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Governance and Priorities Committee Decisions in Brief
August 29, 2017 - 6:10am
August 21, 2017 Meeting
7.1.2.1 2017 Civic Services Survey Results
Decision
*The Committee carried unanimously a recommendation that the information be received.
Background
*The City has conducted the Civic Services Survey annually since the early 1990s. The last survey was completed in May 2016. In March 2016, the City issued a tender for work on the City of Saskatoon Annual Civic Services Survey. Insightrix Inc. (Insightrix) was awarded the contract for 2016 with the option to extend for a second year, which was exercised to conduct the 2017 survey.
7.1.2.2 2017 Citizen Budget Results
Decision
*The Committee carried unanimously a recommendation that the information be received.
Background
*City Council and the Administration consider several factors when building the City’s annual budget including: the population, inflation, capital investments, City Council priorities, performance measures, and public input. Administration has been conducting an annual Online Citizen Budget Survey since 2015 to obtain public feedback on spending priorities. The last Citizen Budget was conducted in 2016. 2017 Online Citizen Budget Results here.
7.2.1 2018 Business Plan and Budget Update (File No. CK. 1704-1)
Decision
*The Committee carried unanimously a recommendation that direction be provided regarding implementation or future reporting on 30 Day Challenge Ideas; and that a letter from the Executive Director of NSBA be received as information.
Background
*At its June 19, 2017 meeting, the Governance and Priorities Committee received the 2018 Budget Update report from the CFO/General Manager, Asset and Financial Management Department. The report outlined that the current projected property tax increase for 2018 was 6.48%, and that the Administration was working on several strategies to develop ideas and help mitigate this property tax impact.
Standing Policy Committee on Transportation Decisions in Brief
August 29, 2017 - 6:02am
August 15, 2017 Meeting
7.2.4 Victoria Avenue Corridor Transportation Improvements
Decision
*The Committee recommended to City Council that the proposed plan for Victoria Avenue between 8th Street and 11th Street be approved; That the amount of $295,000 be approved for Capital Project #2270 – Paved Roads and Sidewalk Preservation from the Transportation Infrastructure Expansion Reserve; and; That the amount of $30,000 be approved for Capital Project #2270 – Paved Roads and Sidewalk Preservation from the Active Transportation Reserve.
Background
*The Victoria Avenue Corridor Review resulted in a plan to address the combination of motor vehicles, pedestrians and cyclists anticipated after the Traffic Bridge is reopened.
*The proposed plan will reduce the number of lanes in the southbound direction from two to one and introduces a cycle track adjacent to the sidewalk on both sides.
*The proposed modifications will proceed in conjunction with water main replacement and road rehabilitation of Victoria Avenue in 2017.
7.2.6 2017 Annual Street Sweeping Work Plan
Decision
*The Committee recommended to City Council that the Administration be directed to implement the pilot program in the seven neighbourhoods outlined in the report; and 2. That following the pilot, the Administration report back on the overall effectiveness of the pilot including, but not limited to, citizen feedback and operational impacts.
Background
*Street sweeping is a core function of the City. Each component of the program is executed to enable mobility, preserve air and water quality, maintain surface drainage, and improve aesthetics of City streets and adjacent infrastructure.
*The annual sweeping program is divided into four main program groupings:
1) pre-sweeping winter debris pickup,
2) spring sweeping,
3) summer sweeping, and
4) fall leaf and debris removal.
*The City is piloting a new spring sweeping approach to improve efficiency, reduce costs and alleviate parking concerns in seven neighbourhoods.
*Factors such as a growing street network; balancing program efficiency with safety and parking convenience for citizens; and an intensive sign/ticket/tow approach continue to put pressure on the sweeping schedule and operating budget.
SPC on Environment, Utilities and Corporate Services Decisions in Brief
August 29, 2017 - 5:53am
August 15, 2017 Meeting
7.2.1 Absence Management and Disability Assistance Services Update [File No. CK. 4655-1 and CP. 4655-001]
Decision
*Following discussion on providing these services in-house, the Committee carried unanimously a recommendation to City Council to defer for one month a decision to give consideration on continuing the pilot program with Bridges Health and asked administration to report on how the City may internally provide this support to its employees.
