News Releases

Fire officials are offering some advice on how to keep your family safe during the holiday season.

Today, Saskatoon Eastview MLA Corey Tochor, on behalf of Government Relations Minister Jim Reiter, joined Saskatoon Mayor Donald Atchison at a demonstration of a natural Christmas tree burn to remind citizens to be fire safe this holiday season.

“During the busy Christmas season, remember to add fire safety to the top of your holiday list, as you prepare to celebrate this wonderful time of year,” Tochor said.

“As we celebrate this season, I hope families will make fire safety a tradition in their holiday plans,” Atchison said.  “Please take a few minutes to make sure your home is always a safe and welcoming place for friends and loved ones.”

Picking a tree:
When choosing a real Christmas tree, pick one with fresh, green needles that don’t fall off when touched.  At home, and before placing the tree in a stand, cut at least two inches from the base of the tree trunk.  Make sure the tree’s base is watered right away with it immersed at all times, then check and water it daily.

Placing, decorating and disposing of a tree:
The tree should be placed at least three feet from any heat source like fireplaces, radiators, candles and heat vents.  Tree decoration light strings should be approved by the Canadian Standards Association (CSA), discarded if damaged, and never left on when leaving home or going to sleep.  Trees should also be disposed of quickly after celebrating the holidays.

Smoke alarms:
Remember to check your home’s smoke alarms before the holidays and test them monthly.  Everyone in your home should understand a smoke alarm’s sound and know they are to exit a building quickly and calmly before calling the fire department.

For fire safety message videos, visit the Government of Saskatchewan at https://youtu.be/RdvVdkNlQTM and the City of Saskatoon at https://youtu.be/ssEC0ZbhJ3I.

The Ministry of Government Relations includes the Emergency Management and Fire Safety Branch and the Office of the Fire Commissioner of Saskatchewan.

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

December 8, 2015 meeting

8.2.1 Appointments to Governance and Priorities Committee

*The purpose of the report is to transfer the 2016 appointments for Executive Committee to the newly-formed Governance and Priorities Committee.
*The committee approved forwarding a report to City Council recommending the 2016 appointments for Executive Committee be transferred to the Governance and Priorities Committee.

Background

*On November 23, City Council requested the following changes be implemented:
-Executive Committee be renamed the Governance and Priorities Committee and remain a Committee of all members of Council; the Governance and Priorities Committee’s mandate includes: governance, strategic priorities, annual business plan and budget process, legal matters, human resource and collective bargaining issues and government relations; and, the Governance and Priorities Committee continues to meet on the third Monday of every month.

8.2.2 Deferral Report – Municipal Governance – Practices and Procedures for the Reporting Out of In Camera Items

*Executive Committee approved deferral of the report until the January 18, 206 meeting of the Governance and Priorities Committee.

Background

*At the Executive Committee meeting of November 16, the Leadership Team Governance Subcommittee committed to providing a report respecting practices and procedures for the reporting out of in camera items. The finalization of this report has been delayed partly due to the passage of new Cities Act provisions impacting the issues. 

The City’s new garbage system will improve collection reliability, enhance customer service and improve efficiencies for the benefit of all black, blue and green cart customers.

“We’re so pleased to introduce new collection routes and take a bold step toward our vision of a highly efficient and effective waste management system,” said Brenda Wallace, Director of Environmental and Corporate Initiatives. “The City’s new efficient waste system will improve our service level to Saskatoon citizens, lower fuel costs and reduce our carbon footprint.”

Using real-time data collected by the new system over the past several months, the City is introducing optimised routes and schedules, designed specifically to move efficiently and directly through Saskatoon’s road network and neighbourhoods. The new routes also consider trips each truck needs to take to drop off collected materials at the landfill, recycling centre, or compost depot and ensures these trips are as short and direct as possible, with reduced back-tracking by collection trucks. There is no location change for front-street or back lane collections.

The new collection days begin January 4, 2016 and are clearly identified in the personalized 2016 Cart Collection Service guide and calendar delivered by Canada Post in December.

