News Releases

May 30, 2016 Meeting

7.1.4 7.1.4 2015 Annual Report – Saskatoon Land

Decision

*The report was received as information.

Background

*Land sales for 2015 totaled $63,425,578. Sales highlights include 159 single family lot sales, 30.17 acres of institutional/multi-family sales and 20.97 acres of industrial sales/leases.
*Since 2011, Saskatoon Land, in conjunction with private-sector developers, has met or exceeded the minimum supply targets for residential and industrial land. Estimates for 2015 yearend indicate the following inventory levels for each land category: 2,002 single-family units, 3,382 multi-family units, and 183 industrial acres.
*Throughout the 2015 calendar year, a variety of accomplishments were realized by Saskatoon Land staff. Notable examples include: completion of the Green Bridge structure in Evergreen, administration of 80 leases totaling almost $2 million in annual revenue, and the successful implementation of new singlefamily lot allocation process for lot draws.
*Since 2007, $123.3 million in net proceeds from the sale of property in Hampton Village, Willowgrove, Rosewood and Evergreen have been made available for City Council to allocate to various civic projects.

7.1.5 First Quarter Results – Corporate Business Plan and Budget – Shaping Our Financial Future

Decision

*The Committee received the report as information.

Background

*The 2016 budget projections to year-end show a 0.27% negative variance upon reviewing quarter one results. The Administration will be taking all reasonable measures to bring in a balanced budget at year-end.
*The key projects and initiatives outlined in the 2016 Corporate Business Plan and Budget are on track and initiatives are progressing well.

7.1.6 Update on Key Strategic Risks

Decision

*The Committee received the report as information.

Background

*Risk Registers have been developed for each high and medium strategic risk and have been reviewed by the Corporate Risk Committee.
*At its meeting on June 22, 2015, when considering the report of the CFO/General Manager, Asset and Financial Management Department, regarding key risks and the risk based management program, City Council resolved that the Corporate Risk Committee report further on key corporate risks, and that there be an overall ongoing review and report back to the Standing Policy Committee on Finance.

7.2.7 Acquisition of Land for Future Fire Station

Decision

*The Committee will be reporting to City Council in support of the recommendations of the Administration.

Background

*The Saskatoon Fire Department continually reviews response times using mapping analysis techniques with the goal of increasing departmental efficiency placing citizen and staff safety at the forefront.
*The Saskatoon Fire Department can relocate the current Station No. 3 (1906 York Avenue) to St. Martin’s United Church’s vacant north lot. This will address aging infrastructure concerns and improve overall response protection in the southeast portion of the city.
*Notable terms of the agreement with St. Martin’s United Church include a sale price of $500,000, plus additional related disturbance and site improvement compensation.

From the May 30, 2016 Meeting

7.1.9 Landscape Design and Development Standards for Parks and Open Space

Decision

*Committee received the report as information and asked Administration to report back on feedback from residents plus housing, industrial and commercial industries and developers.

Background

*The construction of parks and open spaces that require irrigation and a high level of maintenance have become common in the city’s new subdivisions/neighbourhoods. This has contributed to increased pressures on the environmental and financial sustainability of parks and open spaces.
*Implementation of renewed Landscape Design and Development Standards (LDDS) is one of many continuous improvement initiatives identified during the 2014 Parks Maintenance and Design Civic Service Review. Since 2014, the Parks Division has been working towards implementation of a number of initiatives to ensure that required long-term maintenance services can be provided in a safe, efficient, cost–effective, and environmentally responsible manner.
*LDDS will provide formalized landscape design standards and well-defined approval processes, as identified and recommended in the Master Plan.
*LDDS is intended to be a dynamic document that outlines reasonable minimum and maximum parameters of park and open space design and development, as well as a mandatory landscape design review process. The standards will be a continuous improvement tool used by the Parks Division.

7.1.11 Saskatoon Fire Department Purchase of Used Platform for Mobile Command Vehicle

Decision

*The Committee received the report as information.

Background

*The current Mobile Command unit is no longer practical for its intended use.
*After extensive research, it has been determined that the best option is to retrofit a used Class A motorhome, designing and equipping it to be sustainable for many years to come.
*The purchase price of the used platform is $126,000 (taxes included). Additional funds will be required to retrofit the unit in accordance with identified needs.
*It is expected the unit will be complete and ready for use early in 2017.

7.2.5 City Centre Plan Phase 4: Civic Precinct Master Plan Project Update

Decision

*The Committee is forwarding the report to City Council for information.

Background

*The Civic Precinct study area encompasses approximately five city blocks, centred on City Hall.
*The purpose of the Civic Precinct Master Plan is to define a new Civic Precinct area and improve the quality, character, and cohesiveness of the public realm in the Civic Precinct.
*The timing and preparation of this Plan considers several proposed projects and initiatives that will have a significant impact on the public realm within the Civic Precinct over the long term.
*The Plan will be divided into two phases. Phase one consists of background analysis and stakeholder engagement, and phase two consists of detailed design and plan development.
*The Plan will result in a priority list of, and phased approach for, improvement projects for the public realm within the Civic Precinct.

7.2.6 Vacant Lot and adaptive Reuse Incentive Program – Gardens as an Interim Use

Decision

*The Committee is recommending to City Council that the proposed amendments to the Vacant Lot and Adaptive Reuse Incentive Program Policy No. C09-035 be approved.

