News Releases

First Two Phases Completed Ahead of Schedule

City motorists now have full access to Broadway Bridge and east/west access to 5 Corners, signalling a completion of the first two phases of the Broadway Improvement Project, well ahead of schedule.  “The entire project is moving along really well,” says Celene Anger, Director of Construction & Design. “Water main replacement work is progressing faster than originally anticipated, thanks to the great weather and some hard work on the part of our contractors.” 

An early finish at the intersection of Broadway and 11th Street has allowed for work at the 10th Street intersection to start early.  Connection replacements on the 600 block of Broadway Avenue are also complete and concrete repairs are taking place ahead of road resurfacing. 

The Broadway Improvement Project includes extensive water main upgrades and road resurfacing to Broadway Avenue and surrounding areas.  This large project is continually being assessed and revised to help minimize its impact on the community, allowing businesses to remain open and events to take place as normally as possible.

“Broadway is open for business;  and to make that happen, we have regular meetings with local business and property owners. Based on their feedback, we’re going to approach remaining roadwork a little differently,” says Anger.  “Instead of waiting and coming back to pave when all the water main work is done, we’re going to finish this section completely – now - and then move on.  Resurfacing between 10th and 12th Street will happen as soon as the water main work at the 10th Street intersection is done, allowing the 600 and 700 blocks of Broadway to be completely opened to vehicles and events much sooner than originally thought.”

Final resurfacing of 600 and 700 blocks should begin around the third week of June, weather permitting.

Saskatoon Transit has started using Dufferin Avenue as an alternate route during this part of the project.

For more information please visit saskatoon.ca/broadway.

Saskatoon Water is phasing-in a new Advanced Metering Infrastructure (AMI) system for water meters.

“Water meters will have a communication module added to take advantage of the benefits of AMI, which include remote meter reading, and monthly billing based on current usage, not estimates,” says Reid Corbett, Director of Saskatoon Water. “A Saskatoon Water technician requires access to the inside of homes to complete the conversion, which takes about 10 minutes.”

Saskatoon Water will notify residents with a letter when technicians are in their neighbourhood. Once a resident receives this letter, they can book an appointment online at saskatoon.ca/watermeter. It’s important to note that only residents of the areas where work is occurring can book an appointment. Currently appointments are available for water meter customers in Holiday Park, King George and Riversdale.

Between appointments, technicians will visit adjacent homes that have not made a booking to request access to their water meter. If residents are not home, they will leave a door hanger explaining the program and asking residents to make an appointment.

“We are expecting it to take approximately five years to convert all of Saskatoon’s 72,000 water meters to work with the new AMI system,” says Corbett. “The key to our success is cooperation from our customers, which includes booking an appointment online as soon as they receive our first letter.”

About 62,000 water meters newer than 1994 will have the black circular scan pad on the outside of the home replaced with a communication module. Once the communication module is in place, the wiring system that currently links the scan pad to the water meter will be attached to the new communication module.

About 10,000 meters installed prior to 1994 will be completely replaced and have the communication module added in order to work with AMI. Replacement of older water meters is part of the regular maintenance program.

To learn more about the AMI program visit saskatoon.ca/watermeter.  

The City is pleased to announce that based on results of the Request for Qualifications (RFQ), three teams have been chosen to move on to the Request for Proposals (RFP) stage for the Saskatoon Interchange Project for Boychuk Drive & Highway 16 and McOrmond Drive & College Drive.

Eight applicant teams responded to the RFQ. Following a comprehensive evaluation of the submissions, the teams that will participate in the RFP process, listed alphabetically, are:

• Flatiron Constructors Canada Ltd. (Flatiron Constructors Canada Ltd., WSP, Amec Foster Wheeler)
• Graham Infrastructure LP (Graham Infrastructure LP, ASL Paving Ltd., Tetra Tech EBA Ltd., ISL Engineering and Land Services Ltd., Clifton Associates Ltd.)
• PCL Construction Management Inc. (PCL Construction Management Inc., Cima+ Canada Inc., Trek Geotechnical Inc., Pinchin West Limited, Catterall & Wright)

The City's project team is currently working with its advisors to finalize the RFP document which will be released to the short-listed firms in June 2016.

The Saskatoon Interchange Project has bundled these two interchanges together as a way of reducing overall costs of construction. The McOrmond Drive/College Drive interchange is fully funded by adjacent land developers. The Boychuk Drive/Highway 16 interchange is funded by both federal and provincial governments (14.7 million each) with an additional $15.7 million coming from levies collected by The City of Saskatoon from developers of the Rosewood subdivision.​

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.

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.

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

The City and its project partners, Graham Commuter Partners (GCP), continue to make progress on the North Commuter Parkway and the new Traffic Bridge.

Once complete in 2018, the North Commuter Parkway will support the transportation needs of citizens who live in Saskatoon’s northeast and work in the Marquis and North Industrial Areas, reducing traffic on the city’s existing bridges. The new Traffic Bridge, also slated for completion in 2018, will support the growing city centre by allowing motorists, pedestrians and cyclists to cross the river between the downtown and residential areas in the south sector of the city. The new bridge will look similar to the old bridge, but will be wider to accommodate emergency vehicles. 

Traffic Bridge Update – May 2016

This month, crews continued refurbishing the south in-river pier (Pier 3), which will support the new bridge deck. Forms were set in place and concrete was poured into the shaft of the pier. The south abutment, the structure at the end of the bridge upon which the main bridge structure will rest, is also being constructed. Piles have been drilled to support the south abutment. Over the next month, construction of Pier 3 and the south abutment will continue. By this fall, Pier 3, the south abutment, the north abutment, and the new south span (Span 4) should be complete.

North Commuter Parkway Update – May 2016

Parkway Bridge

A cofferdam has been built in the river which will allow new bridge construction to begin. This temporary enclosure provides a dry area in which to construct the pier, and construction of Pier 1 is underway. Work includes excavating the cofferdam at the pier location and fabricating the forms for the pier. Construction on the east embankment of the new bridge is also well underway.

Parkway Roadways

Clearing and topsoil stripping for the new roadways is now complete and earthwork operations continue along McOrmond Drive and Central Avenue. Storm sewers are being constructed for the new lanes of Central Avenue between Attridge Drive and Fedoruk Drive. Work to improve the Attridge Drive and Central Avenue intersection will soon begin.

By this fall, upgrades to the Attridge Drive/Central Avenue intersection, and the Marquis Drive and Waneskewin Road intersection will be complete.  Drainage, waterline and sewer infrastructure should be installed along Central Avenue, and overhead powerlines should be relocated along Central Avenue.

Traffic and Trails

Increased traffic will be evident at Marquis Drive and Wanuskewin Road with trucks hauling materials accessing the bridge construction site.

Staring the week of May 30, traffic restrictions and lane closures will be in place to accommodate work at Central Avenue and Attridge Drive to expand the intersection and create dual left turn bays from eastbound Attridge Drive to northbound Central Avenue. Beginning in July, work will start at the intersection of the Marquis Drive and Wanuskewin Road. Citizens will be notified of traffic detours through the City’s Daily Road Report, road signage, and social media.

A detour at Spadina Crescent between the Broadway Bridge and 3^rd Avenue is in place until the end of the construction period. The Saskatchewan Crescent eastbound detour to 11^th Street and westbound detour to the Victoria Avenue on/off ramps is in place until August 2016. Rotary Park and River Landing trail detours will continue through the construction period. Access to Crocus Prairie Trail from Central Avenue is closed until winter 2016. At times, the east sidewalk at Wanuskewin Road and Marquis Drive will be restricted for vehicle crossings.

Ways to Watch Construction Progress

Anyone interested can keep an eye on construction progress at saskatoon.ca/bridging. The webpage includes a quarterly video update, live project webcams, time lapse videos, and photographs. Construction viewing areas are also in place at River Landing and on the Meewasin Trail just north of the GCP construction trailer site, and from the Meewasin Trail located just east of the cul-de-sac at the north end of Kinnear Avenue (north of Silverwood Golf Course).

Stay Safe Near Construction Zones

Citizens are reminded to obey traffic and Meewasin Trail detours, and to respect all safety measures in place including site fencing and site markings. The City is also reminding pedestrians to stay clear of work areas near the construction sites.

From the May 24, 2016 Regular Meeting of City Council

8.1.2 Application for Municipal Heritage Property Designation – Tupper House – 518 11th Street East

Decision

*City Council adopted a recommendation of its Standing Policy Committee on Planning, Development & Community Service:

1. That the City Solicitor be requested to prepare and bring forward a bylaw to designate the property at 518 11th Street East, Tupper House, as a Municipal Heritage Property under the provision of The Heritage Property Act, with such designation limited to the exterior of the building;
2. That the General Manager, Community Services Department, be requested to prepare the required notices for advertising the proposed designation; and
3. That $2,500 be allocated from the Heritage Reserve Fund for supply and installation of a recognition plaque for the property.

Additional Information

*Built in 1909, the Tupper House is a modest one-and-three-quarter-storey dwelling in the Nutana neighbourhood.
*The home is situated in close proximity to Broadway Avenue and is located directly adjacent to the Arrand Block – a multi-unit residential property that was designated as a Municipal Heritage Property in 1989.
*The Tupper House has already been identified as a heritage resource in Saskatoon through the City’s Built Heritage Database. The current owners of 518 11th Street East have requested Municipal Heritage Designation of this property.

8.3.2 Montgomery Place Neighbourhood Traffic Review

Decision

*City Council adopted a recommendation of its Standing Policy Committee on Transportation:

1. That the Neighbourhood Traffic Review for the Montgomery Place neighbourhood be adopted as the framework for future traffic improvements in the area, to be undertaken as funding is made available through the annual budget process;
2. That the speed limit on all local roads within the Montgomery Place neighbourhood be reduced from 50 kph to 40 kph

Additional Information

*A public meeting was held in June 2015 to identify traffic concerns and potential solutions within the Montgomery Place neighbourhood. Representatives from the Saskatoon Police Service were in attendance to address traffic enforcement issues. Based on the residents’ input provided at the initial public meeting and the analysis of the traffic data collected, a Neighbourhood Traffic Plan was developed and presented to the community at a second public meeting held in December 2015.

8.3.6 Plan for Saskatoon Transit 2016-2020 Update

Decision

*City Council adopted a recommendation of its Standing Policy Committee on Transportation that the report be received as information.

Additional Information

*In September, 2015, Saskatoon Transit presented the Standing Policy Committee on Transportation and City Council with a short report outlining an action plan for the 5- year period ending in 2020.
*Since that report, Transit Administration has developed an over-arching document outlining the basic principles and guidance for Transit staff over the next 5 years.

8.3.7 Idylwyld Drive Comprehensive Corridor Project and Streetscape Concept

Decision

*City Council adopted a recommendation of its Standing Policy Committee on Transportation that the General Manager, Community Services Department be authorized to release a Request for Proposal based on the Terms of Reference presented in the report of the General Manager, Community Services Department dated May 9, 2016.

Additional Information

*Traffic patterns and vehicle composition on Idylwyld Drive has changed.
*Completing a design for Idylwyld Drive was identified in the City Centre Plan Implementation Plan and prioritized by the Transportation Division.
*The purpose of the Comprehensive Corridor Project and Streetscape Design is to develop a conceptual plan to improve the function, safety, connectivity, and quality of the public realm along Idylwyld Drive, from 20th Street to 25th Street East.
*Funding for this Project has previously been approved and will be provided by both the Planning and Development and Transportation Divisions.

8.3.8 Highway 16/Boychuk Drive and McOrmond Drive/College Drive Interchanges – Status Update

Decision

*City Council adopted a recommendation of its Standing Policy Committee on Transportation that the report of the General Manager, Transportation & Utilities Department dated May 9, 2016 be received as information.

Additional Information

*Sound attenuation studies were completed to determine noise impact of the interchanges and identified.
*At Highway 16/Boychuk Drive, additional sound attenuation is required adjacent to Lakeview neighbourhood.
*At McOrmond Drive/College Drive, additional sound attenuation is required adjacent to Arbor Creek neighbourhood.
*Extension of sound attenuation beyond construction limits along College Drive, west of the McOrmond Drive/College Drive interchange, is required.
*The Request for Qualifications will shortlist three Proponents to participate in the Request for Proposal to be awarded in fall of 2016.
*A de-scoping ladder must be established to mitigate the risk of a failure to award the project, in the event that all of the financial proposals result in pricing above the City’s affordability threshold. A prioritized three-level de-scoping ladder is presented in this report.