“Almost every neighbourhood will have a new day for at least one program starting January 4,” says Wallace.  “We encourage people to help their neighbours catch on to the new collection days for black and blue carts by reminding them if they don’t have their cart out, and by rolling out a cart for someone with physical challenges.”  

In addition to developing more efficient collection routes, the City’s new garbage system tracks where a garbage truck is on a route and confirms when your garbage has been collected. It also identifies any missed collections before a truck leaves the neighbourhood, and reduces the amount of kilometers the trucks travel, which is better for the environment and saves money in gas.

Increased efficiency of waste collection supports the City’s Strategic Goal of Asset and Financial Sustainability and being the best-managed city in Canada.

December 7, 2015 Meeting

7.1.1 Saskatoon Light & Power Smart Meter Program Update

*The committee received the report as information, which outlines progress on the Advanced Metering Infrastructure (AMI) Project as well as steps SL&P has taken to ensure commitment to safety through the smart meter replacement program.
*The AMI network for communicating with electricity and water meters within the SL&P service area has been installed.
*System acceptance testing is underway for the AMI system and integration with the existing billing system is set for early 2016.
*SL&P has completed safety checks for all new and existing meters including inspections of private and SL&P infrastructure.

Background

*In June 2014, City Council approved the implementation of AMI. In early 2015, to ensure a commitment to safety through its smart meter replacement program, SL&P announced plans to conduct safety checks on all meter installations.

7.1.2 Building Better Infrastructure: Water & Wastewater Systems

*The committee received the report as information. The report provides information on the sanitary collection and water distribution inventory, value, condition, and asset management initiatives.
* Saskatoon currently has $3.39 and $2.84 billion of sanitary collection and water distribution assets.
*The water distribution system’s current preventative maintenance funding levels are sufficient for distribution mains. Further information is required to appropriately assess service connections, primary mains, valves and hydrants.
*The sanitary collection system’s current preventative maintenance funding levels are sufficient for sanitary collection mains and service connections. Further information is required to appropriately assess force mains, sanitary trunk mains and manholes.

Background

*The sources of data contained in the report are the City’s Geographical Information System (GIS) database, asset management databases, past contract values, and operations and maintenance records.

7.2.1 Service Saskatoon – Free Public WiFi Service

*The report will be forwarded to City Council for information. It provides information on the procurement process, and the business partner selected to provide citizens, visitors and businesses with free public WiFi service at a number of City-owned facilities.

Background

*A Request for an Expression of Interest and a Request for Proposal were issued for providing free public WiFi service in City customer-serving facilities.
*Shaw Communications has been awarded the agreement and will provide free WiFi at no cost to the City in transit terminals, recreation and sport facilities, libraries and City Hall.

7.2.5 Update from Corporate IT

*The report will be forwarded to City Council for information. It articulates high level activities the Information Technology (IT) division has been focused on during the past 6 months.

Background

*An independent consulting report recommended the development of a multi-year business plan determining how IT will support the strategic direction of the City. Based on the results of this review, IT launched a new vision and mandate statement in July 2015. Main components to the vision outlined in the IT Division are:
•Being a strategic business partner empowering our citizens and the Corporation in effectively utilizing technology to access our programs and services.
•IT would become the leaders in innovative business solutions for our business partners providing the effective and efficient use of the corporations’ resources. In conjunction with the development of a strategic business plan for IT, activities that are in alignment with goals of the Corporation have been initiated.

December 7, 2015 Meeting

7.1.1 Update on Railway Delays

*The report updates ongoing operational issues with Canadian National Railway in the southwest part of the city and provides an overview of the Rail Working Group.
*Administration will:
-provide a report with the traffic projections for Marquis Drive and 51st Street between Wanuskewin and Millar Avenue after opening of the new commuter parkway bridge
-provide a report with the criteria and assessment used in deciding which crossings to evaluate for the possibility of grade separation, including traffic counts, traffic projections, frequency of delays, length of delays, or whatever other criteria were used and to include a fact-based rationale for which crossings were selected, which were not, and why.
-review the possible relocation of the CN freight yards
-be instructed to review the relocation of the CP Yards in Sutherland and that they entertain the joint use/co-sharing of the CN mainline south of the city.

