News Releases

The 50 year old overpass on Idylwyld Drive over Ruth Street is about to undergo a major rehabilitation. Work starts Sunday, May 15, and construction will be phased with crews working on one side at a time, allowing two-way traffic to be maintained without fully closing the overpass.

“Speed restrictions will be in place and traffic will be reduced from four lanes to two,” says Rob Frank, Engineering Manager of Asset Preservation. “We do not anticipate significant traffic delays so long as drivers pay attention to signage and use the zipper merge method.”

“To zipper merge correctly, as you see the “lane closed ahead” sign and traffic backing up, stay in your current lane up to the point of merge. Then take turns with other drivers to safely and smoothly ease into the remaining lane. Vehicles in the merging lane must signal, and drivers in the through lane must let one vehicle merge. This makes the traffic flow more quickly and efficiently for drivers in both lanes.”

Extensive rehabilitation work is scheduled until the end of August and will involve:

• Removal of existing asphalt wearing surface, membrane, and top portion of concrete deck
• Placement of new concrete deck and a new concrete overlay
• Modification of the approach slab and expansion joints
• Miscellaneous concrete repairs on the overpass

To learn more about this project, please visit saskatoon.ca/bridges. Zipper merge information is available at saskatoon.ca/zippermerge.

Following extensive consultations and a Needs Assessment and Feasibility Study commissioned by the City, the YMCA of Saskatoon (YMCA) and the Saskatoon Tribal Council (STC), a community need for a city centre recreation facility was identified.  However, to benefit everyone in the community now and in the future, the partners have determined that the soundest financial investment is to pursue two opportunities moving forward.

“This approach will provide the greatest value for all citizens who will have an opportunity to participate in not one, but potentially two, new or upgraded facilities with more program opportunities in the growing city centre area,” says Director of Recreation and Community Development, Lynne Lacroix.  “In addition to being able to reach new community members and deliver increased programs and services for Saskatoon’s city centre area neighbourhoods, the facilities will bridge together the key growth areas of downtown and 20^th Street to fulfill the needs of current and future area residents and workers.”

One facility opportunity would be a collaboration between the City, STC, and a new potential partner, Saskatoon Public Schools.  Ideally, it could be located in proximity to White Buffalo Youth Lodge (WBYL) and Princess Alexandra School.  The facility would provide access to education, social, recreation, and community programs for those living in the city centre.

“The long-term goal is to improve the health of Saskatoon families and individuals regardless of income and ethnicity.  Working together on a city centre facility supports STC’s strategy to work with the community and governments to improve the quality of life of First Nations residents living in Saskatoon,” says Tribal Chief Felix Thomas.

“As we look to the future, we have begun exploratory talks with the City of Saskatoon and Saskatoon Tribal Council with regards to a new facility that may help us provide greater support to families in the community.  If there is an opportunity to increase services to our students during their educational journey that will help them to be successful, we are open to looking at those possibilities,” says Ray Morrison, Board Chair for Saskatoon Public Schools.

The second opportunity involves the YMCA and the City exploring a full range of partnership models to meet various community needs in growing areas of Saskatoon.  To do this, there is a commitment to continue to develop a long-term strategy that outlines the greatest benefit to the community.  This approach includes creating a long-term strategy based on the needs assessment, the City Recreation Master Plan, as well as the YMCA’s strategic plan.

“Through the research process and partnership conversations, the YMCA has developed a fuller understanding of the needs of the community and has also increased its understanding for the valuable work that each organization does.  We believe that at this point, the YMCA can make a significant impact in Saskatoon by focusing on specific gaps that were identified in the needs assessment.  We will do this by ensuring our services and programs continue to adapt to meet children, family, and adult needs, and we feel this is best provided by staying in our current downtown location at this time.  To reach our Vision, we will reinvest in the downtown YMCA location, which will help meet community needs by focusing on healthy living, helping families, and fostering belonging and connection,” says Dean Dodge, Chief Executive Officer, YMCA.

All the partners want to make sure their visions continue to align as they work on reducing barriers to achieve healthy lifestyles for everyone.  To meet those goals, the best choice is to reduce overlap in services and facilities, and to invest in facilities that meet the needs of Saskatoon residents.

Based on these new developments and decisions by various partners, there are now two parallel tracks moving toward creating recreation facilities in the city’s central area.  The next steps for the City, STC, and Public School Board will be to continue to solidify the financial and human resources for a project near WBYL to proceed.  The City and the YMCA will keep working on a joint long-term plan, with the YMCA continuing to provide services in downtown Saskatoon.