Background
* The City of Saskatoon (City) entered into a one-year pilot program with Bridges Health in accordance with the program policies and procedures documented in the Disability Assistance Program (DAP) manual and the Collective Agreement between the City and The Amalgamated Transit Union, Local No 615 (ATU) and between the City of Saskatoon and SCMMA. This pilot program involves Saskatoon Transit employees who are members of the ESA, SCMMA and ATU. The employee group consists of employees with illnesses/absences of 10 days or greater within a 12-month period, which is the current criteria of the City’s DAP. Illnesses/absences of 10 days or greater include:
· An employee is off 10 days in a row.
· An employee goes over 10 days in casual absences.
· An employee provides notice they will be of for more than 10 days.
7.2.2 Hydropower Project – Memorandum of Understanding with the Saskatoon Tribal Council [File No. CK. 2300-1 and SLP 2000- 10-6]
Decision
*The Committee carried unanimously a recommendation to City Council that the City Solicitor prepare a Memorandum of Understanding with the Saskatoon Tribal Council in accordance with the general terms set out in this report for the purpose of studying the financial feasibility of a hydropower project at the Saskatoon Weir.
Background
*Pre-feasibility engineering and environmental baseline studies of several possible design concepts for a hydropower station at the Saskatoon weir were completed in 2009, and also considered a proposed pedestrian walkway and white water park feature. The studies concluded that the proposed development was technically feasible, and could be economically viable depending on the market value of the electricity produced. Any consideration for a white water park feature would require leadership interest from either a developer, private operator, or non-profit organization. A separate report is planned to be presented to the Governance & Priorities Committee for consideration this fall, and will discuss the water park in the context of a Master Plan for Sport, Culture, and Recreation facilities. Joint ownership between the City and STC will bolster all aspects of the project and benefit both parties.
7.2.5 Compost Sale Strategy [File No. CK. 7830-5 x1720-1 and PW 7832-2]
Decision
*The Committee carried unanimously a recommendation to City Council that
a pilot program for providing small quantities of compost to residents at no charge, be approved; and that a rate of $15 per cubic yard be approved for bulk purchases of materials from the compost depots, including finished compost, mulch, top soil and fire logs.
Background
*On April 16, 2012, Administration reported to City Council that there was enough finished compost material to start providing material to the general public. On June 24, 2013, City Council approved the recommendations in the Composting Program Fees 2013 and 2014 report; specifically that finished compost be made available for sale to the general public at $5 per 20 litre bag. On May 20, 2014, City Council adopted bulk sale prices for compost and mulch as identified in the Composting Program Bulk Sales report.
7.2.6 Organics Opportunities [File No. CK 7830-1 and CP. 7838-010]
Decision
*The Committee carried unanimously a recommendation to City Council that Administration continue research and program development on an organics program for the Residential, Industrial, Commercial, and Institutional sectors.
Background
*On May 23, 2017, City Council received a report outlining Waste Diversion Opportunities. Organics represents a significant portion of the waste stream and was outlined as one of the first steps toward meeting Waste Diversion Performance Targets. Organic material not only fills up the landfill, it produces methane when it decomposes, which is a potent greenhouse gas. In 2016, 2cg completed a characterization of the waste stream in Saskatoon. The study found that organics (leaves, grass, and food waste) represent 32% (over 78,000 tonnes) of landfilled waste in Saskatoon, the single biggest opportunity for diversion. Most cities across Canada have programs and policies that require residents and/or businesses to divert organics.
7.2.7 Waste Utility Design Options [File No. CK 7830-1 & CP. 7542- 006]
Decision
*The Committee carried unanimously a recommendation to City Council that the Administration continue to develop a program to expand the Waste Services Utility to include variable-pricing options; and engage citizens and stakeholders on variable-pricing options and report back in the first quarter of 2018 with a proposed design and timeline for implementation for a utility model.
Background
*In January 2017, the Administration brought a report to the Standing Policy Committee on Environment, Utilities and Corporate Services highlighting the funding gap in the business model for civic waste services, and identifying barriers in meeting the performance targets for Environmental Leadership. In May 2017, City Council received the Waste Diversion Opportunities report identifying various tools and approaches to improving waste diversion in Saskatoon. The report addressed the financial performance and stability of civic waste services including alternative options for financing such as a utility fee. At a City Council meeting on June 26, 2017 a report was received on the benefits and implications of a waste utility. Administration was tasked with investigating a new business model for waste services that included waste as a utility, and Administration was asked to report on a potential design.
