News Releases

With the forecasted warm weather the City of Saskatoon is wrapping up its Priority Street Snow Removal Program and transitioning into surface drainage management and pothole repairs. The extended forecast is for very warm temperatures, which will dry up the potholes enough for a cold mix asphalt repair. The City has additional road crews assigned to address these locations as quickly as possible.

“Currently we have three City boiler trucks that are actively defrosting catch basins to improve drainage,” says Trent Schmidt, Acting Director of Public Works. “Since Wednesday, additional staff and equipment have been assigned to both day and night shifts to address and repair high-priority potholes, with up to 8 cold mix 1-ton trucks assigned to each shift. Pothole crews will continue repairing potholes day and night with gravel and cold mix asphalt until the frost is out of the ground in early May.”

City crews have been repairing potholes in the driving lane of Priority 1 & 2 streets since the snow started melting with a temporary cold mix asphalt to help prevent damage to vehicles and for safety. The cold mix is a semi-permanent patching material that can be used in temperatures above -10 degrees (with wind chill) even where moisture exists. So far this winter, 60 tonnes of cold-mix asphalt have been used to repair potholes (roughly the equivalent of 3450 potholes). Road crews are also maintaining approximately 567 utility cuts.

“As the warmer temperatures we’ve been experiencing are expected to continue, we’re reminding drivers to slow down when driving through puddles on the road” says Schmidt. “During spring melt, pools of water can cover deep potholes and drivers travelling at higher speeds could be caught by surprise, resulting in loss of vehicle control or vehicle damage.”

The Spring Pothole Blitz will begin over the next few weeks. Potholes will be prioritized and repaired on high-traffic, collector and arterial streets. Potholes on residential and other streets will be prioritized and repaired in coordination with the Neighbourhood Street Sweeping schedule, which begins May 1. Hot mix asphalt will be available at that point for permanent repair of potholes, and warning barricades may be installed until either temporary or permanent repairs can be made.

The Spring Sweeping Blitz is designed to collect the bulk of the debris left behind over the winter and benefits the Accelerated City Wide Neighbourhood Sweeping program by making it more efficient and cost effective. The Blitz will also remove sand and debris from medians where snow was stored. The Sweeping Blitz is scheduled to start on April 11 and will be focused along many of the same high-traffic streets as the Spring Pothole Blitz. There will be no parking enforcement applied during the Blitz programs as sweepers will go around parked vehicles.

The online Report a Pothole map is currently going through maintenance and upgrades and will be available April 1. So far this winter, residents have reported 185 potholes to the Customer Service Centre; 119 of these have been repaired. Residents are encouraged to report hazardous potholes on busy streets, blocked catch basins or other emergency road conditions to our 24-hour Customer Service Centre at 306-975-2476.

For more City of Saskatoon Public Service Announcements, News Releases, Traffic Detours and Service Alerts, visit saskatoon.ca or connect with the City of Saskatoon on Twitter and Facebook.

March 8, 2016 Meeting

7.1.1 Interim Report – Climate Adaptation Strategies – Infrastructure

Decision

*The Committee received the information.

Background

*In September 2015, the Committee asked Administration to report back on the following:
-steps for implementing systems in key departments which would evaluate new infrastructure and projects (and retrofits to existing infrastructure/projects) to ensure adequate performance in a variety of weather conditions including extreme events.
-additional information speaking to the adequacy of current funding approaches to dealing with possible changing weather conditions and their impacts on civic assets and services.
*Administration reported there are several measures in place or in progress to prepare for, and respond to, severe weather events in relation to key infrastructure and through the Corporate Risk Program and Corporate Asset Management Plan. Further refinement to asset planning and the retrofitting of existing assets will ensure infrastructure can be resilient during extreme weather events.
*The Major Natural Events Reserve has a zero balance, and there are no regular or budgeted contributions to this reserve.

7.1.2 Civic Operations Centre Construction Update

Decision

*The Committee received the information.

Background

*The construction is progressing as expected and monthly progress reports indicate that all activities are on track.
*In October 2014, City Council approved the award of the Request for Proposal for the COC, Phase One, to Integrated Team Solutions (ITS). This Team will design, build, finance and maintain the new Saskatoon Transit Facility, and design, build, finance, maintain and operate the permanent Snow Management Facility.