 Background

*In January, 2015 City Council resolved a committee be established between the City, CN, and CP to develop solutions to reduce delays resulting from at-grade railway crossings.
*In September, a letter was sent to the Regional Director of Transport Canada requesting clarification of jurisdiction and enforcement of regulations on the spur line at 11th Street West. To date, there has not been a response.

7.1.3 Varsity View Neighbourhood Traffic Review – Main Street and Wiggins Avenue

*The committee received the report outlining results of the additional public consultation with Varsity View residents and the Community Association on the proposed temporary traffic restriction at Main Street and Wiggins Avenue.

Background

*Administration will proceed with three relatively minor changes to signage along Main Street to mitigate shortcutting traffic. The majority of residents did not support the first restriction which included installing a raised curb to restrict east-west vehicular movement.

7.2.2 Neighbourhood Traffic Review – Revised Process

*The report outlines proposed changes to the Traffic Calming Guidelines and Tools document.
*The proposed changes include that major roadway modifications are made on a temporary basis for at least one year, at which time the Administration will evaluate impacts to traffic and collect community feedback to determine the level of support for maintaining the changes.
*The committee recommends to City Council that the Administration:
-be directed to update the “Traffic Calming Guidelines and Tools” procedure.

-be directed to proceed with current and 2016 Neighbourhood Traffic Reviews as outlined, until the Traffic Calming Guidelines and Tools document has been updated and approved by Council.

Background

*In November, the committee asked Administration to report back with recommendations on a clear policy regarding the endorsement of a final Neighbourhood Traffic Review, including a process outlining alternatives where some elements of a Neighbourhood Traffic Review may not be acceptable to Council.

City Council approved a 3.96% property tax increase at final budget deliberations yesterday which translates to a $64.70 per year increase, or $5.40 per month based on an average residential assessment value of $325,000.

** All figures in millions

Highlights of the Final 2016 Budget 

Transportation: 7% increase in expenditures or total change of $8.2 million over 2015

Snow & Ice Management: City Council resolved to dedicate 0.55% ($1.039M) of the increase to snow and ice programs in 2016, and instructed the Administration to bring forward similar increases in 2017 through 2020.  This additional funding will be used to improve snow removal programs immediately, and over a number of years of phased-in increases, this funding could eventually be sufficient to fund city-wide snow removal on residential streets when conditions warrant.  The January SPC on Transportation will be considering improved service levels to implement in 2016 and beyond, and is expected to make recommendations for Council to consider at its January meeting.

Snow disposal sites are a major consideration of this initiative for future years.  As such, Council has directed the Administration to bring forward detailed options and funding implications to the 2017 budget process.

Other Major Initiatives for Transportation in 2016:

• Build the North Commuter Parkway project, Traffic Bridge, interchanges at Boychuk Drive and Highway 16 and at College Drive and McOrmond Drive
• Continued focus on improving the condition of the transportation network through the Building Better Roads Program
• Establish a long-term Transit Strategy
• Utilize automated technology to provide a condition assessment of all of Saskatoon’s roadways
• Free Transit Service on Election Days
• Implement Neighbourhood Traffic Management Process

Environmental Health: 0.72% decrease in expenditures or total reduction of $0.14 million over 2015

• Funding approved for Major Initiatives that include the first phase of a Dutch Elm Disease Response Plan to prevent loss of urban forest trees and to increase public awareness; Recovery Park; a Greenhouse Gas Emissions Reduction Business Plan; Community Waste Reduction and Resource Recovery aimed at the Household Hazardous Waste Program in 2016; and Landfill Replacement Reserve
• To support waste diversion from the Saskatoon Landfill, the 2016 Green Cart Program subscription remains unchanged at $55 per year

Utilities: 4.9% increase or total change of $14.0 million in expenditures over 2015 - Capital $2.9 million,
ROI $3 million Operations (2.8%) $8.1 million

