News Releases

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

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 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 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.