7.1.3 8^th Street East and Lorne Avenue Sanitary Chamber Installation – Emergency Design Build Update

Decision

*The Committee received the information.

Background

*A new sanitary chamber as well as an upgrade of adjacent infrastructure at the intersection of 8th Street East and Lorne Avenue took place in the fall of 2015. Work began on November 2, 2015, and the infrastructure upgrades and initial temporary restoration of the intersection were completed on December 18, 2015.
*The urgent infrastructure upgrade work has been completed.
*The infrastructure work was completed before the end of 2015 with final restoration of the intersection to take place in the spring of 2016.
*Hydraulic conditions have significantly improved in the sanitary main; aging infrastructure in the intersection have been replaced; and sewer gas emissions have been reduced.

7.2.1 Winter City Strategy Preparations

Decision

*The report will be forwarded to City Council for information.

Background

*In August 2013, City Council adopted the 2013-2023 Strategic Plan. In support of the Quality of Life strategic goal, the Plan specified a set of four-year priorities, including for the City to “provide opportunities for activities in a winter city”.
*There is a growing Winter City movement in North America that is drawing city leaders, community groups and the creative sector together to address specific winter problems as well as developing supportive plans and policies for the vitality of cities in winter.
*Existing City plans and policies already identify many opportunities for improving the local response to winter. Some of these will be acted on immediately as quick-wins in the lead-up to the launch of proposed public engagement to develop a Winter City Strategy in Saskatoon. The strategy will ultimately provide a roadmap for making Saskatoon as vibrant in winter as it is in summer.

7.2.3 Progress Report on the Truth and Reconciliation Commission of Canada Calls to Action

Decision

*The report will be forwarded to City Council for information.
*The Committee is also recommending that the language around public acknowledgements (as set out at the bottom on page p.7 of the information report) be circulated to all members of City Council; and that a copy of the report be sent from City Council to the Saskatoon Tribal Council, Metis Nation of Saskatchewan, Central Urban Metis Federation Inc., Office of the Treaty Commissioner and the Truth and Reconciliation Commission.

Background

*In 2015, The City declared July 1, 2015-June 30, 2016 as the year of reconciliation and directed the Administration to work with the Office of the Treaty Commission, and other community groups, leaders and institutions in Saskatchewan, to promote reconciliation in our province.
*The City has made progress on initiatives that respond to the TRC “Calls to Action”.
*A City priority is to develop a long-term plan for increased Aboriginal awareness training for all civic employees.
*The City is working with several community partners on a “Community Action Plan.”

7.2.5 2016 Lead Service Line Replacement Funding

Decision

*The Committee is forwarding a report to City Council supporting the following recommendations:
-That $750,000 be transferred from the Water & Wastewater Stabilization Reserve to the Infrastructure Replacement Reserve – Water and Sanitary Sewers.
-That funding from the Infrastructure Replacement Reserve for Capital Project #1615 – Water Distribution be increased by $750,000, to facilitate an accelerated 2016 Lead Service Line Replacement program as outlined in this report.

Background

*Saskatoon’s approved Level of Service for Lead Service Line (LSL) Replacements includes an annual program replacing LSL’s at the request of homeowners.
*In 2015, there was a sharp increase in homeowner requests, creating a six to seven year backlog of replacements at current funding levels.
*Administration requests City Council approval to transfer funds in the amount of $750,000 from the Water & Wastewater Stabilization Reserve to the Infrastructure Replacement Reserve – Water and Sanitary Sewers.
*A request to fund an additional $750,000 from the Infrastructure Replacement Reserve – Water and Sanitary Sewers to increase the LSL’s replaced in 2016 by 100.

March 8, 2016 Meeting

7.1.3 Update on Railway Delays  

Decision

*Administration will look into the cost of a feasibility study of rail line relocations and report back to the 2017 Business Plan and Budget deliberations for consideration and action.
*Administration will continue the course of action with the Railway Working Group.
*A presentation from CN and CP on rail safety, proximity guidelines, and the rail mobile app will be provided to the Committee at a future meeting.

