city of saskatoon · city of saskatoon at a glance remai modern art gallery: • 220,000 visits...

City of Saskatoon

2017 PRELIMINARY CORPORATE BUSINESS PLAN

AND OPERATING AND CAPITAL BUDGETS

FOR CITY COUNCIL REVIEW

NOVEMBER 30 and DECEMBER 1 & 2, 2016

This document contains the details for the 2017 Approved Corporate Business Plan and Operating and Capital Budgets.

This document is accompanied by the following companion document:

• 2017 Preliminary Corporate Business Plan and Budget Executive Summary

Arts, Culture and Events Venues ................................................................................................................ 9Remai Modern ....................................................................................................................................................... 13SaskTel Centre ...................................................................................................................................................... 15TCU Place.............................................................................................................................................................. 16

Policing........................................................................................................................................................ 17Saskatoon Police Service ...................................................................................................................................... 21

Saskatoon Public Library........................................................................................................................... 25Library Property Levy............................................................................................................................................. 30Saskatoon Public Library ....................................................................................................................................... 31

RCE and Unfunded Capital Projects......................................................................................................... 35Schedule XV - Reserve for Capital Expenditures .................................................................................................. 35Schedule XIV - Unfunded Capital Investments...................................................................................................... 36

Environmental Health................................................................................................................................. 39Environmental Program ......................................................................................................................................... 44Urban Forestry ....................................................................................................................................................... 45Waste Reduction & Resource Recovery................................................................................................................ 46Waste Handling Service......................................................................................................................................... 48Pest Management.................................................................................................................................................. 50

Utilities......................................................................................................................................................... 51Saskatoon Light & Power....................................................................................................................................... 56Storm Water Management..................................................................................................................................... 59Wastewater Utility .................................................................................................................................................. 61Water Utility............................................................................................................................................................ 64Waste Services Utility ............................................................................................................................................ 67

Transportation ............................................................................................................................................ 69Transit Operations ................................................................................................................................................. 75Access Transit ....................................................................................................................................................... 78Transportation Services ......................................................................................................................................... 80Road Maintenance................................................................................................................................................. 84Snow & Ice Management....................................................................................................................................... 87Street Cleaning & Sweeping .................................................................................................................................. 89Bridges, Subways, Overpasses ............................................................................................................................. 90Street Lighting........................................................................................................................................................ 93Parking................................................................................................................................................................... 94Impound Lot ........................................................................................................................................................... 96Engineering............................................................................................................................................................ 97

Urban Planning and Development ............................................................................................................ 99Attainable Housing............................................................................................................................................... 105Building and Plumbing Permits & Standards ....................................................................................................... 106Business Improvement Districts........................................................................................................................... 108Business Licenses ............................................................................................................................................... 109Development Review ........................................................................................................................................... 110Regional Planning................................................................................................................................................ 111Bylaw Compliance ............................................................................................................................................... 112Long Range Planning .......................................................................................................................................... 114Neighbourhood Planning ..................................................................................................................................... 116Research & Mapping ........................................................................................................................................... 118Urban Design ....................................................................................................................................................... 119

Community Support ................................................................................................................................. 121Animal Services ................................................................................................................................................... 125Community Development..................................................................................................................................... 126Community Investments & Supports.................................................................................................................... 128Cemeteries........................................................................................................................................................... 132

Recreation and Culture ............................................................................................................................ 135Spectator Ballfields.............................................................................................................................................. 141Marketing Services .............................................................................................................................................. 142Community Partnerships ..................................................................................................................................... 143Forestry Farm Park & Zoo ................................................................................................................................... 145Golf Courses........................................................................................................................................................ 147Gordon Howe Campsite ...................................................................................................................................... 149Indoor Rinks ........................................................................................................................................................ 150PotashCorp Playland........................................................................................................................................... 151Outdoor Pools...................................................................................................................................................... 152Outdoor Sport Fields ........................................................................................................................................... 153Parks Maintenance & Design .............................................................................................................................. 155Playground & Recreation Areas .......................................................................................................................... 158Program Research & Design............................................................................................................................... 159Leisure Centres - Program .................................................................................................................................. 160Leisure Centres - Rentals.................................................................................................................................... 162Targeted Programming........................................................................................................................................ 164Albert Community Centre .................................................................................................................................... 166Marr Residence ................................................................................................................................................... 167River Landing ...................................................................................................................................................... 168

Fire Services ............................................................................................................................................. 169Fire Services........................................................................................................................................................ 173Emergency Measures.......................................................................................................................................... 175

Corporate Asset Management................................................................................................................. 177Facilities Management......................................................................................................................................... 182Fleet Services...................................................................................................................................................... 185City-Owned Property - Land ................................................................................................................................ 187

Corporate Governance and Finance....................................................................................................... 189Legislative............................................................................................................................................................ 195City Manager's Office .......................................................................................................................................... 196City Clerk's Office ................................................................................................................................................ 197City Solicitor's Office............................................................................................................................................ 199Corporate Support ............................................................................................................................................... 201General Services ................................................................................................................................................. 204Assessment & Taxation....................................................................................................................................... 205Revenue Services ............................................................................................................................................... 206Financial Services ............................................................................................................................................... 208Debt Servicing ..................................................................................................................................................... 210Service Saskatoon............................................................................................................................................... 211Corporate Projects............................................................................................................................................... 213

Taxation and General Revenues ............................................................................................................. 215Property Levy ...................................................................................................................................................... 218Grants in Lieu of Taxes ....................................................................................................................................... 220Municipal Revenue Sharing Grant....................................................................................................................... 221General Revenue ................................................................................................................................................ 222Fines and Penalties ............................................................................................................................................. 223Other Levies ........................................................................................................................................................ 224

Land Development.................................................................................................................................... 225Saskatoon Land................................................................................................................................................... 231Land Development - Capital ................................................................................................................................ 233

Schedules & Tables.................................................................................................................................. 237Schedule I - General Revenues .......................................................................................................................... 237Schedule II - General Expenditures..................................................................................................................... 239Schedule III - Water Utility ................................................................................................................................... 242Schedule IV - Wastewater Utility ......................................................................................................................... 243

Schedule V - Saskatoon Light and Power ........................................................................................................... 244Schedule VI - Storm Utility ................................................................................................................................... 245Schedule VII - Waste Services Utility................................................................................................................... 246Schedule VIII - Summary of Staff Years in Full-Time Equivalents (FTEs)........................................................... 247Schedule IX - Future Operating Impacts of 2017 Funded Capital Projects ......................................................... 249Schedule X - Summary of Operating Budget Changes ....................................................................................... 252Schedule XI - Summary of Pressure Points Not Included ................................................................................... 267Schedule XII - Capital Reserve Sufficiency ......................................................................................................... 270Schedule XIII - Funded Capital Investments........................................................................................................ 272Schedule XIV - Unfunded Capital Investments.................................................................................................... 280Schedule XV - Reserve for Capital Expenditures ................................................................................................ 283Schedule XVI - Prepaid Land Development Reserve Sufficiency Forecast......................................................... 284

CAPITAL PROJECT DETAILS................................................................................................................. 285

ARTS, CULTURE AND EVENTS VENUES
Operating & Capital Budget
Preliminary 2017

Arts, C

ulture and Events

City of Saskatoon

STRATEGIC GOAL:

Service Outcomes

Remai Modern Art Gallery:

• To provide a premier art gallery which celebrates the region’s contributions to visual arts, serves as a hub forarts and culture, and remains accessible to the public.

• To provide a vital resource for local and regional art galleries, artist-run centres, museums, art organizations,schools, universities, and the diverse cultural communities of Saskatchewan.

• To provide a key, year-round cultural destination for residents and visitors, helping to animate the riverfrontand connect with downtown.

SaskTel Centre:

• To provide world-class culture, sport, and live entertainment experiences for the social and culturalenrichment of the region.

• To provide a facility suitable for hosting local, national, and international events including the Juno Awards,World Junior Hockey Championships, and the Tim Hortons Brier.

• To provide exemplary customer service, strong fiscal management, excellence in safety, and environmentalstewardship.

TCU Place:

• To provide a wealth of opportunities for citizens to participate in and enjoy the benefits of business and culturein Saskatoon.

• To provide cultural activities that promote individual and community well-being and contribute to an improvedquality of life.

• To provide a multi-purpose facility suitable for a convention general session, a concert or theatricalperformance.

• To provide technical services and catering services for gala banquets, conventions, meetings, graduationsand tradeshows.

Operating Budget$7.4 million

Capital Budget$0.5 million

9

Arts, Culture and Events VenuesOperating & Capital Budget

Preliminary 2017City of Saskatoon

At A Glance


• 220,000 visits anticipated per year.

• 2017 is the year the new gallery will open.

• 5 times the collection area of the Mendel Art Gallery.

• 4 stories tall.

SaskTel Centre:

• 800,000 visits per year.

• 15,000 people can be seated.

• Thousands of volunteers.

• 600 contracted staff.

• 28 years of operation.

TCU Place:

• 900,000 visits per year.

• 120,000 sq. ft. of multi-purpose space.

• 22,400 sq. ft. ballroom.

• 2,074 people can be seated in the Sid Buckwold Theatre.

• 800 events organized by Convention Services.

• 60 booking dates in the Theatre.

Council Priorities

• Reduce the gap in the funding required to rehabilitate and maintain our infrastructure.

• Provide opportunities for activities in a winter city.

Strategic Risks


• While making capital investment decisions, adequate funding for asset lifecycle costs may not be gettingidentified.

• Operating the gallery in a way that strengthens the arts community, makes use of the expanded space, andmeets attendance and funding goals may be a challenge.

SaskTel Centre:

• An aging facility may require increased maintenance costs and innovative solutions to remain competitive inthe touring market.

• Relying on touring shows for nearly 70% of event-related gross margin may make the Centre too dependent onone segment of the business.

TCU Place:

• Established in 1967, TCU Place is an aging facility with high maintenance costs which may continue to rise.

• Inadequate space to provide services for some events for more than 1,500 people may lead to a loss ofbooking dates.

10


Preliminary 2017

Arts, C

ulture and Events

City of Saskatoon

• Increased competition with local, national, and international providers may result in a loss of business.

• Attracting quality and diversified theatre programming may become more difficult with competition comingfrom other local venues.

Performance Measures

Increase visits to City of Saskatoon recreation and culture facilities to 6,600 visits for every 1,000 residents and that the rate of increase in visits keeps pace with the projected growth rate.

• 2017 Target: 2% projected growth rate = 36,000 more visits to civic recreation and culture facilities

Strategic Outcomes and 2017 Initiatives

Finish building the Remai Modern Art Gallery and open the new facility.

• Complete construction of the building, including the fit-out of the Feature Gallery and the Restaurant.

• Create and implement the facility operations plan including operating protocols between the Gallery, RiverLanding, and the Remai Arts Centre / Persephone Theatre.

• Move staff and the Art Collection into the new facility.

• Facilitate the Food Services operations with service provider.

• Following a major public opening event, commence programs, exhibitions and bookings within the newfacility.

Upgrade the SaskTel Centre and ensure financial sustainability.

• Expand the self-promoted event category to reduce reliance on major touring shows.

• Implement building and system upgrades and replacements, including: energy efficient lighting and fixtures,parking lot upgrades, a new storage shed, retractable seating, and many updates to the finishes of thebuilding.

• Expand the services offered to increase existing revenue streams and develop new revenue streams.

Improve the existing TCU facility and explore programing and expansion options.

• Upgrade the kitchen, caretaking, sound, lighting, and maintenance equipment to ensure continued servicequality and meet customer expectation.

• Work with the City to develop a new business model for future expansion or enhancement of the facility.

• Emphasize the delivery of diverse and popular programming in the Sid Buckwold Theatre in support of the“Quality of Life” strategic goal.

• Develop a cultural diversity action plan that meets the needs of changing population demographics.

11



Operating Summary

2015 Actual2015

Budget2016

Budget

2017 Budget000's Dollar

Change % ChangeRevenue Exp/Rec NetRemai Modern 3,661.1 3,661.1 5,026.1 0.0 5,192.7 5,192.7 166.6 3.3%SaskTel Centre 558.8 558.8 558.8 0.0 594.2 594.2 35.4 6.3%TCU Place 1,621.5 1,621.6 1,621.6 0.0 1,660.4 1,660.4 38.8 2.4%Total 5,841.4 5,841.5 7,206.5 0.0 7,447.3 7,447.3 240.8 3.3%

Staff Complement 2016 2017 DifferenceFull Time Equivalents 144.15 152.34 8.19

Summary of Budget Changes

Service Line

Revenue Change Expenditure Change Net

2016 Base Change2017

Budget 2016 Base Base AdjGrowth &Cont Impr

ServiceLevel

2017Budget

2017Budget

Remai Modern 0.0 0.0 0.0 5,026.1 0.0 166.6 0.0 5,192.7 5,192.7SaskTel Centre 0.0 0.0 0.0 558.8 35.4 0.0 0.0 594.2 594.2TCU Place 0.0 0.0 0.0 1,621.6 38.8 0.0 0.0 1,660.4 1,660.4Total 0.0 0.0 0.0 7,206.5 74.2 166.6 0.0 7,447.3 7,447.3

Summary of Funded Capital Investments

Service Line 2017 2018 2019 2020 2021Remai Modern 53.0 41.0 86.0 0.0 0.0SaskTel Centre 198.0 73.0 183.0 123.0 108.0TCU Place 291.0 59.0 1,299.0 80.0 544.0Total 542.0 173.0 1,568.0 203.0 652.0

Financing for Funded Capital Investments

Funding Source 2017 2018 2019 2020 2021REMAI MODERN EQUIPMENT REPLACEMENT 53.0 41.0 86.0 0.0 0.0SASKTEL CENTRE EQUIPMENT REPL 198.0 73.0 183.0 123.0 108.0TCU PLACE EQUIPMENT RESERVE 291.0 59.0 1,299.0 80.0 544.0Total 542.0 173.0 1,568.0 203.0 652.0Unfunded 0.0 0.0 0.0 0.0 0.0

12


Preliminary 2017

Arts, C

ulture and Events

City of Saskatoon

Remai Modern

Overview

To operate and maintain a public museum for the collection, exhibition, preservation, and interpretation of works ofart, and to provide transformative experiences by connecting art with local and global communities.

Summary of Operating Changes

The Remai Modern operating cost includes a $109.0 contribution to the Civic Buildings Comprehensive MaintenanceReserve. The remaining subsidy includes funding to cover salaries and other new operating expenditures.

Growth:

• The Remai Modern is a facility that is five times the size of the former Mendel gallery, and as such willprovide many more exhibitions, education programs, new public programs, and cinema and theatreprogramming, as well as the Cameco Learning Centre. The 2017 budget has an increased provision of$166.6 to accommodate the requirements to run the facility for a partial year.

• Included in the 2017 budget is the remaining 5.2 FTEs from prorating positions to start partway through 2016.This increase is comprised of Guest Experience & Communication positions, Public Program and Exhibitionpositions, as well as Development and Security staff positions.

• The remaining 3.0 FTEs are new and are anticipated to be hired part way through 2017. This increaseconsists of:

• Guest Experience and Art & Design store positions– Includes casual staff for the admissions desk and ticketing; a Special Events & Volunteer Coordinator to book, plan, and stage events

• Programming and Curatorial positions– Includes 2 Program Assistants and an Assistant Curator, who will be involved in planning and staging exhibitions and live programs

• A position for a Human Resource Consultant

• Unlike the Mendel, Remai Modern has a significant number of community spaces for banquets and functions,as well as a theatre, atrium, and boardroom. The majority of costs associated with these spaces will befunded by revenue generation.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeFacility Cost 0.0 109.0 618.6 1,285.2 666.6 107.8%Subsidies 3,661.1 3,552.1 3,607.5 3,907.5 300.0 8.6%Capital Contribution 0.0 0.0 800.0 0.0 (800.0) -100.0%Total 3,661.1 3,661.1 5,026.1 5,192.7 166.6 3.3%



Service Line




ServiceLevel

2017Budget

2017Budget

Remai Modern 0.0 0.0 0.0 5,026.1 0.0 166.6 0.0 5,192.7 5,192.7

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Preliminary 2017City of SaskatoonRemai Modern

Summary of Capital Investments

The equipment replacement purchases project is in accordance with the Remai Modern Reserve Funds Policy.

Future Operating Impact of Current Year’s Capital ProjectsThere are no future operating impacts from 2017 Capital Projects.

Funded Capital Projects 2017 2018 2019 2020 2021

P1834 REMAI MODERN- EQUIPMENT PURCHASES 53.0 41.0 86.0 0.0 0.0

Total 53.0 41.0 86.0 0.0 0.0

14


Preliminary 2017

Arts, C

ulture and Events

City of Saskatoon

SaskTel Centre

Overview

To provide facilities for a wide range of major sports, entertainment and trade show activities.


Capital Contribution:

• The City cost shares contributions to the Civic Buildings Comprehensive Maintenance (CBCM) Reserve withthe SaskTel Centre for ongoing maintenance to the facility. The SaskTel Centre’s contribution is 1/3 of thetotal cost with a minimum annual contribution of $300.0. The total contribution to the CBCM reserve is$894.2 in 2017 representing an inflationary increase of $35.4 over 2016.

Other Significant Item(s):

• The City provides no additional subsidy to the SaskTel Centre as all other operating expenditures arecovered by the SaskTel Centre’s own internal revenues.


The equipment replacement purchases project at SaskTel Centre is in accordance with the SaskTel Centre ReserveFund Policy.


Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeOperating Cost 858.8 858.8 858.8 894.2 35.4 4.1%Cost Recovery (300.0) (300.0) (300.0) (300.0) 0.0 0.0%Total 558.8 558.8 558.8 594.2 35.4 6.3%



Service Line




ServiceLevel

2017Budget

2017Budget

SaskTel Centre 0.0 0.0 0.0 558.8 35.4 0.0 0.0 594.2 594.2


P1812 SASKTEL CENTRE-EQUIPMENT PURCHASES 198.0 73.0 183.0 123.0 108.0

Total 198.0 73.0 183.0 123.0 108.0

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TCU Place

Overview

To provide for the operation of TCU Place which is a multi-purpose cultural and entertainment facility that includes atheatre for the performing arts and convention hall.