• For major initiatives that include continued Conservation Education Programs Odour Abatement
• Saskatoon Light & Power’s Green Energy Generation Projects; Additional power source-reliability; and infrastructure renewal funding strategies
• Water Treatment Plant upgrades to reliability and efficiency; additional fill main & reservoir in the NE and E Sectors
• Waste Water Treatment Plant Odour Abatement  with a goal of reduction to 76%; and addition of Fourth Digester/Liquid Waste Haulers Station/ Lift Station upgrades

Urban Planning & Development: 2.87% increase in expenditures or total change of $0.4 million over 2015

• For Major Initiatives that include the Growth Plan to Half a Million; New Regional Plan; New Active Transportation Plan; Parking Strategy; Comprehensive Re-write of the Building Bylaw; and Centralized Bylaw Enforcement through the Community Standards Division

Community Support: 2.54% increase in expenditures or total change of $0.4 million over 2015

• For Major Initiatives that include partnerships and programs for the Urban Aboriginal Leadership Program; the Age Friendly Saskatoon Action Plan; Immigration Action Plan; Culture Plan Implementation; and renewal of Accessibility Action Plan

Recreation & Culture: 3.65% increase in expenditures or total change of $1.74 million over 2015

• Major Initiatives include Recreation and Parks Master Plan implementation; planning for the next Leisure Centres; development of a sustainable plan for the maintenance of Parks & Recreation assets; and establishment of a PotashCorp Playland Asset Replacement and Maintenance Reserve

Fire: 3.3% increase in expenditures or total change of $1.49 million over 2015

• Expanded operations requiring additional resources due to the expansion of the city’s population and physical boundaries, and to meet the Service Levels established by City Council

Corporate Asset Management: 6.2% increase in expenditures or total change of $0.6 million over 2015

• For Major Initiatives that include enhancement of the Corporate Radio Communications network to meet civic demand and city growth; development of core capital renewal principles and funding strategies for long-term asset preservation; and corporate partnerships in Asset Management and Service Agreements to support program delivery

Corporate Governance & Finance: 6.99% increase in expenditures or total change of $4.5 million over 2015

• Service Saskatoon – 311/Customer Relationship Management
• For other Major Initiatives that include service levels for assets and preventative maintenance; continued Civic Service Reviews to ensure continuous improvement; risk management; strategies for Citizen Engagement; alternate sources of revenue through bundling advertising opportunities

Land Development: 24.34% decrease in expenditures or total reduction of $2.1 million over 2015

• Major Initiatives include the continued servicing of initial phases of Aspen Ridge; extending arterial roads and trunk sewers into Aspen Ridge and Brighton; Elk Point Concept Plan; new park construction throughout the city; and continuing to service last phases in Marquis Industrial Area for further employment growth

Taxation & General Revenues: 6.38% increase or total change of $21.9 million over net revenue 2015

• Major Initiatives include investigating alternate revenue sources to help alleviate pressure on the property tax levy; examining User Fees and Subsidies Policy; and analysis of Non-Tax Revenue

For more related budget reports, visit saskatoon.ca > Budget & Finances

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

Following two days of final budget deliberations, City Council has approved a 3.96% property tax increase which translates to a $64.70 per year increase, or $5.40 per month based on an average residential assessment value of $325,000. 

** All figures in millions

The preliminary budget initially had proposed a 3.95% property tax increase of which 3.57% was allocated to the Building Better Roads Program (year three of a planned four-year phase-in) and Policing.“The 2016 budget investment is based on Council’s full consideration of a variety of challenges facing our growing city,” says Kerry Tarasoff, Chief Financial Officer and General Manager, Asset & Financial Management. “The need for preservation and maintenance of infrastructure, providing appropriate emergency services for safe communities, and ensuring quality of life through City services were key decision drivers.”

“Bigger-picture inputs like the City’s Strategic Plan, citizen input gained through public engagement held throughout 2015, and the City’s Performance Measures which measure successes and track progress towards our set goals were also considered by Council in their decision making for 2016 budgetary spending,” Tarasoff says.