Background

*Transport Canada has been engaged to regulate Canadian National Railway’s (CNR) operations in the southwest portion of the City.
*Transport Canada has confirmed that the spur line rail crossing into the Viterra Grain terminal is federal jurisdiction and has subsequently pursued a formal investigation into the concerns.
*The Administration is continuing to collect data and document incidents of excessive delays and will be meeting with CNR and Transport Canada in the near future to discuss possible solutions to the ongoing concerns.
*Criteria for prioritizing the locations for further investigation include impact on emergency response, impacts of public transit, vehicular delays and benefit to railway operations.
*An investigation into the feasibility and cost of relocating railway operations outside of city limits is estimated to cost between $300,000 and $400,000 depending on scope and whether relocation of both railways is included.

7.1.4 Transportation Network Companies (i.e. Uber)

Decision

*Administration will report back to the Committee on the possibility of implementing consistent standards with respect to training, medical reporting, etc. should Saskatoon proceed with introduction of Transportation Network Companies.
*Administration will engage with industries, including taxi and limousine drivers and companies, to hear their concerns and issues regarding the matter.
*Correspondence from Uber will be joined to the file and the City Solicitor has been encouraged to reach out to the representatives of Transportation Network Companies.
*Administration will report back on the Edmonton model, as presented in the report, including information on the fee structure and feedback from taxi drivers and companies.

Background

*On October 22, 2015, a letter was sent out at City Council’s request to Don McMorris advising of the City’s support for the provincial regulation of Transportation Network Companies (TNCs).
*In response, the Province has advised it is not in a position to regulate TNCs at a provincial level and that further consultation is required.
*The Province poses that “municipalities really are in the best position to ascertain how companies like Uber best fit into their community” and that, once this is determined, municipalities may petition the government for any provincial regulatory changes required.
*In the past few months, there have been significant developments in TNCs’ regulation across Canada. These developments bear consideration for the potential regulation of TNCs in Saskatoon.

7.2.6 Protected Bike Lane Demonstration Project Update

Decision

*The committee will recommend to City Council that the 2016 contract for snow clearing in the protected bike lanes and transit terminal be increased by $48,114 to $125,000 (including taxes).
*Administration will bring forward a report on other options for the maintenance of bike lanes to provide additional information for 2017 Business Plan and Budget deliberations, as well as future budget deliberations.

Background

*The protected bike lane demonstration project is underway, with the first phase (23rd Street) implemented in 2015.
*Design, installation, and communications (capital) costs for the first phase are as expected and there is sufficient funding to proceed with the second phase (4th Avenue).
*Street maintenance costs (operating) are higher than anticipated and will be included in the 2017 operating budget.

We now have a clearer picture of how to grow Saskatoon over the next 30 years. Today, the City revealed the final Growth Plan to Half a Million (Growth Plan) Technical Report.  It will be presented to City Councillors during a special afternoon and evening Growth Plan Summit event as part of the Governance and Priorities Committee meeting on Monday, March 14, 2016.

“This is an important time in Saskatoon’s history, with significant choices to be made about how the city will continue to grow,” says City Manager Murray Totland.  “The Growth Plan will help proactively manage the changes associated with growth and create a city that is vibrant and attractive to future generations.” 

Developed over the last two and a half years through a five-phase public engagement process called “Growing Forward! Shaping Saskatoon,” residents have been involved in discussions on everything from current and future challenges to potential long-term changes for the city.

Resident feedback has been used alongside technical work to prepare the final Growth Plan, which outlines a number of key directions to guide transportation, transit, and land use planning to accommodate a population of half a million.

The key directions included in the Growth Plan are:

1. focus growth and enable redevelopment along Saskatoon’s major corridors, with the goal of creating complete communities along these corridors;
2. support the development of strategic infill sites consisting of the Downtown, North Downtown, and the University of Saskatchewan’s endowment lands to achieve the City’s targets for infill development;
3. provide a robust transportation network that includes opportunities for all modes of transportation;
4. create a range of enhanced transit services, including bus rapid transit, over time to meet a variety of needs;
5. implement rapid transit facilities and services along the city’s major corridors as demand grows to support projected ridership; and
6. acknowledge the need for future additional river crossing capacity within Circle Drive to serve anticipated travel demand and consider this alongside methods to increase the “people-carrying” capacity of all bridges.