• The City contributes to the Civic Buildings Comprehensive Maintenance (CBCM) Reserve on behalf of TCUPlace for ongoing maintenance of the facility. In 2017, the total contribution is $980.0, representing aninflationary increase of $38.8 increase over 2016.


• TCU Place receives a $500.0 grant from the City of Saskatoon in order to subsidize operating requirements.All other operating expenditures are covered by TCU Place’s own internal revenues.

• The debt payment included in this service line is the City’s contribution to the TCU expansion project whichwas approved on January 17, 2005 by City Council. The City’s portion of the loan is $1,915 and will be fullyrepaid in 2022 (15 year term).


2017 TCU Place capital investments are in accordance with the TCU Place Reserve Policies and are for projectsinvolving the maintenance and replacement of existing assets in the replacement and restoration reserves.

Future Operating Impacts of Current Year’s Capital ProjectsThere are no future operating impacts from 2017 capital projects.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeFacility Costs 941.2 941.2 941.2 980.0 38.8 4.1%Subsidies 500.0 500.0 500.0 500.0 0.0 0.0%Interest 49.6 49.7 43.7 43.7 0.0 0.0%Principal 130.7 130.7 136.7 136.7 0.0 0.0%Total 1,621.5 1,621.6 1,621.6 1,660.4 38.8 2.4%



Service Line




ServiceLevel

2017Budget

2017Budget

TCU Place 0.0 0.0 0.0 1,621.6 38.8 0.0 0.0 1,660.4 1,660.4

Funded Capital Projects 2017 2018 2019 2020 2021P0740 TCU PLACE-EQUIPMENT REPAIR/

REPLACEMENTS291.0 59.0 1,299.0 80.0 544.0

Total 291.0 59.0 1,299.0 80.0 544.0

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POLICING
Preliminary 2017

Policing

City of Saskatoon

STRATEGIC GOAL:

The 2015 Insightrix Community Satisfaction Survey indicates that 92% of the respondents are satisfied with theSaskatoon Police Service (SPS). Public safety is key to this perception, and is also essential in a healthy, growingcommunity. Individuals, families, community groups, social agencies, businesses, and visitors all benefit from themany programs and services offered through the Policing business line.

Service Outcomes

• To provide service to the community in a number of core areas: Emergency Response, Quality Investigations,Traffic, and Community Involvement.

• To reduce crime and victimization by working in partnership with the community to develop collaborativestrategies.

• To partner with the Saskatoon Tribal Council, Federation of Sovereign Indigenous Nations, and theSaskatoon Health Region through an Action Accord to reduce the number of intoxicated persons held inpolice cells.

• To take a lead position to implement community mobilization with the HUB model bringing together SocialServices, Education, Health, and Mental Health, to assist high risk individuals and families.

At A Glance

639.61 staff members AT SPS:

• 448 police officers,

• 58.5 special constables, and

• 133.11 civilians.

261,251 calls received at by the communication centre including 78,277 911 calls and cars dispatched to 76,745 callsfor service.

10,659 arrests processed through the detention area.

29,638 traffic tickets issued.



17

PolicingOperating & Capital Budget


Council Priorities

• Reduce and prevent crime and provide protective services in our downtown core and neighbourhoods.

• Develop partnerships and programs with Indigenous organizations that will assist in enhancing economic,employment and training opportunities.

Strategic Risks

• Increased vehicle traffic and road infrastructure congestion which has an impact on the number of trafficviolations.

• Physical and population growth is straining the City’s funding capacity while increasing pressure on humanresources.

• Crime and social disorder challenges have accompanied Saskatoon’s rapid population growth.

• The community, with a large marginalized population experiencing poverty, poor housing, and non-inclusion,faces contributing factors to street and gang activity such as robbery, assault, theft, and vandalism.

• SPS will require additional growth to meet the demands of an increasing population.

• Current demographics of the SPS result in salary increases attributable to (i) less turnover among senior staff,and (ii) new staff who will begin to move up the pay scale.


Decrease Overall Crime Rates by 5% annually over the Previous Five-year Average:

• Redeploy police officers to focus efforts on reducing street crime, with an emphasis on robberies, thefts, andmischief to achieve a 5% reduction in crime year over year.

• % Change 2015 versus 2014:

• Crimes against the Person - 4.3%

• Crimes against Property + 7.4%

• Drug Related Offences excluding Possession +22.5%

• Drug Related Offences – Possession +23.9%

• The possession offences of methamphetamine are up 102.3% (included in 23.9% increase noted above) comparing 2015 to 2014. This highly addictive drug can be considered a causal factor in crime overall.

Decrease Traffic Collisions by 5% Annually:

• Collaborate with SGI and other partners to achieve a 5% reduction in traffic collisions year over year throughimplementing actions in the Strategic Traffic Safety Action plan. Emphasis will be on reducing aggressive,distracted, and impaired driving. Increase resources applied to the Provincial Automated Speed EnforcementProgram.

• % Change 2015 versus 2014:

• Total Collisions:+ 3.1%

• Of positive note, collisions involving a fatality were down 11.1% comparing 2015 to 2014.

Workforce Representative of the Diversity of Saskatoon’s Population:

• Develop a cultural diversity action plan for police to enhance community relations, cultural recruiting, anddiversity training. SPS is contributing $1,000 per year to give two awards ($500 each) to selected applicantsparticipating in the Aboriginal Policing Preparation program at Saskatchewan Polytechnic.

18


Preliminary 2017

Policing

City of Saskatoon


• Completion of memorial to honor missing and murdered indigenous women – memorial has been chosenand is in process of completion.

Reduce street crime.

• Emphasis continues to be placed on: robberies, thefts, and mischief.

Complete an operational review of the entire Saskatoon Police Service.

• Contractor completed site visits (April, May, June, September and December, 2016). Contractor hasconducted about 133 interviews and group discussions engaging about 200 people, about 170 of which wereSPS employees, with the remainder belonging to other community stakeholder groups.

• New payroll and scheduling system – anticipated implementation in 2017/2018.

Increase the safety of all in-custody individuals, providing proper medical assessment and 24/7 emergency medical care.

• Expand contract with MD Ambulance for 24/7 monitoring of detention facility.

• Expand contract with Canadian Corps of Commissionaires to have female Commissionaire present atDetention facility.

Reduce overtime related to Special Events

• Partnership with Prairie Land Exhibition - A 4-year agreement with Prairie Land Exhibition to reduce theamount of police overtime required for traffic control at the Exhibition by increasing the amount of paidspecial duty.

Reduce underlying issues that often lead to Police Involvement.

• Strengthening Families Project (SFP) – is a family skills program designed to increase family strengths andresilience and reduce risk factors for problem behaviours in high-risk children, including behavioural,emotional, academic, and social problems. It builds on protective factors by improving family relationships,parenting skills and the youth’s social and life skills. There are versions designed for both the 12-17 agegroup and for children aged 6-11 years old, and their families. The desired outcomes are to:

• Reduce youth’s behavioural problems (violence, delinquency, aggression, etc.);

• Decrease the use and temptation to use drugs, alcohol and tobacco;

• Enhance children’s social and life skills;

• Improve parenting skills; and

• Increase family cohesion, communication and organization.

This program is a Partnership between the City of Saskatoon, Saskatoon Police Service and the Ministry of Social Services. Funding of this program is provided by Public Safety Canada through the National Crime Prevention Center (NCPC).

• Police and Crisis Team (PACT). Now fully staffed, the unit consists of two Police Officers and two MentalHealth Workers. The Unit is reducing the number of frontline police responses to deal with mental healthissues and is reducing the amount of time officers are having to spend waiting at hospitals.

• HUB – Community Mobilization Project where Police and other agencies partner to attempt to reduce theunderlying issues which often lead to future police involvement.

• Predictive Analytics Laboratory - A Partnership between the Government of Saskatchewan, the SaskatoonPolice Service and the University of Saskatchewan. The premise of the Laboratory is that Saskatoon Policedata if analyzed by modeling experts may improve community safety and diminish harm to victims.

19



Operating Summary

2015 Actual2015

Budget2016

Budget


Change % ChangeRevenue Exp/Rec NetSaskatoon Police Service 79,531.6 80,066.2 84,323.9 (9,129.2) 96,074.0 86,944.8 2,620.9 3.1%Total 79,531.6 80,066.2 84,323.9 (9,129.2) 96,074.0 86,944.8 2,620.9 3.1%



Service Line




ServiceLevel

2017Budget

2017Budget

Saskatoon Police Service (9,831.9) 702.7 (9,129.2) 94,155.8 2,262.4 133.0 (477.2) 96,074.0 86,944.8Total (9,831.9) 702.7 (9,129.2) 94,155.8 2,262.4 133.0 (477.2) 96,074.0 86,944.8


Service Line 2017 2018 2019 2020 2021Saskatoon Police Service 4,033.0 2,204.0 1,064.0 2,280.0 1,372.0Total 4,033.0 2,204.0 1,064.0 2,280.0 1,372.0


Funding Source 2017 2018 2019 2020 2021POLICE CAPITAL RESERVE 206.0 456.0 170.0 170.0 170.0POLICE FAC RENOVATION RES 157.0 385.0 50.0 50.0 50.0POLICE OPER EQUIP & TECH RES 1,958.0 888.0 519.0 1,735.0 827.0POLICE RADIO RESERVE 585.0 325.0 325.0 325.0 325.0PRIVATE CONTRIBUTIONS 1,127.0 150.0 0.0 0.0 0.0Total 4,033.0 2,204.0 1,064.0 2,280.0 1,372.0Unfunded 0.0 0.0 0.0 0.0 0.0

Future Operating Budget Impacts of 2017 Capital Projects

Service Line 2017 2018 2019 2020 2021P2389 POLICE-FLEET ADDITIONS 0.0 54.0 0.0 0.0 0.0P2499 POLICE-TECHNOLOGY REPLACEMENT 0.0 35.0 0.0 0.0 0.0P2610 POLICE-TECHNOLOGY EXPANSION 0.0 50.3 0.0 0.0 0.0Total 0.0 139.3 0.0 0.0 0.0

20


Preliminary 2017

Policing

City of Saskatoon

Saskatoon Police Service

Overview

The purpose of the Saskatoon Police Service (SPS) is to provide the policing required to maintain law and order,protect lives and property, and prevent and detect crime. In partnership with the community, the SPS strives toprovide service based on excellence to ensure a safe and secure environment. The SPS is responsible for thepreservation of the public peace, prevention of crime, detection and apprehension of law offenders, protection of therights of persons and property, and enforcement of federal and provincial laws and City bylaws.


Growth:

• Four constables were hired in August 2016. The 2017 budget impact for the four positions hired in August2016 is estimated to be $133.0. Remaining at our current staffing level while the population of Saskatoon isgrowing will cause a decrease in our visible police presence in the community which contributes to increasedcrime rates and a decreased perception of community safety. This could result in the need to hire a largenumber of officers at some point in the future, which creates challenges in terms of the initial training at theSaskatchewan Police College and our own field training program.

Continuous Improvement:

• Results of the Operations Review may result in changes associated with Continuous Improvement, but ifthere are changes or what those changes may be is not yet known.

• Minor accomplishments were made in the category of Continuous Improvement through processimprovements. The benefits of those accomplishments were not materially quantifiable from a monetaryperspective but did help refocus employee activities to the benefit of the SPS and ultimately the City. Furtherefforts are intended to be expended to support savings.

Service Level Change:

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeRevenue (2,709.9) (2,191.0) (1,927.1) (1,956.8) (29.7) 1.5%Province of Saskatchewan (7,707.3) (7,332.7) (7,904.8) (7,172.4) 732.4 -9.3%Staff Compensation 73,146.5 72,422.7 75,652.3 77,292.2 1,639.9 2.2%Operating Cost 15,361.5 15,523.9 16,820.2 17,098.5 278.3 1.7%Cost Recovery (396.4) (193.9) (193.9) (193.9) 0.0 0.0%Capital Contribution 1,829.2 1,829.2 1,869.2 1,869.2 0.0 0.0%Transfer to/from Reserves 8.0 8.0 8.0 8.0 0.0 0.0%Total 79,531.6 80,066.2 84,323.9 86,944.8 2,620.9 3.1%



Service Line




ServiceLevel

2017Budget

2017Budget

Saskatoon Police Service (9,831.9) 702.7 (9,129.2) 94,155.8 2,262.4 133.0 (477.2) 96,074.0 86,944.8

21


Preliminary 2017City of SaskatoonSaskatoon Police Service

• An augmentation of the MD Ambulance agreement will result in the Detention Center having 24 hour

monitoring by an EMT. This is an increase from the former 12 hour per day monitoring. The cost of this servicelevel change is estimated to be $229.7.

• The addition of a female Commissionaire in the Detention Centre comes with an additional cost of $91.3 andthe benefit of better serving female detainees.

• The existing base relating to psychological support for SPS members has been increased by $70.0.Psychological support for SPS members is key given the potential the members’ roles have for encounteringtraumatic events.

• There was a loss of service level associated with funding reductions from provincial and federal sourcestotaling $873.4. The SPS appreciates the continued support, beyond these specific reductions, the provincialand federal governments continue to contribute.


• The annual provision to the overall Capital Reserve remains unchanged. Capital projects have been prioritizedto allow for the funding to remain constant. Capital requirements and associated funding will continue to bereviewed.


• Contractual salary and payroll costs are budgeted to increase $1,752.3 including negotiated salary increasesfor police and civilian personnel as well as the impact of a large number of less experienced staff moving upthrough negotiated pay level increments.

• The incremental operating impact of the fourth year occupancy of the New Police Headquarters Facility(Project 2132) will increase operating costs by $273.4 related to Corporate Asset Management cross chargesfor facility reserve contributions.

• Other revenue increases not attributable to provincial or federal program funding changes totaling $170.7 areanticipated to help offset some anticipated expense increases.

• Other program operating cost increases amounting to $236.7 are reflective of a number of rising operationaldemands offset by some operational savings.


2017 Saskatoon Police Services Capital Investments include nine projects totaling $4.033 million of which $2.65 millionis targeted to address a number of asset replacement projects including $924.0 related to technology, $585.0 for radioreplacements and $149 for equipment/furniture replacements. $992 of facility renovation projects includes a $72.0contribution to improve IT environments, $35 for outdoor range remediation and $885 off sight upgrade (funded by anexternal government agency).


P2119 POLICE-RADIO REPLACEMENT 585.0 325.0 325.0 325.0 325.0

P2389 POLICE-FLEET ADDITIONS 206.0 456.0 170.0 170.0 170.0

P2489 POLICE-FURNITURE REPLACEMENT 50.0 50.0 50.0 50.0 50.0

P2497 POLICE-EQUIPMENT REPLACEMENT 99.0 74.0 120.0 428.0 0.0

P2498 POLICE-EQUIPMENT EXPANSION 315.0 0.0 0.0 0.0 0.0

P2499 POLICE-TECHNOLOGY REPLACEMENT 924.0 814.0 399.0 1,307.0 827.0

P2610 POLICE-TECHNOLOGY EXPANSION 770.0 150.0 0.0 0.0 0.0

P2612 POLICE - COMBINED TRAFFIC SERVICES SASKATCHEWAN VEHICLES

92.0 0.0 0.0 0.0 0.0

P2618 POLICE-FACILITY RENOVATION 992.0 335.0 0.0 0.0 0.0

Total 4,033.0 2,204.0 1,064.0 2,280.0 1,372.0

22


Preliminary 2017

Policing

City of SaskatoonSaskatoon Police Service

Planned capital expansion projects for 2017 total $1.383 million including $315 for equipment, $770 for technology($150 funded by external government agency) and $298 for vehicle needs ($92 funded from external governmentagency). $2.906 million of the projects are funded from Police Capital Reserves.

Future Operating Impact of Current Year’s Capital Projects2017 projects are not expected to increase the 2017 Operating Budget. In 2018, Fleet additions and technologyreplacement and expansion are expected to increase operating costs by $139.3.


Project 2017 2018 2019 2020 2021P2389 POLICE-FLEET ADDITIONS 0.0 54.0 0.0 0.0 0.0P2499 POLICE-TECHNOLOGY REPLACEMENT 0.0 35.0 0.0 0.0 0.0P2610 POLICE-TECHNOLOGY EXPANSION 0.0 50.3 0.0 0.0 0.0Total 0.0 139.3 0.0 0.0 0.0

23


Preliminary 2017City of SaskatoonSaskatoon Police Service

24

SASKATOON PUBLIC LIBRARY
Preliminary 2017

Saskatoon Public Library

City of Saskatoon

SPL Children’s Librarian Mike Diakuw entertains families as the Day of Reconciliation, June 22, 2016



25

Saskatoon Public LibraryOperating & Capital Budget


Service Outcomes

• To provide a modern, dynamic library that meets the needs of citizens and makes the most effective use ofresources

• To provide enriching social, intellectual, recreational, and educational opportunities for every resident includingvulnerable populations, seniors, and children.

• To provide community-wide access to flexible learning options including literacy programs, business skills,employment preparation, and creative development.

At A Glance

3.6 million books, DVDs, CDs, magazines, and video games borrowed.

1.4 million visits to Saskatoon’s Public Libraries (SPL).

1.4 million visits to the mobile-friendly SPL website

440,000 electronic resources accessed.

168,720 computer station sessions.

113,867 people attended SPL programs in 2015.

100,000 historical images of Saskatoon and surrounding area.

80,000 connections to the free, wireless internet service.

19,486 residents attended outreach programs.

1,200 visitors to gallery exhibits at the Francis Morrison Library.

510 programs in 2015.

208 meetings with community partners.

200 local writers assisted through the Writer in Residence program.

160 elementary and high school classroom visits.

122 computer stations with internet and printing access.

73% of respondents to the Benchmark Survey had memberships.

35 years providing the Writer in Residence program.

15 gallery exhibits showcasing Saskatchewan artists.

11 rooms for rent to community members and organizations.

8 public libraries throughout the City.

