News Releases

The Governance and Priorities Committee (GPC) today approved a wide-ranging plan to address a sudden multi-million dollar hole left by the recent provincial budget cuts.  The committee today approved a tax increase of 0.93% added to the existing 1.62% increase (following the March tax policy decision) which delivers an overall 2.55% municipal tax increase.  That means for an average house it amounts to $43.80 per year or $3.65 per month over the 2016 City property tax bill.

“In the longer term, we’re looking for ways to both find further cost savings and looking for further revenues,” says Mayor Charlie Clark. “We want to really engage in an ongoing negotiation with the provincial government about what the future’s going to look like.”

With reassessment and the City’s recently shifted its tax policy, the overall tax impact on residential property owners would have been 1.62%. But because the province abruptly ended its Grants in Lieu of Taxes for SaskPower, SaskEnergy and TransGas property on city land, the City was required to find ways to address this budget cut.

Committee approved recommendations on principles that included:

• Keeping any property tax increases to a minimum and service levels up; maintaining jobs; City Hall salaries are frozen and the snow and ice levy won’t be collected this year.
• Adjusting all options – how we spend, and the cash collected in fines and fees; more money will go to taxpayers from the City-owned water and waste water utilities.  Parking ticket fines will go from $20 to $30.
• Back-filling the provincial budget hole without dipping into reserves.

The GPC today also received information which outlined Provincial downloading and transfer payments on the City.

Several City Councillors want clear answers on the role and use of reserves and more detail on the perception that City reserves have been built on the back of provincial government revenue sharing.

“Revenue sharing goes to support everyday operations,” says City Manager Murray Totland. “Those are the direct services to citizens such as snow clearing, road maintenance, police and fire service.”

Totland stresses the provincial cut is not a one-year shortfall – it is a permanent operating budget adjustment that requires back-filling by ongoing funds. Taking funds from a reserve would be a one-time solution which would have to back-filled in 2018 and future years to come.

“The reserves are not to cover our day-to-day operating expenses,” Totland says. “Pulling money out of our reserves just transfers this problem down the line and leaves us to deal with unexpected situations out of our operating budget.”

The City has about $140 million in the reserve, of which $21 million is used each year in capital and operating budgets.  If the City was to only use the reserve funds to deal with the ongoing impacts of the recent provincial budget, all of the reserves would be depleted in seven years.

“So at the end of seven years, we wouldn’t have the reserves to pay for all the major projects that they currently fund,” Totland says. “And in seven years, we still would not have a long term solution to pay for the provincial budget shortfall.

“We wouldn’t have anything in our savings account to pay for projects that keep our roads, leisure centres, outdoor swimming pools, or parks in good working condition.”

Find more on the provincial budget funding impact on our website.

From the March 13, 2017 Meeting

7.1.2 North Commuter Parkway and Traffic Bridge Construction Update

Decision

*The Committee received the report as information.

Background

*At the Traffic Bridge, Graham Commuter Partners has completed demolition of the final components of the original bridge and has now completed all of the new piers, both abutments, and erection of Span 4, the southernmost span of the bridge.
*At the North Commuter Parkway, construction of Pier 1 and Pier 2, the west and centre in-river piers, is complete. Erection of the girders for Span 2, the west-centre span, is underway.

7.1.3 Highway 16/Boychuk Drive and McOrmond Drive/College Drive Construction Update

Decision

*The Committee received the report as information.

Background

*The design for both interchanges has been progressing well and PCL Construction Management Inc. has started doing preliminary site work at both locations.
*The construction of detour roads will begin in April 2017 and the detours are anticipated to be in effect for June 2017.
*The street lighting along College Drive is scheduled to be in place before June 2017.
*The Administration is developing transportation plans for each location to minimize impacts to commuters and communicate transportation alternatives.

From the March 13, 2017 Meeting

6.1.2 2017 Goals and Objectives – Saskatoon Environmental Committee

Decision

*The Committee received a memo pertaining to goals and objectives of the Saskatoon Environmental Advisory Committee as information.

Background

*The 2017 Goals and Objectives of the Saskatoon Environmental Advisory Committee are outlined in this memo.

7.2.2 Diversity and Inclusion Annual Report 2016

Decision

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

Background

*The City continues to work toward closing the gap between the workforce population statistics and the goals set by the Saskatchewan Human Rights Commission for all four equity groups including Aboriginal People, Persons with Disabilities, Visible Minorities, and Women in Underrepresented Occupations.
*The Diversity and Inclusion Action Plan priorities for 2017 have been identified and grouped using the “Diversity and Inclusion Solutions Framework” developed by LaRoche & Yang (2014). This framework enables us to categorize specific action plans using the common links between them to support the City’s Strategic Plan.

7.2.5 Hydropower Joint Ownership Project With Saskatoon Tribal Council

Decision

*The Committee recommended to City Council:
-That the Administration be directed to prepare a Memorandum of Understanding with the Saskatoon Tribal Council that outlines a joint ownership model to begin a feasibility study for a hydropower station in Saskatoon.
-That the Memorandum of Understanding be brought forward to the Standing Policy Committee on Environment, Utilities and Corporate Services, and City Council for City approval.
-That the report of the General Manager, Transportation & Utilities, dated March 13, 2017, be forwarded to the Saskatoon Environmental Advisory Committee for information.

Background

*Saskatoon Light & Power has explored the feasibility of a hydropower station at the Saskatoon weir.
*Joint ownership of the project between the City and the Saskatoon Tribal Council will bolster all aspects of the project and benefit both parties. A partnership will strengthen applications to senior governments for rates and capital contributions, and the combined resources of both agencies result in a stronger project team during the investigatory and construction phases, should the project proceed to construction.
*The project provides an opportunity for the Saskatoon Region and the Saskatoon Tribal Council to realize economic and social benefits.
*Earlier stakeholder and community engagement shows support for a green power project at the weir that maintains its visual beauty, serenity and natural ecology. Continued engagement is planned as part of a new feasibility study.

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.