News Releases

Building on public participation activities initiated in 2015 to Shape Our Financial Future, the City continues its commitment to create broad public awareness on the annual budget process. Citizen Budget goes live today at saskatoon.ca/financialfuture and will remain open until June 24, 2016.

This is the second year for Citizen Budget, the City’s educational and interactive online tool that invites residents to “Have Their Say!”. Citizen Budget asks residents if the City should spend more, spend less, or spend the same on a variety of key civic services. The public can experience the complexity of building a City budget – to see the trade-offs that need to be considered when increasing, decreasing or providing the same level of service. 

“We’re continuing to make strides toward measuring our successes. We hope to hear from even more residents this year by once again inviting them to participate in Citizen Budget, and in our annual budget planning process,” says Clae Hack, Director of Finance. “Saskatoon continues to grow, and that means the City must adapt to meet the ongoing needs and changing expectations of residents. Gathering public feedback about service level expectations is key.”

Aside from the online Citizen Budget tool, City staff will be ‘Taking It on the Road’, by visiting various locations around the city to meet with the public. With a goal to reach as many residents as possible, there will be a variety of budget public participation activities. Venues and dates will be announced shortly on saskatoon.ca/financialfuture. For those visiting City Hall, a Service Survey and Budget comment sheets are available in the main lobby to share views on service levels and provide comment on budget priorities for 2017.

“The public feedback we gather through Citizen Budget and our other engagement activities is valuable. Importantly, Administration and City Council will again review all public feedback and consider it prior to making key decisions for the 2017 Budget deliberation this December,” says Hack. “Other factors used for annual budgetary decision making include inflation, our growing population, Council priorities, service level changes and the City’s performance measures.” 

Citizen Budget, and other public engagement activities such as the Annual Civic Services Survey, align with all of the City of Saskatoon’s Strategic Goals. We invest in what matters most to residents; the services we provide are aligned with what citizens expect; when people are actively engaged in the future and governance of their city, and through conversation and working together, we move the city forward, together.

Visit saskatoon.ca/financialfuture today and plan to participate in Citizen Budget! An informative Budget video series is also found on the Shaping Our Financial Future web page. 

From the May 9, 2016 Meeting

7.1.1 Environmental Education Initiatives

Decision

*The committee received the report as information.

Background

*The report provides information on environmental education initiatives provided by the City for the community and corporation.
*Education is provided to encourage changes in behaviour that result in positive environmental outcomes including the reduction of greenhouse gas (GHG) emissions through water conservation, waste diversion, and energy conservation. Additional environmental protection benefits are also achieved through these programs.
*Utility-funded education efforts focus on supporting civic utility services while millrate-supported education programs provide information about civic initiatives that help citizens reduce their own environmental footprint.

7.1.2 Remai Modern Construction Update

Decision

*The committee received the report as information.

Background

*Construction of the EllisDon contract is approximately 90% complete.
*Secondary contracts outside of the EllisDon scope include furniture, signage and lighting.
*Contracts for the glass wall and security screen, shell gallery and restaurant fitout are being managed by the Gallery.
*The Contractor is estimating that the building construction will be complete in the fourth quarter of 2016, as long as the project does not experience delays going forward.
*The Gallery is planning the move, transition, art preparation and opening of the Remai Modern.
*Community program and public access to the building is being planned for when the building first opens in early 2017. Art exhibitions are scheduled to commence in mid-2017.
*The Administration continues to do everything possible to prudently manage the contract with EllisDon and protect the City’s interests.
*The projected funding shortfall continues to be between $2.5 and $4.5 million considering all factors.

7.1.4 Long-Term Lead Service Line Replacement and Water Main Capacity Improvement Strategy

Decision

*The committee received the report as information.