26


Preliminary 2017


City of Saskatoon

1 new branch in the Stonebridge area.

Council Priorities

• Reduce the gap in funding required to rehabilitate and maintain our infrastructure.

• Pursue opportunities to “modernize” civic government to reflect best practices, changing demands, etc.

• Identify targeted opportunities to implement specific continuous improvement tools within departments.

• Refocus on our primary services that are of high importance to our citizens.

Strategic Risks

• Renovations at several branch locations require a significant infusion of funds to bring them up to code, andthe application of accessibility standards will result in a loss of square footage for house collections.

• New neighbourhoods create demand for services while current library sites need to be renewed placingpressure on available funding resources.

• Modernizing leads to greater efficiencies but it requires significant changes throughout the organizationincluding, but not limited to, process re-designs, a new service delivery model, re-deployment of resources,as well as training and performance development support for employees.

• Internal capacity may be inadequate to transform the SPL into an organization positioned to meet servicedemands and provide value for taxpayer dollars.


Satisfaction of civic services of 90% or more.

• 2017 Target: 88%


Develop modern library facilities.

• Invest in library infrastructure renewal.

• Develop the plan and business case for a new Central Library.

• Develop a 5-year facilities plan to ensure that growth and renewal are balanced.

Align library services with community needs.

• Develop the new Service Model including the identification of core competencies.

• Focus on Indigenous and newcomer services, services to children and seniors, access to technology, literacyskills including digital literacy, virtual services including the development of the online collections andmaterials, community engagement, and community building initiatives.

• Build the digital video and audio streaming service, Hoopla™ Digital, and the eBook service, 3M™ CloudLibrary, to allow more access to a wider variety of titles in digital formats. Add a subscription to Mangolanguages to provide residents access to an on-line resources that can help them learn a new language.

• Remove barriers to access by establishing equitable service in underserved neighbourhoods.

• Ensure that resources are aligned with the SPL Service Model.

Provide a more efficient service.

• Review financial management and processes as recommended in the 2013 Audit to gain efficiencies, adoptthe best practices, and provide value for taxpayer dollars.

• Evaluate human resources management and processes in order to gain efficiencies.

27



• Provide clear and consistent direction for all aspects of the organization.

• Strategically increase staffing levels in human resources planning and management, financial planning andmanagement, and public service planning and management.

• Develop a 5-year Technology Plan to ensure that technology is employed in a strategic and effective fashion.

Emphasis Indigenous culture and issues.

• Honour Indigenous perspectives in our work.

• Respond to the Truth & Reconciliation Commission’s Calls to Action.

• Work as one of 29 partners with Reconciliation Saskatoon on events and priorities as set by the partners.

28


Preliminary 2017


City of Saskatoon

Operating Summary

2015 Actual2015

Budget2016

Budget


Change % ChangeRevenue Exp/Rec NetLibrary Property Levy (19,402.1) (19,273.2) (20,940.9) (22,786.9) 0.0 (22,786.9) (1,846.0) 8.8%Saskatoon Public Library 19,402.1 19,273.2 20,940.9 (960.7) 23,747.6 22,786.9 1,846.0 8.8%Total 0.0 0.0 0.0 (23,747.6) 23,747.6 0.0 0.0 0.0%



Service Line




ServiceLevel

2017Budget

2017Budget

Library Property Levy (20,940.9) (1,846.0) (22,786.9) 0.0 0.0 0.0 0.0 0.0 (22,786.9)Saskatoon Public Library (940.7) (20.0) (960.7) 21,881.6 1,265.4 375.6 225.0 23,747.6 22,786.9Total (21,881.6) (1,866.0) (23,747.6) 21,881.6 1,265.4 375.6 225.0 23,747.6 0.0


Service Line 2017 2018 2019 2020 2021Library Property Levy 0.0 0.0 0.0 0.0 0.0Saskatoon Public Library 200.0 200.0 6,200.0 700.0 2,200.0Total 200.0 200.0 6,200.0 700.0 2,200.0


Funding Source 2017 2018 2019 2020 2021PUBLIC LIB CAP EXP'N FUND 0.0 0.0 2,150.0 0.0 0.0PUBLIC LIBRARY EQUIP REPL RES 200.0 200.0 200.0 200.0 200.0PUBLIC LIBRARY NEW CENTRAL LIBRARY RESERVE 0.0 0.0 3,850.0 500.0 2,000.0Total 200.0 200.0 6,200.0 700.0 2,200.0Unfunded 0.0 0.0 0.0 0.0 0.0

29



Library Property Levy

Overview

The Property Tax Levy is the amount of taxation required from taxpayers to balance the Library’s operating budget.The levy includes an amount for growth in the assessment roll over from the previous year. Supplementary taxes arelevied on properties that were changed in the current taxation year and are not part of the original levy.


Revenue Change:

• The net property tax revenue increase of $1,611.8 required to balance the budget is a 7.70% increase over2016.

• Revenue resulting from assessment growth revenue of $304.2 is estimated for 2017.

• Decreased building activity and assessments are expected to reduce supplementary taxation revenue by$70.0 that is billed for properties that come into the Assessment base partway through the year and were notincluded in the property levy.


There are no capital investments for Library Property Levy.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeProperty Levy (18,974.3) (18,973.2) (20,610.9) (22,526.9) (1,916.0) 9.3%Supplementary Prop Levy (427.8) (300.0) (330.0) (260.0) 70.0 -21.2%Total (19,402.1) (19,273.2) (20,940.9) (22,786.9) (1,846.0) 8.8%



Service Line




ServiceLevel

2017Budget

2017Budget

Library Property Levy (20,940.9) (1,846.0) (22,786.9) 0.0 0.0 0.0 0.0 0.0 (22,786.9)

30


Preliminary 2017


City of Saskatoon


Overview

Saskatoon Public Library consists of the central library and eight branches located throughout the City of Saskatoon.The library provides educational, informational, recreational, and cultural opportunities through its large collection andthe variety of programs it offers. There are over 824,000 physical items in the Library’s collection including books,magazines, newspapers, DVDs, music, and games, as well as electronic resources such as e-books and databases.The Library also offers programming related to literacy (e.g. Children’s Summer Reading Game), literature (e.g.Writer in Residence program) and education on a wide variety of topics (e.g. Seniors’ Computer Literacy). TheLibrary’s resources are available, free of charge, to every citizen of Saskatoon.


Revenue Change:

• Increase to Grant Revenue for the Writer in Residence by $20.0. The Writer in Residence acts as a mentorfor writers in and around Saskatoon.

Growth:

• The new Stonebridge neighbourhood branch will require an increase of $385.8 in 2017 for staff that werehired part way through the year in 2016. Operating costs (other than staff compensation) increase by $5.0 forthe new branch which includes lease and maintenance costs.

Continuous Improvements:

• Decrease of $0.7 as the volume of posted mail is reduced and a decrease of $1.0 bank charge fromincreased fee efficiencies.

• Decrease of $10 in external rentals and a decrease of $3.5 in office expenses due to process improvements.

• Redeployment of 0.82 FTE’s at Library on 20th and Mayfair branches due to better utilization of staff.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeRevenue (272.8) (291.3) (289.5) (309.5) (20.0) 6.9%Province of Saskatchewan (667.2) (651.2) (651.2) (651.2) 0.0 0.0%Staff Compensation 11,023.2 11,368.9 12,342.4 13,226.6 884.2 7.2%Operating Cost 6,605.0 6,130.7 6,807.8 7,249.1 441.3 6.5%Cost Recovery (7.8) (5.6) (5.6) (5.6) 0.0 0.0%Capital Contribution 2,721.7 2,721.7 2,737.0 3,277.5 540.5 19.7%Total 19,402.1 19,273.2 20,940.9 22,786.9 1,846.0 8.8%



Service Line




ServiceLevel

2017Budget

2017Budget

Saskatoon Public Library (940.7) (20.0) (960.7) 21,881.6 1,265.4 375.6 225.0 23,747.6 22,786.9

31


Preliminary 2017City of SaskatoonSaskatoon Public Library


• Increase in capital contributions for: the Public Library Capital Expansion Reserve (PLCEF) of $11.0, thePublic Library Equipment Replacement Reserve (PLERR) of $4.5 and the New Central Library Reserve of$525.0.


• Increase of $67.1 for increased hours and programming for patron’s usage at the Library on 20th street branch($64.5; 1.0 FTE) and $2.6 on increased security)

• Increase of ($64.5; 1.0 FTE) and $13.3 for security services for increased hours of operation and extendedprogramming to better serve patrons at the Mayfair branch.

• Increase of $21.8 for staff training and development for new certification.

• Increase of $58.3 in expenditures for promotional packages for increased program offerings to patrons.


• The Library purchases the majority of their books, periodicals, journals and electronic data from US vendors.Due to the decrease in the value of the Canadian dollar compared to the US dollar, the SPL is anticipating anincrease in expenditures of $183.7.


2017 Saskatoon Public Library Capital investments include one funded project totaling $200.0 for equipmentreplacement.

Future Operating Impact of Current Year’s Capital ProjectsThere is no operating impact for 2017 for Library capital projects.


P0838 LIBR-EQUIPMENT REPLACEMENT 200.0 200.0 200.0 200.0 200.0

P1761 LIBR-NEW CENTRAL LIBRARY CONSTRUCTION 0.0 0.0 6,000.0 500.0 2,000.0

Total 200.0 200.0 6,200.0 700.0 2,200.0

32

City of Saskatoon

2017 RESERVE FOR CAPITAL EXPENDITURES

AND UNFUNDED PROJECTS

FOR CITY COUNCIL REVIEW, NOVEMBER 30, DECEMBER 1 & 2, 2016

A report entitled “2017 Reserve for Capital Expenditures and Unfunded Capital Projects” outlining options and recommendations is included in the agenda.

Schedules & Tables

Schedule XV - Reserve for Capital ExpendituresSchedule XVReserve for Capital Expenditures

RCE FUNDED ($000's)2017Cost

2017Budget

2018Cost

2018UnFunded

2019Cost

2019Unfunded

2020Cost

2020Unfunded

2021Cost

2021Unfunded

Operating Impact

2018 2019 2020

2541 CY-GROWTH PLAN TO HALF A

MILLION IMPLEMENTATION*1,425(0) 750(0) 1,475(0) 1,475(0) 2,720(0) 1,620(0) 8,450(0) 1,450(0) 1,410(0) 1,410(0) 0 0 0

1829 AF-SERVICE SASKATOON-SYSTEMS* 500(0) 500(0) 5,750(0) —(0) 5,780(0) —(0) 5,970(0) —(0) —(0) —(0) 0 2,100 0

2515 AF-MULTI-YEAR BUSINESS PLAN AND

BUDGET*650(0) 650(0) —(0) —(0) —(0) —(0) —(0) —(0) —(0) —(0) 0 0 0

2349 CY-SASKATOON MINOR FOOTBALL

FIELD UPGRADE*1,700(0) 350(0) 1,000(0) 250(0) —(0) —(0) —(0) —(0) —(0) —(0) 28 0 0

2034 CY-LAP & NBHD SAFETY

IMPLEMENTATION*210(0) 210(0) 210(0) 210(0) 210(0) 210(0) 210(0) 210(0) 210(0) 210(0) 0 0 0

2517 CP-CITY OF SASKATOON BRAND

DEVELOPMENT*70(0) 70(0) —(0) —(0) —(0) —(0) —(0) —(0) —(0) —(0) 0 0 0

2519 COMMUNITY WINTER CITY

STRATEGY DEVELOPMENT*85(0) 85(0) —(0) —(0) —(0) —(0) —(0) —(0) —(0) —(0) 0 0 0

2622 SO-COMPREHENSIVE GOVERNANCE

REVIEW*100(0) 100(0) 50(0) 50(0) —(0) —(0) —(0) —(0) —(0) —(0) 0 0 0

2518 PUBLIC SPACE RECYCLING* 118(0) 118(0) —(0) —(0) —(0) —(0) —(0) —(0) —(0) —(0) 0 0 0

2524 CP-NAMING AND SPONSORSHIP** 50(0) 50(0) —(0) —(0) —(0) —(0) —(0) —(0) —(0) —(0) 0 0 0

1657 CY-WOODLAWN CEMETERY

ROADWAY UPGRADE*150(0) 150(0) 150(0) 150(0) 160(0) 160(0) —(0) —(0) —(0) —(0) 0 0 0

1934 AF-SPCA BUILDING UPGRADES 100(0) 100(0) —(0) —(0) —(0) —(0) —(0) —(0) —(0) —(0) 0 0 0

TOTAL RCE FUNDED REQUESTS ($4.513 million)

5,158(0) 3,133(0) 8,635(0) 2,135(0) 8,870(0) 1,990(0) 14,630(0) 1,660(0) 1,620(0) 1,620(0) 28 2,100 0

Remaining 0(0) 1,380(0) 0(0) 0(0) 0(0) 0(0) 0(0) 0(0) 0(0) 0(0)

* Identified as projects supporting the City's Strategic Plans 4 Year Priorities** Identified as projects supporting the City's Strategic Plans 10 Year Strategies

35

Schedules & TablesOperating & Capital Budget


Schedule XIV - Unfunded Capital InvestmentsSchedule XIV

Unfunded Capital Investments

($000's)2017

Budget2018Plan

2019Plan

2020Plan

2021Plan Total

Community Support

1650 CY-NEW MUNICIPAL CEMETERIES 80(0) —(0) —(0) —(0) —(0) 80(0)

1657 CY-WOODLAWN CEMETERY ROADWAY UPGRADE —(0) 150(0) 160(0) —(0) —(0) 310(0)

1963 TU-CORP. ACCESSIBILITY IMPLEMENTATION 75(0) 275(0) 325(0) 550(0) 200(0) 1,425(0)

Community Support 155(0) 425(0) 485(0) 550(0) 200(0) 1,815(0)

Corporate Asset Management

1584 CIVIC OPERATIONS CENTRE —(0) —(0) —(0) 47,500(0) —(0) 47,500(0)

2180 AF-CIVIC FACILITY SITE MAINTENANCE 1,100(0) 300(0) —(0) —(0) —(0) 1,400(0)

2296 AF-LIONS ARENA PARKING REDEVELOPMENT & SEWER UPGRADE

1,100(0) —(0) —(0) —(0) —(0) 1,100(0)

2298 AF-CAIRNS GRANDSTAND & CLUBHOUSE REPLACEMENT

—(0) 4,000(0) —(0) —(0) —(0) 4,000(0)

Corporate Asset Management 2,200(0) 4,300(0) 0(0) 47,500(0) 0(0) 54,000(0)

Corporate Governance & Finance

1829 AF-SERVICE SASKATOON-SYSTEMS —(0) 5,750(0) 5,780(0) 5,970(0) —(0) 17,500(0)

2622 SO-COMPREHENSIVE GOVERNANCE REVIEW —(0) 50(0) —(0) —(0) —(0) 50(0)

Corporate Governance & Finance 0(0) 5,800(0) 5,780(0) 5,970(0) 0(0) 17,550(0)

Environmental Health2050 US-CONSTRUCTN & DEMOLITION WASTE MGT CTR-RECOVERY PARK

2,500(0) 4,500(0) —(0) —(0) —(0) 7,000(0)

Environmental Health 2,500(0) 4,500(0) 0(0) 0(0) 0(0) 7,000(0)

Fire Services

2505 FR-STATION NO. 4 AND MAINTENANCE / MECHANICAL —(0) —(0) —(0) 10,000(0) —(0) 10,000(0)

2507 FIRE-BUSINESS CONTINUITY EMO 150(0) —(0) —(0) —(0) —(0) 150(0)

Fire Services 150(0) 0(0) 0(0) 10,000(0) 0(0) 10,150(0)

Land Development

0704 LAND DEV'T-TR SWR-SOUTHEAST SECTOR —(0) 2,350(0) —(0) —(0) —(0) 2,350(0)

1409 LAND DEV'T-NORTH DOWNTOWN —(0) 500(0) 500(0) 6,900(0) 100(0) 8,000(0)

2459 LAND DEV'T-SOUTH CASWELL HILL REDEVELOPMENT —(0) —(0) 1,500(0) —(0) —(0) 1,500(0)

Land Development 0(0) 2,850(0) 2,000(0) 6,900(0) 100(0) 11,850(0)

Recreation & Culture

1627 CY-CITY ENTRANCEWAY/ EXPRESSWAY LANDSCAPING —(0) 350(0) 350(0) 350(0) 350(0) 1,400(0)

1635 CY-DIEFENBAKER PARK MASTER PLAN —(0) —(0) 210(0) —(0) —(0) 210(0)

1658 CY-PARKS NEW SATELLITE MTNC BLDG 255(0) —(0) —(0) —(0) —(0) 255(0)

1938 AF-PLAY STRUCTURE UPGRDE AND REPL 450(0) 675(0) 675(0) 675(0) 675(0) 3,150(0)

1939 AF-PADDLING/SPRAY POOL REPLACEMENTS —(0) 800(0) —(0) 800(0) —(0) 1,600(0)

36



1940 AF-GREENHOUSE REPLACEMENT 150(0) 1,350(0) —(0) —(0) —(0) 1,500(0)

2048 CY-FFP & ZOO MASTER PLAN IMPLEMENTATION 125(0) 425(0) 150(0) —(0) 150(0) 850(0)

2114 CY-VICTORIA PARK-UPGRADES —(0) 440(0) 400(0) 330(0) —(0) 1,170(0)

2349 CY-SASKATOON MINOR FOOTBALL FIELD UPGRADE —(0) 250(0) —(0) —(0) —(0) 250(0)

2352 CY-PERMANENT BOAT LAUNCH SITE —(0) 140(0) —(0) —(0) —(0) 140(0)

2353 CY-CHIEF WHITECAP PARK DEVELOPMENT 400(0) 535(0) 460(0) 260(0) —(0) 1,655(0)

2469 CY-PERMANENT WASHROOMS-SPECIAL USE PARKS —(0) —(0) 570(0) —(0) —(0) 570(0)

2471 CY-KINSMEN PARK & AREA-MASTER PLAN —(0) 2,880(0) —(0) —(0) —(0) 2,880(0)

2474 CY-HUDSON BAY AREA DISTRICT PARKS —(0) 70(0) 1,690(0) 1,750(0) 2,240(0) 5,750(0)

2476 CY-NEW RECREATION COMPLEX —(0) —(0) —(0) 3,500(0) 17,500(0) 21,000(0)

2528 CY-DOG PARK DEVELOPMENT 250(0) 50(0) —(0) 50(0) —(0) 350(0)

2600 CY-CITY CENTRE AREA INDOOR RECREATION FACILITY —(0) 1,000(0) 1,000(0) 9,800(0) 10,000(0) 21,800(0)

Recreation & Culture 1,630(0) 8,965(0) 5,505(0) 17,515(0) 30,915(0) 64,530(0)