From the May 9, 2016 Meeting

7.1.3 Comprehensive Downtown Parking Strategy Update

Decision

*The committee resolved:
1. That the report be received as information;
2. That Administration report back on implementation of recommendations 8.1 and 8.2 outlined in the downtown parking strategy report; and
3. That the Administration further discuss with the Partnership, and the Broadway and Riversdale Business Improvement Districts, the 3 hour parking limit, including discussion on the 21st Street and 2nd Avenue exemption, and provide an update report at the next committee meeting.

Background

*The purpose of the Parking Strategy is to guide the parking decisions and actions as the City grows to a population of 500,000.
*The key directions of the Parking Strategy are divided into two categories:
a) how to address current parking challenges; and
b) how to plan for future needs.
*The Parking Strategy includes a potential Implementation Plan identifying short and long-term actions.

7.1.4 North Commuter Parkway and Traffic Bridge Construction Update

Decision

*The committee received the information.

Background

*In September of 2015, City Council awarded the RFP for the North Commuter Parkway and Traffic Bridge, naming Graham Commuter Partners (GCP) as the preferred proponent.
*Currently at the Traffic Bridge, GCP is continuing construction of the new Pier 3 (south in-river pier), and over the next several months will be constructing the new bridge abutments and erecting Span 4 (south bridge span).
*Final permits necessary to commence in-river construction for the new North Commuter Parkway bridge were received in late March. Berm construction began immediately and was completed in early April. Over the next several months, GCP will be constructing the new Pier 1 (west pier) and west bridge headslope.
*Clearing of the roadway alignments for McOrmond Drive and Central Avenue has been completed and topsoil stripping in these areas is ongoing.
*Upgrades at the intersection of Central Avenue and Attridge Drive and the intersection of Wanuskewin Road and Marquis Drive are planned over the 2016 Spring/Summer construction season.
*Modifications have been made to the limits of the sound attenuation along Central Avenue based on feedback from the community.

7.2.1 Montgomery Place Neighbourhood Traffic Review

Decision

*The committee recommended to City Council:
1. That the Neighbourhood Traffic Review for the Montgomery Place neighbourhood be adopted as the framework for future traffic improvements in the area, to be undertaken as funding is made available through the annual budget process;
2. That the speed limit on all local roads within the Montgomery Place neighbourhood be reduced from 50 kph to 40 kph; and
3. That the City Solicitor be requested to prepare the appropriate bylaw amendment.

Background

*A Neighbourhood Traffic Plan for the Montgomery Place neighbourhood was developed in consultation with the community in response to concerns such as speeding, traffic shortcutting, and pedestrian safety. The plan will be implemented over time as funding for the improvements is available.

7.2.7 Highway 16/Boychuk Drive and McOrmond Drive/College Drive interchanges Status Update

Decision

*The committee is forwarding the report to City Council for information.

Background

*In October of 2014, City Council approved a report to allocate $2 Million of funding to hire an Owner’s Engineer for the construction of interchanges at Highway 16/Boychuk Drive and McOrmond Drive/College Drive.
*Sound attenuation studies were completed to determine noise impact of the interchanges and identified.
*At Highway 16/Boychuk Drive, additional sound attenuation is required adjacent to Lakeview neighbourhood.
*At McOrmond Drive/College Drive, additional sound attenuation is required adjacent to Arbor Creek neighbourhood.
*Extension of sound attenuation beyond construction limits along College Drive, west of the McOrmond Drive/College Drive interchange, is required.
*The Request for Qualifications will shortlist three Proponents to participate in the Request for Proposal to be awarded in fall of 2016.
*A de-scoping ladder must be established to mitigate the risk of a failure to award the project, in the event that all of the financial proposals result in pricing above the City’s affordability threshold.

7.2.8 Sidewalk Condition and Plan

Decision

*The committee is forwarding the report to City Council as information and Administration will report to the 2017 budget deliberations with options for maintaining the current rate of sidewalk repair and replacement while phasing out the asphalt overlay repair program.

