News Releases

From the March 6, 2017 Meeting

7.2.6 Process for Privately Sponsored refugees Qualifying for Leisure Access Program and Discounted Bus Pass Program  

Decision

*The report was forwarded to City Council for information.

Background

*In response to the Syrian refugee crisis, the City implemented a process to include privately sponsored refugees in the Leisure Access Program and the Discounted Bus Pass Program.

7.2.7 City of Saskatoon and Saskatoon Census Metro Area Population Projection 2015-2035

Decision

*The report was forwarded to City Council for information.

Background

*Saskatoon is projected to reach a population of 312,772 by 2025, and 380,650 by 2035, assuming a Medium Growth Scenario annual growth rate of 2.0%. This growth rate is similar to what Saskatoon experienced over the 2006 to 2015 period.
*The projected population growth in the Medium Growth Scenario will require the equivalent of six neighbourhoods and 24,000 dwelling units by 2025. An additional six neighbourhoods and 26,000 dwelling units may be required by 2035.
*The Saskatoon CMA could reach a population of 366,155 by 2025, and 448,985 by the year 2035, assuming Saskatoon grows at the Medium Growth Scenario annual rate of 2.0% and surrounding municipalities grow at an annual rate of 3.0%.
*In the Medium Growth Scenario, the population of the surrounding municipalities will grow from 41,703 in 2015, to 53,383 in 2025, and 68,335 in 2035, assuming an annual growth rate of 3.0%. This is equivalent to adding approximately three communities the size of Warman or Martensville by 2035.

7.2.8 Upgrades to Meewasin Trail – Children’s Discovery Museum to Riverworks Weir

Decision

*The Committee is recommending City Council endorse the proposed trail upgrades and that the City Solicitor add the proposed upgrades into Schedule C of the operating agreement between the City and Meewasin Valley Authority.

Background

*A Trail Study conducted by the Meewasin Valley Authority identified the section of the Meewasin Trail that connects the Children’s Discovery Museum to Riverworks Weir as the “highest priority” for improvement due to its substantial traffic volume.
*Meewasin is proposing to upgrade this section of the Trail. The upgrade consists of trail widening, accessibility enhancements, additional benches, garbage receptacles, and new lookouts.
*The proposed trail upgrades will result in an operating impact for the Parks and Facilities and Fleet Management Divisions, estimated to be $6,500 per year, plus winter maintenance, which will be tendered to contractors through the Public Works Division.

7.2.9 Growth Plan Implementation – Ten Year Action Plan and Engagement Approach

Decision

*The Committee recommended to City Council that the Ten-Year Action Plan and Growth Plan Engagement Handbook be approved to guide implementation of the Growth Plan to Half a Million.

Background

*The Ten-Year Action Plan outlines anticipated work to implement the “core” strategies of the Growth Plan to Half a Million and transition it from being a special project to part of the City’s operations.
*Priorities for implementation primarily involve projects connected with the federal Public Transit Infrastructure Fund, including detailed planning and design for the Bus Rapid Transit system and creation of a Corridor Area Planning program.
*The approach to engagement and communication outlined in the Growth Plan Engagement Handbook will ensure that engagement and information sharing is embedded in the Growth Plan implementation process, and that communication and interaction with the community are meaningful, consistent, relevant, and effective.
*The Action Plan and Handbook are “living” documents that will be revised periodically as the project proceeds, with significant changes to either the work plan or approach to engagement being reported to City Council.

From the February 27, 2017 Meeting

8.1.7 Progress Update – South Caswell Redevelopment Project – Former Transit Facility Site

Decision

*City Council received the report as information.

Additional Information

*Once redevelopment plans and possible future uses are identified for the area, a more generalized Concept Plan will be created, while still reflecting the community values and vision for the area, as outlined in the 2010 Concept Plan.
*There are considerable site preparation efforts associated with the South Caswell Redevelopment Project. Phasing of redevelopment will be strategic, based on the results of the detailed Phase II Environmental Site Assessment and required infrastructure improvements.
*A Safe and Secure Plan has been established for the South Caswell Redevelopment Project, and will be implemented after Saskatoon Transit completely relocates to the new Civic Operations Centre.
*A short-term use strategy is being explored to determine whether the former Saskatoon Transit buildings may be used by City Administration. It is yet to be determined whether interim uses can be accommodated while site preparation activities are underway.