Transportation

0832 CY-CENTER MEDIAN REHABILITATION —(0) 200(0) 200(0) 200(0) 200(0) 800(0)

0948 TU-NEW SIDEWALKS AND PATHWAYS —(0) 350(0) 350(0) 350(0) 350(0) 1,400(0)

0959 TU-UPGRADE BOUNDARY ROADS —(0) 140(0) 140(0) 140(0) 140(0) 560(0)

1504 TU-NEIGH.TRAFFIC REVIEW PERMANENT INSTALLATIONS

400(0) 400(0) 400(0) 400(0) 360(0) 1,960(0)

1506 TU-TRAFFIC SIGNING REPLACE-INFRA 175(0) 75(0) 100(0) 100(0) 100(0) 550(0)

1507 TU-GUARDRAILS —(0) 75(0) 75(0) 75(0) 75(0) 300(0)

1512 TU-NEIGHBOURHOOD TRAFFIC MANAGEMENT —(0) 150(0) 150(0) 150(0) 100(0) 550(0)

1513 TU-PAVEMENT MARKING PROGRAM-INFRA 85(0) 110(0) 110(0) 110(0) 100(0) 515(0)

1526 TU-CIRCLE DR BRIDGE REPAIR —(0) —(0) —(0) 2,130(0) —(0) 2,130(0)

1527 TU-UNIVERSITY BRIDGE REHAB —(0) —(0) —(0) —(0) 18,000(0) 18,000(0)

1528 TU-SPADINA CRES BRIDGE —(0) 566(0) —(0) —(0) —(0) 566(0)

1561 TU-COLLEGE DRIVE WESTBOUND OVER CPR OVERPASS 234(0) —(0) —(0) 1,409(0) —(0) 1,643(0)

1562 TU-COLLEGE DRIVE EASTBOUND OVER CPR OVERPASS 343(0) —(0) —(0) —(0) —(0) 343(0)

1638 TU-BACK LANE TREE TRIMMING 50(0) 50(0) 50(0) 50(0) 50(0) 250(0)

1893 TU-IDYLWYLD DRIVE/51ST ST OVERPASS REHAB 1,633(0) —(0) —(0) —(0) —(0) 1,633(0)

1994 TU-MARQUIS DR/IDYLWYLD DR INTERCHANGE —(0) —(0) —(0) 52,300(0) —(0) 52,300(0)

2025 TU-MARQUIS DR/HWY 16 GRADE SEPARATION —(0) —(0) —(0) —(0) 53,200(0) 53,200(0)

2037 TU-SNOW MANAGEMENT FACILITIES —(0) 7,729(0) 50(0) 150(0) 18,650(0) 26,579(0)

2040 TU-UNDERWATER PIER INSPECTIONS 105(0) —(0) —(0) —(0) —(0) 105(0)

2044 TU-GRAVEL STREETS UPGRADES 1,000(0) 1,000(0) 1,000(0) 1,000(0) 1,000(0) 5,000(0)

2251 CY-IMPOUND LOT —(0) 100(0) 1,640(0) —(0) —(0) 1,740(0)

2259 TU-PW SATELLITE YARDS —(0) 6,082(0) 50(0) 100(0) 2,401(0) 8,633(0)

2271 TU-HIGH SPEED ROADSIDE SAFETY IMPROVEMENTS 600(0) 950(0) 950(0) 950(0) 950(0) 4,400(0)

2273 TU-108TH ST OVER CIRCLE DRIVE —(0) —(0) —(0) —(0) 911(0) 911(0)

2392 TU-MCKERCHER DR/COLLEGE DR OVERPASS 327(0) —(0) —(0) —(0) —(0) 327(0)

2393 TU-TAYLOR/CIRCLE DRIVE —(0) —(0) 225(0) —(0) —(0) 225(0)

Schedule XIV (cont.)


($000's)2017

Budget2018Plan

2019Plan

2020Plan

2021Plan Total

37



2395 TU-CIRCLE DRIVE/14TH ST-NB —(0) —(0) —(0) —(0) 893(0) 893(0)

2396 TU-IDYLWYLD FWY/IDYLWYLD RAMP NB/SB —(0) 3,457(0) —(0) —(0) —(0) 3,457(0)

2397 TU-CIRCLE DRIVE/8TH ST-NB/SB —(0) —(0) 1,306(0) —(0) —(0) 1,306(0)

2401 TU-PEDESTRIAN CROSSING STRUCTURES —(0) 347(0) —(0) —(0) —(0) 347(0)

2402 TU-HIGHWAY 16 EASTBOUND OVER HIGHWAY 11 OVERPASS

155(0) —(0) —(0) —(0) —(0) 155(0)

2403 TU-CPR OVER CIRCLE DRIVE EAST OVERPASS —(0) 164(0) —(0) —(0) —(0) 164(0)

2425 TU-UNDERGROUND ENCROACHMENTS 100(0) 100(0) —(0) —(0) —(0) 200(0)

2434 TU-HWY 11 & HWY 16 CLOVERLEAF —(0) —(0) —(0) —(0) 93,000(0) 93,000(0)

2446 TU-PEDESTRIAN CROSSING IMPROVEMENTS —(0) 50(0) 50(0) 50(0) 50(0) 200(0)

2468 TU-ACTIVE TRANSPORTATION PLAN IMPLEMENTATION —(0) 750(0) 750(0) 750(0) 750(0) 3,000(0)

2550 TU-WEST/CENTRAL MULTI-USE CORRIDOR 400(0) 400(0) 400(0) 400(0) 400(0) 2,000(0)

Transportation 5,607(0) 23,245(0) 7,996(0) 60,814(0) 191,680(0) 289,342(0)

Urban Planning and Development

1508 CY-CITY ENTRANCE SIGNS —(0) 150(0) —(0) 150(0) —(0) 300(0)

2034 CY-LAP & NBHD SAFETY IMPLEMENTATION —(0) 210(0) 210(0) 210(0) 210(0) 840(0)

2166 CY-URBAN DESIGN-CITY-WIDE —(0) 4,000(0) —(0) —(0) —(0) 4,000(0)

2541 CY-GROWTH PLAN TO HALF A MILLION IMPLEMENTATION

—(0) 1,475(0) 2,720(0) 8,450(0) 1,410(0) 14,055(0)

Urban Planning and Development 0(0) 5,835(0) 2,930(0) 8,810(0) 1,620(0) 19,195(0)

TOTAL UNFUNDED CAPTIAL PROJECTS 12,242(0) 55,920(0) 24,696(0) 158,059(0) 224,515(0) 475,432(0)



($000's)2017

Budget2018Plan

2019Plan

2020Plan

2021Plan Total

38

ENVIRONMENTAL HEALTH
Preliminary 2017

Environmental H

ealth

City of Saskatoon

STRATEGIC GOAL:

Service Outcomes

• To provide Urban Forestry and Pest Management services, including prevention of the spread of insect andplant pests, and wildlife management.

• To provide Waste Handling Services, including: collection and landfilling of garbage.

• To provide an Environmental Program and Waste Reduction and Resource Recovery program, including:developing recycling and composting programs, reducing energy use and the emission of greenhouse gases,managing household hazardous waste, remediating City-owned contaminated sites, participating in regionalwater and air quality protection efforts, and developing enhanced environmental policies.

At A Glance

Urban Forest: Parks

• 110,000 trees with approximately 60% of the inventory lining city streets and 40% located within civic parks.

• 10,000 trees pro-actively pruned each year.

• 2,500 citizen requests for tree health assessments, pruning and clearing of broken/hanging branches, treeremovals, and clarification of tree ownership.

Pest Management: Parks

• 94,500 hectares of land in and around Saskatoon is monitored seasonally to identify and treat for mosquitolarval habitat.

• Trees within the City’s Urban Forest are inspected annually for diseases such as Dutch Elm Disease (DED).

Garbage: Waste Handling Services

• 2.8 million residential containers collected each year with a 99.9% success rate.

• 112,000 tonnes of garbage received at the Landfill annually; 55% is residential garbage.

• 68,500 single-family homes and 23,000 multi-unit residential properties receive garbage collection servicesby a fleet of 18 garbage trucks.



39

Environmental HealthOperating & Capital Budget


Environment: Environmental Programs

• $7.3 million saved on construction projects involving contaminated soil while also improving environmentalstewardship of materials of concern to human or environmental health.

• 14 civic buildings contain sophisticated utility monitoring equipment to prepare for extensive energy efficiencyupgrades that will save hundreds of thousands of dollars in future annual utility costs.

• 9 waste diversion programs divert 21% of the waste generated in the community away from the Landfill.

Council Priorities

• Consider mitigation strategies for the impact of severe weather events on the City’s infrastructure.

• Promote and facilitate city-wide composting and recycling to reduce the rate and volume of waste sent to thelandfill.

• Identify opportunities to replace conventional energy sources with green energy technologies and findalternate ways of generating capacity to support operations.

Strategic Risks

• The City may not be delivering expected level of services for garbage collection or park maintenance.

• The City may be lacking a clearly articulated strategy on how to manage climate change related risks.

• The City may need to do more to create community awareness of climate change and educate to changepeople’s attitude about their own carbon footprints.

• Absence of greenhouse gas reduction initiatives may lead to a bigger than expected carbon footprint.


Divert 70% of Waste from the Saskatoon Landfill

• 2017 Target: 23%

Reduce the City of Saskatoon's Greenhouse Gas Emissions by 30% from 2006 Levels

• 2017 Target: 5% below 2014 levels


Improve waste diversion performance.

• Based on the results of a comprehensive community waste audit, develop a Waste Diversion Plan that outlinesthe specific strategies and benchmarks for increasing the waste diversion rate to 70% by 2023.

• Construct the first components of Recovery Park, a ‘one-stop’ waste diversion facility located west of theSaskatoon Landfill. Components include site preparation and roadway construction, relocation of the landfillscales and transfer station, creation of a convenient facility for the drop-off of household hazardous waste,development of a recycling depot and new construction waste facility, and landscaping.

• Implement an education program to support businesses in paper and cardboard recycling in advance ofanticipated changes to the Waste Bylaw banning this material from landfills.

• Implement initiatives identified through the Waste Handling Civic Service Review.

Reduce the carbon footprint of civic operations.

• Based on the results of a community greenhouse gas (GHG) emissions inventory, establish a performancetarget for emissions reduction across the community.

40


Preliminary 2017

Environmental H

ealth

City of Saskatoon

• Create a business plan that identifies the role of the City and other important stakeholders in reducing GHG

emissions to achieve the Community GHG Performance Target.

• Sign an implementation contract with an Energy Service Company and begin retrofits to the City’s highestenergy-consuming buildings.

• Prepare a Renewable Energy Strategy identifying the opportunities for shifting away from reliance on fossilfuel energy in Saskatoon.

• Develop a Solar Energy Demonstration Project at a civic facility.

Protect the urban forest and prevent the spread and future introduction of pests and disease.

• Implement an effective Dutch Elm Disease (DED) Response Plan to help prevent the spread and futureintroductions of DED.

• Continue surveillance and monitoring of the City’s Urban Forest for invasive pest issues and adjustestablished emergency response plans as required.

• Expand the current tree inventory to include all trees on public and private property.

• Develop an implementation plan for the initiatives identified through the Urban Forestry Civic Service Reviewincluding a new tree management software system.

• Complete back-lane tree-trimming Civic Service Review with all divisions that require or deliver this service.

Mitigate the impact of severe weather events on the City’s infrastructure and protect private and public natural assets.

• Develop a Storm Water Management Plan to mitigate for the impact of severe weather events on the City’sinfrastructure, improve the quality of water being returned to the South Saskatchewan River, and protectprivate and public natural assets such as the river and urban forest.

Increase environmental compliance and reporting.

• Expand tools and training to help civic employees with environmental compliance, reporting and improvingsustainability outcomes such as increased recycling, paper reduction, energy and water conservation, andfewer releases of pollutants into the environment.

41



Operating Summary

2015 Actual2015

Budget2016

Budget


Change % ChangeRevenue Exp/Rec NetEnvironmental Program 469.9 474.2 480.4 0.0 493.3 493.3 12.9 2.7%Urban Forestry 3,363.3 3,504.8 3,565.8 0.0 3,574.9 3,574.9 9.1 0.3%Waste Reduction & Resource

Recovery968.1 815.5 881.8 (12.4) 1,026.3 1,013.9 132.1 15.0%

Waste Handling Service 7,880.2 7,321.0 6,814.4 (5,920.0) 13,383.5 7,463.5 649.1 9.5%Pest Management 817.2 863.2 916.8 (2.0) 918.9 916.9 0.1 0.0%Total 13,498.7 12,978.7 12,659.2 (5,934.4) 19,396.9 13,462.5 803.3 6.3%



Service Line




ServiceLevel

2017Budget

2017Budget

Environmental Program 0.0 0.0 0.0 480.4 12.9 0.0 0.0 493.3 493.3Urban Forestry 0.0 0.0 0.0 3,565.8 (24.1) 33.2 0.0 3,574.9 3,574.9Waste Reduction & Resource

Recovery(8.2) (4.2) (12.4) 890.0 (3.1) 50.0 89.4 1,026.3 1,013.9

Waste Handling Service (6,540.0) 620.0 (5,920.0) 13,354.4 (0.6) 0.0 29.7 13,383.5 7,463.5Pest Management (5.0) 3.0 (2.0) 921.8 (8.5) 5.6 0.0 918.9 916.9Total (6,553.2) 618.8 (5,934.4) 19,212.4 (23.4) 88.8 119.1 19,396.9 13,462.5


Service Line 2017 2018 2019 2020 2021Environmental Program 5,000.0 10,000.0 0.0 0.0 0.0Urban Forestry 50.0 0.0 0.0 0.0 0.0Waste Reduction & Resource Recovery 7,343.0 0.0 0.0 0.0 0.0Waste Handling Service 809.0 1,071.0 3,384.0 6,898.0 3,913.0Pest Management 0.0 0.0 0.0 0.0 0.0Total 13,202.0 11,071.0 3,384.0 6,898.0 3,913.0


Funding Source 2017 2018 2019 2020 2021AUTO GARBAGE CONTAINER REPL RES 334.0 371.0 384.0 398.0 413.0BORROWING (INTERNAL) NON-PIL 5,000.0 10,000.0 0.0 0.0 0.0LANDFILL REPLACEMENT RESERVE 2,050.0 700.0 3,000.0 6,500.0 3,500.0OTHER 50.0 0.0 0.0 0.0 0.0REALLOCATION OF CAPITAL FUNDING 2,700.0 0.0 0.0 0.0 0.0RESERVE FOR CAPITAL EXPENDITURES 118.0 0.0 0.0 0.0 0.0TU - CAPITAL RESERVE 250.0 0.0 0.0 0.0 0.0WATERWORKS CAPITAL PROJECTS RESERVE 2,700.0 0.0 0.0 0.0 0.0Total 13,202.0 11,071.0 3,384.0 6,898.0 3,913.0Unfunded 2,500.0 4,500.0 0.0 0.0 0.0

42


Preliminary 2017

Environmental H

ealth

City of Saskatoon


Service Line 2017 2018 2019 2020 2021P2050 US-CONSTRUCTN & DEMOLITION WASTE MGT CTR

- RECOVERY PARK0.0 900.0 0.0 0.0 0.0

P2518 PUBLIC SPACE RECYCLING 29.0 0.0 0.0 0.0 0.0Total 29.0 900.0 0.0 0.0 0.0

43



Environmental Program

Overview

This service line provides planning, policy development, education, outreach, research, environmental monitoring, andthe reporting of environmental outcomes to regulators and citizens. Collaboration with various civic departments andthe community-at-large is necessary to protect the environment for the benefit of current and future residents.Environmental protection efforts range from regional in scale to the individual household level and focus on protectingair, water, land and natural resources.

Current resources provide leadership in improving civic environmental outcomes related to solid waste managementand energy efficiency. Performance toward environmental goals is tracked and reported annually through the ‘OurEnvironment’ report.


There are no significant operating changes in Environmental Program.


Project 2568 - Energy Performance Contracting (EPC) received in principal approval to proceed with retrofitting a largenumber of civic facilities to save on utility consumption and associated charges. The key with EPC is to pay for thecapital costs (other than consulting or project management) out of the utility savings after implementing the capitalchanges.

Future Operating Impact of Current Year’s Capital Project There are no future operating impacts from the 2017 Capital Project.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeStaff Compensation 311.0 283.4 289.6 302.5 12.9 4.5%Operating Cost 165.7 190.8 190.8 190.8 0.0 0.0%Total 476.7 474.2 480.4 493.3 12.9 2.7%



Service Line




ServiceLevel

2017Budget

2017Budget

Environmental Program 0.0 0.0 0.0 480.4 12.9 0.0 0.0 493.3 493.3


P2568 US-CIVIC FAC ENERGY & WTR MONITORING 5,000.0 10,000.0 0.0 0.0 0.0

Total 5,000.0 10,000.0 0.0 0.0 0.0

44


Preliminary 2017

Environmental H

ealth

City of Saskatoon

Urban Forestry

Overview

Urban Forestry is responsible for tree maintenance including a pruning cycle of once every seven years, treeplanting, disease control and prevention (e.g. Dutch elm disease, Emerald ash borer), and nursery production for themanagement of the urban forest on the City's parks, boulevards, medians, and other programs.