9.6.2 Amendment to Bylaw No. 7767, The Recreation Facilities and Parks Usage Bylaw, 1998 – Operation of Model Aircraft and Unmanned Aerial Vehicles within the City of Saskatoon

Decision

*City Council passed Bylaw No. 9377, The Recreation Facilities and Parks Usage Amendment Bylaw, 2016, prohibiting the operation of unmanned aerial vehicles (drones) within parks without the permission of the City.

Additional Information

*At its meeting held on August 20, 2015, City Council adopted a number of recommendations including: “1. That The Recreation Facilities and Parks Usage Bylaw, 1998 be amended to prohibit the operation of drones in parks without the permission of the City”.

The 2016 first quarter budget projections to year-end show a 0.27% negative variance from the $464.75 million total budget.  This is an early projection and subject to change through the year. As such, City staff will be taking reasonable measures to deliver a balanced budget at year-end.

“This projected shortfall is early in the fiscal year and open to many variables which may change over the course of the year,” says Kerry Tarasoff, CFO/General Manager of Asset & Financial Management. “It is based on the information we have to the end of the first quarter, so by examining our numbers now, we can look at ways to recover costs and bring in a balanced budget.”

To meet its Strategic Goal of Asset and Financial Sustainability, the City stays focused on accountability, transparency, and efficiency. Quarterly status reports help ensure that City Council and the Administration are aware of any emerging business plan, budget issues or challenges. The City is then better prepared to mitigate any financial difficulties which may result from unplanned events or emerging issues in 2016.

“We want to keep in mind this approach also helps us track the City’s progress on our initiatives and business plan, which is also reflected in our performance dashboard on the City website,” Tarasoff says.

Much of the first quarter variance can be linked to costs for increased street sweeping in the Business Improvement Districts and industrial areas, as well as less revenue from Transit fares shifting to discounted bus passes from regular fares.

The City is committed to the Strategic Goals of Continuous Improvement, and Asset and Financial Sustainability, and dedicated to: creating a more visible budget process, reducing revenue reliance on the property tax, providing financial information frequently and earlier so City Council can make informed decisions, and planning opportunities for residents to have their say to shape the 2017 Budget and Saskatoon’s financial future.

Saskatoon drivers can expect traffic restrictions at Central Avenue and Attridge Drive throughout the summer. Starting next week, the City’s North Commuter Parkway Project contractor, Graham Commuter Partners (GCP), will start work on expanding the intersection to accommodate more traffic.

“Once complete, the addition of dual left turn bays for eastbound to northbound turning movements associated with the intersection improvements will allow traffic to flow more efficiently through the intersection,” Dan Willems, Director of Major Projects says. “The work will be done in stages, with the first stage happening on the south side of the intersection.”

Willems says steps have been taken to reduce the impact of construction activities during weekday rush hours.

“All turning movements and two lanes of traffic in each direction are planned to be maintained on weekdays between 7:00 a.m. and 9:00 a.m. and from 4:00 p.m. until 6:00 p.m.”

Outside of peak traffic periods, lane closures will restrict traffic to one through lane on the side of the roadway where work is ongoing. For the first stage of work, starting next week, this will include a reduction to one lane eastbound and one lane southbound outside of peak traffic periods. Northbound and westbound lanes won’t be impacted within the first stage. These lane restrictions are expected to be in place by mid-week, weather permitting.

During the Central Avenue and Attridge Drive intersection expansion, GCP will also begin work on Attridge Drive to realign the offramp from Circle Drive onto Attridge Drive. The offramp will be shifted west to create more space for traffic to make lane change movements before reaching the Central and Attridge intersection.

The Honourable Amarjeet Sohi, Minister of Infrastructure and Communities, and the Honourable Jim Reiter, Minister of Government Relations for Saskatchewan, today announced funding for a new interchange at Boychuk Drive and Highway 16 in Saskatoon. His Worship Donald J. Atchison, Mayor of Saskatoon, also participated in the announcement.

One of the City of Saskatoon’s top transportation priorities, this project includes the construction of a new Eastbound left-turn loop to replace the eastbound left turn lane on Highway 16 at Boychuk Drive, aimed at resolving safety and traffic flow issues at this busy intersection. Additionally, the work will involve the addition of accessible pedestrian and cyclist facilities, which will make the area safer for cyclists and pedestrians. As the City’s growth continues, the new interchange will also provide more capacity to handle an increased volume of traffic.

The governments of Canada and Saskatchewan are each contributing up to $14,730,392 to this project through the Provincial-Territorial Infrastructure Component – National and Regional Projects (PTIC-NRP), with the City of Saskatoon covering the remainder of the estimated $45,180,000 total project cost.

For more information about the interchange project, please visit saskatoon.ca/boychukinterchange

Quotes

“Traffic congestion and gridlock costs Canada’s economy billions of dollars in lost productivity each year, damages our environment, and makes it harder for people to get to work and for families to spend time together. This new interchange will improve traffic flow in the area and increase safety for drivers, cyclists and pedestrians alike.”

The Honourable Amarjeet Sohi, Minister of Infrastructure and Communities

“Our government is proud to have invested more than $14 million toward this project that will help improve traffic flow for the City of Saskatoon’s road system. Projects like this help keep Saskatchewan strong by encouraging local economic growth, while also making travel safer and more convenient for the people of Saskatoon.”

The Honourable Jim Reiter, Minister of Government Relations

“Safety and security in our community is a top priority. Everyone should be safe traveling our roadways to work and going home to their families. I believe the new Boychuk Drive Highway 16 interchange will save lives. I want to thank the Government of Canada and the Government of Saskatchewan for their partnership on this project and their commitment to the new Saskatoon.”

Donald J. Atchison, Mayor of Saskatoon

Associated links

To learn more about Canada’s new infrastructure plan: www.infrastructure.gc.ca/plan/index-eng.html

To learn more about the Provincial-Territorial Infrastructure Component – National and Regional Projects (PTIC-NRP): www.infrastructure.gc.ca/plan/nrp-pnr-prog-eng.html 

To increase safety and service, the Saskatoon Fire Department is taking steps to improve response times and coverage to the entire City. Implementation of the new model and relocation of Station No. 3, will deliver tax dollar savings of $6 million in capital costs and $2 million in annual operating costs.

“This is all about a safer community,” says Saskatoon Fire Chief, Morgan Hackl. “Part of the model proposes decommissioning the current No. 3 station located on Taylor Street and York Avenue and building a new station on Clarence Avenue South.

“This will provide coverage in the Stonebridge area neighbourhoods while maintaining the standards in the neighbourhoods currently served. We are now presenting the proposed plan to the communities located next to the new station.”

While also providing improved service, Chief Hackl stresses the plan will strengthen the neighbourhood. He says a new station would serve the community in a variety of ways.

“Our plans include community rooms with bookable space for the public and neighbouring church congregation. We also see it as a location for regular health and wellness initiatives, such as blood pressure or car seat clinics.”

As the department works toward national standards for response times, Chief Hackl and the Fire Department are also speaking with residents living in neighbourhoods bordering the current location of fire station No. 3.

“We are letting residents know that as the City grows we want to make emergency responses more efficient, and that requires re-evaluating station locations.

The safety of the entire community is a priority in the City’s strategic goal to improve the quality of life for citizens, and specifically the four-year priority to ensure that emergency response times for the Saskatoon Fire Department meet the needs of citizens.

The report will go to City Council on June 27, if passed at Monday’s Standing Policy Committee. If approved, it’s expected construction would begin in 2017.

The City of Saskatoon (City), in partnership with the Gordon Oakes Red Bear Student Centre at the University of Saskatchewan (U of S) and Fitness 2J2, is celebrating the success of Aboriginal students’ completion of the Aboriginal Fitness Preparatory Program.

Students from the program will be recognized at a graduation ceremony on Thursday, May 19, 2016, from 1 to 2 p.m. at the Gordon Oakes Student Centre, 5 Campus Drive.  There will be nine students recognized for their efforts in completing the preparatory program, who are now at various stages of completing the Aboriginal Fitness Certification Program.

With this new partnership and development of the preparatory course, these individuals are at a greater advantage point in successfully becoming fitness instructors.  The six-week pilot program was designed to provide candidates with mentorship as they work toward becoming fitness leaders.  The course focused on the theory portion of the program and included anatomy, physiology, nutrition, mentorship, and leadership.  Students also attended fitness classes at the City Leisure Centres to get exposure to the variety of class options and teaching methods.

Fitness 2J2 facilitated the pre-theory portion of the program held at Gordon Oakes Red Bear Student Centre, which prepared students for the written exam.  “Physical fitness empowers people, who in turn empower communities,” says Joel Pedersen, Owner of Fitness 2J2.

“It is critical that we collectively support our youth to be leaders in all facets of our society.  We must normalize indigenous participation and be open to the gifts they have to offer,” says Candace Wasacase-Lafferty, Director of Aboriginal Initiatives, U of S.

“The success of the pilot program is in thanks to the partnership of financial and human resources and fitness expertise,” says Kevin Kitchen, Community Development Manager, City of Saskatoon.

The City, Gordon Oakes Red Bear Student Centre, and Fitness 2J2 recognize the hard work and dedication of all program graduates and wishes them well in their future.

The City of Saskatoon, Office of the Treaty Commissioner, Saskatoon Tribal Council, Central Urban Metis Federation Inc., along with 29 supporting organizations, today launch a month-long series of events to promote Reconciliation in Saskatoon. The events are intended to engage and inspire citizens on what it means to reconcile and find their own personal call to action.

Saskatoon has committed to responding to the Truth and Reconciliation Commission of Canada’s (TRC) calls to action, beginning with a proclamation by City Council on June 22, 2015 declaring 2015/2016 the Year of Reconciliation.

The month-long schedule of activities will give Saskatoon residents an opportunity to:

• listen to the stories of survivors and their families,
• learn about our history, about residential schools, in a safe environment that is open and accessible to all,
• show-up to support events for Reconciliation, and
• share your personal response to the calls to action with friends and family using #ReconciliationSK.

The schedule culminates in a two-day celebration. On June 21, National Aboriginal Day is open to all who want to celebrate our Indigenous community, enjoy food, entertainment and education in Victoria Park. On June 22, a Day of Reconciliation begins with the "Rock Your Roots" Walk inviting everyone to celebrate and display their unique cultural heritage. BBQ and entertainment follow in Victoria Park.

For more information on events, or to have your Reconciliation event added to the calendar, please visit OTC.ca.

Quotations

“The next month of events is an excellent example of how Saskatoon can work together to keep Reconciliation moving forward to future generations.  The organizations involved in these events are setting the foundation to the work we can all do together to improve our relationships and be all inclusive.”

• Felix Thomas, Chief, Saskatoon Tribal Council

“This Year of Reconciliation is part of a long journey. I am proud of our decades of economic success with Urban Commercial Reserves under the Treaty Land Entitlements. Now we need to take that formula for success and apply it to our social and cultural relationships to ensure that every citizen has a better understanding of Reconciliation and its importance in our community.” 

• Saskatoon Mayor Donald Atchison

“Reconciliation is a process of opening up our hearts to be inclusive of all cultures and religious beliefs. A process of understanding that we may be unique but can still live and work together in harmony. Our call to action paves the path for future generations.”     

• Shirley Isbister, President of the Central Urban Metis Federation Inc.

“Reconciliation is the restoration of a friendship after an estrangement. It does not require agreement on every aspect of how to live together. It is not an apology that has been accepted once offered. Rather, it is about the process of coming together—a conscious choice that the future will be better if we work through difficulties and differences with an openness to hearing about, and responding to, the harm that has occurred.”

• Past-Treaty Commissioner George Lafond

The City of Saskatoon’s commitment to the TRC’s calls to action supports the City’s Corporate Strategic Goal of Quality of Life by identifying actions for enhancing Aboriginal well-being and participation in our community.

From the May 16, 2016 Meeting

8.2.1 2016 Local Government Elections – Establishment of Polls and Polling Places

Decision

*A report will go forward to City Council recommending approval of the division of the City into polling areas and approval of the list of polling places.

Background

*The Local Government Election Act, 2015 and The Local Government Election Regulations, 2015 came into effect January 1, 2016. In accordance with the legislation, a number of decisions are required by City Council related to the holding of a municipal election. The report outlines recommended polling areas and places for the 2016 Local Government Election.

8.2.2 2016 Local Government Elections – Remuneration of Election Workers

Decision

*A report will go forward to City council recommending Council receive the information as set out in the report of the City Clerk.

Background

*The report outlines remuneration for election officials for the 2016 Local Government Elections.
*A review of the remuneration of election workers has been undertaken taking into consideration rates for Federal and Provincial Election workers as well as other cities in Saskatchewan. Remuneration is based on a daily rate and calculated hourly, where necessary.