8.1.9 Home Ice Campaign Committee and U of S – Proposal – Request for Additional Funding

Decision

*City Council directed Administration to negotiate a contribution agreement with the University of Saskatchewan for an additional $3 Million for the construction of a twin ice facility, to ensure:
a. long-term access for the community
b. access to the new gymnasium facility
c. longer-term acknowledgement of the City's contribution
d. maximum benefit to the community
*City Council directed Administration to report on options for funding the $3 Million, with a phased-in approach over six years.

Additional Information

*To date, the City has committed $1M towards the new twin ice pad arena, which recently expanded to include additional spectator seating capacity and a double gymnasium. The Home Ice Campaign Committee, tasked with fundraising for the project, submitted a proposal to the City requesting an additional contribution of up to $3M
*The new twin pad arena and gymnasium will add benefit to the broader community through community access to the arena and potential opportunities to access the gymnasium.
*The University is currently undertaking a parking study for the College Quarter North East Precinct which includes the new Merlis Belsher Place, the Saskatoon Field House, and surrounding 30 acres. The results of this study will provide direction for the short, medium and long-term needs of parking in this area, including the operating model.
*The Recreation and Parks Master Plan identified a number of indoor and outdoor infrastructure priorities, including a current shortage of one indoor ice arena within Saskatoon. Also within the Master Plan, it suggests two additional ice sheets would be needed between now and 2022. Prior to the 2018 Business Plan and Budget consideration, Administration will be providing updated information to Committee and City Council related to all sport, culture and recreation infrastructure priorities.

8.3.1 Neighbourhood Traffic Management – Feedback on Vertical Traffic Calming Devices

Decision

*City Council directed Administration to report back with details of the proposed pilot in advance of implementation including financial implications with recommendations on how this can integrate with the neighbourhood traffic review process.

Additional Information

*The City Neighbourhood Traffic Management Guidelines and Tools manual lists seven vertical deflection devices potentially used for traffic calming. These devices include: raised crosswalks, textured crosswalks, raised intersections, speed humps, speed table, speed kidney; and speed cushions.
*Concerns regarding the use of vertical deflection relate to noise and vibration to adjacent properties, reduction in response times for emergency services and impact to snow maintenance.
*Stakeholders including Saskatoon Transit, Roadways & Operations, Saskatoon Police Service, Saskatoon Fire Department, and MD Ambulance provided comments on the impact the different vertical traffic calming devices have on their operations.

8.4.2 North Commuter Parkway Bridge Naming Engagement Process

Decision

*City Council approved the process to name the North Commuter Parkway Bridge.

Additional Information

*The naming of North Commuter Parkway Bridge will support the TRC Calls to Action.
*The process undertaken to propose a name for the North Commuter Parkway Bridge will be community driven, building on the community reconciliation process and Aboriginal Elders will guide the Aboriginal Cultural and Spiritual processes for the naming process.
*Requests for a name will be screened by the Naming Advisory Committee with City Council having final approval.

8.4.3 2016 Waste Characterization Study

Decision

*City Council received the information and forwarded it to the Saskatoon Environmental Advisory Committee.

Additional Information

*A Waste Characterization Study was completed throughout 2016 with four seasonal sampling periods and targeting all waste generators in Saskatoon.
*The results of the Waste Characterization Study will be used to inform a Waste Diversion Plan, a Plan that will outline options for achieving 70% waste diversion by 2023. It will also be used in the review of civic waste management services.
*The Waste Characterization Study indicated that 77% of waste sampled in residential black carts could be diverted from the landfill if new programs for diversion are made available.
*On average, a single-family household puts 15.6 kg of waste in their black cart each week, and multi-family household puts 7.2 kg. The biggest percentage of this (58% and 40% respectively) is organic, mostly food waste.

8.4.4 Waste Management Master Plan – State of Waste

Decision

*City Council received the information, approved the values to be used in preparing options for a new Waste Management business model, including the ability to pay in terms of future cost allocations for fairness and equity, and directed Administration to report back at the next stage of the Waste Management Master Plan.