7.2.9 Storm Water Utility Business Plan
*The Committee carried unanimously a recommendation to City Council that the Storm Water Utility focus resources on maintenance and preservation of existing storm water assets; and that $3 million be maintained in the Storm Water Utility’s capital reserve to protect strategic public infrastructure from damage caused by riverbank slumping and other emergency storm water repairs; that the Equivalent Runoff Unit used for Storm Water Management charges be increased by $13.50 annually from 2019-2022, and utilized for projects to maintain and preserve storm water infrastructure; and that the temporary Flood Protection Program be extended and phased out by $13.50 annual from 2019-2022. The Committee also recommended to City Council that the Administration report prior to 2018 budget consideration on the impact of increase to the ERU to generate funds for flood mitigation; that the City identify this situation as a further request for federal funding; and the Administration report on funding and infrastructure strategy to systematically deal with the top risk priority areas.
Background
*In 2014, 30 known flood sites were modelled and prioritized for flood risk based on set criteria (i.e. risk of water reaching within three meters of buildings, number of properties impacted, and roadway classification). Various remediation options to reduce flood risk were assessed for three modelled areas:
1. Ruth Street/Cairns Avenue
2. First Street/Dufferin Avenue
3. Cascade Street/Dufferin Avenue
The cost of the preferred option is estimated to be $18.9 million (2017 dollars).
At its meeting held on April 25, 2016, City Council resolved that the Administration develop a comprehensive Storm Water Utility Business Plan, including long term capital funding, and that the Administration explore alternative funding sources for Riverbank stabilization, and that the Administration concurrently meet with affected residents to provide an update and further discuss options.
City Awards Work for Transit Villages and Brownfield Strategy as part of Growth Plan Implementation
August 29, 2017 - 1:31am
- Architectural firm, Dialog, to create concept designs for future Transit Villages at key station locations along the city’s future Bus Rapid Transit Red Line, and
- Environmental assessment agency, Dillon Consulting to develop a strategy to address environmental concerns along major transportation corridors through the creation of a Brownfield Renewal Strategy.
Yesterday, City Council awarded two important contracts that will oversee the design of transit villages and development of a Brownfield Renewal Strategy.
“As a community, we have the opportunity to ensure that Saskatoon is able to address the challenges we face and to create a city that responds to the needs of our citizens. By investing in doing this work correctly, we are able to build a city with strong transit options, with neighbourhoods that are connected, and that can respond to our rapidly changing world. At this crucial time in our city’s history, the Bus Rapid Transit system is fundamentally important to achieving this and to being the city that gets it right.” – His Worship Charlie Clark, Mayor, City of Saskatoon
At its August 28 meeting, City Council approved the award of two contracts:
Both companies were the highest scoring firms in their respective competitive processes. Each competition received five submissions from proponents representing industry-leading Canadian and International firms. All of the proponents have offices in Western Canada; the majority have offices in Saskatoon.
These firms round out the award-winning team currently implementing the City’s Growth Plan, which includes engineering design firm HDR Inc., and engagement planning firm O2 Planning + Design.
For more information about the City’s plans for growth, visit Saskatoon.ca/growth.
Saskatoon’s growth initiatives are shaping the future of our city and community. These plans are working together to guide how Saskatoon will grow in the decades ahead, and advance the City’s Strategic Goals of sustainable growth, quality of life, environmental leadership, and moving around.
Third Avenue United Church designated heritage property
August 28, 2017 - 9:32am
City Council designated Third Avenue United Church as a Municipal Heritage Property in a unanimous vote at its meeting Monday afternoon. The move comes following a recommendation made by the Saskatchewan Heritage Foundation’s Review and Appeals Committee.
“As the Administration has maintained, the property warrants designation,” says Lesley Anderson, Director of Planning and Development. “Third Avenue United Church is one of most prominent heritage structures in the City, and has significant historical, architectural, aesthetic and cultural value.”
Under The Heritage Property Act, designated properties are provided protection in the form of a bylaw that is registered against the title of the property, and continues to apply with ownership changes.
“Once a property is designated, it is protected from demolition or unsympathetic alterations,” Anderson says.
The Municipal Heritage Advisory Committee asked for the heritage designation to include the exterior and two interior elements, the hammer-beam rafters and the Cassavant organ.
The Heritage Property Act does not require the property owner’s permission to file either the Notice of Intention to Designate or for City Council to pass the bylaw to designate the property.