8.2.3 Amendments to Bylaw No. 8491, The Campaign Disclosure and Spending Limits Bylaw, 2006

Decision

*A report will go forward to City council recommending Council consider the following amendments to The Campaign Disclosure and Spending Limits Bylaw, 2006:
1. To correct the equation used to calculate maximum allowable campaign expenses to: MCE=$0.75 x (IE ÷ IB) x P
2. To change the reference to June 1st of an election year for calculation of the CPI adjustment to March 1st of an election year.

Background

*The Bylaw was amended on April 25, 2016 by City Council and incorporated numerous changes recommended by The Saskatoon Municipal Review Commission. Upon review, further amendments are required to the Bylaw to properly implement these changes.

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.

From the May 9, 2016 Meeting

7.1.3 Comprehensive Downtown Parking Strategy Update

Decision

*The committee resolved:
1. That the report be received as information;
2. That Administration report back on implementation of recommendations 8.1 and 8.2 outlined in the downtown parking strategy report; and
3. That the Administration further discuss with the Partnership, and the Broadway and Riversdale Business Improvement Districts, the 3 hour parking limit, including discussion on the 21st Street and 2nd Avenue exemption, and provide an update report at the next committee meeting.

Background

*The purpose of the Parking Strategy is to guide the parking decisions and actions as the City grows to a population of 500,000.
*The key directions of the Parking Strategy are divided into two categories:
a) how to address current parking challenges; and
b) how to plan for future needs.
*The Parking Strategy includes a potential Implementation Plan identifying short and long-term actions.

7.1.4 North Commuter Parkway and Traffic Bridge Construction Update

Decision

*The committee received the information.

Background

*In September of 2015, City Council awarded the RFP for the North Commuter Parkway and Traffic Bridge, naming Graham Commuter Partners (GCP) as the preferred proponent.
*Currently at the Traffic Bridge, GCP is continuing construction of the new Pier 3 (south in-river pier), and over the next several months will be constructing the new bridge abutments and erecting Span 4 (south bridge span).
*Final permits necessary to commence in-river construction for the new North Commuter Parkway bridge were received in late March. Berm construction began immediately and was completed in early April. Over the next several months, GCP will be constructing the new Pier 1 (west pier) and west bridge headslope.
*Clearing of the roadway alignments for McOrmond Drive and Central Avenue has been completed and topsoil stripping in these areas is ongoing.
*Upgrades at the intersection of Central Avenue and Attridge Drive and the intersection of Wanuskewin Road and Marquis Drive are planned over the 2016 Spring/Summer construction season.
*Modifications have been made to the limits of the sound attenuation along Central Avenue based on feedback from the community.

7.2.1 Montgomery Place Neighbourhood Traffic Review

Decision

*The committee recommended to City Council:
1. That the Neighbourhood Traffic Review for the Montgomery Place neighbourhood be adopted as the framework for future traffic improvements in the area, to be undertaken as funding is made available through the annual budget process;
2. That the speed limit on all local roads within the Montgomery Place neighbourhood be reduced from 50 kph to 40 kph; and
3. That the City Solicitor be requested to prepare the appropriate bylaw amendment.

Background

*A Neighbourhood Traffic Plan for the Montgomery Place neighbourhood was developed in consultation with the community in response to concerns such as speeding, traffic shortcutting, and pedestrian safety. The plan will be implemented over time as funding for the improvements is available.

7.2.7 Highway 16/Boychuk Drive and McOrmond Drive/College Drive interchanges Status Update

Decision

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

Background

*In October of 2014, City Council approved a report to allocate $2 Million of funding to hire an Owner’s Engineer for the construction of interchanges at Highway 16/Boychuk Drive and McOrmond Drive/College Drive.
*Sound attenuation studies were completed to determine noise impact of the interchanges and identified.
*At Highway 16/Boychuk Drive, additional sound attenuation is required adjacent to Lakeview neighbourhood.
*At McOrmond Drive/College Drive, additional sound attenuation is required adjacent to Arbor Creek neighbourhood.
*Extension of sound attenuation beyond construction limits along College Drive, west of the McOrmond Drive/College Drive interchange, is required.
*The Request for Qualifications will shortlist three Proponents to participate in the Request for Proposal to be awarded in fall of 2016.
*A de-scoping ladder must be established to mitigate the risk of a failure to award the project, in the event that all of the financial proposals result in pricing above the City’s affordability threshold.

7.2.8 Sidewalk Condition and Plan

Decision

*The committee is forwarding the report to City Council as information and Administration will report to the 2017 budget deliberations with options for maintaining the current rate of sidewalk repair and replacement while phasing out the asphalt overlay repair program.

Background

*Saskatoon has 1,524 km of sidewalk with an estimated replacement value of $722M.
*Saskatoon’s sidewalks are generally in satisfactory condition, based on current inspection data and the calculated Sidewalk Condition Index.
*The Sidewalk Preservation Program is implemented on the sidewalks adjacent to the Roadway Surfacing Program. An estimated $4.9M per year is required to allow for an average sidewalk intervention treatment cycle of 20 years using the current treatment approach. This funding is available within the current funding plan, due largely to lower than anticipated roadway resurfacing contract costs.
*The Sidewalk Maintenance Plan has a budget of $1.03M and addresses safety and maintenance issues throughout the remainder of the city. The 2016 plan is to address sidewalks with the poorest condition and highest pedestrian potential.

From the May 2, 2016 Meeting

7.1.2 Quarterly Report – Builder and Developer Lot Supply – April 1, 2016

Decision

*The report was received as information.

Background

*Land developers in Saskatoon have 840 residential lots in inventory, and there is a builder inventory of 1,037 residential lots.
*Land developers in Saskatoon are projected to service 539 single-family lots in 2016, dependent on inventory levels and absorption rates.
*Land developers and builders have approximately 133 acres of multi-family land in inventory, which can potentially accommodate approximately 2,985 dwelling units. *There is a healthy supply of vacant industrial land held by recent industrial land purchasers and Saskatoon Land.

From the May 2, 2016 Meeting

Construction of Remai Modern is heading into the final stage – 90 per cent of the building contract is complete. While Remai Modern is first and foremost a world-class art museum, it is also a multi-purpose community facility.

“The beauty of Remai Modern is that it will be more than just an exceptional art gallery,” says Jeanna South, Special Projects Manager.  “It will be a gathering place for both everyday events, and special occasions – a place to have dinner before an evening of live theatre, to shop, or to get married.”

The interior and gallery spaces are taking shape.  Much has happened since the community last had a look in September.  The construction is highlighted in a report to the Standing Policy Committee on Environment, Utilities & Corporate Services for Monday, May 9.  Many items are nearing completion with significant progress on others:

• Bronze-coloured metal panel cladding on the East, North and West sides
• Interior atrium glass on levels three and four
• Walls and ceilings in the vault spaces
• Wall finishes in level two and three Gallery spaces
• Elevator installation is complete and final finishing is underway
• Preparation for the installation of the wood ceiling is underway. Final installation of the wood will occur late in the project, once environments are stable.

“We’re delighted that the construction of Remai Modern has reached more than 90 per cent completion,” says Gregory Burke, Remai Modern Executive Director and CEO.

“As construction proceeds, gallery staff members are going full-tilt on planning the exhibitions and programs that will animate the museum from top to bottom. It’s a spectacular building on a unique site, and we’re determined to offer visitor experiences that are equally amazing.”

The contractor is currently estimating completion of the contract in late 2016. The gallery is expected to open to the community in early 2017.

From the April 11, 2016 Meeting

5.6 2016 Neighbourhood Traffic Review – Annual Report

Decision

*The committee recommended to Council that the Neighbourhood Traffic Review Implementation Plan be approved.

Background

*In August of 2016, City Council approved a new process within the Neighbourhood Traffic Management Program. This process includes a strategy to review concerns on a neighbourhood-wide basis by engaging the community and stakeholders in first identifying specific traffic issues, and secondly jointly developing recommendations that address the issues. Eleven Neighbourhood Traffic Reviews were completed beginning in late 2013 and through 2014.

7.1.1 8th Street Transit Corridor Initiative – Public Engagement Results

Decision

*The committee received the information.

Background

*Saskatoon Transit completed a Transit Corridor Review which proposed a demonstration of concepts associated with the Growth Plan to 500,000 and would see a service frequency under 10 minutes along 8th Street.
*Saskatoon Transit engaged businesses, key stakeholders and Saskatoon residents from March 11 to March 25, 2016, on the 8th Street Initiative.
*Feedback on the 8th Street Initiative was generally positive with 72% of respondents who strongly agree, agree or somewhat agree that being able to access bus service along 8th Street more frequently is positive.

7.2.2 2016 Overpass Testing and Inspection Program – Award of Engineering Services

Decision

*That the engineering services proposal submitted by CH2M HILL Canada Limited for completion of the 2016 Overpass Testing and Inspection Program, at a total estimated cost, on a lump sum basis, to an upset limit of $103,829 (including P.S.T. and G.S.T.) be approved.

Background

*Testing and structural inspection of the City’s bridge and overpass inventory is conducted on a regular cycle.
*This information is used to determine the economically optimum timing of major and minor rehabilitation work.

7.2.3 2016 Transit Bus Refurbishment – Request for Proposal Award

Decision

*The committee recommended to City Council that the proposal submitted by MTB Transit Solutions for the refurbishment of 10 New Flyer buses, with the option to extend for five additional years, for a total of $917,694.00 plus taxes be accepted

Background

*Saskatoon Transit has a fleet of 158 buses. This is made up of 57 40-foot buses which are older than 1998, 84 buses that are 2002 or newer, 10 articulating buses and 6 Arboc buses.
*This work is for refurbishment of buses in the existing Transit fleet. Refurbishment of buses is a common industry practice and is required in order to maintain Saskatoon Transit’s fleet.
*A Request for Proposal (RFP) for refurbishment was issued on February 18, 2016. Three proposals were received. The highest scoring proposal was submitted by MTB Transit Solutions.

From the April 25, 2016 Regular Meeting of City Council

9.2.1 Vacant Lot and Adaptive Reuse Incentive Program - Development Incentives – Parcel YY – Public Plaza – Supplementary Report

Decision

*Council approved general conditions for a tax incentive for the Public Plaza within the Parcel YY development at River Landing.

Background

*In March 2011, City Council approved the Vacant Lot and Adaptive Re-use Incentive Program (VLAR). The VLAR Incentive Program includes incentives to encourage more housing within the Downtown. The VLAR program was recently amended to also include new incentives for offices and structured parking, in accordance with the City Centre Plan.
*Because a portion of Parcel YY is to be developed as a public plaza open for community use, the developer (Triovest) of Parcel YY requested the same incentives which are offered within the Downtown. They have further requested an annual grant equivalent to the property taxes for the area of Parcel YY that will be developed as a public plaza.

9.3.1 2016 Corporate Business Plan and Budget – Shaping Our Financial Future

Decision

*City Council received the document.

Background

*In addition to the City’s Strategic Plan, City Council's priorities will provide direction and focus to the Administration in the preparation of the 2017 Business Plan and Budget.
*The 2017 Business Plan and Budget process will attempt to integrate a “policy-oriented” approach so that City Council can provide key direction to the Administration on various existing, and emerging, policy issues.
*The 2017 Business Plan and Budget process will include a public engagement component, so people of Saskatoon have an opportunity to provide input into the development of the 2017 Business Plan and Budget.

9.5.1 Resignation – Councillor Eric Olauson – Ward 8

Decision

*City Council received the information and with respect to the resignation,  agreed the vacancy in Ward 8 not be filled until the upcoming general election on October 26, 2016

Background

*Councillor Eric Olausen resigned his seat (resignation letter April 18, 2016).

9.11.2 Enumeration/Voters List/Voter Registry

Decision

*City Council approved voters be registered at the polls on the dates set for voting during the 2016 Municipal and School Board Elections and further that this matter be added to the Governance and Priorities Committee agenda when it meets with the Public and Separate School Boards.

Background

*There is no legislative or administrative requirement for a voters list. A voters list has not been prepared in Saskatoon since 1988.
*Conducting an enumeration is labour intensive and costly.
*A council may choose to enter into agreements with respect to sharing or using a voters list, or any other voter data used to create a voters list, with any officer established pursuant to a provincial Act or an Act of the parliament of Canada responsible to conduct an election.
*The use of a national or provincial register of electors in a municipal election may serve as a basis for a voters list.
*There is no provision in the legislation to allow for a process to preserve the voter registration forms from the 2016 Municipal and School Board Elections to formulate a list to be used for the purposes of developing a permanent voters list.