Additional Information

*Administration has completed a review of the current Waste Management business plan and found that it is not environmentally or financially sustainable.
*Administration has developed a plan to complete a comprehensive review of waste related services to better deliver those services to citizens.
*Administration has prepared a list of values for approval by City Council to be used in evaluating alternatives as part of the review.

9.4.1 A Culture of Continuous Improvement

Decision

*City Council received the report as information.

Additional Information

*The City has been focusing on creating a culture of continuous improvement since 2009.
*The Strategic Plan was approved by City Council in 2012, and it solidifies the City’s commitment by including A Culture of Continuous Improvement as one of its seven Strategic Goals.
*A formal approach to continuous improvement was adopted in late 2013, and has resulted in approximately $3M in potential staff time and hard dollar savings.
*City Council approved a total of $200,000 to support this initiative of which $150,000 has been spent to date. That means that, on an annual basis for this three year cycle, we spent approximately $50,000 in order to save taxpayers $1,000,000.
*There are a number of new initiatives planned for 2017 and beyond to continue to build and improve upon our culture of continuous improvement.

6.1 Street Activity Steering Committee – Request to Amend Panhandling Bylaw, 1999, No. 7850 and Streets Use Bylaw No, 2954

Decision

*City Council requested the City Solicitor’s Office amend Panhandling Bylaw, 1999, No. 7850 to prohibit panhandling around active users and those queued for use around any public parking pay stations.

5.1.3 Municipal Heritage Property Designation – Third Avenue United Church – 304 3^rd Ave. N.

Decision

*City Council referred the matter to the Municipal Heritage Review Board to be reviewed pursuant to Sections 14 and 15 of The Heritage Property Act.

Additional Information

*City Council at its meeting held on November 28, 2016, resolved that the City Solicitor bring forward a bylaw to designate the property at 304 3rd Avenue North as Municipal Heritage Property under The Heritage Property Act.

From the January 31, 2017 Meeting

7.2.2 Traffic Noise Sound Attenuation (TNSA) Policy

Decision

*The Committee recommended to City Council that the policy be approved.

Background

*A policy has been developed that defines the TNSA program, specifically providing details on assessment criteria, noise impact assessments, noise monitoring, noise barriers, and the monitoring of potential TNSA projects.

7.2.3 Neighbourhood Traffic Management – Feedback on Vertical Traffic Calming Devices

Decision

*The Committee forwarded the report to City Council for information and recommended a report be submitted to City Council recommending that the Administration undertake a vertical traffic calming device pilot project in locations that would not currently qualify for such devices under the existing policy. Proposed locations should be based on transportation data, neighbourhood feedback, and consultation with local City Councillors. The goal of the project is to measure the impact of such devices in the community. Include consideration of temporary devices that can be removed in winter months and reporting to the Standing Policy Committee on Transportation before and after the pilot project.

Background

*In June 2016, City Council considered the Neighbourhood Traffic Management – Revised Guidelines and Tools report, and resolved, in part that the Administration report, with feedback from Transit, Emergency Services, Public Works and contractors, about the possibility of expanding the use of speed humps and raised crosswalks as traffic calming measures in residential areas.
*Input from Saskatoon Transit, Roadways & Operations, Saskatoon Police Service, Saskatoon Fire Department, and MD Ambulance does not support the use of vertical devices for traffic calming.

From the January 31, 2017 Meeting

7.2.2 North Commuter Parkway Bridge Naming Engagement Process

Decision

*The Committee approved the process to name the North Commuter Parkway, as outlined in the report.

Background

*During its July 21, 2016, meeting, City Council resolved that, “With respect to the Truth and Reconciliation Commission Calls to Action report, would the administration report back on how to engage the community as a whole to name the pending new North Commuter Parkway in recognition of the TRC.”
*The process undertaken to propose a name for the North Commuter Parkway will be community driven, building on the community reconciliation process and Aboriginal Elders will guide the Aboriginal Cultural and Spiritual processes for the naming process.
*Requests for a name will be screened by the Naming Advisory Committee with City Council having final approval.