“Growth will occur with or without a plan,” says Alan Wallace, Director of Planning and Development. “Proactively addressing the challenges of growth allows City Council to make smart investment decisions to help build a community that’s a great place to work, live, and play.”

In advance of requesting a final decision on the Growth Plan, the City Administration will be presenting the key directions of the plan at a public Growth Plan Summit (Summit) event as part of City Council’s Governance and Priorities Committee meeting on Monday, March 14, 2016.

Following the presentations, members of the public will be invited to provide comments on the Growth Plan to the Committee.  Written requests to speak may be submitted in advance via the City’s website at saskatoon.ca/writetocouncil.  Prior requests will be accommodated first, followed by those in attendance who wish to speak.

The Summit can be live-streamed on the City’s website at saskatoon.ca/watchcouncil.  The broadcast will also be archived for viewing at a later date.

For more information on the Growth Plan, including the full Summit agenda and final Technical Report, please visit the project website at growingfwd.ca.   

March 7, 2016 Meeting

7.1.4 Preliminary Year-End Financial Results

Decision

*The Committee is recommending to City Council:

1) The fuel surplus of $2.441 million not be transferred to the Fuel Stabilization Reserve.
2) The transfer of the Snow Removal and Ice Management Program allowable surplus amount of $0.622 million into the Snow and Ice Management Reserve be approved.
3) The transfer of the preliminary civic surplus of $1.436 million to the Fiscal Stabilization Reserve be approved.

Background

*The City has posted a $1.436 million surplus. 
*Prior to the external audit of the City’s year-end financial statements, the Administration tables a report with City Council to inform City Council and the public on the preliminary year-end financial results.

7.1.5 Consultant Services – 2015

Decision

*The Committee received the report as information.
*The Committee resolved Administration report  on a review of the value of consulting contracts including some analysis to help clarify what money has been saved using consultants.
*The Committee resolved that Administration report on how the City ensures value for money in the City’s use of consultants on a go-forward basis.
*The Committee resolved that the Power Point presentation be provided to all members of City Council.

Background

*At the January 25, 2016 meeting of City Council, consultant contracts were awarded for an Agency of Record and a Business Case on Recovery Park. Discussions regarding these contracts included the City’s use of consultants. In addition, a media request was received in relation to the City’s use of consultant services and the Administration determined that a report on this topic to the Standing Policy Committee on Finance would be appropriate.
*All external consultant costs were approved in the 2015 Business Plan and Budget. The City has not taken on additional or unexpected costs that were not approved in the budget process.
*The City invested $16 million or 4% of our total City budget on advice and services in support of capital projects – addressing an unprecedented need for construction projects made necessary by an unprecedented period of growth in our community.
*The City invested $2.6 million or 0.4% of our total City budget on advice or services to the City for operations. For example this includes $213,000 for internal audit services that are more cost effective to outsource.
*CFO Kerry Tarasoff presented the Committee with an apples to apples comparison. For example, if the City of Saskatoon used the same criteria as the City of Regina, it would show Saskatoon spent roughly the same as Regina for consultants hired for planning studies or strategic policy advice at $1.8 million and $1.75 million respectively.

7.2.4 Leasing of Civic Property – Bowerman House -1328 Avenue K South

Decision

*The Committee will be reporting to City Council indicating support for the recommendations in the report regarding the new lease and operating agreement with the Meewasin Valley Authority for the City-owned property known as the Bowerman House.
*The Committee resolved Meewasin maintain the premises in accordance with the proposed agreement for a period of five years, in lieu of paying rent.

Background

*The Meewasin Valley Authority requested to continue to lease the Bowerman House from the City.
*The Bowerman House was built in 1907 as a private hunting lodge and summer residence for Allan Bowerman (a member of Saskatoon’s first town council). The building was acquired by the Saskatchewan Anti-Tuberculosis League in 1924, serving thereafter, as a residence for sanatorium doctors until 1987.
*The Bowerman House, and a portion of its surrounding grounds, was designated as a Municipal Heritage Property in 1986. The City purchased the property from the Province in 2004, and leased the house to Meewasin. Meewasin had previously managed the Bowerman House on behalf of the Province.