9.11.3 Growth Plan to Half a Million

Decision

1. That City Council recognize and approve, in principle, the long-term benefits of the vision and key directions of the Growth Plan to Half a Million;
2. That the Growth Plan to Half a Million be implemented in a phased, incremental approach, requiring specific recommendations for action in ten-year increments;
3. That the Administration report back with an implementation plan for the period of 2017 to 2026;
4. That Administration provide a further report evaluating design considerations for major roadways and intersections, and in particular the use of grade separated or at grade intersections on different roadways as part of this plan. Components of this evaluation could include costs, safety, efficiency, and development impacts, outside of our high speed freeway network;
5. That as the implementation plan is developed, Administration provide further detail comparing the costs of implementing different components of the growth plan vs. the cost of proceeding with business as usual;
6. That the Administration provide further information with regards to implementing the growth plan with consideration of maximizing solar access and orientation of new developments in both new growth and infill areas.; and
7. That the Administration be instructed to bring forward specific reports on any actions related to overall plan implementation.

Background

*The Growth Plan will guide the City’s growth for transportation, transit (Growth, and land-use planning to accommodate a population of half a million people).
*Without the Growth Plan, economic and community impacts of continuing the current growth patterns are expected to include increased traffic congestion, declining levels of transit service, longer commutes, and higher infrastructure costs, among others.
*The Growth Plan outlines eight key directions to guide transportation, transit, and land-use planning to accommodate a population of half a million.
*A ten-year action plan will be created to guide the implementation of the Growth Plan and will be brought to City Council for approval in early 2017.

From the April 18, 2016 Meeting

7.1.1 2017 Business Plan and Budget Process

Decision

*The committee endorsed the process for the 2017 Business Plan and Budget.  

Background

*In addition to the City’s Strategic Plan, City Council's priorities will provide direction and focus to the Administration in the preparation of the 2017 Business Plan and Budget.
*The 2017 Business Plan and Budget process will attempt to integrate a “policy-oriented” approach so that City Council can provide key direction to the Administration on various existing, and emerging, policy issues.
*The 2017 Business Plan and Budget process will include a public engagement component, so people of Saskatoon have an opportunity to provide input into the development of the 2017 Business Plan and Budget.

7.2.2 Growth Plan to Half a Million

Decision

*The committee is forwarding the following recommendations to City Council:
1.    That City Council recognize and approve, in principle, the long-term benefits of the vision and key directions of the Growth Plan to Half a Million;
2.    That the Growth Plan to Half a Million be implemented in a phased, incremental approach, requiring specific recommendations in ten-year increments;
3.    That the Administration report back with an implementation plan for the period of 2017 to 2026;
4.    That Administration provide a further report evaluating design considerations for major roadways and intersections, and in particular the use of grade separated or at grade intersections on different roadways as part of this plan. Components of this evaluation could include costs, safety, efficiency, and development impacts, outside of our high speed freeway network;
5.    That as the implementation plan is developed, Administration provide further detail comparing the costs of implementing different components of the growth plan vs. the comparing of costs of implementing different components of the growth plan vs. the cost of proceeding with business as usual;
6.    That the Administration provide further information with regards to implementing the growth plan with consideration of maximizing solar access and orientation of new developments in both new growth and infill areas; and
7.    That the Administration be instructed to bring forward specific reports on any actions related to overall plan implementation.

Background

*The Growth Plan will guide the City’s growth for transportation, transit (Growth, and land-use planning to accommodate a population of half a million people).
*Without the Growth Plan, economic and community impacts of continuing the current growth patterns are expected to include increased traffic congestion, declining levels of transit service, longer commutes, and higher infrastructure costs, among others.
*The Growth Plan outlines eight key directions to guide transportation, transit, and land-use planning to accommodate a population of half a million.
*A ten-year action plan will be created to guide the implementation of the Growth Plan and will be brought to City Council for approval in early 2017.

7.2.2.1 City of Saskatoon Growth Plan – SaskTel Centre – Current Status and Future Outlook

Decision

*Committee received the information.

Background

*In March, the committee held a Growth Plan Summit. Administration requested a presentation from the SaskTel Centre CEO regarding the current structure and plans for the future.
*SaskTel Centre, which opened in 1988, is rated among the top 100 arena concert venues in the world and has made Saskatoon a destination for major events and tours.
*Key issues noted within the presentation include: No Loading Dock for quickly loading shows in and out; Roof and trusses are too low and inadequate for event rigging; Kitchen and catering space is inadequate; With additions in permanent seating, concourse space and concession service locations outgrew; Limited public restrooms; Lack of permanent artist dressing rooms; Limited dressing rooms for national and international events.

8.2.1 Enumeration/Voters List/Voter Registry

Decision

*The committee recommended City Council receive the information and that voters be registered at the polls on the dates set for voting during the 2016 Municipal and School Board Election.

Background

*There is no legislative or administrative requirement for a voters list. A voters list has not been prepared in Saskatoon since 1988.
*Conducting an enumeration is labour intensive and costly.
*A council may choose to enter into agreements with respect to sharing or using a voters list, or any other voter data used to create a voters list, with any officer established pursuant to a provincial Act or an Act of the parliament of Canada responsible to conduct an election.
*The use of a national or provincial register of electors in a municipal election may serve as a basis for a voters list.
*There is no provision in the legislation to allow for a process to preserve the voter registration forms from the 2016 Municipal and School Board Elections to formulate a list to be used for the purposes of developing a permanent voters list.

8.2.2 2016 Local Government Elections – Mail-In Ballots

Decision

*The committee is forwarding the report to City Council recommending the City Solicitor be instructed to amend The Election Bylaw to remove the provision of “postage-paid” for the return of the mailing envelope to the returning officer for mail-in ballots.

Background

*Section 92 of The Local Government Election Act, 2015 authorizes Council to establish a mail-in ballot voting system for the purpose of receiving ballots in an election. In addition, clause 29(1)(b) of the Act authorizes Council to establish a mail-in ballot voting system for voters receiving care in a hospital, personal care facility or similar institution. Bylaw No. 8191, The Election Bylaw, 2012, provides for a mail-in ballot voting system.

8.2.3 2016 Local Government Elections – Hours of Voting

Decision

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

Background

*The Local Government Election Act, 2015 stipulates that polls must be open for voting between 9:00 a.m. and 8:00 p.m. on election day, and that the Returning Officer may open polls earlier than 9:00 a.m. on election day.
*In the past, polls have been open between 8:00 a.m. and 8:00 p.m. and the same hours will be established for the 2016 Civic Election. Election officials must be at the poll at least 30 minutes before opening the poll and they are required to stay after the poll closes to complete their legislated duties, which means they are working a long day. It is therefore not being proposed that polls open any earlier than 8:00 a.m.

8.2.4 2016 Local Government Elections – Advance Polls

Decision

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

Background

*Section 85 of the The Local Government Election Act, 2015 authorizes the returning officer to establish one or more advance polls for voters at least three days and not more than 15 days before the day of the election, and set the days and hours for advance voting, excepting those to be established for personal care facilities and similar institutions.

8.2.5 2016 Local Government Elections – Homebound Voting

Decision

*The committee is recommending to City Council that homebound voting in accordance with The Local Government Election Act, 2015 and Regulations be established on October 21, 24 and 26, 2016.

Background

*Section 30 of The Local Government Election Act, 2015 authorizes Council to provide for homebound voting any time between the first day of advance polling and the closing of polls on election day to take the vote of a voter that:
(a) has a disability or limited mobility and is unable to attend an established polling place to vote; or 
(b) is a resident caregiver and because of the care required for the voter who has a disability or limited mobility does not allow them to attend an established polling place to vote.
*Applications to engage the homebound voting service are made to the returning officer. Upon the returning officer’s satisfaction that the application is proper and complies with legislated requirements, the homebound voting service involves election officials going to the home of the voter to capture their vote. Personal Care facilities and similar institutions that are too small to warrant establishing a special poll for the required one hour minimum time frame would also be eligible for this service, provided residents meet the application criteria.
*It is being recommended that homebound voting be established on October 21, 24 and 26, as required.

8.2.7 City Council Travel and Training Expense – 2015

Decision

*The committee is forwarding the report to City Council (with changes as identified during the meeting) for information and posting on the City’s website.

Background

*Each Councillor is allotted funds annually for general travel and training, such as attendance at the annual SUMA and FCM conferences. The total amount budgeted for 2015 for all Councillors was $35,000.00. For 2015 the total expenditures were $30,553.34.

8.2.8 Communications Support to Councillors

Decision

*The committee is forwarding the information to City Council for information and posting on the City’s website.

Background

*In June, City Council approved the preliminary parameters and guidelines for communications support to Councillors, which included providing Committee with usage updates. For 2015, $100,000 was allocated for Councillors. Total expenditures were $68,505.96.

From the April 4, 2016 Meeting

6.2.1 Roads Maintenance Program Value for Money Report

Decision

*The report was received and forwarded to City Council for information.
*Administration instructed to work with Auditor to develop a process (dashboard) to present to Committee at the appropriate time (Fall 2016).

Background

*A value for money review was conducted by PricewaterhouseCoopers LLP to determine whether divisions acting as the custodians of the roadways and are entrusted with executing on spending (being Roadways Maintenance within Public Works, Major Projects, and Construction & Design) are achieving economy, efficiency and effectiveness in the manner in which they are operating.

7.2.5 Transportation & Utilities Capital Projects Funding Reallocation

Decision

*The committee recommended to City Council that the transfer of funds as indicated below, be approved:

1.    $147,399 from the Arterial Road Reserve be allocated to Capital Project #1462 – Arterial Road – Clarence Avenue;

2.    $259,615 from the Infrastructure Water and Sanitary Sewer Reserve to Capital Project #1615 – Water Distribution; and

3.    $292,148 from the pooled Reallocation of Capital Funds to Capital Project #2003 – Highway 14 and Highway 7 Grade Separation.

Background

*A review of capital programs, primarily from the previous Infrastructure Services Department, has resulted in the closure (completion) of 48 projects. Of these completed projects, 25 are underspent and funds will be returned to the appropriate reserves; 20 were overspent by an amount that does not require City Council approval to fund; and the remaining three require City Council approval to fund the amount over-expended.

The City of Saskatoon is three weeks ahead of schedule with its annual spring line marking program.

“We are pleased with the progress so far this spring and are on pace to complete all locations before the end of June.” says Angela Gardiner, Director of Transportation. “Every year, we paint 500 lane kilometres of pavement markings and more than 600 crosswalks. In about four weeks, we’ve already completed approximately 30 per cent of pavement markings and 64 per cent of crosswalks.”

The mild, dry weather and improvements to the program have allowed crews to paint close to 150 kilometres of Saskatoon streets since April 6. The City is projecting to complete 1,000 kilometres of line painting in 2016.

The City will continue the application of durable markings as well this season, which are more visible and last longer than regular road paint. These markings can last from seven to ten years and are applied to high-traffic streets.

“We are using a new durable-marking product this year that is expected to provide the same life expectancy as what we’ve been using, at a lesser cost. The new product was applied on 3rd Avenue between 23rd Street and 24th Street,” said Gardiner.

Road markings are coordinated with road resurfacing work in order to minimize traffic disruptions, with high-traffic streets painted at night. City streets already completed include Spadina Crescent, Kerr Road, Lowe Rod, Heal Ave, Berini Drive, Nelson Road, and Kenderdine Road.

Crews paint road markings by priority each year:

• Lane lines, edge lines and center lines are painted three times per year at high-traffic volume locations
• Crosswalks are painted at least twice a year (spring and fall)
• Shared bike lanes markings (sharrows) and chevrons (near freeway ramps) are painted once a year
• Road markings are repainted if they are removed  due to paving, patching etc.

For the safety of workers, please slow down when approaching work zones and line painting equipment, and give the workers the room they need to get the job done safely and efficiently.

For more information about line painting visit saskatoon.ca/betterroads

Saskatoon residents continue to need reminders about what can and should be recycled according to the 2015 Integrated Waste Management Annual Report.                                                            

“Every day, about three busloads of recycling ends up in the garbage in Saskatoon,” says Brenda Wallace, Director of Environmental & Corporate Initiatives.  “So, to increase awareness and generate renewed enthusiasm about recycling, the City of Saskatoon, Loraas Recycle and Cosmopolitan Industries have collaborated to develop a city-wide “Blue Approved” recycling campaign which launches today.”

To help illustrate this, watch for the Saskatoon Transit bus with a side-image showing one bus load of recyclable material.  Check out social media for images and information on what can be recycled and where to find more information, and look for portable billboards across the city.

The campaign originates from findings contained in the Integrated Waste Management Annual Report for 2015 set to be received by the Standing Policy Committee on Environment, Utilities and Corporate Services.