Growth:

• As the City continues to expand and more parks and open space areas are added, additional funding isrequired in order to maintain service levels, therefore the 2017 budget includes $33.2 for maintenance costsassociated with the City’s growing urban forest.


• Cost recovery increase of $112.5 reflects the costs for trees and services provided to other municipalprograms. Related to this is an increase of $88.4 in other operating expenditures required to provide theseservices.


Project 1662 - Elm Tree Inventory, involves creating an inventory of all elm trees located on lands outside themanagement by Urban Forestry, including trees on private property. The goal is to ensure that all elm trees aremanaged within a comprehensive DED Management Plan.

Future Operating Impact of Current Year’s Capital Project There are no future operating impacts from the 2017 Capital Project.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeStaff Compensation 1,769.4 1,754.6 1,804.4 1,831.1 26.7 1.5%Operating Cost 1,696.9 1,741.4 1,752.6 1,847.5 94.9 5.4%Cost Recovery (129.3) (17.5) (17.5) (130.0) (112.5) 642.9%Capital Contribution 26.3 26.3 26.3 26.3 0.0 0.0%Total 3,363.3 3,504.8 3,565.8 3,574.9 9.1 0.3%

Staff Complement 2016 2017 DifferenceFull Time Equivalents 25.19 25.19 (0.00)


Service Line




ServiceLevel

2017Budget

2017Budget

Urban Forestry 0.0 0.0 0.0 3,565.8 (24.1) 33.2 0.0 3,574.9 3,574.9


P1662 CY-ELM TREE INVENTORY 50.0 0.0 0.0 0.0 0.0

Total 50.0 0.0 0.0 0.0 0.0

45



Waste Reduction & Resource Recovery

Overview

This service line directly responds to Performance Targets that have been established for increased waste diversion(70% by 2023) and greenhouse gas emissions reductions (30% below 2006 levels by 2023). Updates to the plansoutlining the strategies to achieve these Performance Targets are led by this team.

Current resources provide management services to recycling contracts for curbside and multi-unit dwellings,implementing the energy management program to identify and implement utility-saving projects, monitoring of energyuse and greenhouse gas emissions, the Household Hazardous Waste Days program and community recycling depotoperations.


Growth:

• Operating costs were increased by $50.0 for the Household Hazardous Waste (HHW) program. This is thesecond and final phase for increased funding to address this growing program, meet public demand, and diverthazardous waste from harming the environment by providing an environmentally-responsible option to reducewaste.


• The City operates four recycling depots which accept the same clean, unsorted materials collected in residentsblue carts or bins. In order to appropriately maintain and increase cleanliness of the recycling depots alabourer position of 0.25 FTE and associated material and supply costs of $89.4 have been added to the 2017budget.


Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeRevenue (10.6) (8.2) (8.2) (12.4) (4.2) 51.2%Staff Compensation 576.3 478.5 495.1 506.8 11.7 2.4%Operating Cost 425.8 368.6 418.3 649.8 231.5 55.3%Cost Recovery (23.4) (23.4) (23.4) (130.3) (106.9) 456.8%Total 968.1 815.5 881.8 1,013.9 132.1 15.0%



Service Line




ServiceLevel

2017Budget

2017Budget


(8.2) (4.2) (12.4) 890.0 (3.1) 50.0 89.4 1,026.3 1,013.9

Funded Capital Projects 2017 2018 2019 2020 2021P2050 US-CONSTRUCTN & DEMOLITION WASTE MGT

CTR - RECOVERY PARK7,000.0 0.0 0.0 0.0 0.0

P2184 US-WASTE CHARACTERIZATION STUDY 225.0 0.0 0.0 0.0 0.0

46


Preliminary 2017

Environmental H

ealth

City of SaskatoonWaste Reduction & Resource Recov-

The 2017 Capital Investment includes; completing the community waste study and a Waste Diversion Strategy toachieve the Performance Target of a 70% Waste Diversion Rate by 2023 for $225.0, expanding the number ofrecycling containers available in public areas for $118.0.

Administration is recommending, in line with the Recovery Park – Next Steps report, to proceed with the firstcomponent of Recovery Park by re-allocating related waste capital projects valued at $7.0 million into one combinedinitiative. Currently unfunded for 2017 is $2.5 million and $4.5 million in 2018 which are required to move the currentoperations of the landfill from its existing location to being part of Recovery Park.

Future Operating Impacts of Current Year’s Capital ProjectsProject 2050 – Recovery Park is estimated to have an operating impact of $900.0 which would be required in 2018 ifthe project were approved.

Project 2518 – Public Space Recycling would require $29.0 in 2017 in order to maintain the program, if approved.

P2518 PUBLIC SPACE RECYCLING 118.0 0.0 0.0 0.0 0.0

Total 7,343.0 0.0 0.0 0.0 0.0

Unfunded Capital Projects 2017 2018 2019 2020 2021P2050 US-CONSTRUCTN & DEMOLITION WASTE MGT

CTR - RECOVERY PARK2,500.0 4,500.0 0.0 0.0 0.0

Total 2,500.0 4,500.0 0.0 0.0 0.0


Project 2017 2018 2019 2020 2021P2050 US-CONSTRUCTN & DEMOLITION WASTE MGT CTR

- RECOVERY PARK0.0 900.0 0.0 0.0 0.0

P2518 PUBLIC SPACE RECYCLING 29.0 0.0 0.0 0.0 0.0Total 29.0 900.0 0.0 0.0 0.0


47



Waste Handling Service

Overview

To provide efficient, effective, and customer-oriented waste management services.

Waste Handling includes solid waste collections, the management of City-owned garbage carts, and the operation ofthe Saskatoon Regional Waste Management Facility (Landfill) to ensure solid waste is managed in a safe andenvironmentally sound manner. The design and operations of the Landfill are optimized to maximize the availablespace within the facility. The transfer to the Landfill Replacement Reserve includes a base provision of $410.0, plus anamount allocated from the tipping fee.


Revenue Change:

• Due to increased landfill competition within the region, the City’s landfill operation has seen chargeabletonnages decrease from over 50,000 in 2014 to 37,500 in 2016. Taking the decreasing tonnages intoconsideration, as well as, partial reversal of this trend as a result of City initiatives, revenues within the Landfillprogram are expected to decrease by $450.0 in 2017.

• The City operates a Heavy Grit Facility which treats liquid waste containing grit. This operation was previouslylocated in this service line, however, in 2017 has been transferred to the Wastewater Utility in order to alignoperations. As such Revenue in the amount of $170.0 has been transferred to the Wastewater Utility alongwith corresponding expenses.


• The City operates four recycling depots which accept the same clean, unsorted materials collected in residentsblue carts or bins. In order to appropriately maintain and increase cleanliness of the recycling depots alabourer position ($29.7; 0.5 FTE) has been added to the 2017 budget.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeRevenue (5,102.8) (6,348.2) (6,540.0) (5,920.0) 620.0 -9.5%Staff Compensation 4,673.2 4,684.6 4,939.5 4,867.5 (72.0) -1.5%Operating Cost 5,409.6 5,527.2 5,754.5 5,646.0 (108.5) -1.9%Debt Charges 331.7 478.5 478.5 625.2 146.7 30.7%Cost Recovery (367.1) (395.4) (725.8) (410.7) 315.1 -43.4%Capital Contribution 2,933.2 3,373.0 2,847.1 2,654.2 (192.9) -6.8%Transfer to/from Reserves 2.5 1.3 1.3 1.3 0.0 0.0%Transfer to/from Stabilization 0.0 0.0 59.3 0.0 (59.3) -100.0%Total 7,880.3 7,321.0 6,814.4 7,463.5 649.1 9.5%



Service Line




ServiceLevel

2017Budget

2017Budget

Waste Handling Service (6,540.0) 620.0 (5,920.0) 13,354.4 (0.6) 0.0 29.7 13,383.5 7,463.5

48


Preliminary 2017

Environmental H

ealth

City of SaskatoonWaste Handling Service


• Contributions to the Landfill Replacement Reserve are directly linked to tonnages received at the landfill.Due to decreased tonnages expected in 2017, the contribution to reserve is estimated to decrease by$192.9.


• Operational expenditures of $448.7 and offsetting cost recovery of $278.7 recognized in this service line forthe Heavy Grit Facility (HGF) have been transferred to the Wastewater Utility where this program nowresides.

• The landfill has purchased several new pieces of equipment in recent years; however, operating costs havenot been sufficient to cover the internal rental rates of this equipment, as such the 2017 budget includes anincrease of $267.2 to support the maintenance and eventual replacement of this equipment.

• A $58.6 reduction in budgeted fuel due to historically low oil and gas prices over the past number of yearswhich is expected to continue throughout 2017.

• A cost recovery decrease of $36.4 relates to reduced operating costs related to the Landfill Gas Facility.These costs and associated savings are cost shared with Saskatoon Light & Power.

• A net increase of $146.7 in debt charges is due to the retirement of the Landfill Cell Closure loan with anannual payment of $146.8 offset by the Regional Waste Management Facility (Capital Project 876) loan withan annual requirement of $293.5. Borrowing for the Regional Waste Management Facility was approved atCity Council on June 22, 2015.

Not Included:

• The Automated Garbage Collection Container Replacement Reserve has a current transfer of $334.2 thathas not been adjusted for growth over the past several years and transfers to capital programming and otherinitiatives have been deferred in order to address this shortfall. An additional $175.8 is required in order toensure citizens have access to garbage containers and meet the growing demand for this service

• Landfill revenue has been trending down due to waste diversion initiatives as well as competition from otherlandfills that have opened in the area. This has resulted in decreased tonnages from over 50,000 in 2012 toapproximately 37,500 in 2016. An adjustment of $450.0 to landfill revenue has been included in the 2017budget, however, it is possible that the impact of this could be greater. Administration will continue to monitorand implement mitigating factors, however, a further adjustment may be required in subsequent years.

• An Environmental Protection Officer and vehicle for a total possible cost of $103.4 has not been included inthe budget. This position is required due to the increased number of waste containers in the city due toRecycling Programs (66,000 to 136,000). This provision would assist in addressing resident and councilorcomplaints and to provide education and enforcement of the bylaw.


2017 Waste Handling Service capital investments include project 2051 – Landfill Optimization which includesconstruction work for surface water management and construction of the north fence boundary at the Landfill. Avariety of safety and environmental improvements are required involving surface water management and siteconditions.

Project 1475 - Automated Garbage Container Replacements has been increased by $175.0 due to a fundingallocation from Transportation and Utilities Department Capital Reserve in order to appropriately fund growth.

Future Operating Impacts of Current Year’s Capital ProjectsThere are no future operating impacts from 2017 Capital Projects.


P1475 US-AUTO'D GARBAGE CONTAINER REPL 509.0 371.0 384.0 398.0 413.0

P2051 US-LANDFILL OPTIMIZATION 300.0 700.0 3,000.0 6,500.0 3,500.0

Total 809.0 1,071.0 3,384.0 6,898.0 3,913.0

49



Pest Management

Overview

Pest Management is responsible for monitoring and, where necessary, controlling urban pest populations. Thisincludes mosquitoes, nuisance wildlife (e.g. ground squirrels), tree insects and diseases (e.g. Dutch elm disease) andinspection services of nuisance, noxious, and prohibited weeds. In addition, this program provides consultationservices to the public pertaining to tree related insects, diseases, and urban wildlife.


Revenue Change:

• 2017 estimated revenues are decreasing by $3.0 due to reduced funding from the Province of Saskatchewan.

Growth:

• Materials and Supplies have increased by $5.6 to allow for pest management in new parks and open spacegrowth areas.


• The contribution to the Pest Control Reserve has decreased by $13.5 as the reserve balance has reached itsapproved cap of $67.5.


There are no capital investments for Pest Management.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeRevenue (5.0) (5.0) 0.0 0.0 0.0 0.0%Province of Saskatchewan 0.0 0.0 (5.0) (2.0) 3.0 -60.0%Staff Compensation 615.8 639.6 668.4 661.1 (7.3) -1.1%Operating Cost 192.9 215.1 239.9 257.8 17.9 7.5%Capital Contribution 13.5 13.5 13.5 0.0 (13.5) -100.0%Total 817.2 863.2 916.8 916.9 0.1 0.0%



Service Line




ServiceLevel

2017Budget

2017Budget

Pest Management (5.0) 3.0 (2.0) 921.8 (8.5) 5.6 0.0 918.9 916.9

50

UTILITIES
Preliminary 2017

Utilities

City of Saskatoon

STRATEGIC GOAL:

Service Outcomes

• Too provide safe, reliable electricity in a cost-effective and environmentally responsible way.

• To provide quality drinking water, collection and treatment of wastewater, and storm water collection.

• To provide long-term, sustainable management of Saskatoon’s water and energy resources.

• To provide residential recycling and yard waste collection.

• To provide revenue for the City through fees generated by services.

At A Glance

Electricity: Light & Power

• 1,171 km of overhead lines in the distribution network.

• 615 km of underground power cables.

Drinking Water: The Water Treatment Plant & Distribution System

• 43 million cubic meters treated per year.

• 71,139 service connections.

• 14,302 valves.

• 7,139 fire hydrants.

• 1,147 km of water mains.

Wastewater: The Wastewater Treatment Plant & Collection System

• 33 million cubic meters of wastewater treated per year.


• 11,586 manholes.



51

UtilitiesOperating & Capital Budget


• 1,052 km of sanitary mains, 25 sanitary sewer lift stations and 49 km of force mains.

Storm Water: Drainage & Collection System

• 13,266 catch basins.

• 2 storm sewer lift stations.


• 724 km of storm sewers, 42 km of sub-drainage, and 4 km of force mains.

• 20 wet ponds, 8 dry ponds, 3 natural ponds, and 2 constructed wetlands.

Recycling: Waste Services

• 68,500 homes provided with curbside, biweekly recycling services.

• 34,500 apartment and condominium units receive services.

• 45,000 vehicles visit compost depots annually.

• 12,500 tonnes of leaves, grass, branches, yard waste and kitchen scraps collected.

• 6,000 subscribers to the Green Cart Program for food and yard waste.

Council Priorities

• Identify opportunities to replace conventional energy sources with green technologies.

• Leverage technology and emerging trends to reach our goals, serve citizens, and connect meaningfully withour stakeholders.

Strategic Risks


• The lack of Integrated Asset Management approach and systems may be affecting the overall process of assetmaintenance.

• Regulatory changes impacting the water, wastewater, and storm water sectors may result in a heavy financialburden.


Divert 70% of Waste from the Saskatoon Landfill.

• 2017 Target: 23%

Reduce the City of Saskatoon’s greenhouse gas emissions by 30% from 2006 Levels.


Maintain key civic infrastructure at an Annual “B” Service Level.

• 2017 Target: B Service Level

Annual municipal tax increases are equal to or less than the Municipal Price Index.

• 2017 Target: 2.4%


Improve and expand electrical infrastructure.

52


Preliminary 2017

Utilities

City of Saskatoon

• Clarify a funding strategy to address Saskatoon Light & Power infrastructure renewal issues regarding

industry standards, growth requirements, priority projects, and service levels.

• Identify and design routing options for a new electrical supply point to provide a second source of power fromSaskPower.

• Begin construction of the new electrical supply point in 2017 and finish in 2020.

• Complete implementation of the asset management system for Saskatoon Light & Power in order todetermine optimal maintenance and renewal strategies.

• Explore options and complete viability assessments for green energy generation projects including apotential hydropower project at the Saskatoon Weir.

• Finish installing the smart electricity meters.

Improve and expand drinking water infrastructure.

• Upgrade the filter infrastructure at the Water Treatment Plant to ensure continued filtration reliability andautomation of controls.

• Accelerate the cast iron watermain and lead service line replacement programs.

• Complete transfer pump and electrical upgrades at the Water Treatment Plant to provide dedicated andefficient pumps to move water to the Avenue H Reservoir facility.

• Design and build a reservoir fill main in the northeast sector for the new reservoir required to service thegrowing northeast and east sectors.

• Proceed with the installation of smart communication modules on water meters.

Improve and expand wastewater infrastructure.

• Design and build a fourth digester at the Wastewater Treatment Plant with construction scheduled for 2018.

• Continue with the odour abatement capital project completing construction in April 2017 to reduce 76% ofodour emissions.

• Design and build a liquid waste station in the north industrial area and eliminate the need for waste haulers totravel through residential neighborhoods and school zones.

• Conduct a condition assessment and hydraulic analysis of all 28 sanitary sewer lift stations and force mainsto create a capital plan for lift station upgrades.

• Identify the most likely growth path for the Saskatoon region and develop a comprehensive water andwastewater plan.

Improve and expand storm water infrastructure and monitor and remediate surface drainage.

• Develop a comprehensive Storm Water Utility Business Plan including a long-term capital and funding planfor storm water infrastructure.

• Completion of the Saskatchewan Crescent and 16th Street slope remediation capital project and continualmonitoring of the riverbank.

• Continuation of a storm water condition assessment study.

• Increase investment in storm sewers and ponds with a target of 1.5% of the capital budget.

Reduce energy consumption through conservation practices and increase energy efficiency and safety.

• Offer conservation education programs to help citizens understand how they can reduce costs and reducetheir environmental footprint.

• Conduct an energy audit at the Water Treatment Plant and Wastewater Treatment Plant.

• Improving efficiency at civic properties and communicate the benefits to inspire residents.

• Conduct safety audits and follow-up on monthly contractor reports to achieve zero lost time to injuries andincreased citizen satisfaction.

Improve waste diversion performance.

• Expand the Green Cart Program.