Background

*Saskatoon has 1,524 km of sidewalk with an estimated replacement value of $722M.
*Saskatoon’s sidewalks are generally in satisfactory condition, based on current inspection data and the calculated Sidewalk Condition Index.
*The Sidewalk Preservation Program is implemented on the sidewalks adjacent to the Roadway Surfacing Program. An estimated $4.9M per year is required to allow for an average sidewalk intervention treatment cycle of 20 years using the current treatment approach. This funding is available within the current funding plan, due largely to lower than anticipated roadway resurfacing contract costs.
*The Sidewalk Maintenance Plan has a budget of $1.03M and addresses safety and maintenance issues throughout the remainder of the city. The 2016 plan is to address sidewalks with the poorest condition and highest pedestrian potential.

From the May 2, 2016 Meeting

Construction of Remai Modern is heading into the final stage – 90 per cent of the building contract is complete. While Remai Modern is first and foremost a world-class art museum, it is also a multi-purpose community facility.

“The beauty of Remai Modern is that it will be more than just an exceptional art gallery,” says Jeanna South, Special Projects Manager.  “It will be a gathering place for both everyday events, and special occasions – a place to have dinner before an evening of live theatre, to shop, or to get married.”

The interior and gallery spaces are taking shape.  Much has happened since the community last had a look in September.  The construction is highlighted in a report to the Standing Policy Committee on Environment, Utilities & Corporate Services for Monday, May 9.  Many items are nearing completion with significant progress on others:

• Bronze-coloured metal panel cladding on the East, North and West sides
• Interior atrium glass on levels three and four
• Walls and ceilings in the vault spaces
• Wall finishes in level two and three Gallery spaces
• Elevator installation is complete and final finishing is underway
• Preparation for the installation of the wood ceiling is underway. Final installation of the wood will occur late in the project, once environments are stable.

“We’re delighted that the construction of Remai Modern has reached more than 90 per cent completion,” says Gregory Burke, Remai Modern Executive Director and CEO.

“As construction proceeds, gallery staff members are going full-tilt on planning the exhibitions and programs that will animate the museum from top to bottom. It’s a spectacular building on a unique site, and we’re determined to offer visitor experiences that are equally amazing.”

The contractor is currently estimating completion of the contract in late 2016. The gallery is expected to open to the community in early 2017.

From the May 2, 2016 Meeting

7.1.2 Quarterly Report – Builder and Developer Lot Supply – April 1, 2016

Decision

*The report was received as information.

Background

*Land developers in Saskatoon have 840 residential lots in inventory, and there is a builder inventory of 1,037 residential lots.
*Land developers in Saskatoon are projected to service 539 single-family lots in 2016, dependent on inventory levels and absorption rates.
*Land developers and builders have approximately 133 acres of multi-family land in inventory, which can potentially accommodate approximately 2,985 dwelling units. *There is a healthy supply of vacant industrial land held by recent industrial land purchasers and Saskatoon Land.

From the April 11, 2016 Meeting

5.6 2016 Neighbourhood Traffic Review – Annual Report

Decision

*The committee recommended to Council that the Neighbourhood Traffic Review Implementation Plan be approved.

Background

*In August of 2016, City Council approved a new process within the Neighbourhood Traffic Management Program. This process includes a strategy to review concerns on a neighbourhood-wide basis by engaging the community and stakeholders in first identifying specific traffic issues, and secondly jointly developing recommendations that address the issues. Eleven Neighbourhood Traffic Reviews were completed beginning in late 2013 and through 2014.

7.1.1 8th Street Transit Corridor Initiative – Public Engagement Results

Decision

*The committee received the information.

Background

*Saskatoon Transit completed a Transit Corridor Review which proposed a demonstration of concepts associated with the Growth Plan to 500,000 and would see a service frequency under 10 minutes along 8th Street.
*Saskatoon Transit engaged businesses, key stakeholders and Saskatoon residents from March 11 to March 25, 2016, on the 8th Street Initiative.
*Feedback on the 8th Street Initiative was generally positive with 72% of respondents who strongly agree, agree or somewhat agree that being able to access bus service along 8th Street more frequently is positive.

7.2.2 2016 Overpass Testing and Inspection Program – Award of Engineering Services

Decision

*That the engineering services proposal submitted by CH2M HILL Canada Limited for completion of the 2016 Overpass Testing and Inspection Program, at a total estimated cost, on a lump sum basis, to an upset limit of $103,829 (including P.S.T. and G.S.T.) be approved.

Background

*Testing and structural inspection of the City’s bridge and overpass inventory is conducted on a regular cycle.
*This information is used to determine the economically optimum timing of major and minor rehabilitation work.