The report highlights a 2015 recycling survey of 1,000 Saskatoon residents to measure recycling knowledge, program satisfaction and recycling information sources. Overall, program participation was reported as being fairly high with most residents responding they recycle all or most of their household’s recyclable items.

The survey also found more than eight-in-ten residents correctly identify most items can or cannot be recycled in curbside blue carts and multi-unit outdoor bins. Areas of weaker knowledge include recycling of hard plastics, plastic grocery bags, Styrofoam, plastic toys, foil paper and foil containers.

“The 2015 Integrated Waste Management Annual Report provides a current description of waste handling, waste reduction and waste diversion programs and services,” Wallace says. “The City has an ambitious target of 70 per cent waste diversion by 2023, and its recently approved application for membership in the National Zero Waste Council shows a commitment to establish new options to reduce waste and the associated environmental and economic costs of managing waste.”

The 2015 report highlights the following key findings:

• In 2014, the City completed a study on the content of garbage from single family households and from multi-unit buildings.  The study showed that of 53,012 tonnes of garbage from single family households, 14,000 could have been diverted; and that 11,600 tonnes of waste were generated from multi-unit buildings and up to 30% of the materials were recyclable.
• Saskatoon’s waste diversion rate for 2015 was 21%, slightly down from 22.5% in 2014.  The national average curbside diversion rate (2014) was 33%.
• The City’s residential blue cart curbside recycling, multi-unit residential recycling, public space recycling, recyclables accepted at the Saskatoon Landfill and civic facilities recycling diverted a total of 14, 678 tonnes of materials, an increase from 2014.
• The residential blue cart recycling service, provided by Loraas Recycle to 67,807 households, collected 11,353 tonnes of material with a 4% contamination rate.
• The residential multi-unit recycling service, provided by Cosmopolitan Industries, was fully deployed in May 2015 to 34,329 service addresses.  A total of 2,073 tonnes of material were collected with an average contamination rate of 20%.
• The optional Leaves and Grass (Green Cart) program served 5,752 subscribers in 2015, an increase of 46% from 2014.  A total of 2,118 tonnes of compostable materials was diverted through the program in 2015.
• In 2015, 12,499 tonnes of material were diverted through the City’s two Compost Depots and 46,753 vehicle visits were made.
• 62,502 tonnes of residential garbage was collected in 2015.  The Residential Waste Disposal Rate was 242 kilograms per person, a decrease from 265 kilograms per person in 2012.
• A route efficiency exercise in 2015 calculated the most effective grouping of neighbourhoods.  The new routes started in 2016 and are expected to save fuel and time and defer the need for additions to the fleet of garbage trucks.
• In 2015, approximately 157,091 tonnes of material was accepted at the Saskatoon Landfill.  Over 900 tonnes of metals, white goods, propane tank and batteries, and 51,716 litres of used oil were removed from the Saskatoon Landfill for recycling or disposal as hazardous waste.
• The Saskatoon Landfill had 88,247 paying visitors in 2015.  More residents are using the Saskatoon Landfill, however the number of commercial haulers has decreased.
• Saskatoon continues to have one of the highest rates of residential garbage self-hauled to the Landfill in Canada.  

Visitors to City Hall, the downtown transit terminal, and several City leisure facilities can now enjoy complimentary WiFi service with guest access powered by Shaw Go WiFi. The service, made possible through a partnership agreement with Shaw Communications Inc, is an exciting initiative through the City’s new service model - Service Saskatoon.

“Access to complimentary public WiFi is a benchmark for modern cities”, says Mayor Donald Atchison. “The internet keeps people connected, informed and part of our great city. I believe everyone should have the opportunity to access the complimentary WiFi at City owned locations. This makes sense.”

“The new WiFi services at key sites across Saskatoon will provide a cost-effective opportunity for people to stay more closely connected to their friends, family, and work colleagues while on-the-go,” said Greg Pultz, Vice President, Operations, Shaw Communications. “Providing these services in collaboration with a great partner like the City of Saskatoon furthers our ability to deliver an enhanced connectivity experience to Canadians.”

“Through our new and improved approach to service with the introduction of Service Saskatoon, we want to create multiple channels for citizens to access the information they need and answers they require,” says Pat Hyde, Director of Service Saskatoon. “With that purpose in mind, the Service Saskatoon public WiFi initiative will assist residents in connecting to the information they need on the internet including City programs and services.”

Saskatoon residents and visitors can access the Shaw Go WiFi network on their WiFi enabled devices by selecting ‘ShawGuest’ from the list of available WiFi settings and following the on-screen instructions to connect. Shaw customers will be able to automatically log onto the WiFi service through the Shaw Go WiFi network.

Effective Wednesday, May 4, residents and visitors can sign up for Guest Access on the Shaw Go WiFi network when visiting one of the following civic locations:

Saskatoon City Hall

• 222 - 3rd Avenue North

Leisure Centres

• Cosmo Civic Centre, 3130 Laurier Drive
• Lakewood Civic Centre, 1635 McKercher Drive
• Lawson Civic Centre, 225 Primrose Drive

Outdoor pools (summer months)

• Lathey Pool, 815 Taylor Street
• Mayfair Pool, 1025 Ave F North

Arenas

• ACT Arena, 107 - 105th Street
• Gordie Howe Kinsmen Arena, 1405 Avenue P South

Golf Course Club Houses

• Holiday Park, 1630 Avenue

Saskatoon Transit Terminals

• Downtown Transit Terminal, 23rd Street E

Today is an important start for this initiative, which will continue with an additional 27 City facilities. A schedule of installation will be available on saskatoon.ca/wifi as it becomes available.

For more information on Service Saskatoon, and for updates on various initiatives under each pillar, please visit saskatoon.ca/service.

Much anticipated work at Broadway Avenue is set to begin this Monday, May 2nd.

“Good weather and good planning has kept this significant project on time and on target,” says Celene Anger, Director of Construction and Design. “With so many contributing factors playing into this project, keeping to the schedule as much as possible has been, and will continue to be a top priority.” 

The Broadway Avenue Improvement Project will see extensive water main upgrades and road resurfacing to Broadway Avenue and surrounding areas, with work scheduled to last approximately five months. The project has been specifically designed to minimize impact on the community, allowing for business to remain open and events to take place as normally as possible.

“We’re modernizing the infrastructure under our City’s very first commercial district,” Anger says. “When this work is complete, Broadway Avenue residents and businesses will see a marked reduction in water main breaks, which will mean fewer disruptions for everyone.

“The road resurfacing will make Broadway Avenue look better and last longer. When people attend events like the Fringe Festival, they are going to see a huge difference in the quality of the street surface.”    

As the project is starting on time, the scheduled closure of Broadway Bridge is also on target for May 9, and will be closed to vehicle traffic for approximately one week. However, pedestrians and cyclists will be able to use the walkways on the bridge. 

“If Broadway Avenue is a typical way downtown, we’re reminding those folks to reroute their commute during the construction and to use another bridge such as the Senator Sid Buckwold Bridge,” she says.

Saskatoon Transit will also be rerouting its commute, using alternate streets including Dufferin Avenue as necessary.   

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.

Know before you go! Plan your route around road work by checking our Road Restrictions and Construction Projects interactive map. Find traffic detour information and subscribe to Traffic Detour Service Alerts at saskatoon.ca/service-alerts. You can also follow us on Twitter @YXEServiceAlert and with #betterroadsYXE.

There continues to be some misinformation circulating in the community around the sale of the former Saskatoon Police Service Headquarters property on Fourth Avenue.

As far as an alleged new central library project is concerned, the reliable public information is: over a number of years, but more recently since 2013, the Saskatoon Public Library (SPL) has identified the need for a new central branch.

The 2016 Approved Operating & Capital Budget also outlines the SPL’s priorities on pg. 166 – notably a five-year facilities plan, and a Master Building Program.  Funding for a central library is not even proposed until 2019.

Finally, let me be clear about the former police property sale terms: there is no sale condition that requires a particular development of the former police headquarters building, whether it’s new construction or re-purposed.

The City is not seeking any conditions above what zoning and existing development controls would already dictate.  The City’s interest is to sell the building and vacant parcel of land.

There have been two offers on the former police headquarters building.   In those instances, the purchaser chose not to move forward with their offer to complete the purchase of the building.

It is typical of the development industry to produce conceptual drawings for a project they want to promote, but without a parcel of land to build it on, there is no project; it is just a concept or a dream.

Murray Totland
City Manager

An independent auditor concludes the City’s aggressive road construction and maintenance programs are efficient and economical.

“We always want to make sure we are spending taxpayers’ dollars in the best way possible,” says Jeff Jorgenson, General Manager of Transportation & Utilities. “We are pleased to report that independent auditors confirm that our roadways programs are well-managed”

Price Waterhouse Cooper analyzed the road condition, rehabilitation and maintenance programs and outlined its findings in a report endorsed Monday by the Standing Policy Committee on Finance. 

The audit examined whether the programs are economical, efficient and effective.  To further enhance the positive results the study identified four general areas for improvement:

• A finer level of detail in budgeting
• Clearly defined internal processes
• Enhanced monitoring and reporting of information
• Annual and life-cycle roadways maintenance planning and budgeting

“Many of the recommendations are already being acted on with innovative and creative solutions to provide optimal service improvements,” Jorgenson says.

The City’s action plan is included as 8.2.6 Attachment 1 in the City Council Agenda for April 25, 2016, on page 248. A follow-up report on the status of the audit’s recommendations will be brought forward in September, 2018.

For the April 25, 2016 Regular Meeting of City Council

9.2.1 Vacant Lot and Adaptive Reuse Incentive Program - Development Incentives – Parcel YY – Public Plaza – Supplementary Report

*City Council will be asked to approve the general conditions for a tax incentive for the Public Plaza located within the Parcel YY development at River Landing; and that the conditions for the tax incentive for the Plaza be contained within the Direct Control District Development Agreement for Parcel YY.

Additional Information

*The developer (Triovest) of Parcel YY has requested an annual tax incentive equivalent to the property taxes for the area of Parcel YY developed as a Public Plaza. This request was considered by the Standing Policy Committee on Planning, Development and Community Services on March 7, 2016. A recommendation to approve the incentive was passed by the Committee.
*During its March 7, 2011 meeting, City Council approved the Vacant Lot and Adaptive and Adaptive Re-use Incentive Program (VLAR). The VLAR Incentive Program includes incentives to encourage more housing within the Downtown. The VLAR program was recently amended to also include new incentives for offices and structured parking, in accordance with the City Centre Plan. At the present time, only the downtown housing incentives are available to development within River Landing.
*Triovest requested the same incentives which are offered within the Downtown. They have further requested an annual grant equivalent to the property taxes for the area of Parcel YY developed as a public plaza. Approved by the Committee on Planning, Development and Community Services.

9.3.1 2016 Corporate Business Plan and Budget – Shaping Our Financial Future

*City Council will be asked to receive the 2016 Corporate Business Plan and Budget – Shaping Our Financial Future.

Additional Information

*The document outlines the initiatives planned for the 2016 Business Planning and Budget cycle.
*In 2011, the City implemented major changes to its planning and budgeting process to create a framework which would allow the City to be more adaptive and responsive to the changing dynamics in our city, province, and country. The 2016 Corporate Business Plan and Budget continues to build on that foundation.

9.5.1 Resignation – Councillor Eric Olauson – Ward 8

*City Council will be asked to receive information on the resignation of Councillor Eric Olauson and that the vacancy in Ward 8 not be filled until the upcoming general election on October 26.

Additional Information

*In accordance with Section 15 of The Local Government Election Act, 2015 if a vacancy occurs on a council or board on or after January 1 in the year in which a general election is to be held, the council or board may proceed to fill the vacancy by a by-election or decide not to fill the vacancy until the next general election.

9.11.2 Enumeration/Voters List/Voter Registry

*City Council will be asked to receive the information and approve a recommendation that voters be registered at the polls on the dates set for voting during the 2016 Municipal and School Board Elections.

Additional Information

*There is no legislative or administrative requirement for a voters list. A voters list has not been prepared in Saskatoon since 1988.
*Conducting an enumeration is labour intensive and costly.
*A council may choose to enter into agreements with respect to sharing or using a voters list, or any other voter data used to create a voters list, with any officer established pursuant to a provincial Act or an Act of the parliament of Canada responsible to conduct an election.
*The use of a national or provincial register of electors in a municipal election may serve as a basis for a voters list.
*There is no provision in the legislation to allow for a process to preserve the voter registration forms from the 2016 Municipal and School Board Elections to formulate a list to be used for the purposes of developing a permanent voters list.

