Saskatoon Environmental Advisory Committee.
*A Waste Characterization Study was completed throughout 2016 with four seasonal sampling periods and targeting all waste generators in Saskatoon.
*The results of the Waste Characterization Study will be used to inform a Waste Diversion Plan, a Plan that will outline options for achieving 70% waste diversion by 2023. It will also be used in the review of civic waste management services.
*The Waste Characterization Study indicated that 77% of waste sampled in residential black carts could be diverted from the landfill if new programs for diversion are made available.
*On average, a single-family household puts 15.6 kg of waste in their black cart each week, and multi-family household puts 7.2 kg. The biggest percentage of this (58% and 40% respectively) is organic, mostly food waste.
8.4.4 Waste Management Master Plan – State of Waste
*City Council received the information, approved the values to be used in preparing options for a new Waste Management business model, including the ability to pay in terms of future cost allocations for fairness and equity, and directed Administration to report back at the next stage of the Waste Management Master Plan.
*Administration has completed a review of the current Waste Management business plan and found that it is not environmentally or financially sustainable.
*Administration has developed a plan to complete a comprehensive review of waste related services to better deliver those services to citizens.
*Administration has prepared a list of values for approval by City Council to be used in evaluating alternatives as part of the review.
9.4.1 A Culture of Continuous Improvement
*City Council received the report as information.
*The City has been focusing on creating a culture of continuous improvement since 2009.
*The Strategic Plan was approved by City Council in 2012, and it solidifies the City’s commitment by including A Culture of Continuous Improvement as one of its seven Strategic Goals.
*A formal approach to continuous improvement was adopted in late 2013, and has resulted in approximately $3M in potential staff time and hard dollar savings.
*City Council approved a total of $200,000 to support this initiative of which $150,000 has been spent to date. That means that, on an annual basis for this three year cycle, we spent approximately $50,000 in order to save taxpayers $1,000,000.
*There are a number of new initiatives planned for 2017 and beyond to continue to build and improve upon our culture of continuous improvement.