Background

*The report outlines the major factors Administration considered when developing a proposed program to accelerate Lead Service Line (LSL) and water main replacements.
*As cast iron water mains age, internal corrosion can restrict flow. Problems are most evident in pre-1940s water mains and will continue to deteriorate over time.
*Administration has identified water mains in need of capacity improvements and these water mains are in the same areas as over 80% of LSLs.
*A coordinated program of water main capacity improvements and LSL replacements is recommended. The recommended option will significantly accelerate LSL replacements and result in a completion date of 2026 for replacement of all LSLs. Alternative options are presented for completion by 2023, or 2030.
*Saskatoon Water will report on the financial impact of the recommended strategies as part of the 2016-2019 utility rate approval.

7.2.1 Integrated Waste Management Annual Report 2015

Decision

*The committee received the report as information.

Background

*A Waste Diversion Rate of 70% by 2023 has been established as a Performance Target. The 2015 rate is 21%, below the national average (2012) of 33.7%.
*Saskatonians continue to dispose less waste than the national average (which includes rural areas), but at a rate higher than most Canadian cities at 242 kilograms per person.
*The City’s membership to the National Zero Waste Council was approved on April 22, 2016.
*The City’s residential curbside recycling, multi-unit residential recycling, compost depots, public space recycling, and civic facilities recycling diverted a total of 14,678 tonnes of materials, an increase from 2014.
*1.97 million garbage carts were emptied in 2015 with a reliability rate of 99.9%. City staff responded to 2,950 calls about missed residential garbage collections.
*More than 88,000 vehicles delivered loads to the landfill. Total material deposited in 2015 was 112,418 tonnes, down from 126,174 tonnes in 2014.
*91% single family and 74% multi-family households recycle all or most of their recyclable items and 93% of residents are very satisfied or somewhat satisfied with the overall quality of the recycling service received.

7.2.1 Service Saskatoon – April 2016 Progress Report

Decision

*The Committee received the information.

Background

*Service Saskatoon was officially launched on April 6, 2016.
*A new CRM system is the technology centerpiece of the new model and supports the Systems pillar. It will help the City manage citizen requests and inquiries more efficiently and effectively. As part of the Service Saskatoon launch, five water and sewer services within Public Works have been identified to be the introductory pilot services for citizens to experience the CRM model.
*Administration is repurposing an existing software solution to provide an improved citizen experience. Since the concept of 311 was first launched, mobile technology has advanced and made it easier for consumers to access online self-services. The temporary CRM will reduce duplication of incidents and provide the ability to create a unique number to track the status and completion of work. Citizens will be able to request these services by phone or by completing an easy-to-use online form.
*Citizen input is key to accomplishing the City’s goal. The Administration will create more opportunities for citizens to shape the design of the City’s services including the opportunity to participate in a new Citizen Advisory Panel.
*The Administration will begin work to add five more water and sewer services to the CRM model. Additional services will continue to be added and will be based in large part on citizen input and priorities.

7.2.2 Water Conservation Update – Response to Environmental Advisory Committee Report – April 2016

Decision

*The committee recommended to City Council:
1. That a rebate program for indoor plumbing fixtures be considered in the 2017 Business Plan and Budget deliberations as part of the Utility Business Line;
2. That the Administration continue to develop protocols for outdoor watering schedules based on annual monitoring of peak demand at the Water Treatment Plant;
3. That the Administration report back on how the Advanced Metering Infrastructure (AMI) system will encourage water conservation; and
4. That the ‘Be Water Wise’ campaign continue and a plan for 2017 - 2019 be developed for the 2017 Business Plan and Budget deliberations as part of the Utility Business Line.

Background

*Inefficient water fixtures have been largely eliminated from the marketplace.
*Toilet rebate programs have demonstrated water conservation in other jurisdictions.
*The effectiveness of outdoor water schedules at reducing water consumption varies depending on purpose and length of the restriction.
*A water monitoring program is being implemented through the AMI system and will be deployed within the next five years.
*Civic water conservation programs include the ‘Be Water Wise’ campaign, as well as internal water-saving practises.

7.2.7 Energy Efficient Building Standards in New Dwelling Construction

Decision

*The Committee forwarded the report to City Council.