March 7, 2016 Meeting

6.3.2  Kaela Tennent – Residential Backyard Fires

Decision

*Letters from Kaela Tennent were received as information and forwarded to the Administration to be included in the review of the bylaw (Fire and Protective Services Bylaw No. 7990).

Background

*Kaela Tennent of the 1400 block of Avenue C North wrote letters to Council concerning residential backyard fires. Tennent’s son has asthma and believes “the right to breathe and live a healthy life outweighs the right to enjoy backyard fires”. Tennent would like City Council ban backyard fires.
*Fire Chief Morgan Hackl addressed the Committee and said the Fire Department will review the bylaw this year.

7.2.1 Application for Funding Under Heritage Conservation Program – Bottomley House (1118 College Drive)

Decision

*The Committee supported forwarding a report to City Council recommending approval of the funding, up to a maximum of $3,337.50, through the Heritage Conservation Program for the restoration of the front verandah column bases and guardrails at Bottomley House and preparation and signing of the necessary agreement.

Background

*The Bottomley House at 1118 College Drive features a two-storey wood frame house built in 1912. The heritage significance of the property lies in its Queen Anne Revival architectural style with its bell-cast domed roof, curved windows, corner turret, and wrap-around verandah with Doric columns. The property’s original owner, Richard Bottomley, was a real estate developer who owned large tracts of land, and as such, required a prominent and distinct home that evoked a sense of affluence. The Bottomley House was designated as a Municipal Heritage Property in 2006 under City Bylaw No. 8485.
*The Heritage Conservation Program, under Civic Heritage Policy No. C10-020, provides funding for designated Municipal Heritage Properties for the conservation and rehabilitation of the character-defining elements of a heritage property. Financial incentives include a tax abatement for 50% of the eligible costs of a project to a maximum of $150,000.

7.2.3 Status Report on the Ten-Year Housing Business Plan 2013-2022

Decision

*The Committee will be forwarding a report to City Council to recommend it be received as information, for the Administration to report back at the time of the 2017 Business Plan and Budget deliberations on funding requirements and housing targets for 2017, and for the Administration to report back on the potential stabilization of funding through the establishment of a reserve.

Background

*In December 2014, City Council revised the 2015 housing target to 500 units across the attainable housing continuum. In November 2015, City Council allocated $500,000 to the Affordable Housing Reserve and set a target of 400 new attainable housing units for 2016.
*The 2015 housing targets have been achieved with the creation of 560 new attainable units. The City is also on track to achieve its 2016 housing targets.
*The housing need for low-income residents remains high.
*Moderate-income households now have adequate choices in both the rental and ownership markets.
*Progress is being made toward locating attainable housing in all areas of the city.
*A new Community Action Plan to address homelessness, created by the Saskatoon Housing Initiatives Partnership (SHIP) and the United Way, is expected to be presented to City Council in the second quarter of 2016.
*Housing targets and funding levels for 2017 will be determined at the Business Plan and Budget deliberations in December 2016.

7.2.5 Chief Whitecap Park Master Plan Update

Decision

*The Committee received the update report as information.

Background

* The detailed design process for Chief Whitecap Park is currently underway and will be completed in 2016. Prior to the final plan being approved in 2016, and construction completed in 2017 or 2018, the land will continue to be used as an active and passive recreation area.
*Construction of a gravel parking lot at the north access of CWP is to begin in 2016, weather permitting.

7.2.7 Update on Saskatoon Minor Football Field Project

Decision

*The Committee forwarded the report to City Council for information.

Background

*The report is an update on the 2015 operating season at the Saskatoon Minor Football Field, the name of the new clubhouse, construction of Phases 1-3, and an update on the Friends of the Bowl Foundation fundraising campaign
*The Saskatoon Minor Football Field (SMF) at Gordon Howe Park operated from mid-April to mid-November, 2015, for its first very successful full season.
*The Friends of the Bowl Foundation announced the first two phases of construction upgrades to the SMF Field, including the field, lighting, sound system, and clubhouse, will be completed this spring.
*With the construction of the new clubhouse nearing completion, the FOTBF Board has approved the name, Gordie Howe Sports Centre, for the clubhouse.
*The FOTBF has announced the third phase of the upgrade project, which is the plaza and ticket booth. Funding has been secured and the project will be completed this spring.
*The FOTBF has successfully achieved its fundraising goal to complete the three phases of upgrades at SMF Field.