9.11.3 Growth Plan to Half a Million

*City Council will be asked to approve the following recommendations:
1. Recognize and approve, in principle, the long-term benefits of the vision and key directions of the Growth Plan to Half a Million;
2. That the Growth Plan be implemented in a phased, incremental approach, requiring specific recommendations for action in ten-year increments;
3. That the Administration report back with an implementation plan for the period of 2017 to 2026; and
4. That the Administration be instructed to bring forward specific reports on any actions related to overall plan implementation.

Additional Information

*The Growth Plan will guide the City’s growth for transportation, transit (Growth, and land-use planning to accommodate a population of half a million people).
*Without the Growth Plan, economic and community impacts of continuing the current growth patterns are expected to include increased traffic congestion, declining levels of transit service, longer commutes, and higher infrastructure costs, among others.
*The Growth Plan outlines eight key directions to guide transportation, transit, and land-use planning to accommodate a population of half a million.
*A ten-year action plan will be created to guide the implementation of the Growth Plan and will be brought to City Council for approval in early 2017.

From the April 18, 2016 Meeting

7.1.1 2017 Business Plan and Budget Process

Decision

*The committee endorsed a process for the 2017 Business Plan and Budget.  

Background

*In addition to the City’s Strategic Plan, City Council's priorities will provide direction and focus to the Administration in the preparation of the 2017 Business Plan and Budget.
*The 2017 Business Plan and Budget process will attempt to integrate a “policy-oriented” approach so that City Council can provide key direction to the Administration on various existing, and emerging, policy issues.
*The 2017 Business Plan and Budget process will include a public engagement component, so people of Saskatoon have an opportunity to provide input into the development of the 2017 Business Plan and Budget.

7.2.2 Growth Plan to Half a Million

Decision

*The committee will forward the following recommendations to City Council:

1. Recognize and approve, in principle, the long-term benefits of the vision and key directions of the Growth Plan to Half a Million;
2. That the Growth Plan be implemented in a phased, incremental approach, requiring specific recommendations for action in ten-year increments;
3. That the Administration report back with an implementation plan for the period of 2017 to 2026; and
4. That the Administration be instructed to bring forward specific reports on any actions related to overall plan implementation.

Background

*The Growth Plan will guide the City’s growth for transportation, transit (Growth, and land-use planning to accommodate a population of half a million people).
*Without the Growth Plan, economic and community impacts of continuing the current growth patterns are expected to include increased traffic congestion, declining levels of transit service, longer commutes, and higher infrastructure costs, among others.
*The Growth Plan outlines eight key directions to guide transportation, transit, and land-use planning to accommodate a population of half a million.
*A ten-year action plan will be created to guide the implementation of the Growth Plan and will be brought to City Council for approval in early 2017.

7.2.2.1 City of Saskatoon Growth Plan – SaskTel Centre – Current Status and Future Outlook

Decision

*City Council received the information.

Background

*In March, the committee held a Growth Plan Summit. Administration requested a presentation from the SaskTel Centre CEO regarding the current structure and plans for the future.
*SaskTel Centre, which opened in 1988, is rated among the top 100 arena concert venues in the world and has made Saskatoon a destination for major events and tours.
*Key issues noted within the presentation include: No Loading Dock for quickly loading shows in and out; Roof and trusses are too low and inadequate for event rigging; Kitchen and catering space is inadequate; With additions in permanent seating, concourse space and concession service locations outgrew; Limited public restrooms;Lack of permanent artist dressing rooms; Limited dressing rooms for national and international events.

8.2.1 Enumeration/Voters List/Voter Registry

Decision

*The committee recommended City Council receive the information and that voters be registered at the polls on the dates set for voting during the 2016 Municipal and School Board Election.

Background

*There is no legislative or administrative requirement for a voters list. A voters list has not been prepared in Saskatoon since 1988.
*Conducting an enumeration is labour intensive and costly.
*A council may choose to enter into agreements with respect to sharing or using a voters list, or any other voter data used to create a voters list, with any officer established pursuant to a provincial Act or an Act of the parliament of Canada responsible to conduct an election.
*The use of a national or provincial register of electors in a municipal election may serve as a basis for a voters list.
*There is no provision in the legislation to allow for a process to preserve the voter registration forms from the 2016 Municipal and School Board Elections to formulate a list to be used for the purposes of developing a permanent voters list.

8.2.2 2016 Local Government Elections – Mail-In Ballots

Decision

*The committee is forwarding the report to City Council recommending the City Solicitor be instructed to amend The Election Bylaw to remove the provision of “postage-paid” for the return of the mailing envelope to the returning officer for mail-in ballots.

Background

*Section 92 of The Local Government Election Act, 2015 authorizes Council to establish a mail-in ballot voting system for the purpose of receiving ballots in an election. In addition, clause 29(1)(b) of the Act authorizes Council to establish a mail-in ballot voting system for voters receiving care in a hospital, personal care facility or similar institution. Bylaw No. 8191, The Election Bylaw, 2012, provides for a mail-in ballot voting system.

8.2.3 2016 Local Government Elections – Hours of Voting

Decision

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

Background

*The Local Government Election Act, 2015 stipulates that polls must be open for voting between 9:00 a.m. and 8:00 p.m. on election day, and that the Returning Officer may open polls earlier than 9:00 a.m. on election day.
*In the past, polls have been open between 8:00 a.m. and 8:00 p.m. and the same hours will be established for the 2016 Civic Election. Election officials must be at the poll at least 30 minutes before opening the poll and they are required to stay after the poll closes to complete their legislated duties, which means they are working a long day. It is therefore not being proposed that polls open any earlier than 8:00 a.m.

8.2.4 2016 Local Government Elections – Advance Polls

Decision

*GPC is forwarding the report to City Council for its information.

Background

*Section 85 of the The Local Government Election Act, 2015 authorizes the returning officer to establish one or more advance polls for voters at least three days and not more than 15 days before the day of the election, and set the days and hours for advance voting, excepting those to be established for personal care facilities and similar institutions.

8.2.5 2016 Local Government Elections – Homebound Voting

Decision

*GPC recommending to City Council that homebound voting in accordance with The Local Government Election Act, 2015 and Regulations be established on October 21, 24 and 26, 2016.

Background

*Section 30 of The Local Government Election Act, 2015 authorizes Council to provide for homebound voting any time between the first day of advance polling and the closing of polls on election day to take the vote of a voter that:
(a) has a disability or limited mobility and is unable to attend an established polling place to vote; or (b) is a resident caregiver and because of the care required for the voter who has a disability or limited mobility does not allow them to attend an established polling place to vote.
*Applications to engage the homebound voting service are made to the returning officer. Upon the returning officer’s satisfaction that the application is proper and complies with legislated requirements, the homebound voting service involves election officials going to the home of the voter to capture their vote. Personal Care facilities and similar institutions that are too small to warrant establishing a special poll for the required one hour minimum time frame would also be eligible for this service, provided residents meet the application criteria.
*It is being recommended that homebound voting be established on October 21, 24 and 26, as required.

Over the past 3 weeks, City and contractor crews have removed 4,460 tonnes of sand and debris from 620 lane kilometers of medians and high-traffic streets. That’s the equivalent distance from Saskatoon to Calgary. The city-wide neighbourhood street sweeping is scheduled to begin May 1, with curb-to-curb sweeping on all residential streets. Neighbourhood pothole repairs will be prioritized and follow street sweeping.

“The spring sweeping blitz is focused on collecting the bulk of sand and debris left over from winter on high-traffic streets, to clean up dirt and dust so residents and visitors can enjoy the outdoors this spring,” says Trent Schmidt, Acting Director of Public Works. “We continue to improve our program designs for street sweeping each spring and I think residents will agree our busier streets are looking great.”

Since April 11, when hot mix asphalt was available for permanent pothole patching, 302 tonnes have been used to repair the equivalent of 17,000 average potholes. Crews are also tackling the larger utility cuts on high-traffic streets, which can involve excavating to remove wet dirt and re-packing gravel material prior to patching, at this time of year. Residents are encouraged to report potholes for repair online at saskatoon.ca/betterroads, which are inspected and scheduled.

“While we can’t permanently patch some of these locations until the ground frost is completely out of the ground, we are monitoring temporary road repairs and grading gravel-covered locations as required,” says Schmidt. “In the meantime, we are focussing on the areas with the most impact to drivers and have repaired 30 of the 540 utility cuts including at Circle Drive at Venture Crescent, 2nd Avenue, 22nd Street, 8th Street and 33rd Street.”

The City-Wide Residential Street Sweep begins Sunday, May 1 in Parkridge and Meadowgreen (Streets only).

• Bright yellow “No Parking” signs are posted a minimum of 36 hours in advance of sweeping.
• Neighbourhoods with grid streets will have Streets and Avenues swept on different days to make parking available for vehicles that need to move.
• Vehicles that remain on a street at 7 AM on the posted day will be ticketed $100 and relocated to a nearby street.
• Find relocated vehicles with the “Find my Vehicle” application at saskatoon.ca/street-sweeping or by calling the customer service centre at 306–975-2476.
• Find street sweeping schedules for current neighbourhoods, and upcoming industrial areas (night), school zones (night) and Business Improvement District (night) sweeping at saskatoon.ca/street-sweeping.
• Residents are encouraged to check the online schedule often and pay attention to the day of the week on the “No Parking” signs placed on the street.
• If a neighbourhood is postponed due to weather or unforeseen circumstances, new signs will be posted when rescheduled.
• Sweeping Service Alerts are issued for changes to the schedule or to advise of any issues residents need to know about.

Since the February declaration of construction starting on the Bridging to Tomorrow project, the City and project partners, Graham Commuter Partners (GCP), have completed a substantial amount of work on both the North Commuter Parkway and the new Traffic Bridge.

Once complete in 2018, the North Commuter Parkway will support the transportation needs of citizens who live in Saskatoon’s northeast and work in the Marquis and North Industrial Areas, reducing traffic on the city’s existing bridges. The new Traffic Bridge, also slated for completion in 2018, will support the growing city centre by allowing motorists, pedestrians and cyclists to cross the river between the downtown and residential areas in the south sector of the city. The new bridge will look similar to the old bridge, but will be wider with the ability to accommodate emergency vehicles. 

Traffic Bridge Update – April 2016

Throughout the remainder of April, crews are continuing to work on refurbishing the south in-river pier (concrete column that supports the bridge deck), and are drilling piles to build the south abutment (supporting end of the bridge on the riverbank). The north berm that supported the bridge demolition has been removed, and crews have also finished removing part of the south berm to reduce impacts on river navigation. Later this spring and throughout summer, the southernmost pier will be reconstructed, the new north and south bridge abutments will be built, and the steel structure for the new southernmost span will be constructed.

North Commuter Parkway Update – April 2016

Parkway Bridge

A road has been constructed on the west side of the river to access the construction site. All regulatory permits to begin in-river construction have been received and work on an earthen berm to support construction of the first bridge pier has been built. By August, the first pier should be complete and work on the second pier will begin.

Parkway Roadways

Construction of the Parkway’s new roadways has begun. Clearing, topsoil stripping and ditch excavation are underway for the twinning and extension of Central Avenue to intersect with McOrmond Drive. This road will be extended to connect to the Parkway bridge. Earth has been moved to consolidate the ground under the future roadway in the Northeast Swale, and two clay berms (walls) have been installed through the Northeast Swale to prevent water from draining into the work zone. This work is being monitored by GCP’s environmental consultant and audited by the City’s technical advisor.

Improvements to the intersections of Central Avenue and Attridge Drive, and Marquis Drive and Wanuskewin Road, will begin in May.  

Traffic and Trails

Increased traffic will be evident at Marquis Drive and Wanuskewin Road with trucks hauling materials accessing the bridge construction site. Restrictions at Central Avenue and Attridge Drive, and at Marquis Drive and Wanuskewin Road, will begin in May and citizens will be notified of traffic detours through the City’s Daily Road Report, road signage, and social media.

Rotary Park and River Landing trail detours are in place and will continue through the construction period. Access to Crocus Prairie Trail from Central Avenue is closed until winter 2016. At times, the east sidewalk at Wanuskewin Road and Marquis Drive will be restricted for vehicle crossings.

Ways to Watch Construction Progress

Anyone interested can keep an eye on construction progress at saskatoon.ca/bridging. The webpage has a new quarterly video update, live project webcams, time lapse videos, and photographs. Construction viewing areas are also in place at River Landing and on the Meewasin Trail just north of the GCP construction trailer site at the intersection of Wanuskewin Road and Marquis Drive.

Stay Safe Near Construction Zones

Citizens are reminded to obey all traffic and Meewasin Trail detours in place, and to respect all safety measures in place including site fencing and site markings. The City is also reminding pedestrians to stay clear of work areas near the construction sites.