The Administration advanced numerous adjustments to the 2016 Business Plan and Budget, leading to further discussion, and additions and reductions to arrive at the current property tax increase of 3.96% for 2016:

• City Council resolved to dedicate 0.55% (which amounts to $1.039M of the property tax increase) to snow and ice programs in 2016, and instructed the Administration to prepare the 2017 through 2020 preliminary budgets with a similar additional allocations in each year.  This additional funding will be used to improve snow removal programs immediately, and over a number of years of phased-in increases, this funding could eventually be sufficient to fund city-wide snow removal on residential streets when conditions warrant. 
• The January SPC on Transportation will be considering improved service levels to implement in 2016 and beyond, and is expected to make recommendations for Council to consider at its January meeting.
• Snow disposal sites are a major consideration of this initiative for future years.  As such, Council has directed the Administration to bring forward detailed options and funding implications to the 2017 budget process.
• The Saskatoon Police Service received funding to hire four officers in January 2016 and four more officers in August, 2016; this results in a final operating budget of $469.3 in staff compensation and operating costs.  
• $50,000 grant approved for Saskatoon Tourism adding .03% to mill rate.
• $65,000 approved for Truth and Reconciliation Commission initiatives planned for 2016 or a .03% addition to the mill rate.
• Net impact of $45,000 for an addition Customer Service Position withing Urban Planning and Development or a .02% addition to the mill rate.
• $12,000 approved for seniors and residents with limited mobility, specifically for assistance focused on moving their waste and recycling carts equal to a .01% mill rate increase.
• $44,000 approved for the extension of paddling pool hours to maximize daytime use for patrons or a .02% mill rate increase.

City Council allocated all of the revised assessment growth, $1,248,100 in total, to reduce the mill rate. This reduced the impact by 0.66 % which resulted in a final property tax increase of 3.96%.

With rapid growth, and the City’s non-tax revenues declining as a share of the budget, there’s been a greater reliance on property tax to fund City operations. City Council and Administration  remain committed to their long-term 10-Year Strategy of increasing alternate revenue sources and reducing the reliance on residential property taxes as a source of revenue to pay for ongoing operations. To address the needs of citizens today and tomorrow, the City is focused on the long-term goal of managing the City in a smart, sustainable way.

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.

Shaw Communications has been selected as the City’s first partner to provide free public WiFi service to 41 City facilities, Saskatoon Transit hubs and other select locations.

“Providing free access to the internet at various civic facilities is a great step toward ensuring citizens feel well connected and confident in the service being provided by their City,” says Rob Gilhuly, Service Saskatoon Manager.

Shaw customers will be able to automatically log onto the WiFi service through the Shaw Go WiFi network. Citizens and visitors can sign up for Guest Access on the Shaw Go WiFi network when visiting one of the participating City facilities.

“Free WiFi in our Leisure Centres will be a great way for more citizens to access the Drop-in Online service on our website,” says Lynne Lacroix, Director of Recreation & Community Development. “They will be able to get the latest drop-in schedule information for their favourite classes and activities, and can always be aware of any program cancellations.”

“Free public WiFi at transit terminals will be a great addition to the services provided for transit customers. It will provide additional convenience for individuals waiting for the bus and to those who want to use the transit app or google transit to check the status of the next bus,” says Jim McDonald, Director of Saskatoon Transit.

The City and Shaw will meet later this month to confirm facilities and installation schedules in 2016. A schedule of installation will be available on saskatoon.ca as it becomes available.

From the November 23, 2015 meeting of City Council

8.1.10 City of Saskatoon’s Response to Refugee Crisis – Additional Information

*City Council resolved that:
-the process for privately sponsored refugees to qualify for the Leisure Access Program and corresponding Discounted Bus Pass program be approved.
-a grant of $6,000, from the Community Initiatives Grant Reserve, is approved.
-Administration report back in early 2017 regarding the process for privately sponsored refugees qualifying for the Leisure Access Program and corresponding Discounted Bus Pass Program.