Background

*The purpose of this report is to amend the Vacant Lot and Adaptive Reuse (VLAR) Incentive Program to add incentives for gardens on vacant lots as an interim use.
*The Administration recommends the VLAR Program be amended to include incentives for garden plots on vacant land as an interim use.
*The incentive will be in the form of a cash grant equal to 50% of the annual value of the municipal property taxes to a maximum of $500 per year for residential properties, and $1,200 per year for non-residential sites, for up to five years.
*Non-profit organizations may have on-site sales of produce in residential areas in compliance with the garage sale provisions of the Zoning Bylaw No. 8770.
*The establishment of a garden on a vacant lot will not affect the opportunity for future incentives under the VLAR Program when the lot becomes developed.
*Communication with the stakeholder group will continue as a means to identify additional opportunities to support urban agriculture and local food.

7.2.7 Redevelopment of the South Caswell Transit Facility Site

Decision

*The Committee resolved:

1. That the report be forwarded to City Council for information;
2. That Administration report further to the Committee on:
(a) a revised concept plan and timing;
(b) a funding strategy and the phasing of the redevelopment of the South Caswell Transit Facility Site by the end of 2016 or as soon as practical; and
(c) safety and security measures that will be implemented as soon as the South Caswell Transit Facility site is vacated.

Background

*An Expression of Interest has demonstrated there is interest in the South Caswell area from the development community in Saskatoon.
*There is considerable site preparation costs associated with the area development project. At the same time, there are significant opportunities and community expectations associated with redevelopment.
*Next steps in the process include community engagement in a renewed concept plan process, preparation of detailed site improvement plans and funding sources, and a plan for the marketing and sale of the land. Alternate procurement methods will be explored.

The Broadway Avenue Improvement Project is a full week ahead of schedule, as the first two phases wrap up Thursday.

Final work includes roadway marking application, which requires the Broadway Bridge to close at 7:00 p.m. tonight. The bridge and intersection at Broadway Avenue and 12th Street is expected to fully reopen Thursday afternoon by 4:00 p.m.

“We’re encouraged with this news,” says Celene Anger, Director of Construction & Design.  “By afternoon drive time on Thursday, the Broadway Bridge and Five Corners – the intersection at Broadway Avenue and Twelfth Street – will open completely and we’re already into the third phase of the Broadway Improvement Project.”

Phase 3 includes full closure of the intersection at Broadway Avenue and 11th Street. Extensive water main upgrades and road resurfacing began along Broadway Avenue on May 2.  When the work on Broadway Avenue is complete, the project will move onto side streets, including block sections of 10th, 11th and 12th Streets as well as a four-block section of Main Street.

 “This project was specifically designed to be completed in phases, helping to minimize the impact on the community as much as possible,” Anger says. “As we’ve said, Broadway Avenue is open for business and entertainment throughout construction.”

Commuters have been asked to reroute their commute during the summer-long project, making use of the Senator Sid Buckwold Bridge and the University Bridge.

For more information please visit saskatoon.ca/broadway.

Slow down, pay attention and respect work zones. Watch for pedestrians and work crews, and for everyone’s safety, please obey all detours, signs and barriers.

Saskatoon Public Works responded to a collision this morning between a street-patching truck and a cyclist at Idylwyld Drive and 29th Street.

“At last word, the cyclist’s injuries are described as serious and the City extends its compassion for this man,” says Jeff Jorgenson, General Manager of Transportation & Utilities.

A police investigation is underway and Jorgenson says Public Works Division officials are cooperating in whatever way they can. 

Our initial information is the cyclist appears to have been travelling southbound when the collision with the street-patcher happened.

In addition to the police investigation, the City follows its own protocols after a critical incident to ensure the proper operating procedures were maintained.

Saskatoon, like all municipal governments, faces many types of risk, including strategic, operational, financial and compliance risks that, if not effectively managed, can impact the successful delivery of civic services and achievement of corporate goals and objectives.

The City’s Risk-Based Management (RBM) Program has been adopted to assist Administration with enhancing intelligent risk performance in all areas of operations. “Identifying all types and levels of risk for the City ensures continuous improvement in the way the City is managed, and also supports our goal to grow public confidence in the City’s performance,” says Kerry Tarasoff, CFO/General Manager, Asset & Financial Management Department.

In 2015, the City of Saskatoon’s internal auditors, PricewaterhouseCoopers (PwC), assisted the Administration in conducting a strategic risk assessment in order to identify and prioritize the key strategic risks being faced by the City.  The Corporate Risk Committee, with input from City Council, then evaluated each strategic risk that was identified and prioritized them based on the likelihood of the risk event occurring on a scale of 1 (rare) to 4 (very likely), and the impact if the risk event were to occur on a scale of 1 (negligible) to 4 (critical).

“We continue to create a positive and proactive risk management culture for Administration. Our goal is to identify any risks at the very onset. Through our ongoing risk reviews we can make any necessary adjustments to our programs and practices so that risk is lowered,” Tarasoff says. “We strive to minimize risk – and importantly, maximize the likelihood of reaching our corporate goals.”

To date, each high and medium ranked risk has now been examined, the nature of each risk evaluated, and current and planned mitigation activities have been identified. Over the coming months, the Corporate Risk Committee will continue to enhance its understanding of the City’s risk environment.  Updated information will be submitted to the Standing Policy Committee on Finance for approval in late 2016 and will be incorporated into the 2017 internal audit plan update.

The City of Saskatoon is committed to the long-term strategy of creating and encouraging a workplace culture of continuous improvement – one that encourages innovation and forward-thinking under the Strategic Goal of Continuous Improvement.

To find detailed information on the City’s Risk-Based Management Program, visit saskatoon.ca/corporaterisk