For more City of Saskatoon news, program information, Service Alerts, Traffic Detours, and links to our social media channels, please visit saskatoon.ca.

Since announcing the “Building Better Roads” road rehabilitation plan in 2013, the City has improved more than 420 kilometers of roadway – about the distance between Saskatoon and Medicine Hat. This summer, another 212 kilometers will be improved, including Broadway Avenue, Circle Drive from the Idylwyld Drive overpass to 33^rd Street, and College Drive between Preston Avenue and Central Avenue.

“We’ve made incredible progress over the past two years,” says General Manager of Transportation & Utilities, Jeff Jorgenson. “We are on pace to exceed our initial three-year projection of 432 kilometres by 44 percent as a result of improvements to various strategic processes.”

The City’s Building Better Roads plan is aimed at repair, but also improving traffic flow in order to reduce congestion. Traffic flow improvements will be made at some key intersections, including Highway 16 at 71st Street, 22nd Street at Diefenbaker Drive, and Warman Road at 51st Street. As for major projects, construction of the interchanges at McOrmond Drive and College Drive and at Boychuk Drive and Highway 16 will begin; the Idylwyld Drive overpass over Ruth Street will be reconstructed; and work continues on the Bridging to Tomorrow project, which includes the North Commuter Parkway Bridge and the new Traffic Bridge.

“Improving current road conditions and traffic flow is a significant portion of this construction season,” says Jorgenson. “Residents will also see further development in newer neighbourhoods, park development in seven neighbourhoods, new sound attenuation walls, new pathways, and sidewalk preservation.”  

Thirty-eight kilometers of sanitary sewer and water main infrastructure will continue, and the City will complete nearly 500 water and sewer connection replacements. The work on Broadway Avenue alone includes 1,380 metres of water main rehabilitation and replacement of 60 lead connections.

In 2016, nearly $59 million will be spent on street sweeping, pothole patching, sidewalk rehabilitation, back lane upgrades, road construction and repair, and snow and ice management in Saskatoon. This is $6 million more than last year, and 57 percent more than in 2013 ($37.3 million).

For more information on roadway construction, street sweeping, and to access the Report a Pothole Map visit saskatoon.ca/betterroads. The full list of road preservation and rehab projects broken down by City wards can be accessed at saskatoon.ca/roadpreservation.

Civic Administration will present the final Growth Plan to Half a Million (Growth Plan) report to the Governance and Priorities Committee on Monday, April 18, 2016, and request that the report be forwarded to City Council for approval, in principle, of the long-term benefits and key directions outlined in the plan.

“The Growth Plan was developed over the last two and a half years through a five-phase public engagement process called ‘Growing Forward! Shaping Saskatoon’,” says Alan Wallace, Director of Planning and Development.  “Residents were involved in discussions on everything from current and future challenges of growth to potential long-term changes for the city.”

Resident feedback has been used alongside technical work to prepare the final Growth Plan, which outlines eight key directions to guide transportation, transit, and land use planning to accommodate a population of half a million people.

The key directions included in the Growth Plan are:

1. focus growth and enable redevelopment along Saskatoon’s major corridors, with the goal of creating complete communities along these corridors;
2. support the development of strategic infill sites consisting of the Downtown, North Downtown, and the University of Saskatchewan’s endowment lands to achieve infill targets;
3. provide a robust transportation network that includes opportunities for all modes of transportation;
4. create a range of enhanced transit services over time to meet a variety of needs;
5. implement rapid transit facilities and services along the city’s major corridors as demand grows to support projected ridership;
6. use a range of operational methods to enhance the speed and reliability of transit services, including traffic management interventions where necessary;
7. acknowledge the need for future additional river crossing capacity within Circle Drive to serve anticipated travel demand and consider this alongside methods to increase the “people-carrying capacity” of all bridges; and
8. recognize that the supporting initiatives of the Financing Growth Strategy, the Employment Areas Study, and the Active Transportation Plan are also important components to achieving this vision.

“Without the Growth Plan, economic and community impacts of continuing the current growth patterns are expected to include increased traffic congestion, reduced levels of transit service, longer commutes, and higher infrastructure costs,” said Wallace.

If the Growth Plan is approved in principle, a ten-year action plan will be created to guide the implementation of the Growth Plan, which will be brought to City Council for approval in early 2017.

Comments and requests to speak at the Governance and Priorities Committee may be submitted, in advance, via the City’s website at www.saskatoon.ca/writetocouncil.

For more information on the Growth Plan, including the final technical and summary reports, please visit the project website at www.growingfwd.ca.

Extensive water main upgrades and road resurfacing will begin along Broadway Avenue on May 2. The work will last approximately five months, and has been specifically designed to minimize the impact on the community as much as possible. Broadway Avenue will remain open for business and entertainment as the work is completed in phases.

“This work will result in fewer water main breaks in the future, meaning less disruption to businesses and drivers,” says Celene Anger, Director of Construction and Design. “Road resurfacing will extend the lifespan of the avenue and result in a new, smoother surface. Deferring this project would result in further deterioration and increase future construction costs.”

In the first phase, the Broadway Bridge will be closed for approximately one week. The City will take this opportunity to simultaneously complete asset perseveration work on adjacent roads north of the bridge, minimizing the overall time the bridge will be closed.  Commuters are being asked to reroute their commute during the summer-long project, making use of other bridges and highways. Detours will be clearly marked, and when necessary, the primary detour route around Broadway Avenue (when the bridge is open) will be Dufferin Avenue.

When 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. Residents who require individual sewer line or lead water line replacements have already been notified.

“We have been working with homeowners and businesses since last November, giving as much advance notice as possible. Throughout construction there will be some unavoidable inconveniences, specifically with water supply and route access”, says Anger. “Whenever homes and businesses are briefly without regular water access, water will be supplied via temporary hookups.”

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.

Know before you go! Plan your route around road work by checking our Road Restrictions and Construction Projects interactive map. Find traffic detour information and subscribe to Traffic Detour Service Alerts at saskatoon.ca/service-alerts. You can also follow us on Twitter @YXEServiceAlert and with #betterroadsYXE.

From the April 4, 2016 Meeting

6.2.2 2015 Annual Report – Development Appeals Board

Decision

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

Background

*In 2015, 46 appeals were filed with the board – an increase over 2014 when 40 appeals were received. The scope of appeals in 2015 focused on development or building permit refusals.

7.1.2 2015 Annual Report – Saskatoon Forestry Farm Park and Zoo

Decision

*The Committee received the report.

Background

*The Saskatoon Forestry Farm Park and Zoo (SFFP&Z) admissions set a record with 145,420. Annual overall facility usage number of guests of 285,162 is also an increase from 2014.
*The SFFP&Z continues to receive excellent community support from four volunteer organizations.
*The SFFP&Z has five reserves established for future expenditures. These reserves are well positioned for the 2016 operating year.

7.1.5 2015 Annual Report – Municipal Golf Courses

Decision

*The Committee received the report.

Background

*The accomplishments of municipal golf courses in 2015 included increased attendance from 2014 and significant generation of revenue from power carts, pull carts, the driving range, retail golf shop sales, and Club6Pack sales.
*In 2015, transfers to reserves exceeded budgeted amounts, resulting in a transfer of an additional $93,500 to the Golf Course Capital Reserve.
*The challenges in 2015 included an extended period of air quality issues, due to smoke from forest fires, and significant rainfall in September.

7.1.6 2015 Annual Report – Development Review Section

Decision

*The Committee received the report and has forwarded it to the Municipal Heritage Advisory Committee and the Municipal Planning Commission for information.

Background

*In 2015, 1,502 Development Permits, 20 Discretionary Use Applications, 37 Official Community Plan/Rezoning Applications, and 82 Subdivision Applications were reviewed.
*Zoning Bylaw No. 8770 was amended to further the implementation of the Neighbourhood Level Infill Development Strategy.
*The Andrew Boyd House (803 9th Avenue North) was designated as a Municipal Heritage Property.
*The Saskatoon Register of Historic Places (Register) was approved by City Council.

7.1.7 The Business Profile – Annual Report 2015

Decision

*The Committee received the report.

Background

*A total of 1,243 new businesses were licensed in 2015, bringing the total number of licensed businesses to 10,659.
*Of the 10,659 total licensed businesses, 58% (6,176) are commercial/industrial, and 42% (4,483) are home-based.
*The total number of licenses businesses increased by 2% since 2014 and by 46% since 2005.

7.1.8 2015 Year-End Report – Building Standards Division

Decision

*The Committee received the report.

Background

*The number of building permits issued in 2015 was 4,327. In 2014, 4,996 building permits were issued. The value of construction associated with the number of building permits issued in 2015 was $1,020,394,000; significantly higher than the value of construction of $878,238,000 associated with building permits issued in 2014.
*The year-end balance for the Community Services Department Plan Review and Inspection Service Stabilization Reserve increased by $2,000,205 from the 2014 reserve balance. As a result, the balance in the Reserve was $8,042,211 as of December 31, 2015.
*Building Standards continues to manage fiscal responsibilities by reviewing fees associated with programs and services offered to ensure division operations are aligned with Building Standards’ cost recovery model.
*The issuance of building permits for one-unit dwellings on single-family lots continue, on average, to be less than the 5 business day performance target in 2015.
*There were 32,867 building and plumbing inspections performed in 2015.

7.1.9 2015 Year-End Report – Neighbourhood Planning Section

Decision

*The Committee received the report.

Background

*The Neighbourhood Planning Section is involved in a wide variety of programs and services that help revitalize core neighbourhoods, improve safety, increase attainable housing, and improve urban quality in the City Centre.

7.2.1 Employment Areas Study

Decision

*The Committee recommended City Council receive the report and that policy directions for employment areas be brought forward for further consideration as part of a proposed implementation plan for the overall Growth Plan to Half a Million.

Background

*The Employment Areas Study is a related component of the City’s Growth Plan to Half a Million and is focused on ensuring that existing and future employment areas contribute to making Saskatoon a healthier, more sustainable, attractive, and accessible place to live and work.
*The Saskatoon Speaks Community Vision and the Strategic Plan goals for Sustainable Growth and Moving Around are the basis for the goals for employment areas.
*The Study includes an employment projection, which indicates that there is generally sufficient land available within the proposed Growth Plan to support employment growth to 500,000 people.
*Existing policies and plans that shape employment growth were reviewed to identify any gaps or inconsistencies in current planning practices that may limit the City from achieving the goals for future employment areas.
*The Study recommends a number of future policy directions centered on achieving employment areas that are well designed, accessible by all transportation modes, and located closer to where people live, while retaining a strong city centre that is the focal point of commerce in the city and region.

7.2.2 City-Wide Office Development Policy Review

Decision

*The Committee recommended to City Council:

1. That the report be received;
2. That Administration enter into discussions with commercial urban reserves;
3. That discussions be held with the development community (including but not limited to commercial realtors and developers, BID, SREDA, Ideas Inc.); and
4. That the Administration report its findings regarding the proposed numbers in the report to the Standing Policy Committee on Planning, Development and Community Services.

Background

*A strong office market is an important component to a healthy and vibrant City Centre.
*Saskatoon’s suburban and Downtown office vacancy rates are consistent with those of other resource-based jurisdictions in western Canada (Calgary, Edmonton, and Regina).
*The City Centre has an extensive range of advantages that support office development, but also has some challenges related to construction and occupancy costs, parking cost and availability, and perceptions of safety.
*A review of the City’s office policies and those of other jurisdictions showed a wide range of approaches to support City Centre office development. All jurisdictions reviewed, except Saskatoon, restrict offices in industrial zoning districts to some extent.
*Proposed limits on total area of new business parks, maximum office size limits in industrial areas, combined with modest incentives and process changes, will ensure that the City’s regulations, programs and procedures align with its policy supporting City Centre office development.

7.2.3 Saskatoon Hilltop Football Club Inc. Clubhouse Project

Decision

*The Committee recommended to City Council that the request by the Saskatoon Hilltop Football Club Inc. to construct a new clubhouse at Kilburn Park be approved in principle, subject to Administrative conditions outlined.

Background

*The City has a Lease Agreement with the Saskatoon Hilltop Football Club Inc. that outlines, among other things, conditions and approvals required to replace the existing clubhouse.
*The Hilltops organization was seeking approval to construct a new clubhouse at Kilburn Park.

7.2.4 Arena Partnership – Request from University of Saskatchewan to Contribute to Proposed Twin Pad Ice Facility

Decision

*The Committee recommended to City Council:
1. That the Administration be authorized to negotiate a contribution agreement wherein the City would provide a $1.0 million capital contribution to a twin pad ice facility on the University of Saskatchewan property, based on the contribution agreement recognizing ongoing community access to the facility; and
2. That upon conclusion of the negotiations, the Administration bring forward the proposed agreement for the Committee’s consideration.