9.2.1 Optimist Winter Recreation Park and Lifestyle Activity Centre

*City Council:
-approved the planned approach for donor solicitation, recognition, and offering of naming rights to the Winter Recreation Park and Lifestyle Activity Centre and surrounding amenities, subject to the Administration, in consultation with the Office of the City Solicitor, receiving and reviewing any naming rights agreements for the same.
-approved the proposed name of the facility “Optimist Hill at Diefenbaker Park”.

Additional Information:

*The Optimist Club has contracted a consultant to prepare a Capital Campaign strategy to raise funds for upgrades to the toboggan hill in Diefenbaker Park.
*The Optimist Club plans to launch the funding campaign, and in order to do so, the approval of City Council is required in terms of donor solicitation and recognition.
*In 2014, City Council approved a report recommending that Diefenbaker Park be approved, in principle, as the proposed location for the Optimist Club’s WRPLAC; approved the submission of the Optimist Club Business Plan for the WRPLAC; and approved the 2015 Capital Budget.
*In 2015, the City signed a Memorandum of Understanding with the Optimist Club which is intended to set out the basic business terms upon which the Club shall proceed to refine the business plan, solicit funding for the WRPLAC, and lead to the negotiation of a lease and operating agreement for the facility.

9.4.1 North Commuter Parkway and Traffic Bridge – Procurement Complete

*City Council received the report.

Additional Information:

*The procurement for the project is complete and was a fair process.
*The procurement was competitive and based on the bid from Graham Commuter Partners; the approved funding plan will meet all financial obligations.
*The project came in under budget.
*The 30-year monthly payments are linked to performance.

9.4.2 North Commuter Parkway and Traffic Bridge – Technical Advisory Consulting Services

*City Council adopted the following motion:
-That the scope of the Engineering Services Agreement with CIMA+ for the provision of technical advisory services for the North Commuter Parkway, at a total estimated cost of $3,824,899.00 (plus G.S.T.), be increased by $2,423,276.00 (plus G.S.T.) in fees to include all Technical Advisory Consulting Services for the duration of the project, as modified from a Design-Build to a Public-Private Partnership procurement model
-That the City Solicitor be authorized to amend the Engineering Services Agreement to increase the increased scope outlined in this report.

Additional Information:

*CIMA+ was retained in 2013 to provide Technical Advisory Consulting Services for the North Commuter Parkway project.
*The original scope of services was based on a design-build delivery model for the project.
*At the time of award of the Engineering Services Agreement to CIMA+, the Administration advised that the City would negotiate a change order with CIMA+ in the event a Public-Private Partnership (P3) procurement model were adopted for the project. As such, it is now a “design build, finance, operate and maintain” project.
*The total budget of the Engineering Services Agreement with CIMA+ for provision of technical support services for the duration of the P3 project through Substantial Completion is recommended to be increased by $2,423,276.00 (plus G.S.T.).

9.6.1 North North Commuter Parkway and Traffic Bridge Project – Borrowing Bylaw

*City Council passed Bylaw No. 9325, The North Commuter Parkway and Traffic Bridge Project Borrowing Amendment Bylaw, 2015, which is the amendment required to Bylaw No. 9313 to provide for the specific financing of the North Commuter Parkway and Traffic Bridge Project now that financial close has been achieved.

Additional Information:

*Commercial and Financial Close has now been achieved with Graham Commuter Partners General Partnership. The actual borrowing and the interest rate of the borrowing are less than what was provided for in Bylaw No. 9313. This Bylaw amends Bylaw No. 9313 to reflect the financing achieved at financial close.
*Similar to a home mortgage, Bylaw No. 9325 provides for a deferred capital payment of $96,592,997.93 to be repaid over 30 years and an interest rate of 4.513% per annum. Both of these numbers are less than the maximums approved by City Council in Bylaw No. 9313.

9.6.4 Regulation of Electronic Cigarettes/Vaping

*City Council passed Bylaw No. 9334, The Smoking Control Amendment Bylaw, 2015 (No. 2).
*In addition, City Council also resolved:
-That the Administration bring forward an amendment to include an exemption for ceremonial tobacco use and vaping shops in The Smoking Control Bylaw, 2004.
-That the Administration bring forward an amendment to include an exemption for vaping shops in The Smoking Control Bylaw, 2004, including a clear definition of a "vaping shop".
-That the Administration report back should there be any regulatory changes as it relates to vaping.

