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Saskatoon Fire - News Releases
Mayor Continues To Push For Financial Savings At City Hall
August 29, 2017 - 7:37am
- Before the City began negotiations on a new pension deal, the 2012 funding status of the General Pension Plan showed an approximate $68 million deficiency or deficit. With much hard work and everyone all working together at the same table, the City and unions reached a new deal to eliminate this deficit.
- The energy-efficient design build of our new Police Headquarters earned a Silver LEED® Certification, leading to $650,000 in operating cost savings in 2016 by reducing power and heating needs. (So far, there’s an estimated savings of $250,000 for 2017.)
- Based on a building of similar size, the SPS Headquarter also has 53% better energy performance, contributing to an overall reduction in GHG emissions, and water saving fixtures that make for 35% more efficiency, saving 5 million litres of water per year.
- Roadways has seen a general reduction in roadway preservation costs (resurfacing and micro-surfacing) of approximately 24% since the inception of the Building Better Roads program in 2014.
- From this we’ve seen a reduction in rates across the board for programs, including our major resurfacing and micro-surfacing programs.
- As an example in 2016, in our resurfacing program, we have seen savings of approximately $2.3 million and the micro-surfacing program has seen a savings of approximately $585,000 because of the reduction in unit rates since 2014.
- There are many factors that attribute to the reduction in costs such as size and selection of projects, increased contractor competition, material costs, and effective and improved internal project management, coordination, and communication practices.
- A proactive approach to health and safety has contributed to overall decreases in corporate lost-time injury frequency, duration of injury and cost of occupational injuries and illnesses since 2009.
- In addition to the positive benefits for staff of a healthy and safe workplace, the improved health and safety performance has resulted in over $4.5 million total being returned to the City in 2015 and 2016 as part of the WCB Excess Surplus Program for Employers with good, recent safety records.
- The City’s lost-time injury frequency has decreased from 6.67% in 2009 to 2.43% in 2016. Over that same time period, days lost due to occupational injury or illness (duration of injury/illness) were reduced from approximately 7,400 to just over 3,000 in 2015.
- The reductions in lost-time injury frequency and duration of injury/illness resulted in a reduction of Workers’ Compensation Board (WCB) costs from $1.2 million in 2009 to $664,760 in 2016 resulting in a significant reduction in premiums paid to WCB as well as a discount of 3-10% on the WCB base premium rate during the same time period.
- In 2012 in Saskatoon, each garbage collection operator served 4,250 households a week, compared to the industry average of 3,250 households.
- The efficiency in garbage collection over the industry average allows the City to have five fewer operators and five fewer trucks than the industry average.
- Each additional truck and driver is estimated to cost $178,000 meaning the efficiency in garbage collection is saving the City $890,000 per year.
- Creating approximately $1.3 million in annual revenue for the City from the sale of power generated by the project to SaskPower.
- Reducing Greenhouse Gas (GHG) emissions by over 50,000 tonnes per year - equivalent to removing over 10,000 vehicles from our roads each year.
- Producing enough energy to power 1,200 homes each year.
- Improving the air quality and reducing odours at the Landfill.
- To address the City’s short and long-term office accommodation needs, City Council approved the purchase of the $13.4 million former Post Office building on 4th Avenue North across from City Hall as well as two vacant lots on 5th Avenue North for parking.
- Staff currently located in leased offices around the city moved to the new property, resulting in a savings for leasing costs of approximately $500,000.
- In September 2014, the Saskatoon Fire Department identified opportunities for improvement in operational, training, and administrative efficiencies.
- Over 20 recommendations were identified for a potential savings of $16 million*.
- One of the biggest savings identified through the process was the use of computer modeling technology developed by the City’s GIS department that used real emergency response data to determine the best possible location for current and future stations, leading to improvements in citizen safety and capital savings.
- The groups looked at the locations of stations to best meet the demands of future growth and determined that moving Fire Station No. 3 would improve response times to the South East part of the city as well as deliver savings of $6 million in capital spending by eliminating the need for another station, saving an additional $3 million annually in operating costs.