7.2.4 2016 Waste Characterization Study

Decision

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

Background

*In October 2015, the Administration issued a Request for Proposals for the characterization of municipal solid waste generated in Saskatoon and development of a draft Waste Diversion Plan based on the characterization.
*A Waste Characterization Study was completed throughout 2016 with four seasonal sampling periods and targeting all waste generators in Saskatoon.
*The results of the Waste Characterization Study will be used to inform a Waste Diversion Plan, a Plan that will outline options for achieving 70% waste diversion by 2023. It will also be used in the review of civic waste management services.
*The Waste Characterization Study indicated that 77% of waste sampled in residential black carts could be diverted from the landfill if new programs for diversion are made available.
*On average, a single-family household puts 15.6 kg of waste in their black cart each week, and multi-family household puts 7.2 kg. The biggest percentage of this (58% and 40% respectively) is organic, mostly food waste.

7.2.5 Waste Management Master Plan – State of Waste

Decision

*The Committee recommended to City Council that the information regarding the state of waste be received; that the values to be used in preparing options for a new Waste Management business model be approved; and that the Administration be directed to report back at the next stage of the Waste Management Master Plan.

Background

*The 2012 - 2022 Strategic Plan has set Environmental Leadership, including waste diversion from the Landfill, green energy, reduced greenhouse gas emissions, and soil quality as a goal.
*Administration has completed a review of the current Waste Management business plan and found that it is not environmentally or financially sustainable.
*Administration has developed a plan to complete a comprehensive review of waste related services to better deliver those services to citizens.
*Administration has prepared a list of values for approval by City Council to be used in evaluating alternatives as part of the review.

The Provincial budget is having a large impact on our city.  Because of the sudden changes announced by the province, the Administration has prepared an emergency report with some ideas for lessening the financial impact on citizens. The Province’s one percent increase of the PST and its cut to the Grants-in-Lieu of taxes (GILT) program have left the City of Saskatoon with $9 million hole in this year’s budget and $15 million in each of the following years. 

“City Council has two goals for how we want to respond to these cuts,” says Mayor Charlie Clark. 

“We need to find a way that mitigates the impact on taxes for residents, as well as maintaining the services that provide quality of life and keep the engine of our economy going.”

Administration based their recommendations on principles that included:

Keeping any property tax increases to a minimum, and service levels up;

Adjusting all options – how we spend, and the cash collected in fines and fees;

Short-term solutions that are doable this year as well as longer-term ones;

Back-filling the provincial budget hole without dipping into reserves;

Maintaining jobs.

"A wide range of solutions has enabled us to keep any possible property tax hike as low as we could," says City Manager Murray Totland.

Totland adds with the proposed 1.69% increase to cover the provincial shortfall, the total change over the 2016 City property tax bill -- on an average house assessed at $325,000 -- amounts to $56 per year or $4.70 per month.

A report on the City Operating Budget options will be presented to the Governance and Priorities Committee Monday, April 10, 2017.

“Council will discuss these options and determine the best way forward in this difficult situation,” Mayor Clark says.

The City and museum today made the first tangible step toward hosting our community and visitors to a multi-purpose gathering space like none other before in Saskatoon.

“We now have the keys to the building, which means we can get to the finishing work and secondary contracts,” says His Worship the Mayor, Charlie Clark.  “We have the keys to a bright future and tomorrow begins with today’s handover.”

Mayor Clark also outlines the impacts of this project on the City and its residents.

The Saskatoon Regional Economic Development Authority expects Remai Modern to contribute $17 million in annual GDP impact.

Remai Modern Board Chair Alain Gaucher emphasizes that while work to move from the former gallery is coming along, preparations continue at the new building.

“Over the next few months, work will continue in spaces like the feature gallery, restaurant kitchen and the installation of vault systems. We continue to work towards an opening in the Fall of 2017."

“Once we know the air quality, heating and humidity levels are where they must be, we can begin the complex process of moving art into the building. It’s our responsibility to safeguard the significant investments and public assets we are entrusted to protect at Remai Modern.”

Gaucher says Remai Modern has the potential to be an incredible art museum and so much more for citizens and visitors alike.

Among its many functions, Remai Modern will include a state-of-the-art learning centre where young and old will learn and engage with art and each other.

It will offer spectacular event spaces for community gatherings, family events or professional conferences, showing off sweeping views of the South Saskatchewan River.

It will be a gathering place where everyone can come to sit and think, catch up with friends and take in the art on display, including significant Canadian and international works.

“There is no doubt: this gallery will become the living room of our city, a place where locals and travellers come to the heart of our community,” Mayor Clark says.