7.2.9 Vacant Lot and Adaptive Re-use Program – Development Incentives – Parcel YY – River Landing

Decision

*The Committee will forward a report to City Council supporting the recommendations outlined in the report.

Background

*In March 2011, City Council approved the Vacant Lot and Adaptive Re-use Incentive Program (VLAR). The VLAR Incentive Program includes incentives to encourage more housing within the Downtown. The VLAR program was recently amended to also include new incentives for offices and structured parking, in accordance with the City Centre Plan.
*Because a portion of Parcel YY is to be developed as a public plaza open for community use, the developer (Triovest) of Parcel YY requested the same incentives which are offered within the Downtown. They have further requested an annual grant equivalent to the property taxes for the area of Parcel YY that will be developed as a public plaza.
*Recommendations are:

1) That a five-year tax abatement of the incremental taxes for the residential building, office buildings, and a structured parking facility located on Parcel YY, be approved;
2) That the five-year tax abatements take effect in the next taxation year following completion of each of the phased projects;
3) That the property taxes associated with the public plaza be granted back to the owner in exchange for construction and maintenance of the public plaza and guaranteed, reasonable public access;
4) That the City Solicitor be requested to prepare the appropriate agreements, and that His Worship the Mayor and the City Clerk be authorized to execute the agreements, under the Corporate Seal; and
5) The above recommendations be subject to the submission of a comprehensive site development concept plan and the proponent obtaining approval of the development concept from all approving authorities in accordance with the DCD1 regulations.

Saskatoon’s growth, weather and the price of fuel have helped the City post a net surplus of $1.436 million.

“There were a number of factors which contributed to the surplus,” says Chief Financial Officer Kerry Tarasoff.  “Lower fuel prices certainly played a role as did our overall community growth and a relatively mild winter.”

The year-end financial results are highlighted in a report today to the Standing Policy Committee on Finance.

“The silver lining to the downturn in oil prices has helped the City spend less,” Tarasoff says. “We also spent less on snow removal and all our boards including the Police Service had surpluses.”

Tarasoff further notes while a mild winter may mean savings in Public Works, it also means the City’s power company sells less electricity leading to a small deficit at Saskatoon Light & Power.

Positive figures were also offset by factors such as lower than expected revenues from traffic fines, landfill and parking, as well as an increase in fire protection spending and a transfer to the utility reserve.

To view the complete report, visit saskatoon.ca under City Hall>Council, Boards & Committees.

Fellow Citizens,

I want to add a bit more perspective and clarity on information circulating in the community on the City’s use of external consultants. Many of the comparisons that you may have seen, heard or read are incomplete. In the interest of ensuring you have the ability to compare apples to apples, we want to set the record straight.

While a surface-level review suggests that we have a different approach to hiring external consultants than other cities, the reality is that we have a different approach to reporting. Our administrative report includes all spending on consultants and contracts, which goes beyond the spending reported in many other communities.

I will expand on this below, but consultants and contracts allow us to obtain specialized skills we don’t keep in-house and to meet the demand of surge periods while holding the line on creating permanent full-time city jobs.

Recognizing the depth of our reporting is necessary to fully understand our spending. 

The Background

In response to a question in the January City Council meeting, we prepared a thorough, open and transparent report on costs related to the City’s use of outside advice and services. Given the interest in this subject, we felt a full report to City Council and the public was appropriate.

The facts are:

*All external consultant costs were approved in the 2015 Business Plan and Budget. We have not taken on additional or unexpected costs that were not approved in the budget process.
*The City invested $16 million or 4% of our total City budget on advice and services in support of capital projects – addressing an unprecedented need for construction projects made necessary by an unprecedented period of growth in our community.
*The City invested $2.6 million or 0.4% of our total City budget on advice or services to the City for operations. For example this includes $213,000 for internal audit services that are more cost effective to outsource.