7.2.3 2016 Transit Bus Refurbishment – Request for Proposal Award

Decision

*The committee recommended to City Council that the proposal submitted by MTB Transit Solutions for the refurbishment of 10 New Flyer buses, with the option to extend for five additional years, for a total of $917,694.00 plus taxes be accepted

Background

*Saskatoon Transit has a fleet of 158 buses. This is made up of 57 40-foot buses which are older than 1998, 84 buses that are 2002 or newer, 10 articulating buses and 6 Arboc buses.
*This work is for refurbishment of buses in the existing Transit fleet. Refurbishment of buses is a common industry practice and is required in order to maintain Saskatoon Transit’s fleet.
*A Request for Proposal (RFP) for refurbishment was issued on February 18, 2016. Three proposals were received. The highest scoring proposal was submitted by MTB Transit Solutions.

From the April 25, 2016 Regular Meeting of City Council

9.2.1 Vacant Lot and Adaptive Reuse Incentive Program - Development Incentives – Parcel YY – Public Plaza – Supplementary Report

Decision

*Council approved general conditions for a tax incentive for the Public Plaza within the Parcel YY development at River Landing.

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.

9.3.1 2016 Corporate Business Plan and Budget – Shaping Our Financial Future

Decision

*City Council received the document.

Background

*In addition to the City’s Strategic Plan, City Council's priorities will provide direction and focus to the Administration in the preparation of the 2017 Business Plan and Budget.
*The 2017 Business Plan and Budget process will attempt to integrate a “policy-oriented” approach so that City Council can provide key direction to the Administration on various existing, and emerging, policy issues.
*The 2017 Business Plan and Budget process will include a public engagement component, so people of Saskatoon have an opportunity to provide input into the development of the 2017 Business Plan and Budget.

9.5.1 Resignation – Councillor Eric Olauson – Ward 8

Decision

*City Council received the information and with respect to the resignation,  agreed the vacancy in Ward 8 not be filled until the upcoming general election on October 26, 2016

Background

*Councillor Eric Olausen resigned his seat (resignation letter April 18, 2016).

9.11.2 Enumeration/Voters List/Voter Registry

Decision

*City Council approved voters be registered at the polls on the dates set for voting during the 2016 Municipal and School Board Elections and further that this matter be added to the Governance and Priorities Committee agenda when it meets with the Public and Separate School Boards.

Background

*There is no legislative or administrative requirement for a voters list. A voters list has not been prepared in Saskatoon since 1988.
*Conducting an enumeration is labour intensive and costly.
*A council may choose to enter into agreements with respect to sharing or using a voters list, or any other voter data used to create a voters list, with any officer established pursuant to a provincial Act or an Act of the parliament of Canada responsible to conduct an election.
*The use of a national or provincial register of electors in a municipal election may serve as a basis for a voters list.
*There is no provision in the legislation to allow for a process to preserve the voter registration forms from the 2016 Municipal and School Board Elections to formulate a list to be used for the purposes of developing a permanent voters list.

9.11.3 Growth Plan to Half a Million

Decision

1. That City Council recognize and approve, in principle, the long-term benefits of the vision and key directions of the Growth Plan to Half a Million;
2. That the Growth Plan to Half a Million be implemented in a phased, incremental approach, requiring specific recommendations for action in ten-year increments;
3. That the Administration report back with an implementation plan for the period of 2017 to 2026;
4. That Administration provide a further report evaluating design considerations for major roadways and intersections, and in particular the use of grade separated or at grade intersections on different roadways as part of this plan. Components of this evaluation could include costs, safety, efficiency, and development impacts, outside of our high speed freeway network;
5. That as the implementation plan is developed, Administration provide further detail comparing the costs of implementing different components of the growth plan vs. the cost of proceeding with business as usual;
6. That the Administration provide further information with regards to implementing the growth plan with consideration of maximizing solar access and orientation of new developments in both new growth and infill areas.; and
7. That the Administration be instructed to bring forward specific reports on any actions related to overall plan implementation.

Background

*The Growth Plan will guide the City’s growth for transportation, transit (Growth, and land-use planning to accommodate a population of half a million people).
*Without the Growth Plan, economic and community impacts of continuing the current growth patterns are expected to include increased traffic congestion, declining levels of transit service, longer commutes, and higher infrastructure costs, among others.
*The Growth Plan outlines eight key directions to guide transportation, transit, and land-use planning to accommodate a population of half a million.
*A ten-year action plan will be created to guide the implementation of the Growth Plan and will be brought to City Council for approval in early 2017.