- The City rehabilitated approximately 5.6 kilometers of water mains and 8 kilometers of storm and sanitary sewer mains using “trenchless methods” resulting in a total cost $8.75 million* and an estimated $4.0 million in total savings.
- Crews were able to line existing pipes with an inner “cured-in-place pipe” (CIPP) or “liner” with only minimal excavation and disruption to residents.
- This method extends the service life of a main and, compared to traditional open trench methods, has shown an average of 33% savings for water mains and an 88% savings for sanitary and storm mains.
- This allows the City to do more preservation work for the same amount of money.
- In this case, the City was able to line an estimated 1.9km of additional water main and 7.0km of additional sanitary and storm sewer.
- CIPP for water mains can only be used in specific situations and sometimes open trench methods are still used when required.
- The City initiated two pilot programs in 2015 to improve winter driving conditions on high-traffic roads – one being the new de-icing product, Caliber M1000.
- The new product was tested in colder temperatures to soften and break the ice bond on priorities streets when salt was no longer effective.
- The other program introduced chemical de-icer to sand before being spread on the road. Roadway conditions were significantly improved where these processes were applied.
- The new de-icing product improved the effectiveness of salt at colder temperatures, reducing the amount of sand applied to roads and resulted in an overall reduced cost of $250,000 in de-icing material compared to the previous winter.
Mayor Charlie Clark finds the ongoing search for financial savings at City Hall encouraging, but he knows that there is work left to do.
“Through conversations, emails, social media messages, and phone calls, I am continuing to hear from citizens that they are concerned about potential tax increases and the financial situation of the City of Saskatoon,” said Mayor Clark. “The people of Saskatoon are expecting us to make sure that their tax dollars are spent wisely and with the largest impact possible.”
The Mayor explained that it is important to find savings in ways that create efficiencies and deliver services more effectively.
“City Council recognizes that citizens want to see the City save money in ways that don’t simply cut services or raise fees for residents,” Mayor Clark said. “Today I am pleased to highlight key examples of how we have done this over the past few years.”
For more than a decade, the City has explored and implemented new ways to improve services and increase savings, while also managing the growth pressures the City faces. The recently released Saskatoon Strides: 2016 Report on Service, Savings and Sustainability highlights the progress the City made to drive service improvements, find savings for taxpayers, and operate more sustainably.
“Sometimes these examples get lost in the mix and we wanted to call attention to them today,” said Mayor Clark. “In addition to the savings featured in the Saskatoon Strides document, the recent 30 Day Challenge empowered staff to suggest avenues for increased savings, and many of the recommendations are around energy efficiencies, using technology more effectively, and cutting internal red tape.”
Mayor Clark reiterated that the City is heading in the right direction to deliver affordable and sustainable programs and services that improve the quality of life for citizens. “Given the City’s recent reduction in funding, it is important that the work of finding cost savings continues. It is also a priority of mine to get the basics right, and I believe that this is what the citizens of Saskatoon expect and deserve from the City.”
Backgrounder
2014: Pensions... New Deal Eliminated Deficit
2016/2017: New SPS Headquarters Certified LEED® – And Leading Us To Savings!
2014: Road Resurfacing Program – Better Roads, Better Savings…
2009-2016: Positive Benefits Through Healthy and Safe Workplace…Leading Us to Savings
2012: Finding Efficiencies in our Garbage Collection Routes…
(2017 numbers for reference: Each additional truck and driver is estimated to cost $200,000 meaning the efficiency in garbage collection is saving the City $1,000,000 per year)
2014: Landfill Gas Collection & Power Generation System…Many Benefits
The City of Saskatoon began its Landfill Gas Collection & Power Generation System operation in 2014. The key benefits provided to the City include:
2013: Purchase of the Former Post Office Building Led To Savings In Our Leasing Costs!
2014: Saskatoon Fire Department – Identified Savings and a Number of Improvements for Citizen Safety
*Original 2014 estimate
2014: Trenchless Tech… Savings, Minimal Excavation & Less Disruption for Residents
*Original 2014 estimate $10.6 million
2015: New Processes Lead to Improved Winter Driving Conditions…
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.