Five ‘white powder’ calls in recent days have used up Saskatoon Fire Department resources totaling $75,650.

“Each instance was determined to be non-hazardous, but each time we have to treat it as a potential safety threat,” says Assistant Chief Wayne Rodger. “So, each time, we have to call out our hazardous materials and emergency measures teams, on top of regular crews – and that costs money.”

Saskatoon police detectives are now investigating the calls.  No arrests have been made in the March events, but following a similar incident in November, a Saskatoon woman is accused in court.

During the City Council meeting Monday, the most recent events prompted Councillor and Police Commissioner Darren Hill to ask the City Solicitor to explore seeking restitution in any ‘white powder’ court case which results in a conviction.

“These incidents cause a lot of disruption for the businesses they target, for the people who work in these buildings and for our community,” Rodger says.  “If someone is arrested and a judge decides any of these incidents break the law, City Council does not want taxpayers to pay for the emergency response.”

The costs as presented below include the salaries and operating costs of all Fire Department staff who attended the scene of each incident.  Also included are costs of off-duty staff called back to provide coverage of stations left vacant during each incident.

Each incident was attended with 7-8 vehicles/apparatus and 23-26 staff.

Date                         Hours            Cost

March 16, 2017     4.00            $20,900.00
March 23, 2017     2.00            $10,500.00
March 27, 2017     2.50            $13,125.00
March 27, 2017     3.00            $15,750.00
March 28, 2017     3.00            $15,375.00

If anyone suspects a package or container they believe has questionable contents:

• do not handle more than necessary
• isolate the area: prevent people access to stop the spread of possible contamination
• call 9-1-1

Komodo dragons, Thorn and Shruikan (Shrew-khan), arrived in Saskatoon on March 5, 2017, and have been settling into the new Komodo Island exhibit at the Saskatoon Forestry Farm Park and Zoo (SFFP&Z).

“We know kids and adults of all ages will be amazed by the Komodo dragons,” says Tim Sinclair-Smith, Manager, SFFP&Z.  “Having these unique animals in Saskatoon provides a great opportunity for us to talk about threatened species around the world, including those in our own backyard.”

Visitors to the SFFP&Z will have their first opportunity to see the Komodo dragons when the exhibit officially opens to the public on Saturday, April 1, 2017.

The Komodo dragons are currently on loan from the Calgary Zoo and will be featured at the SFFP&Z for the 2017 season.  The exhibit was made possible through the generous support of the Saskatoon Zoo Foundation.

“The Saskatoon Zoo Foundation is thrilled to embrace the opportunity to be part of the Komodo Island exhibit,” says Dawn Woroniuk, Executive Director, Saskatoon Zoo Foundation.  “Working with the Zoo and many local sponsors, we were able to create a world class exhibit in a short amount of time.  We hope this exhibit will help bring awareness to the Saskatoon Zoo Foundation as we continue to work tirelessly to build for the future of this facility.”

The Saskatoon Zoo Foundation raises funds for capital improvements within the SFFP&Z.

Do not miss your opportunity to see the Komodo dragons!  From September to April, the zoo is open daily from 10 a.m. to 4 p.m.; and from May to August, daily hours are from 9 a.m. to 9 p.m.  Additional information regarding the Saskatoon Forestry Farm Park and Zoo can be found online at Saskatoon.ca/zoo.

For the sixth consecutive year, the City of Saskatoon is one of Canada’s Best Diversity Employers for 2017.

This competition examines Canadian employer’s initiatives for workplace diversity and inclusion and recognizes those with noteworthy and unique programs. 

“We are taking a more systematic approach to help us organize, guide, and support the development of specific action plans,” says Catherine Gryba, General Manager of Corporate Performance.

Gryba says, “It’s more than just diversity and inclusion hiring practices. We’re committed to comprehensive plans that create a workplace that is respectful and inclusive to all employees.”

Canada’s Best Diversity Employers for 2017 are outlined in the March 28, 2017 edition of The Globe and Mail as well as on Eluta.ca.

The City has a long-standing commitment to diversity and inclusion including being an equity partner with the Saskatchewan Human Rights Commission.  As an equity partner, the City commits to the basic principles and objectives which outline a larger responsibility to foster an inclusive society.