Finding Accurate Comparisons

To be clear, the report to be discussed at the Finance committee next week includes all costs where an external consultant or service provider participated in our work. This ranges from preliminary planning and concept studies to using outside help to design and manage a project.

In other words, we cast a wider net than what it appears other municipalities may have reported to their citizens. We believe this level of openness is the most responsible way to report to citizens.

For example, if we were to compare referenced information from the City of Regina on consultants hired for planning studies or strategic policy advice with what Saskatoon spent on the same, our expenditures would be in the neighbourhood of $1.8 million (including $1.6 million on capital projects).  This is in line with the $1.75 million spent by the City of Regina in 2015.

Listening to our Community

The City of Saskatoon has experienced significant growth over the past decade and we have acted to address the priorities identified by our citizens – more notably traffic congestion, roads, bridges and infrastructure.

The money spent on capital contracts and consulting is due in large part to our rate of growth and infrastructure development.  Saskatoon outpaced most Canadian cities over the past number of years with an infrastructure investment of $500 million. It’s like we have been “building” another Humboldt or Melfort for the past several years.

As part of this, the City also develops land that, in turn, delivers a dividend to its citizens and helps pay for that growth and infrastructure.

We have turned to consultants as a responsible and prudent approach, allowing us to meet the demands of a growing city while controlling the growth of full-time city staff positions. The City performs its due diligence on quality assurance to further enhance accountability and to confirm the services we provide are in line with best practices.

Taking all these factors into consideration, a proper comparison requires an examination of a city’s economic growth and a common standard of reporting.

We always have your economic interests at heart and will continue to recommend work to City Council when we believe it is time and cost effective to do so.

Kind regards,
Kerry Tarasoff
Chief Financial Officer
 

This unseasonably warm winter with less snowfall has been a welcome for many people in Saskatoon. Less snow typically results in less shoveling on sidewalks for residents. Unfortunately, with the daytime melting followed by overnight freezing temperatures, residents are faced with icing conditions on their sidewalks.

Given Saskatoon’s reputation for strong community spirit, it comes as no surprise that again this year, the City of Saskatoon is recognizing the Snow Angels who go above and beyond to help fellow neighbours keep sidewalks clear, despite the added challenge of ice this season.

His Worship, Mayor Donald Atchison today thanked and presented a gift to Elmer and Agnes Regier, this month’s winners of the Snow Angel program’s prize draw. The Regiers were nominated as a Snow Angel by their neighbour, Janet Gordon.

“Elmer is an all-year angel”, says Gordon. “In summer he gives total care to the grass and grounds in my yard, and in winter he clears the snow and ice from my walks and large driveway. I was so lucky when the Regiers became my neighbours for many reasons. Elmer says it keeps him in shape, and l am so grateful for their help.”

“Clearing sidewalks quickly after a snowfall makes it easier and safer for people to move around, especially during an icy winter like the one we’ve had” says Acting General Manager of Community Services, Alan Wallace. “A thoughtful act from a neighbour like this epitomizes the spirit of many citizens in Saskatoon and is worthy of recognition.”

If residents receive help with their snow clearing, they can nominate them as a Snow Angel online at saskatoon.ca/snow. They’ll be sent a thank you card from His Worship, Mayor Donald Atchison as well as entered into a monthly prize draw.

The Municipal Heritage Advisory Committee (MHAC) recognized the “Spirit of Alliance - War of 1812” monument in the category of Education. The Heritage Awards were presented by His Worship Mayor Donald Atchison at the February 29 meeting of City Council.

“This is an achievement to be proud of,” says Kevin Kitchen, Community Development Manager.  “Commemorations contribute to Saskatoon’s urban landscape.  Whether as statues, monuments, or cairns, they describe our connections to the past, express community and individual values, contribute to telling our story, and help to create a sense of place.”

The education awards recognize the achievements of an individual, group or organization to educate the citizens of Saskatoon about its heritage in the areas of archaeology, history, museums, historic buildings and sites, genealogy, natural history, and folklore.

The City of Saskatoon received the donation of the Spirit of Alliance monument from the Whitecap Dakota First Nation to commemorate the alliance between the British Crown, the Dakota and others; and how the Dakota came to reside in the area.