Background

*The report is in response to an inquiry made at the September 28, 2015 City Council meeting, related to how other municipalities administer energy efficiency standards regarding new dwelling construction and the effectiveness of energy rating programs versus building code regulation.
*With the exception of Vancouver, which is a charter city and is granted different powers from what other communities have under British Columbia’s Local Government Act, energy efficient building standards are regulated through provincial adoption of the building code and then administered through a local municipality’s building permit program.
*Energy rating and labelling programs are tools used to evaluate and rate a home’s energy performance. These programs also encourage industry to use more comprehensive building practices that go beyond minimum code requirements, in order to achieve energy efficient performance.
*Ontario legislates advanced energy targets in correlation with updates to the building code. The advanced energy targets are legislated in a five-year cycle to provide industry time to learn the upcoming energy requirements and for supporting code to be developed.
*Building energy efficiency performance gains for new dwelling construction in Saskatoon can be achieved through collaborative partnerships, energy rating and labelling programs, capacity building programs, and incentives. By way of a working group, work has started on this initiative.

7.2.9 City Compost Depots – Award of Contract – Consulting Advisor, Equipment and Operators

Decision

*The committee recommended City Council approve the proposal submitted by Wozniak and Sons Enterprises Ltd. to provide a consulting advisor, equipment and operators for a total cost of $260,810.00 (including taxes).

Background

*A Request for Proposal was advertised on January 8, 2016, seeking an experienced contractor to provide a consulting advisor, equipment and operators for the two City Compost Depots.
*Of the five proposals received, Wozniak and Sons Enterprises Ltd. was determined to be the most favourable.

7.2.10 Solar Power Addition at the Landfill Gas Power Generation Facility – Award of Contract for Solar Photovoltaic System

Decision

*The committee recommended City Council approve the proposal submitted by Rock Paper Sun Ltd. for the supply of a 27 kilowatt Solar Photovoltaic System for a total cost of $152,725.65 (including taxes).

Background

*At its meeting in October, 2015, City Council resolved that the City Solicitor prepare a Memorandum of Agreement with the SESSC for the co-ownership of the Solar PV Demonstration Site. Administration stated it would follow up with a recommendation for award of a contract to the successful proponent for supply and installation of the solar power system.

7.2.12 Surface Flooding Control Strategy for the Storm Water Utility

Decision

*The committee recommended to City Council that Administration develop a comprehensive Storm Water Utility Business Plan, including a longer-term capital and funding plan for storm water infrastructure, that considers the factors outlined in the report; and

1.  That the Administration explore:
a)  alternate funding sources for Riverbank stabilization
b) the possibility of reducing the temporary flood protection levy and report back about both items;
2. That the Administration concurrently meet with affected residents to provide an update and further discuss options in the report as well as possible interim/short-term solutions; and
3. That the City consider offering same solution for the affected property owners experiencing flooding in top 3 priority areas as we are currently offering for St. Mary's Church.

Background

*The storm water system in Saskatoon is designed to utilize combinations of pipe and surface storage and conveyance. In neighbourhoods constructed after 1989, design changes were implemented to ensure surface storm water flow paths drained to designed low areas, often ponds, to reduce the risk of property damage. However, many areas in Saskatoon constructed before 1989 were not designed with the same provision; therefore, some residents are concerned about property damage as a result of a major rain event. To add to the problem, Saskatoon has received more precipitation in the last decade than any other similar period dating back to 1900. This precipitation has led to an increase in ground water elevation which has caused a higher level of saturation.

The 50 year old overpass on Idylwyld Drive over Ruth Street is about to undergo a major rehabilitation. Work starts Sunday, May 15, and construction will be phased with crews working on one side at a time, allowing two-way traffic to be maintained without fully closing the overpass.

“Speed restrictions will be in place and traffic will be reduced from four lanes to two,” says Rob Frank, Engineering Manager of Asset Preservation. “We do not anticipate significant traffic delays so long as drivers pay attention to signage and use the zipper merge method.”