From the April 18, 2016 Meeting

7.1.1 2017 Business Plan and Budget Process

Decision

*The committee endorsed the process for the 2017 Business Plan and Budget.  

Background

*In addition to the City’s Strategic Plan, City Council's priorities will provide direction and focus to the Administration in the preparation of the 2017 Business Plan and Budget.
*The 2017 Business Plan and Budget process will attempt to integrate a “policy-oriented” approach so that City Council can provide key direction to the Administration on various existing, and emerging, policy issues.
*The 2017 Business Plan and Budget process will include a public engagement component, so people of Saskatoon have an opportunity to provide input into the development of the 2017 Business Plan and Budget.

7.2.2 Growth Plan to Half a Million

Decision

*The committee is forwarding the following recommendations to City Council:
1.    That City Council recognize and approve, in principle, the long-term benefits of the vision and key directions of the Growth Plan to Half a Million;
2.    That the Growth Plan to Half a Million be implemented in a phased, incremental approach, requiring specific recommendations in ten-year increments;
3.    That the Administration report back with an implementation plan for the period of 2017 to 2026;
4.    That Administration provide a further report evaluating design considerations for major roadways and intersections, and in particular the use of grade separated or at grade intersections on different roadways as part of this plan. Components of this evaluation could include costs, safety, efficiency, and development impacts, outside of our high speed freeway network;
5.    That as the implementation plan is developed, Administration provide further detail comparing the costs of implementing different components of the growth plan vs. the comparing of costs of implementing different components of the growth plan vs. the cost of proceeding with business as usual;
6.    That the Administration provide further information with regards to implementing the growth plan with consideration of maximizing solar access and orientation of new developments in both new growth and infill areas; and
7.    That the Administration be instructed to bring forward specific reports on any actions related to overall plan implementation.

Background

*The Growth Plan will guide the City’s growth for transportation, transit (Growth, and land-use planning to accommodate a population of half a million people).
*Without the Growth Plan, economic and community impacts of continuing the current growth patterns are expected to include increased traffic congestion, declining levels of transit service, longer commutes, and higher infrastructure costs, among others.
*The Growth Plan outlines eight key directions to guide transportation, transit, and land-use planning to accommodate a population of half a million.
*A ten-year action plan will be created to guide the implementation of the Growth Plan and will be brought to City Council for approval in early 2017.

7.2.2.1 City of Saskatoon Growth Plan – SaskTel Centre – Current Status and Future Outlook

Decision

*Committee received the information.

Background

*In March, the committee held a Growth Plan Summit. Administration requested a presentation from the SaskTel Centre CEO regarding the current structure and plans for the future.
*SaskTel Centre, which opened in 1988, is rated among the top 100 arena concert venues in the world and has made Saskatoon a destination for major events and tours.
*Key issues noted within the presentation include: No Loading Dock for quickly loading shows in and out; Roof and trusses are too low and inadequate for event rigging; Kitchen and catering space is inadequate; With additions in permanent seating, concourse space and concession service locations outgrew; Limited public restrooms; Lack of permanent artist dressing rooms; Limited dressing rooms for national and international events.

8.2.1 Enumeration/Voters List/Voter Registry

Decision

*The committee recommended City Council receive the information and that voters be registered at the polls on the dates set for voting during the 2016 Municipal and School Board Election.

Background

*There is no legislative or administrative requirement for a voters list. A voters list has not been prepared in Saskatoon since 1988.
*Conducting an enumeration is labour intensive and costly.
*A council may choose to enter into agreements with respect to sharing or using a voters list, or any other voter data used to create a voters list, with any officer established pursuant to a provincial Act or an Act of the parliament of Canada responsible to conduct an election.
*The use of a national or provincial register of electors in a municipal election may serve as a basis for a voters list.
*There is no provision in the legislation to allow for a process to preserve the voter registration forms from the 2016 Municipal and School Board Elections to formulate a list to be used for the purposes of developing a permanent voters list.

8.2.2 2016 Local Government Elections – Mail-In Ballots

Decision

*The committee is forwarding the report to City Council recommending the City Solicitor be instructed to amend The Election Bylaw to remove the provision of “postage-paid” for the return of the mailing envelope to the returning officer for mail-in ballots.

Background

*Section 92 of The Local Government Election Act, 2015 authorizes Council to establish a mail-in ballot voting system for the purpose of receiving ballots in an election. In addition, clause 29(1)(b) of the Act authorizes Council to establish a mail-in ballot voting system for voters receiving care in a hospital, personal care facility or similar institution. Bylaw No. 8191, The Election Bylaw, 2012, provides for a mail-in ballot voting system.