53



Operating Summary

2015 Actual2015

Budget2016

Budget


Change % ChangeRevenue Exp/Rec NetSaskatoon Light & Power 0.0 0.0 0.0 (171,543.5) 171,543.5 0.0 0.0 0.0%Storm Water Management 0.0 0.0 0.0 (6,220.0) 6,220.0 0.0 0.0 0.0%Wastewater Utility 0.0 0.0 0.0 (70,171.1) 70,171.1 0.0 0.0 0.0%Water Utility 0.0 0.0 0.0 (76,969.7) 76,969.7 0.0 0.0 0.0%Waste Services Utility 0.0 0.0 0.0 (7,678.2) 7,678.2 0.0 0.0 0.0%Total 0.0 0.0 0.0 (332,582.5) 332,582.5 0.0 0.0 0.0%



Service Line




ServiceLevel

2017Budget

2017Budget

Saskatoon Light & Power (156,865.2) (14,678.3) (171,543.5) 156,865.2 14,678.3 0.0 0.0 171,543.5 0.0Storm Water Management (6,010.6) (209.4) (6,220.0) 6,010.6 131.2 78.2 0.0 6,220.0 0.0Wastewater Utility (62,840.1) (7,331.0) (70,171.1) 62,840.1 7,073.7 215.2 42.1 70,171.1 0.0Water Utility (70,657.6) (6,312.1) (76,969.7) 70,657.6 5,566.6 670.1 75.4 76,969.7 0.0Waste Services Utility (6,989.1) (689.1) (7,678.2) 6,989.1 674.4 0.0 14.7 7,678.2 0.0Total (303,362.6) (29,219.9) (332,582.5) 303,362.6 28,124.2 963.5 132.2 332,582.5 0.0


Service Line 2017 2018 2019 2020 2021Saskatoon Light & Power 17,502.0 16,885.0 16,100.0 17,605.0 16,560.0Storm Water Management 2,362.0 1,707.0 5,735.0 1,765.0 1,809.0Wastewater Utility 29,104.0 30,478.0 14,015.0 16,232.0 37,528.0Water Utility 56,250.0 26,740.0 46,266.0 38,102.0 52,664.0Waste Services Utility 0.0 0.0 0.0 0.0 0.0Total 105,218.0 75,810.0 82,116.0 73,704.0 108,561.0


Funding Source 2017 2018 2019 2020 2021BORROWING 22,140.0 9,450.0 9,090.0 2,520.0 19,260.0COST RECOVERY PPD LAND DEVELOPMENT 1,372.0 1,372.0 1,372.0 1,372.0 1,372.0CWWF - FEDERAL 10,800.0 0.0 0.0 0.0 0.0CWWF - PROVINCIAL 5,400.0 0.0 0.0 0.0 0.0ELECTRICAL DISTRIBUTION EXTENSION RES 5,690.0 7,138.0 7,158.0 7,313.0 5,708.0ELECTRICAL DISTRIBUTION REPLACEMENT RES 9,195.0 7,270.0 6,465.0 7,540.0 8,000.0INFRA RES - STORM WATER 2,362.0 1,707.0 5,735.0 1,765.0 1,809.0INFRA RES-WTR & SAN SWR 22,486.0 25,824.0 27,934.0 28,751.0 29,606.0LANDFILL REPLACEMENT RESERVE 60.0 0.0 0.0 0.0 0.0OPERATING BUDGET DOWNPAYMENT 2,460.0 1,050.0 1,010.0 280.0 2,140.0SEWAGE COLL & TRTMNT REPL RES 1,706.0 2,506.0 2,942.0 1,477.0 2,946.0SL&P CUSTOMER CONTRIBUTION 1,185.0 1,105.0 1,105.0 1,380.0 1,480.0WASTEWATER TRTMNT CAP RES 7,750.0 10,380.0 3,809.0 7,311.0 13,757.0WATER SUPPLY REPL RES 3,085.0 1,404.0 665.0 3,392.0 3,364.0

54


Preliminary 2017

Utilities

City of Saskatoon

WATERWORKS CAPITAL PROJECTS RESERVE 9,527.0 6,604.0 14,831.0 10,603.0 19,119.0Total 105,218.0 75,810.0 82,116.0 73,704.0 108,561.0Unfunded 0.0 0.0 0.0 0.0 0.0


Service Line 2017 2018 2019 2020 2021P2162 CY-URBAN DESIGN - BIDS 0.0 0.0 0.0 0.0 0.0P1174 SL&P - STREET LIGHTS - LAND DEVELOPMENT 0.0 85.0 0.0 0.0 0.0Total 0.0 85.0 0.0 0.0 0.0


Funding Source 2017 2018 2019 2020 2021

55



Saskatoon Light & Power

Overview

Saskatoon Light & Power’s mandate is to provide safe, reliable and cost effective electricity in an environmentallyresponsible way. Saskatoon Light & Power strives to minimize the number and duration of customer outages with afocus on system maintenance, staff training and safety.

Outside forces affecting Saskatoon Light & Power include future bulk power rate negotiations with SaskPower as wellas future increases to retail electricity rates established by SaskPower and matched by Saskatoon Light & Power.

The below chart measures the availability of service to customers compared to the Canadian Urban average on anannual basis. Saskatoon Light & Power continues to achieve its goals of meeting or bettering the Canadian UrbanAverage for system reliability.


Revenue Change:

• The 2017 operating budget reflects a 9.3% overall increase including power revenue of $13.4 million,combined with a municipal surcharge revenue increase of $1.34 million. These have been adjusted forSaskPower’s overall rate increases of 5.0% on each of July 1, 2016 and January 1, 2017.

• The landfill gas revenue has decreased by $61.1 to reflect actual generating output.


• Provisions to Capital Reserves that support the 2017 capital program are set to increase by $1.4 million. Capital repayments from the Landfill Gas Generation program decrease by $379.2 in 2017.


• The cost of purchasing bulk power increased by $8.05 million mainly due to rate increases by SaskPower andconsumption estimates.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeRevenue (139,288.7) (140,855.5) (142,845.0) (156,184.2) (13,339.2) 9.3%Prov Utility Municipal Surcharge (13,651.8) (13,842.7) (14,020.2) (15,359.3) (1,339.1) 9.6%Staff Compensation 8,386.4 7,223.1 7,343.8 9,182.2 1,838.4 25.0%Operating Cost 134,368.9 135,738.4 138,041.3 150,474.9 12,433.6 9.0%Debt Charges 99.3 99.3 55.3 16.1 (39.2) -70.9%Cost Recovery (2,813.3) (2,119.4) (2,226.1) (2,801.4) (575.3) 25.8%Capital Contribution 13,768.9 13,755.6 13,649.7 14,670.5 1,020.8 7.5%Transfer to/from Reserves 2.3 1.2 1.2 1.2 0.0 0.0%Total 872.0 0.0 0.0 0.0 0.0 0.0%



Service Line




ServiceLevel

2017Budget

2017Budget

Saskatoon Light & Power (156,865.2) (14,678.3) (171,543.5) 156,865.2 14,678.3 0.0 0.0 171,543.5 0.0

56


Preliminary 2017

Utilities

City of SaskatoonSaskatoon Light & Power

• The grant-in-lieu provided to the City has increased by $2.0 million while the return on investment (ROI) to

the City increased by $1.6 million.

• Staff compensation costs increased by $1.8 million including 15.0 FTE’s transferred from Capital to betterreflect actuals caused by a more proactive approach to preventative maintenance. An additional .1 FTE wastransferred from Transit for Financial staff.

• Special services increased by $335.1 due to increasing maintenance costs and traffic zone setup costs forstreet light repairs. Increased billing costs caused Customer Billings/Collections to increase by $63.2, whileMaterials & Supplies increased by $82.5 and Vehicle and equipment fleet charges increased by $379.7 dueto increased preventative maintenance work. Cost Recovery programs increased by $575.3 in 2017 to betterreflect all costs recovered on billable work.

• Included in each of the City’s five Utilities are expenditures that form an important source of revenue to theCity’s tax supported operating budget. Saskatoon Light & Power’s (SL&P) 2017 budget includes thefollowing: $566.5 administrative recovery for services like HR, Finance and IT that are provided to the Utility,$23.0 million (Grant-in-Lieu) and $24.7 million (Return on Investment). In the 2017 budget, SL&P’s totalcontribution to the City’s tax supported operating budget is $48.3 million.



P0720 SL&P - CAPACITOR INSTALLATIONS 0.0 150.0 0.0 0.0 0.0

P0724 SL&P - REVENUE METER - NEW & REPLACEMENT 3,500.0 250.0 250.0 250.0 250.0

P0736 SL&P - CUSTOMER UPGRADES AND EXTENSIONS

2,300.0 2,400.0 2,400.0 2,600.0 2,860.0

P0825 SL&P - STREET LIGHT UPGRADES 160.0 160.0 265.0 265.0 365.0

P1016 SL&P - NEIGHBOURHOOD STREET LIGHT UPGRDS

0.0 200.0 0.0 200.0 0.0

P1018 SL&P - MONITORING SYSTEM UPGRADE (SCADA) 150.0 150.0 150.0 750.0 0.0

P1019 SL&P - SUBSTATION UPGRADE - W. J. BUNN 0.0 50.0 500.0 500.0 2,000.0

P1174 SL&P - STREET LIGHTS - LAND DEVELOPMENT 1,500.0 1,500.0 1,500.0 1,500.0 1,500.0

P1251 SL&P - SUBSTATION - 138 kV SWITCHING 200.0 50.0 50.0 50.0 50.0

P1255 SL&P - DISTRIBUTION - EQUIPMENT UPGRADE 200.0 300.0 200.0 100.0 0.0

P1257 SL&P - SUBSTATION SECURITY IMPROVEMENTS 0.0 120.0 120.0 120.0 120.0

P1268 SL&P - NETWORK VAULTS 0.0 0.0 1,250.0 1,250.0 0.0

P1269 SL&P - NORTH DOWNTOWN DEVELOPMENT 0.0 0.0 0.0 720.0 720.0

P1272 SL&P - BUILDINGS & GROUNDS 0.0 375.0 250.0 250.0 400.0

P1281 SL&P - SUSTAIN POWER GENERATION OPTIONS 220.0 200.0 200.0 200.0 200.0

P1282 SL&P - STREET LIGHTS - MITIGATION 870.0 870.0 770.0 780.0 780.0

P1283 SL&P - 15KV FDR UPGRADE - RIVER CROSSING 180.0 0.0 0.0 0.0 0.0

P1286 SL&P - ELEC SYS PLANNING STUDIES 0.0 205.0 0.0 205.0 0.0

P1295 SL&P - NETWORK - MAJOR ASSETS 200.0 200.0 0.0 400.0 0.0

P1296 SL&P - NETWORK - CIVIL INFRASTRUCTURE 300.0 300.0 300.0 300.0 300.0

P1297 SL&P - NETWORK - PRIMARY LINES 200.0 600.0 500.0 0.0 200.0

P1298 SL&P - NETWORK - SECONDARY LINES 60.0 60.0 60.0 0.0 0.0

P1299 SL&P - NETWORK - PROTECTION & CONTROL 260.0 260.0 260.0 260.0 260.0

P1301 SL&P - SUBSTATION COMMUNICATION UPGRADE 250.0 500.0 500.0 0.0 0.0

P1303 SL&P - AVE C FEEDER #2 - TRAFFIC BRIDGE 150.0 0.0 0.0 0.0 0.0

P1305 SL&P - FEEDER UPGRADES/REPLACEMENT 1,875.0 1,875.0 1,875.0 1,875.0 1,875.0

P1308 SL&P - 15 KV CONV - INTERMED SUBSTATIONS 1,200.0 1,400.0 950.0 1,000.0 1,000.0

P1310 SL&P - UTILITY - RESEARCH & DEVELOPMENT 165.0 155.0 145.0 145.0 145.0

57


Preliminary 2017City of SaskatoonSaskatoon Light & Power

Saskatoon Light & Power's Capital Investment Plan includes maintaining current assets and expanding infrastructureto meet new customer needs. This work is required to meet the needs of a growing city, and to maintain an electricalutility with reliability standards that meet or exceed industry standards.

Major capital initiatives for 2017 include $2.3 million for customer connections (new and upgrade), $2.2 million for theNorth Supply 138 KV transmission line, $1.9 million for street lighting initiatives including new subdivisions, $0.6 millionfor substation upgrades, $3.8 million for transmission and distribution line and equipment upgrades, $3.5 million forsmart meters and AMI, $1.0 million for upgrades to the downtown secondary network system, $0.6 million for repair ofstreet lights damaged by vehicles, $1.2 million for communications and control systems, and $0.4 million for smallerinfrastructure projects.

Future Operating Impacts of Current Year’s Capital ProjectsFuture operating impacts from the installation of street lighting consists of the cost of electricity estimated at $85.0 peryear.

P1315 SL&P - 138 KV TRANSMISSION LINE UPGRADE 2,150.0 2,150.0 2,150.0 2,150.0 2,150.0

P1316 SL&P - TRANSMIS POLE/STRUCTURE UPGRADES 150.0 120.0 120.0 0.0 100.0

P1326 SL&P - SUBSTATION MONITORING SYS UPGRADE 250.0 200.0 250.0 200.0 250.0

P1329 SL&P - SUBSTATION RELAY UPGRADES 500.0 500.0 500.0 500.0 500.0

P1332 SL&P - SUBSTATION SERVICE LIFE EXTENSION 400.0 300.0 300.0 300.0 300.0

P1333 SL&P - SUBSTATION UPGRADE - AVE. C 0.0 500.0 0.0 0.0 0.0

P1350 SL&P - SUBSTATION BUILDING & GROUND RENO 0.0 150.0 100.0 100.0 0.0

P1353 SL&P - EQUIPMENT UPGRADE & REPLACEMENT 112.0 635.0 185.0 635.0 235.0

Total 17,502.0 16,885.0 16,100.0 17,605.0 16,560.0


Project 2017 2018 2019 2020 2021P1174 SL&P - STREET LIGHTS - LAND DEVELOPMENT 0.0 85.0 0.0 0.0 0.0Total 0.0 85.0 0.0 0.0 0.0


58


Preliminary 2017

Utilities

City of Saskatoon

Storm Water Management

Overview

The purpose of the Storm Water Utility is to provide for the operation, inspection, and maintenance of the storm watermanagement system and riverbank sub drain and monitoring systems. This includes piping, manholes, catch basins,outfall structures, culverts and overland storm drainage systems, storm ponds, slope monitoring devices, and relatedengineering services.

The 2017 operating budget reflects the Storm Water Utility rate structure as approved by City Council in 2011. Thisrate structure establishes equality in storm water management fees through a user-pay utility. This utility chargesproperty owners based on the amount of runoff they generate.


Revenue Change:

• An increase in revenue of $209.4 is primarily due to growth and the continued phase in of the EquivalentRunoff Unit (ERU) rate structure. 2017 is the sixth year of the seven year phase in of the Storm Water Utilityrate structure.

Growth:

• An increase of $47.0 is required for contract services and $35.8 for vehicles and equipment required due toan increased storm water infrastructure and surface drainage area, which is partially offset by a change inbuilding maintenance of $4.6.


• There has been a slight increase in the transfer to the Storm Water Management Capital Reserve of $5.0 asa result of operational and capital requirements.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeRevenue (5,741.3) (6,194.3) (6,010.6) (6,220.0) (209.4) 3.5%Staff Compensation 1,389.1 1,579.3 1,622.8 1,668.7 45.9 2.8%Operating Cost 1,431.0 1,693.8 1,721.3 1,878.2 156.9 9.1%Debt Charges (35.3) (35.3) (24.8) (23.2) 1.6 -6.5%Capital Contribution 2,956.5 2,956.5 2,691.3 2,696.3 5.0 0.2%Total 0.0 0.0 0.0 0.0 0.0 0.0%



Service Line




ServiceLevel

2017Budget

2017Budget

Storm Water Management (6,010.6) (209.4) (6,220.0) 6,010.6 131.2 78.2 0.0 6,220.0 0.0

59


Preliminary 2017City of SaskatoonStorm Water Management


• There is an increase of $64.0 for risk management cross charges from Solicitor’s.

• Included in each of the City’s five Utilities are expenditures that form an important source of revenue to theCity’s tax supported operating budget. In the 2017 budget, Storm Water Management’s total contribution to theCity is $51.8 for an administrative recovery for Finance, HR and other support services provided to the Utility.


2017 Storm Water Management Capital Investments include four funded projects totaling $2.4 million. This entireinvestment is geared towards the maintenance and replacement of existing assets.



P1493 TU-EAST RIVERBANK STABILIZATION 1,035.0 350.0 359.0 368.0 377.0

P1619 TU-STORM SEWER TRUNK AND COLLECTION 1,124.0 1,150.0 5,163.0 1,180.0 1,209.0

P1621 TU-STORM SEWER POND PRESERVATION 125.0 127.0 131.0 133.0 137.0

P1677 TU-STORM WATER MGMT UTILITY BILLING 78.0 80.0 82.0 84.0 86.0

Total 2,362.0 1,707.0 5,735.0 1,765.0 1,809.0

60


Preliminary 2017

Utilities

City of Saskatoon

Wastewater Utility

Overview

The purpose of the Wastewater Utility is to provide for the operation and maintenance of the City’s wastewatertreatment plant including the wastewater collection system and remote pumping facilities, the handling and disposalof solids resulting from the treatment process and to provide related engineering and planning services.


Revenue Change:

• The 2017 operating budget reflects the 2017 water rate increase to maintain operations and fund capitalprojects related to water quality, infrastructure requirements and regulatory matters. An overall bill increaseof 9.5% will come into effect as of January 2017 to cover operating costs, capital expansion, inflationarypressures and roadway restoration from utility work. The revenue increase of $1.6 million reflects theJanuary 2017 rate increase and an increase in meters. There is also an anticipated volumetric revenueincrease of $126.0 due to increase in meters.

• This rate increase also provides for an increase of $5.4 million in the Infrastructure Levy to accommodate therehabilitation of Water and Wastewater distribution and collection systems. Other revenue increases includecommercial surcharges and direct dumping charges of $74.3 and $78.8 from the Flood Protection Levy.


• Additional equipment and rising material costs to support increased testing at the wastewater treatment plantare a combined increase of $42.5.