Background

*The University of Saskatchewan is requesting a capital contribution from the City to help support the construction of a new twin ice pad facility (ice arena) to be built on the University property near the Saskatoon Field House.

7.2.6 Hosting Block Parties

Decision

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

Background

*Residents, with the support of their neighbours, can host a block party by following a short application process and submitting a nominal application fee.
*General liability insurance is strongly encouraged for block parties and would be the responsibility of the block party organizers.

From the March 21, 2016 Regular Meeting of City Council

8.1.5 Update on the Saskatoon Minor Football Field Project

Decision

*City Council received the information.

Background

*The report is an update on the 2015 operating season at the Saskatoon Minor Football Field, the name of the new clubhouse, construction of Phases 1-3, and an update on the Friends of the Bowl Foundation fundraising campaign.
*The Saskatoon Minor Football Field (SMF) at Gordon Howe Park operated from mid-April to mid-November, 2015, for its first very successful full season.
*The Friends of the Bowl Foundation announced the first two phases of construction upgrades to the SMF Field, including the field, lighting, sound system, and clubhouse, will be completed this spring.
*With the construction of the new clubhouse nearing completion, the FOTBF Board has approved the name, Gordie Howe Sports Centre, for the clubhouse.
*The FOTBF has announced the third phase of the upgrade project, which is the plaza and ticket booth. Funding has been secured and the project will be completed this spring.
*The FOTBF has successfully achieved its fundraising goal to complete the three phases of upgrades at SMF Field.

8.2.4 Preliminary Year-End Financial Results

Decision

*City Council resolved:

1) The fuel surplus of $2.441 million not be transferred to the Fuel Stabilization Reserve.
2) The transfer of the Snow Removal and Ice Management Program allowable surplus amount of $0.622 million into the Snow and Ice Management Reserve be approved.
3) The transfer of the preliminary civic surplus of $1.436 million to the Fiscal Stabilization Reserve be approved.

Background

*The City has posted a $1.436 million surplus.
*Prior to the external audit of the City’s year-end financial statements, the Administration tables a report with City Council to inform City Council and the public on the preliminary year-end financial results.

8.4.1 Winter City Strategy Preparations

Decision

*City Council received the information.

Background

*In August 2013, City Council adopted the 2013-2023 Strategic Plan. In support of the Quality of Life strategic goal, the Plan specified a set of four-year priorities, including for the City to “provide opportunities for activities in a winter city”.
*There is a growing Winter City movement in North America that is drawing city leaders, community groups and the creative sector together to address specific winter problems as well as developing supportive plans and policies for the vitality of cities in winter.
*Existing City plans and policies already identify many opportunities for improving the local response to winter. Some of these will be acted on immediately as quick-wins in the lead-up to the launch of proposed public engagement to develop a Winter City Strategy in Saskatoon. The strategy will ultimately provide a roadmap for making Saskatoon as vibrant in winter as it is in summer.

9.6.2 The Anti-Bullying Bylaw, 2016

Decision

*City Council passed a motion that the anti-bullying bylaw be referred back to the Administration to review that the school divisions' Boards of Trustees that fall under the purview of the City of Saskatoon be invited to participate in discussions with the Administration and/or City Council with a report back to the Governance and Priorities Committee.

Background

*On February 10, 2014, City Council directed the City Solicitor draft an anti-bullying bylaw. In addition, City Council directed that the Administration consult with community partners and provide it with options respecting education and awareness programs.
*The intent of the Bylaw is to recognize the role of all levels of government and community agencies in combatting bullying and creating a positive environment.
*Highlights of the Bylaw as drafted include:

1. A definition of bullying which means: any unprovoked, repeated and inappropriate comment or conduct by a person which causes, which is intended to cause or which the person ought reasonably to know will cause harm, fear or physical or psychological distress to another person, including:
    a) taunting, tormenting, name calling, ridiculing, insulting, mocking and directing slurs towards another person
    b) kicking, pushing, hair pulling or pinching another person; and
    c) shunning, ostracizing, excluding another person and gossiping or rumour mongering about another person;
2. Prohibitions against bullying in a public place and aiding, abetting or encouraging the bullying of another person;
3. Recognition of the Chief of Police as the authority responsible for enforcement;
4. The requirement that a parent or guardian appear in court with a young person (defined as between the ages of 12 and 18 years) charged under the Bylaw;
5. The ability to participate in mediation to deal with charges as an alternative to the court process; and
6. A definition of “public place” that includes any place to which the public has access as of right or by express or implied invitation. One draft includes schools and school sites in its definition. The other specifically excludes these places except outside of school hours.

9.12.1 Police Commission Report – Evaluation of Adult Services Bylaw

*City Council received the information and granted permission for Chief Weighill to speak to the report which resolved that the Saskatoon Police Service continue to use and enforce Bylaw 9011.

Background

*In October 2015, City Council discussed Proposed Adult Services Licensing Bylaw amendments and resolved, in part, that the Board of Police Commissioners report to City Council regarding an evaluation of how well the bylaw has been working in order to meet its desired objectives from the perspective of the Saskatoon Police Service.
*The Board of Police Commissioners considered a report of the Chief of Police in this regard at its meeting in February 2016 and resolved that the Saskatoon Police Service continue to use and enforce Bylaw 9011, The Adult Services Bylaw and that the report be forwarded to City Council and Chief Weighill speak to the report.

The City has plans for a new model of citizen service that will see a widespread shift in how it provides services and responds to citizen requests. The new model, called Service Saskatoon, will offer citizens more opportunities to access information, answers and services online while improving the over-the-phone and over-the-counter experience of those who choose to connect with the City.

“New technology has contributed to a change in how citizens want to ask questions, raise issues or request services from us,” says Catherine Gryba, General Manager, Corporate Performance. “Service Saskatoon will ensure quality and consistent service is provided to every citizen, every time, whether they choose to connect with us on the phone, in person or online,” Gryba says.

“We want to provide citizens with the information and answers they need – quickly, simply and seamlessly – using whichever channels they prefer.”

Gryba says the shift to the new model will require changes to many aspects of the City’s business operations, processes and current systems. The ultimate success of Service Saskatoon will be supported by four pillars: 

• Citizen Input
• Staffing
• Systems
• Standards

Each pillar will focus on different aspects to improve the overall service experience of citizens. 

The City’s transition to the new model is expected to take five years. The effort will be led by veteran administrator, Pat Hyde, who leaves his former role as Director of Public Works to become Director of Service Saskatoon. Hyde will oversee its development, implementation, and will work closely with City departments and divisions to implement the new service model across the organization.

“The technology centerpiece of our new model will be a new Customer Relationship Management system that will prioritize requests and give citizens ways to monitor our progress,” Hyde says. “The City is piloting its new approach to citizen service in responding to water and sewer issues.”

“Residents who request service for water outages, hydrant issues, water connections, sewer locates or sewer backups will receive a unique tracking number to monitor the City’s progress on the job until the issue has been resolved,” he says.

During the pilot, citizens will be limited to following up on the status of their service request by phoning the Public Works Customer Service Centre at 306-975-2476. The success of the pilot project will inform the development of the City’s organization-wide Customer Relationship Management (CRM) system in the future where service status updates will be available online.

Ultimately what will drive the success of Service Saskatoon will be the input and feedback of citizens. It’s one of the new model’s key pillars. One way for citizens to get involved is to sign up for our Citizen Advisory Panel. The online panel is a simple and easy way to provide suggestions on a range of issues and initiatives. The City will draw on this Advisory Panel through the implementation of Service Saskatoon to guide and shape how services are designed in the future. Citizens who are interested in participating can register online at saskatoon.ca/citizen-advisory-panel. 

Gryba says the appointment of Pat Hyde is a good fit. 

“We’re thrilled that Pat has agreed to step into this pivotal role,” says Gryba. “Given the complexity and significance of this change, it will require the focused attention of an experienced leader who understands ‘service’ from both a citizen and City point of view.”

For more information on Service Saskatoon and for updates on various initiatives under each pillar please visit saskatoon.ca/service.

For more City of Saskatoon news, program information, Service Alerts, Traffic Detours, and links to our social media channels, please visit saskatoon.ca.

After 26 hours of operations crews are making great headway on the fire at Shercom Industries to the point of knocking down spot fires.

"This was and continues to be a very difficult fire," says Assistant Chief Dave Bykowy. "So far it's taken in excess of 140 fire, environmental, medical, police and provincial fire professionals working as a team to bring the flames to the point of spot fire extinguishment."

The current primary priority is to address a stubborn concealed fire located among the 80 barrels of polyurethane. One of the key fire attack priorities of firefighters is to keep the barrels intact which many appear to be.

"After completing our fourth operational period today and the fourth rotation of personnel this would be a significant environmental victory," Bykowy says.

Tactics are currently underway to cut access holes in the adjacent wall to attack the fire from the rear.

Additionally, the third building containing the offices and certain manufacturing processes has been saved. Crews entered the building to conduct their primary and secondary searches as well as the retrieval of key computer equipment critical to Shercom operations; the last of the computers planned to be retrieved in the morning.

"Fire was cut off just in time in this building with significant high level heat damage to the manufacturing plant," Bykowy says. "The offices sustained heavy smoke damage but otherwise are completely intact."

Crews will continue to expose and extinguish spot fires through the night and re-assess in the morning.

The smoke plume generated by this fire has decreased markedly as the bulk of the fire has been extinguished.

Crews continue to battle the fire at Shercom Industries in the North Corman Industrial Park. During the night the fire moved to the second building of the three building complex.

“Crews are working to hold the fire from further extension and are trying to save the third building which houses the main office of the business,” says Assistant Chief Dave Bykowy.

Later today, the Fire Department will be deploying several foam streams in a concerted effort to knock the fire out in the second building and protect the remaining office building.  “If the fire darkens down, a track hoe will be used to gain better access to the existing fire. This will provide firefighters access to the floor allowing them to focus their firefighting efforts on hot spots,” Bykowy says.

The Saskatchewan Ministry of the Environment is on scene and involved Envirotec to provide air quality monitoring through the night. The Ministry of Environment is conducting smoke plume modelling and particulate analysis to determine if the smoke presents a risk.

“Wind direction is forecast to be from the east northeast and to increase in intensity throughout the day,” Bykowy says. “Currently the wind is pushing the plume between the cities of Saskatoon and Martensville and is dispersing the concentration of the smoke. The risk remains minimal at this time.”

Earlier this morning the Incident Management Group met in the onsite mobile command post to re-evaluate and develop new strategies. This meeting included the Ministry of Environment and Provincial Emergency Management and Fire Safety.

The fire has destroyed buildings one and two. Our efforts are focused on getting the fire out and saving building three.

More details will follow as they are available.

The Saskatoon Fire Department, with the support of Warman Fire Rescue and the Martensville Fire Department, continue to battle a large fire at Shercom Industries north of Saskatoon in North Corman Park.

The fire originated in the east of three interconnected buildings.  It is used primarily as a warehouse for the storage of process materials, as well as a number of vehicles.  Fire Command believes the fire may have breached the separation wall and spread to the second building where a one day supply (approximately 20,000 lbs) of shredded rubber, 80 – 208-litre barrels of poly urethane and large quantities of finished products are housed.

Due to the nature of materials stored in the buildings, the toxicity of smoke is a serious concern.  Fortunately, the plume is travelling in a direction that does not impact any populated areas.  Saskatoon Fire will continue to monitor the situation through the night.

The Saskatoon Fire Department recognized that water conservation is extremely important in these types of incidents to minimize environmental impact; at this time all contaminated fire flow runoff is contained to the site.

Fires which are fueled by rubber are unusually difficult to extinguish, crews are prepared for a long duration incident.

The Saskatoon Fire Department responded to a structure fire at 7:02 pm in North Corman Park. Dispatchers recieved numerous calls of heavy smoke and flame coming from the building.

Three engine companies, two water tankers, and a brush truck responded to the scene within eight minutes. Initial crews found a structure fully involved with flame spreading to large piles of shredded tires. Firefighters on scene utilized foam application to assist with containment and extinguishment of the shredded tires.

After an initial size up, further apparatus were activated and dispatched to the scene. A Foam Truck, Rehabiltiation Unit, Command Vehicle, and extra support vehicles will assist with resource management. Warman Fire and Martensville Fire are working with the Saskatoon Fire Department to mitigate the incident.

The natural gas has been shuff off to the building and currently the fire is contained and has not spread to other buildings.

Media update will follow at 10:30 pm.