8.2.3 2016 Local Government Elections – Hours of Voting

Decision

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

Background

*The Local Government Election Act, 2015 stipulates that polls must be open for voting between 9:00 a.m. and 8:00 p.m. on election day, and that the Returning Officer may open polls earlier than 9:00 a.m. on election day.
*In the past, polls have been open between 8:00 a.m. and 8:00 p.m. and the same hours will be established for the 2016 Civic Election. Election officials must be at the poll at least 30 minutes before opening the poll and they are required to stay after the poll closes to complete their legislated duties, which means they are working a long day. It is therefore not being proposed that polls open any earlier than 8:00 a.m.

8.2.4 2016 Local Government Elections – Advance Polls

Decision

*The committee is forwarding the report to City Council for information.

Background

*Section 85 of the The Local Government Election Act, 2015 authorizes the returning officer to establish one or more advance polls for voters at least three days and not more than 15 days before the day of the election, and set the days and hours for advance voting, excepting those to be established for personal care facilities and similar institutions.

8.2.5 2016 Local Government Elections – Homebound Voting

Decision

*The committee is recommending to City Council that homebound voting in accordance with The Local Government Election Act, 2015 and Regulations be established on October 21, 24 and 26, 2016.

Background

*Section 30 of The Local Government Election Act, 2015 authorizes Council to provide for homebound voting any time between the first day of advance polling and the closing of polls on election day to take the vote of a voter that:
(a) has a disability or limited mobility and is unable to attend an established polling place to vote; or 
(b) is a resident caregiver and because of the care required for the voter who has a disability or limited mobility does not allow them to attend an established polling place to vote.
*Applications to engage the homebound voting service are made to the returning officer. Upon the returning officer’s satisfaction that the application is proper and complies with legislated requirements, the homebound voting service involves election officials going to the home of the voter to capture their vote. Personal Care facilities and similar institutions that are too small to warrant establishing a special poll for the required one hour minimum time frame would also be eligible for this service, provided residents meet the application criteria.
*It is being recommended that homebound voting be established on October 21, 24 and 26, as required.

8.2.7 City Council Travel and Training Expense – 2015

Decision

*The committee is forwarding the report to City Council (with changes as identified during the meeting) for information and posting on the City’s website.

Background

*Each Councillor is allotted funds annually for general travel and training, such as attendance at the annual SUMA and FCM conferences. The total amount budgeted for 2015 for all Councillors was $35,000.00. For 2015 the total expenditures were $30,553.34.

8.2.8 Communications Support to Councillors

Decision

*The committee is forwarding the information to City Council for information and posting on the City’s website.

Background

*In June, City Council approved the preliminary parameters and guidelines for communications support to Councillors, which included providing Committee with usage updates. For 2015, $100,000 was allocated for Councillors. Total expenditures were $68,505.96.

From the April 4, 2016 Meeting

6.2.1 Roads Maintenance Program Value for Money Report

Decision

*The report was received and forwarded to City Council for information.
*Administration instructed to work with Auditor to develop a process (dashboard) to present to Committee at the appropriate time (Fall 2016).

Background

*A value for money review was conducted by PricewaterhouseCoopers LLP to determine whether divisions acting as the custodians of the roadways and are entrusted with executing on spending (being Roadways Maintenance within Public Works, Major Projects, and Construction & Design) are achieving economy, efficiency and effectiveness in the manner in which they are operating.

7.2.5 Transportation & Utilities Capital Projects Funding Reallocation

Decision

*The committee recommended to City Council that the transfer of funds as indicated below, be approved:

1.    $147,399 from the Arterial Road Reserve be allocated to Capital Project #1462 – Arterial Road – Clarence Avenue;

2.    $259,615 from the Infrastructure Water and Sanitary Sewer Reserve to Capital Project #1615 – Water Distribution; and

3.    $292,148 from the pooled Reallocation of Capital Funds to Capital Project #2003 – Highway 14 and Highway 7 Grade Separation.

Background

*A review of capital programs, primarily from the previous Infrastructure Services Department, has resulted in the closure (completion) of 48 projects. Of these completed projects, 25 are underspent and funds will be returned to the appropriate reserves; 20 were overspent by an amount that does not require City Council approval to fund; and the remaining three require City Council approval to fund the amount over-expended.