Growth:

• An increase of $25.0 for contractual services for sewer inspections, $66.3 for equipment, $85.7 for V&Erentals, $46.0 for contractual services and ($10.0) adjusted against material and supplies for sewermaintenance.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeRevenue (59,065.4) (57,466.3) (62,840.1) (70,171.1) (7,331.0) 11.7%Staff Compensation 9,194.3 9,225.8 9,486.0 9,778.4 292.4 3.1%Operating Cost 16,307.2 18,268.5 20,400.1 21,442.6 1,042.5 5.1%Debt Charges 4,150.7 4,244.7 5,096.1 6,274.4 1,178.3 23.1%Cost Recovery (1,083.5) (1,105.7) (1,117.6) (335.5) 782.1 -70.0%Capital Contribution 27,527.0 26,831.4 28,973.9 33,009.6 4,035.7 13.9%Transfer to/from Reserves 3.2 1.6 1.6 1.6 0.0 0.0%Transfer to/from Stabilization 2,966.5 0.0 0.0 0.0 0.0 0.0%Total 0.0 0.0 0.0 0.0 0.0 0.0%



Service Line




ServiceLevel

2017Budget

2017Budget

Wastewater Utility (62,840.1) (7,331.0) (70,171.1) 62,840.1 7,073.7 215.2 42.1 70,171.1 0.0

61


Preliminary 2017City of SaskatoonWastewater Utility


• As per policy, reserve transfer changes include a decrease of $281.0 to the supplemental provision for theWastewater Capital Projects Reserve and a decrease of $1.16 million in the transfer to the Wastewater SupplyReplacement Reserve. An increase of $5.4 million to the Infrastructure Replacement Reserve – Water andWastewater is to provide funding for the Accelerated Lead Replacement Program. Additionally, the FloodProtection Program Levy transfer increased by $78.8.


• Increases include $133.9 for Grants in Lieu of Taxes, $227.3 for billing and support services received fromCorporate Revenue largely due to transitioning in the AMI system, and $317.3 for overhead and otheroperational expenditures due to inflation and increased general requirements. In addition, the debt charges forcapital projects have increased by $1.2 million due to increased borrowing to support the capital plan. Publicnotice will be given prior to undertaking additional borrowing.

• The reduction of 1.21 FTE is the result of a transfer to the Water Utility for realignment of positions required forthe operations of the Water Utility service line by the Public Works division.

• An Environmental Protection Officer (1.0 FTE) is transferred into this service line from Capital, and 0.10 of asecretarial position has been transferred to the Water Utility service line both due to operational requirements.

• Included in each of the City’s five Utilities are expenditures that form an important source of revenue to theCity’s tax supported operating budget. The Wastewater Utilities 2017 budget includes the following: $0.9million (Admin. Recovery), $4.0 million (Grant-in-Lieu) and $2.2 million (Return on Investment). In the 2017budget, Wastewater’s total contribution to the City is $7.1 million.

• 2017 is the second year of a five year phase-in plan to establish an ROI from both the Water and WastewaterUtilities.


The 2017 Wastewater Capital Investments in the Wastewater Utility includes ten capital expansion and replacement/rehabilitation projects for a total of $29.1 million.

The asset replacement project for the Wastewater Utility at $1.7 million in 2017, is comprised of seven componentswith major replacements consisting of a bioreactor refurbishment for $516.0, a fermenter refurbishment for $360.0 anda heating building refurbishment for $350.0.


P0687 WWT- ASSET REPLACEMENT 1,706.0 2,506.0 2,942.0 1,477.0 2,946.0

P1243 WWT- LIFT STATION UPGRADES 3,064.0 808.0 1,105.0 1,687.0 1,755.0

P1616 TU-WASTE WATER COLLECTION 7,011.0 5,109.0 5,235.0 5,366.0 5,498.0

P1618 TU-SANITARY SEWER TRUNKS 1,837.0 1,883.0 1,929.0 1,978.0 2,027.0

P2224 WWT-LIQUID WASTE HAULERS STATION 4,500.0 0.0 0.0 0.0 0.0

P2230 WWT-EXPECTED UPGRADES 500.0 520.0 541.0 2,812.0 2,925.0

P2255 TU-W&S CAPACITY ANALYSIS FOR REDEVELOPMENT AND MASTER PLANNING

100.0 100.0 100.0 100.0 100.0

P2567 WWTP-RELINING CELL 2,000.0 3,640.0 0.0 0.0 0.0

P2577 WWTP-PEP 6TH PUMP 386.0 0.0 0.0 0.0 0.0

P2578 WWTP-DOWNSTREAM USER STUDY 0.0 312.0 0.0 0.0 0.0

P2579 WWTP-DIGESTER TANK 4 8,000.0 15,600.0 0.0 0.0 0.0

P2580 WWTP-DIGESTER CLEANING FACILITY 0.0 0.0 2,163.0 0.0 0.0

P2581 WWTP-FACILITY UPGRADE N40/WWTP 0.0 0.0 0.0 0.0 9,359.0

P2585 WWTP-BIOREACTOR EXPANSION 0.0 0.0 0.0 2,812.0 12,918.0

Total 29,104.0 30,478.0 14,015.0 16,232.0 37,528.0

62


Preliminary 2017

Utilities

City of SaskatoonWastewater Utility

The six growth and capital expansion projects for the Wastewater Utility total $18.5 million. Major capital investmentsinclude $3.0 million for lift station upgrades, $4.5 million for liquid waste haulers station, $2.0 million for treatmentplant cell relining, $8.0 million for digester tank upgrade, and $500.0 for expected upgrades.

The 2017 program for the rehabilitation and replacement of the wastewater collection system has been identified at$8.8 million, funded from the Infrastructure Replacement Reserve – Water and Wastewater, and the Clean Water andWastewater Fund, as approved by the Federal and Provincial Governments in 2016.


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Water Utility

Overview

The purpose of the Water Utility is to provide for the operation and maintenance of the City’s water treatment plant, andthe water distribution system including reservoirs, the testing and maintenance of water meters, and relatedengineering and planning services.


Revenue Change:

• The 2017 operating budget reflects the 2017 water rate increase necessary to maintain operations and fundcapital projects related to water quality, infrastructure requirements and regulatory matters. The 2017estimated yearly water consumption of 36.0 million cubic meters is consistent with the 2015 demand levelsforecasting no increase in consumption for the upcoming year. Revenue resulting from volumetric increases islargely offset by conservation measures. An overall bill increase of 9.5% effective January 2017 coversoperating costs, capital expansion, inflationary pressures and roadway restoration from utility work. Themetered revenue increase of $2.4 million includes the rate increase and growth in the number of meters.There is also an anticipated volumetric revenue increase of $174.0 due to growth in the number of thesemeters.

• This rate increase also provides for an increase of $3.92 million in the Infrastructure Levy to accommodate therehabilitation of Water and Wastewater distribution and collection systems.


• A service level increase of $75.4 represents compliance of higher compaction standards for Roadways/Landscaping providing a longer service life of the roadway and to prevent early deterioration due tosettlements caused by improper compaction methods.

Growth:

• An increase of $153.1 for staff compensation (water services, main maintenance, hydrants), $327.6 formaintenance and equipment costs, and $5.8 for contractual services (aggregate, roadway/landscapingcharges).

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeRevenue (65,197.9) (63,746.2) (70,657.6) (76,969.7) (6,312.1) 8.9%Staff Compensation 11,764.5 11,587.4 11,910.2 12,619.1 708.9 6.0%Operating Cost 23,672.5 24,192.7 27,842.2 29,830.3 1,988.1 7.1%Debt Charges 9,238.0 9,261.4 11,090.5 12,087.7 997.2 9.0%Cost Recovery (1,144.8) (937.7) (987.4) (316.1) 671.3 -68.0%Capital Contribution 20,055.7 19,640.8 20,800.5 22,747.1 1,946.6 9.4%Transfer to/from Reserves 3.2 1.6 1.6 1.6 0.0 0.0%Total (1,608.8) 0.0 0.0 0.0 0.0 0.0%



Service Line




ServiceLevel

2017Budget

2017Budget

Water Utility (70,657.6) (6,312.1) (76,969.7) 70,657.6 5,566.6 670.1 75.4 76,969.7 0.0

64


Preliminary 2017

Utilities

City of SaskatoonWater Utility


• As per policy, reserve transfers include a $251.8 decrease in contribution to the Water Supply ReplacementReserve and a $1.7 million decrease in the supplemental contribution to the Water Capital Reserve. Inaddition, a $3.92 million increase to the Infrastructure Replacement Reserve – Water and Wastewater is toprovide funding for the accelerated Lead Replacement program.


• Increases include: $896 for operation of the distribution system, which includes a reallocation of $350 fromthe Wastewater Utility Service Line, to reflect actuals, $130 for chemicals required for treatment, $ 368.4 forElectricity (including Ave H pumping) and $200.0 for Grants in Lieu of Taxes. In addition, the 2017 debtcharges have increased by $997.2 due to increased borrowing to support the capital plan. Public notice willbe given prior to undertaking additional borrowing.

• Two water system operator positions are required to maintain existing levels of services with regards to valveand hydrant operations. They will ensure that hydrant inspections are completed ensuring a safer City andhigher quality of life for citizens and businesses.

• An increase of 1.21 FTE representing pooled labourer positions is the result of a transfer from the wastewater service line required for maintenance of the water distribution system. In addition, 0.10 FTE for asecretarial position has been transferred from the waste water service line due to operational requirements.1.00 FTE representing 0.50 for a Watershed Protection Manager and 0.50 for a Project Manager have beentransferred into this service line from capital, also due to operational requirements.

• Included in each of the City’s five Utilities are expenditures that form an important source of revenue to theCity’s tax supported operating budget. The Water Utilities 2017 budget includes the following: $1.4 million(Admin Recovery), $5.5 million (Grant-in-Lieu), and $3.1 (Return on Investment). In the 2017 budget, Water’stotal contribution to the City is $10.0 million.

• 2017 is the second year of a five year phase-in plan to establish a return on investment (ROI) from both theWater and Wastewater Utilities.



P1054 WTP-ASSET REPLACEMENT 3,085.0 1,404.0 665.0 3,392.0 3,364.0

P1055 WTP-AUTOMATIC METER READING CONV 2,600.0 2,704.0 2,812.0 0.0 0.0

P1210 WTP - FILTER PLANT UPGRADE/EXPANSION 0.0 832.0 7,788.0 0.0 0.0

P1615 TU-WATER DISTRIBUTION 27,789.0 16,735.0 15,670.0 16,309.0 16,983.0

P1617 TU-PRIMARY WATER MAINS 1,949.0 1,997.0 5,000.0 4,998.0 4,998.0

P2197 WTP - WATER CONSERVATION INITIATIVE 450.0 468.0 541.0 0.0 0.0

P2214 WTP - WATER SYSTEM ASSESSMENT 0.0 0.0 0.0 187.0 0.0

P2219 WTP-N.E. SECTOR RESERVOIR 0.0 0.0 0.0 4,499.0 19,303.0

P2220 WTP-FILTER PLANT UNDERDRAIN UPGRADE 2,667.0 1,040.0 1,082.0 0.0 0.0

P2272 WTP - AUXILIARY EQUIPMENT 160.0 0.0 0.0 0.0 0.0

P2275 WTP - PLANT FACILITY ACCESS UPGRADE 0.0 0.0 0.0 0.0 877.0

P2558 WTP-CLARIFIER TUBE SETTLERS 0.0 0.0 9,734.0 0.0 0.0

P2559 WTP-SAND SEPARATORS 4,000.0 0.0 0.0 0.0 0.0

P2561 WTP-EXPECTED UPGRADES 0.0 1,560.0 0.0 5,624.0 1,170.0

P2562 WTP-CLARIFIER CONSTRUCTION 0.0 0.0 0.0 0.0 1,290.0

P2563 WTP-LOW LIFT UPGRADE 0.0 0.0 0.0 0.0 4,679.0

P2565 WTP-TRANSFER PUMPING & ELECTRICAL UPGRADES

13,550.0 0.0 0.0 0.0 0.0

P2571 WTP-CHLORINE ROOM CAPACITY UPGRADE 0.0 0.0 2,974.0 3,093.0 0.0

Total 56,250.0 26,740.0 46,266.0 38,102.0 52,664.0

65


Preliminary 2017City of SaskatoonWater Utility

The 2017 Water Capital Investment in the Water Utility includes nine capital expansion and replacement/rehabilitationprojects for a total of $56.3 million.

The asset replacement project, at $3.1 million in 2017, is comprised of three components: $1.95 million for filter plantrefurbishment, $60.0 for chemical feed systems refurbishment and $1.1 million for plant HVAC refurbishment.

The five growth and capital expansion projects for the Water Utility total $23.0 million. Major capital investmentsinclude $13.6 million for transfer pumping and electrical upgrades, $2.6 million for automatic meter reading conversion,$2.7 million for the Water Treatment Plant filter plant underdrain upgrade, $4.0 million for a sand separator upgrade,and $160.0 for auxiliary (non-plant) equipment.

The 2017 program for the rehabilitation and replacement of the water distribution system has been identified at $29.7million, funded from the Infrastructure Replacement Reserve – Water and Wastewater, and from the Clean Water andWastewater Fund (CWWF), as approved by the Federal and Provincial Governments in 2016.

Future Operating Impact of Current Year’s Capital ProjectsThe Automated Meter Reading Conversion project is estimated to have future operational costs of $22.1 million to beoffset by projected savings of $76.1 million over 20 years.

66


Preliminary 2017

Utilities

City of Saskatoon

Waste Services Utility

Overview

The purpose of the Waste Services Utility is to provide cost-effective, convenient, affordable, and efficient wastediversion programs that protect the asset life span of the Saskatoon Regional Waste Management Facility (Landfill).

Waste Services includes contracted recycling collections and City-provided composting programs. Loraas Recyclehas been contracted to provide bi-weekly curbside service to all residential properties receiving black-cart garbagecollections. Cosmopolitan Industries Ltd. has been contracted to serve multi-unit residences having commercialwaste bins. Both recycling collections programs offer convenient single-stream recycling (no sorting required). TheGreen Cart program provides seasonal curbside collection of kitchen scraps and yard waste to residents interested insubscribing. Yard waste may also be delivered to composting depots that provide free access to residents and adeeply-subsidized seasonal permit providing a disposal option to commercial haulers of yard waste.

Waste diversion is anticipated to increase and a culture of recycling created as a result of convenient and affordablecollection services, along with a wide-range of regular education and awareness activities. The City, Loraas, Cosmo,and other community partners all work together to promote waste diversion toward the Performance Target of 70%diversion.


Revenue Change:

• An increase of $223.3 in revenue for the Residential Recycling Program is due to growth of the city and anincrease of $21.3 in revenue is due to an uptake in subscriptions for the Leaves and Grass Program.

• Revenue in the Multi-unit Recycling Program has increased by $224.7 due to modifications in provincialfunding as well as an increase of $218.6 for rising program participation.

• Revenue in the compost program has been increased by $3.0 based on an adjustment to actuals from prioryears.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeRevenue (6,832.3) (7,208.3) (6,989.1) (7,678.2) (689.1) 9.9%Staff Compensation 400.7 272.0 308.5 358.7 50.2 16.3%Operating Cost 6,065.5 6,630.3 6,374.6 6,863.2 488.6 7.7%Debt Charges 0.0 0.0 0.0 (6.2) (6.2) 0.0%Cost Recovery (6.0) (26.0) (26.0) (26.0) 0.0 0.0%Transfer to/from Reserves 178.2 182.0 182.0 182.0 0.0 0.0%Transfer to/from Stabilization 194.0 150.0 150.0 306.5 156.5 104.3%Total 0.1 0.0 0.0 0.0 0.0 0.0%



Service Line




ServiceLevel

2017Budget

2017Budget

Waste Services Utility (6,989.1) (689.1) (7,678.2) 6,989.1 674.4 0.0 14.7 7,678.2 0.0

67


Preliminary 2017City of SaskatoonWaste Services Utility


• An increase of 0.25 FTE, $14.7, for a labourer position will provide additional resources required to reduceovertime incurred during deployment of the Green Cart Program in the spring.


• Operating cost increases of $223.3 are for residential recycling contractual fees and operating expenses and$443.3 are for multi-unit recycling contractual fees and operating expenses.

• Included in each of the City’s five Utilities are expenditures that form an important source of revenue to theCity. In the 2017 budget, Waste Services total contribution to the City is $53.5 for an administrative recoveryfor Finance, HR and other support services provided to the Utility.

Not Included:

• The Compost Depot Utility is currently not full cost recovery as actuals have been trending behind budget for anumber of years, impacting reductions in reserve contributions and capital replacements as these dollars areused to offset the compost utility deficit. $230.0 increase and scaling back of operations to a single depot arerequired to mitigate this issue

• The Green Cart Program subscription rates are not sufficient to cover the costs of running the program; as aresult the Landfill mill rate program covers any deficit in this program and the Landfill program redirecting fundsfrom reserve contributions and expansion of capital programming in order to support the green cart program.An increase in the annual rates would result in the program becoming self-sufficient.


There are no capital investments for Waste Services.

68

TRANSPORTATION
Preliminary 2017

Transportation

City of Saskatoon

STRATEGIC GOAL:

Service Outcomes

• To plan, design, build, maintain, operate, and regulate the City’s expanding transportation systems.

• To provide fixed route service on designated bus routes as well as service for people with mobility issues.

• To provide services for maintenance and rehabilitation of all roadway assets including: roads, bridges andoverpasses, sidewalks, back lanes, and pathways.

• To efficiently move people, services, and goods while minimizing the environmental impact and promotingsustainability.

• To provide services related to parking control and enforcement, traffic noise attenuation, signal operation,street lighting, seasonal lighting, sidewalk and back lane maintenance, street sweeping, and snow and icemanagement.

• To provide a coordinated approach to the delivery of services through strengthened collaboration betweendivisions.

At A Glance

Bridges and structures:

• 48 interchanges and overpasses.

• 24 pedestrian overpasses and tunnels.

• 7 river crossings.

Roads and sidewalks:

• 4,005 lane km of paved roadways.

• 1,932 km of sidewalks.

• 453 km of back lanes.

• 200 lane km of gravel roadways.

• 163,000 potholes repaired using over 2,845 tonnes of asphalt.

• 38,000 work requests issued from Public Works Customer Service Center.



69

TransportationOperating & Capital Budget


• 30,340 street lights.

• 400 walkways each maintained six times between May and September.