“To zipper merge correctly, as you see the “lane closed ahead” sign and traffic backing up, stay in your current lane up to the point of merge. Then take turns with other drivers to safely and smoothly ease into the remaining lane. Vehicles in the merging lane must signal, and drivers in the through lane must let one vehicle merge. This makes the traffic flow more quickly and efficiently for drivers in both lanes.”

Extensive rehabilitation work is scheduled until the end of August and will involve:

• Removal of existing asphalt wearing surface, membrane, and top portion of concrete deck
• Placement of new concrete deck and a new concrete overlay
• Modification of the approach slab and expansion joints
• Miscellaneous concrete repairs on the overpass

To learn more about this project, please visit saskatoon.ca/bridges. Zipper merge information is available at saskatoon.ca/zippermerge.

Following extensive consultations and a Needs Assessment and Feasibility Study commissioned by the City, the YMCA of Saskatoon (YMCA) and the Saskatoon Tribal Council (STC), a community need for a city centre recreation facility was identified.  However, to benefit everyone in the community now and in the future, the partners have determined that the soundest financial investment is to pursue two opportunities moving forward.

“This approach will provide the greatest value for all citizens who will have an opportunity to participate in not one, but potentially two, new or upgraded facilities with more program opportunities in the growing city centre area,” says Director of Recreation and Community Development, Lynne Lacroix.  “In addition to being able to reach new community members and deliver increased programs and services for Saskatoon’s city centre area neighbourhoods, the facilities will bridge together the key growth areas of downtown and 20^th Street to fulfill the needs of current and future area residents and workers.”

One facility opportunity would be a collaboration between the City, STC, and a new potential partner, Saskatoon Public Schools.  Ideally, it could be located in proximity to White Buffalo Youth Lodge (WBYL) and Princess Alexandra School.  The facility would provide access to education, social, recreation, and community programs for those living in the city centre.

“The long-term goal is to improve the health of Saskatoon families and individuals regardless of income and ethnicity.  Working together on a city centre facility supports STC’s strategy to work with the community and governments to improve the quality of life of First Nations residents living in Saskatoon,” says Tribal Chief Felix Thomas.

“As we look to the future, we have begun exploratory talks with the City of Saskatoon and Saskatoon Tribal Council with regards to a new facility that may help us provide greater support to families in the community.  If there is an opportunity to increase services to our students during their educational journey that will help them to be successful, we are open to looking at those possibilities,” says Ray Morrison, Board Chair for Saskatoon Public Schools.

The second opportunity involves the YMCA and the City exploring a full range of partnership models to meet various community needs in growing areas of Saskatoon.  To do this, there is a commitment to continue to develop a long-term strategy that outlines the greatest benefit to the community.  This approach includes creating a long-term strategy based on the needs assessment, the City Recreation Master Plan, as well as the YMCA’s strategic plan.

“Through the research process and partnership conversations, the YMCA has developed a fuller understanding of the needs of the community and has also increased its understanding for the valuable work that each organization does.  We believe that at this point, the YMCA can make a significant impact in Saskatoon by focusing on specific gaps that were identified in the needs assessment.  We will do this by ensuring our services and programs continue to adapt to meet children, family, and adult needs, and we feel this is best provided by staying in our current downtown location at this time.  To reach our Vision, we will reinvest in the downtown YMCA location, which will help meet community needs by focusing on healthy living, helping families, and fostering belonging and connection,” says Dean Dodge, Chief Executive Officer, YMCA.

All the partners want to make sure their visions continue to align as they work on reducing barriers to achieve healthy lifestyles for everyone.  To meet those goals, the best choice is to reduce overlap in services and facilities, and to invest in facilities that meet the needs of Saskatoon residents.

Based on these new developments and decisions by various partners, there are now two parallel tracks moving toward creating recreation facilities in the city’s central area.  The next steps for the City, STC, and Public School Board will be to continue to solidify the financial and human resources for a project near WBYL to proceed.  The City and the YMCA will keep working on a joint long-term plan, with the YMCA continuing to provide services in downtown Saskatoon.