Additional Information:

*In August, Council received a report recommending options for the expansion of existing smoking prohibitions under The Smoking Control Bylaw to include the use of electronic cigarettes. Council resolved that electronic cigarette use be restricted in a manner consistent with current smoking restrictions under the Bylaw and The Tobacco Control Act and that the City Solicitor prepare the necessary bylaw amendment.

9.7.1 Update on Education for Sustainable Development Partnership Program: Student Action for a Sustainable Future

*City Council received the report as information.

Additional Information:

*the report outlines the results of the 2014-2015 Student Action for a Sustainable Future program, a creation of the Education for Sustainable Development Partnership that includes the City.
*The program has led to measurable classroom, school, and household greenhouse gas reductions and sustainability benefits.
*Results of the first two years of the pilot program are now featured in a video and available on the Saskatoon.ca/studentaction website.
*The Saskatchewan Environmental Society has been contracted to coordinate the program for the 2015-2016 school year. Participating classrooms were selected in October 2015 and the program is now underway.

9.11.6 Municipal Governance Structure

*City Council adopted the following motion:
-That the following changes be implemented with respect to the City of Saskatoon’s municipal governance structure:

a. Executive Committee be renamed the Governance and Priorities Committee and remain a Committee of all members of Council; the Governance and Priorities Committee’s mandate includes: governance, strategic priorities, annual business plan and budget process, legal matters, human resource and collective bargaining issues and government relations; and, the Governance and Priorities Committee continues to meet on the third Monday of every month;

b. That City Council have the ability to extend a Regular Business Meeting past 5:00 p.m. to 11:00 p.m. upon a majority vote of the members present; and

c. That for Public Hearings, members be prohibited from voting when absent for an entire Hearing; members vote when they have missed part of a Hearing but have reviewed a summary or a recording of what was missed; and, procedural provisions be included which aid in preventing members from missing small parts of Hearings.

-That the City Solicitor be instructed to amend The Procedures and Committees Bylaw, 2014 (the “Bylaw”) to implement the changes to the governance structure.
-That the calendar which contains the Governance and Priorities Committee (Option 2) be adopted for 2016.

Additional Information:

*the report considers a number of improvements for the City’s governance structure and provides the above recommendations.

City Council and Administration will deliberate the 2016 Preliminary Corporate Business Plan & Budget: Shaping our Financial Future on November 30, December 1, and December 3 from 1:00 pm – 11:00 pm in City Council Chambers. The proposed 2016 Budget aims to meet various challenges facing the City by improving services, expanding infrastructure investment, enhancing quality of life and addressing public safety. A number of budget related reports and initiatives are included in the Preliminary Budget Agenda.

“Our budget investments are aligned with the City’s 2013 - 2023 Strategic Plan, and support the City in meeting the goals and priorities identified in the Plan,” says Clae Hack, Director of Finance “Citizen feedback gathered through various public engagement activities held this year, reconfirmed snow and ice, road maintenance, and public safety as priority items for 2016.”  

The Preliminary 2016 Budget proposes a 3.95% municipal property tax increase which is expected to generate an additional $7.47 million. If approved as is, based on the average household assessment of $325,000, the impact will be a total of $64.83 per year or $5.40 per month. Of this proposed total, more than half will go toward the Building Better Roads Campaign and traffic noise attenuation projects.

The 2016 Business Plan and Budget renews an ongoing commitment to Continuous Improvement, as the City proposes to implement approximately $1.35 million in operational efficiencies to reduce the costs associated with delivering programs and services.

The City’s budgetary planning is inspired by the idea that we invest in what matters. The financial and physical resources under our care are used to address the needs of citizens today and tomorrow – focused on our long-term goal to manage the City in a smart, sustainable way.

Full details of the entire 2016 Preliminary Corporate Business Plan & Budget can be viewed on saskatoon.ca.

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.