Transportation:

• 2,800 metered parking stalls.

• 1,194 km of dedicated cycling facilities.

• 520 traffic count stations.

• 483 seasonal decorations on street lights.

• 285 traffic signals.

Public transit:

• 12 million riders used Transit in 2015 over the 365 day year.

• 188 Public transit buses: 146 conventional 40-foot diesel buses (37 high floor), 26 Access Transit buses, 10articulating buses, and 6 mid-sized low floor 26-foot diesel buses.

• 26 bus routes operate on 276 km of streets providing service to 1,668 bus stops.

• Proportion of workers in Saskatoon commuting to work by car, truck or van, by public transit, on foot, or bybicycle, census metropolitan areas as provided by Statistics Canada, National Household Survey, 2011:Walking – 5.1%; Bicycle – 2.0%; Public Transit – 4.4%; and, Car, Truck or Van (Driver and Passenger) –86.5%.

Council Priorities

• Increase transit ridership by changing attitudes around public transit, and provide service that is safe,convenient, reliable and affordable.

• Establish rapid mass transit corridors for Saskatoon to guide investment, transportation and urban planningdecision-making.

• Establish service levels for the repair and maintenance of roads, streets, lanes, sidewalks and bridges.

• Develop a new model to address neighbourhood traffic management issues.

• Prepare a transportation plan and table a budget to develop a mix of transportation modes, addressdownstream effects and promote active transportation.

• Develop funding strategies for expenses related to new capital expenditures including core services, such asfire halls, roadways and underground services.

• Explore options to improve curb, sidewalk, and facility accessibility for wheel chair users and citizens withlimited physical mobility.

Strategic Risks

• The current investment within the overall infrastructure renewal and maintenance for roads and sidewalks overthe last ten years may not have been adequate.

• The City may not be delivering expected level of services for road maintenance, snow removal and bridges tocitizens or internal stakeholders.


• The current investment within the overall infrastructure renewal and maintenance for transit over the last tenyears may not have been adequate.

• The City may not be delivering expected level of services for transit to citizens or internal stakeholders.

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Preliminary 2017

Transportation

City of Saskatoon


Increase the amount of cycling-specific infrastructure by 10%

• 2017 Target: 176 km

20% of people use cycling, walking or transit to get to work

• 2017 Target: 14.1%

Decrease traffic collisions by 5% annually

• 2017 Target: 5% decrease over 2016

Increase transit ridership to 62 rides per capita

• 2017 Target: 5% increase over 2016 = 34.23

Overall Satisfaction with Civic Services of 90% or More

• 2017 Target: 88%


Improve Transit Ridership

• Implement the long-term transit strategy, setting out the appropriate mix of frequency versus coverage withina vision of rapid transit corridors linking neighbourhoods and creating a guide to investment, transportationand urban planning decision making.

• Implement the Intelligent Transportation System project and significant software upgrades to improve transitcustomer experience.

• Review and develop cost-effective improvements to service utilizing existing suites of software and industrybest practice.

• Increase communications with customers through education about appropriate public transit and the rolecustomers play in providing service.

Citizens have viable and accessible options to move around the city based on their personal choices and preferences.

• Develop a Transportation Master Plan using outputs from the Growth Plan and Active Transportation Planthat is practical and useful for vehicles, buses, bicycles and pedestrians.

Define service levels and develop funding strategies for key civic assets and services.

• Report annually on all assets to provide City Council with the policy advice so that if they choose they canreduce the gap in the funding required to rehabilitate and maintain the City’s infrastructure.

• Expand the condition assessment program to establish an accurate deterioration model for the various assetclasses, ultimately allowing more accurate budget needs forecasting.

• Review potential for an integrated asset management software for potential increased efficiency.

• Create a proper baseline of the complete pavement condition using automated and semi-automated datacollection allowing for better decision making and funding allocation.

• Formalize levels of service for all operations for endorsement by City Council and to enhance stakeholderawareness of the service delivery for each program.

Civic facilities, programs, services, and infrastructure are accessible.

• Explore options to improve curb, sidewalk and facility accessibility for wheelchair users and citizens withlimited physical mobility.

Identify efficiencies in Transportation Programs and Services.

• Improve coordination for street sweeping between responsible divisions for boulevard/medians anddeveloping neighbourhoods to provide for a more effective and efficient program which will provide for acleaner roadway.

71



• Utilize innovative contracting to minimize impacts on traffic flows and ensure safety in work zones.

• Implement the automation of operations of the Sign Shop to better track work orders and provide more timelycommunication to the public on road closures.

• Outline the process and opportunities for community and stakeholder engagement for major transportationinfrastructure projects.

• Investigate the feasibility of SaskFirst locates for the Electronics Shop.

• Streamline the Development Review process through collaboration of all divisions involved.

Optimize snow removal on roadways, pathways and sidewalks.

• Apply and evaluate anti-icing strategies to improve snow and ice management operations to enhance motoristsafety and ease of movement.

• Improve sanding operations by monitoring application rates to improve traction during the winter and reducespring street cleaning.

• Coordinate snow removal on pathways and sidewalks to ensure practical coverage and timely operations toensure compliance with bylaw requirements.

Reduce energy consumption in existing street and park lighting.

• Investigate the opportunity to upgrade existing street and park lighting to utilize light emitting diode (LED)fixtures to reduce energy consumption.

Expand and improve the Flex Parking program.

• Expand and improve the Flex Parking program including improved signage, communication and marketing, aswell as the addition of paying for parking using smart phones.

Improve traffic flow and enhance safety as areas continue to develop.

• Construction of North Commuter Parkway and Traffic Bridge Replacement project.

• Support the Province on the Saskatoon Freeway project.

• Build interchanges at Boychuk Drive and Highway 16 and at College Drive and McOrmond Drive to improvetraffic flows and enhance safety as the areas continue to develop.

72


Preliminary 2017

Transportation

City of Saskatoon

Operating Summary

2015 Actual2015

Budget2016

Budget


Change % ChangeRevenue Exp/Rec NetTransit Operations 24,563.9 24,612.6 26,235.2 (15,092.1) 41,199.5 26,107.4 (127.8) -0.5%Access Transit 3,478.5 3,412.8 3,450.3 (1,205.9) 4,909.3 3,703.4 253.1 7.3%Transportation Services 7,704.2 7,643.3 8,102.4 (294.7) 7,460.1 7,165.4 (937.0) -11.6%Road Maintenance 32,030.4 33,292.0 39,114.8 (278.6) 43,397.5 43,118.9 4,004.1 10.2%Snow & Ice Management 10,462.7 11,084.8 12,724.0 (554.7) 14,336.9 13,782.2 1,058.2 8.3%Street Cleaning & Sweeping 3,864.8 3,320.0 3,799.4 0.0 3,780.3 3,780.3 (19.1) -0.5%Bridges, Subways, Overpasses 5,123.5 5,163.3 5,323.2 0.0 6,120.0 6,120.0 796.8 15.0%Street Lighting 5,741.6 5,964.4 5,880.2 (30.8) 6,702.0 6,671.2 791.0 13.5%Parking (2,727.5) (3,224.6) (3,168.9) (5,938.2) 2,810.0 (3,128.2) 40.7 -1.3%Impound Lot 30.0 0.0 0.0 (537.5) 537.5 0.0 0.0 0.0%Engineering 625.9 745.5 764.1 0.0 782.3 782.3 18.2 2.4%Total 90,898.0 92,014.1 102,224.7 (23,932.5) 132,035.4 108,102.9 5,878.2 5.8%



Service Line




ServiceLevel

2017Budget

2017Budget

Transit Operations (14,592.1) (500.0) (15,092.1) 40,827.3 216.6 155.6 0.0 41,199.5 26,107.4Access Transit (1,240.9) 35.0 (1,205.9) 4,691.2 218.1 0.0 0.0 4,909.3 3,703.4Transportation Services (298.5) 3.8 (294.7) 8,400.9 (972.0) 20.0 11.2 7,460.1 7,165.4Road Maintenance (281.4) 2.8 (278.6) 39,396.2 73.5 14.5 3,913.3 43,397.5 43,118.9Snow & Ice Management (559.5) 4.8 (554.7) 13,283.5 (64.4) 0.0 1,117.8 14,336.9 13,782.2Street Cleaning & Sweeping 0.0 0.0 0.0 3,799.4 (19.1) 0.0 0.0 3,780.3 3,780.3Bridges, Subways, Overpasses 0.0 0.0 0.0 5,323.2 46.8 50.0 700.0 6,120.0 6,120.0Street Lighting (31.1) 0.3 (30.8) 5,911.3 790.7 0.0 0.0 6,702.0 6,671.2Parking (5,907.3) (30.9) (5,938.2) 2,738.4 (68.4) 80.0 60.0 2,810.0 (3,128.2)Impound Lot (530.3) (7.2) (537.5) 530.3 7.2 0.0 0.0 537.5 0.0Engineering 0.0 0.0 0.0 764.1 18.2 0.0 0.0 782.3 782.3Total (23,441.1) (491.4) (23,932.5) 125,665.8 247.2 320.1 5,802.3 132,035.4 108,102.9


Service Line 2017 2018 2019 2020 2021Transit Operations 16,440.0 1,790.0 7,380.0 5,010.0 5,070.0Access Transit 1,480.0 260.0 260.0 260.0 260.0Transportation Services 4,475.0 4,025.0 3,350.0 3,355.0 3,470.0Road Maintenance 35,286.0 33,562.0 33,562.0 33,562.0 33,572.0Snow & Ice Management 0.0 0.0 0.0 0.0 0.0Street Cleaning & Sweeping 0.0 0.0 0.0 0.0 0.0Bridges, Subways, Overpasses 1,789.0 16,126.0 3,378.0 41,084.0 5,184.0Street Lighting 0.0 0.0 0.0 0.0 0.0Parking 160.0 60.0 125.0 125.0 125.0Impound Lot 0.0 0.0 0.0 0.0 0.0Engineering 0.0 0.0 0.0 0.0 0.0Total 59,630.0 55,823.0 48,055.0 83,396.0 47,681.0

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Funding Source 2017 2018 2019 2020 2021ACCESS TRANSIT CAPITAL RESERVE 470.0 250.0 250.0 250.0 250.0ACTIVE TRANSPORTATION RESERVE 500.0 500.0 500.0 500.0 500.0BORROWING (INTERNAL) NON-PIL 1,600.0 0.0 0.0 0.0 0.0BRIDGE MAJOR REPAIR RESERVE 589.0 15,826.0 3,188.0 3,184.0 3,184.0GENERAL PPD SERV-ENGINEERING 0.0 16.0 0.0 16.0 0.0INFRA RES-TRANSPORTATION 3,465.0 3,510.0 3,510.0 3,510.0 3,520.0INFRA RES-WTR & SAN SWR 0.0 34.0 0.0 34.0 0.0INTERCHANGE LEVY 0.0 0.0 0.0 2,700.0 1,800.0OTHER 9,275.0 160.0 5,050.0 3,250.0 3,250.0PARKING RESERVE 160.0 60.0 125.0 125.0 125.0PAVED ROADWAYS INFRASTRUCTURE RESERVE 30,496.0 30,627.0 30,627.0 30,627.0 30,627.0PRIVATE CONTRIBUTIONS 0.0 0.0 0.0 35,000.0 0.0PTIF - FEDERAL 8,850.0 0.0 0.0 0.0 0.0TRAFFIC SAFETY RESERVE 1,075.0 840.0 890.0 800.0 890.0TRANSIT ADDITIONAL VEHICLES RESERVE 0.0 0.0 530.0 0.0 0.0TRANSIT CAPITAL PROJECTS RESERVE 1,080.0 810.0 860.0 810.0 860.0TRANSIT VEHICLE REPLACEMENT RESERVE 870.0 890.0 900.0 910.0 920.0TRANSP EQUIP ACQ RESERVE 0.0 50.0 75.0 50.0 75.0TRANSP INFRAS EXPANSION 1,000.0 1,950.0 1,250.0 1,330.0 1,380.0TU - CAPITAL RESERVE 100.0 200.0 200.0 200.0 200.0US - CAPITAL RESERVE 100.0 100.0 100.0 100.0 100.0Total 59,630.0 55,823.0 48,055.0 83,396.0 47,681.0Unfunded 5,607.0 23,245.0 7,996.0 60,814.0 191,680.0


Service Line 2017 2018 2019 2020 2021P2317 TR-SHELTERS/BENCHES 0.0 2.5 0.0 0.0 0.0P2318 TR-MAINTENANCE MANAGEMENT SYSTEM 0.0 3.0 0.0 0.0 0.0P2550 TU-WEST/CENTRAL MULTI-USE CORRIDOR 0.0 2.1 0.0 0.0 0.0P2588 ACCESS TRANSIT- BUS ADD ON 0.0 9.5 0.0 0.0 0.0P2589 TR-TECHNOLOGY PLAN 0.0 3.0 0.0 0.0 0.0Total 0.0 20.1 0.0 0.0 0.0

74


Preliminary 2017

Transportation

City of Saskatoon

Transit Operations

Overview

Saskatoon Transit provides a safe, reliable, easy to use public transit system that is accessible and responsive to theneeds of customers as it links people and places. The service provided by Saskatoon Transit focuses on a coveragemodel. Saskatoon Transit uses innovative technologies and a customer service approach to attract people away fromthe automobile to continue to grow its ridership in an effort to reduce congestion and greenhouse gas emissions.

Saskatoon Transit provides a fixed route service that operates 1,688 bus stops across 35 bus routes andapproximately 276 km of streets. The current fleet of 187 buses is comprised of 31 conventional buses and 112 low-floor, 12 articulating and six mid-sized low-floor buses.

Performance Measure:

Transit’s highly recognized performance measure is its ridership numbers. The table below presents a 5 yearcomparison on both electronic and calculated ridership. The electronic ridership values are the number of ridesrecorded in the fare collection system on each bus. The calculated ridership values are formula driven assumptionsbased on the number of passes sold. Transit is estimating 2016 ridership values to remain relevantly consistent with2015. Transit is anticipating a ridership increase in 2017.


Revenue Change:

• An increase in revenue of $500.0 is reflective of both a ridership increase and a rate increase on the UPassprograms. The 2017 budget does not include a fare increase as the Administration is currently working on afare strategy that will be brought forward in early 2017. During this process the Administration will considerother transit municipalities and the leisure centre pass discount pilot to determine a best practice strategy.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeRevenue (13,143.5) (14,637.0) (13,823.3) (14,273.5) (450.2) 3.3%Province of Saskatchewan (745.2) (855.1) (768.8) (818.6) (49.8) 6.5%Staff Compensation 26,001.6 26,643.1 27,624.4 28,112.9 488.5 1.8%Operating Cost 9,859.4 10,910.1 11,255.2 11,338.9 83.7 0.7%Debt Charges 776.2 776.2 119.9 119.9 0.0 0.0%Cost Recovery (387.5) (426.4) (426.4) (426.4) 0.0 0.0%Capital Contribution 2,200.4 2,200.4 2,252.9 2,052.9 (200.0) -8.9%Transfer to/from Reserves 2.5 1.3 1.3 1.3 0.0 0.0%Total 24,563.9 24,612.6 26,235.2 26,107.4 (127.8) -0.5%



Service Line




ServiceLevel

2017Budget

2017Budget

Transit Operations (14,592.1) (500.0) (15,092.1) 40,827.3 216.6 155.6 0.0 41,199.5 26,107.4

75


Preliminary 2017City of SaskatoonTransit Operations

Growth:

• Due to the extension of service hours to the Evergreen Neighbourhood beginning in July of 2016, a budgetincrease of $85.6 is required.

• An operating increase of $70.0, as well as a partial offset in overtime, enabled Transit to add 1.0 FTE for ajourneyman mechanic. This position will assist in performing the additional inspections required by SGI.


• The $200.0 decrease in Capital Contributions reflects a transfer of Transportation & Utilities DepartmentCapital Reserve funding from the Transit Service Line to the Transportation & Utilities Business Administrationprogram found in the Corporate Support, Corporate Governance and Finance Business Line/Service Line.


• Operational expenditures have increased by $432.5 due to inflation, regulatory requirements of semi-annualinspections and additional bus defect reporting books. In addition this amount includes contractual increasesfor software agreements and data plans on the buses.

• A $617.0 reduction in budgeted fuel is due to historically low oil and gas prices over the past number of yearswhich is expected to continue throughout 2017.

• Over the past few years, Transit has completed a resource review and made staffing adjustments in an attemptto maximize service to residents and reduce overtime use. Many route changes have been made and willcontinue to be revised, including the 8th Street high frequency route, the 22nd Street high frequency route beingimplemented in 2017, and the route changes resulting from the move to the new location at Civic OperationsCentre. 3.0 new FTEs have been added at a cost of $224.8 and fuel costs were reduced by $617.0, asindicated in the previous point, in 2017 to reflect these changes. A Supervisor position is included to stand upthe control centre with continuous monitoring of the Integrated Transportation System (ITS) to ensure thatbuses are running on time and that any emergency situations are managed from a centralized location,coordinating any requirements for Transit management (on road supervisors), Fire, Police or EMT response.

• A transfer of 0.1 FTE (Accounting Coordinator II) has been made to Utilities, Saskatoon Light & PowerBusiness Line/Service Line to reflect operational requirements.

Not Included:

• Four additional positions for a total $248.4 required to increase customer service, comfort and cleanliness ofbuses. These positions include an ITS Technologist, two Utility positions and a Supervisor position. Transit willattempt to provide this service within existing resources and/or through continuous improvement initiatives.

• Total estimated support costs to Transit operations to maintain an appropriate maintenance schedule include3.5 FTE, and $256.1 for a Mechanic Journeyman, a Stores Parts Person, a Service/Utility position and 0.5 fora Body Repairman Journeyman. As well, additional operational expenses to support this shift in operationsamount to $321.1 including $191.4 contribution to replacement and refurbishment reserves. This is notincluded in the 2017 budget, however, operations from the new Transit location will be closely monitored in2017 and operational costs revisited for the 2018 budget.

76


Preliminary 2017

Transportation

City of SaskatoonTransit Operations


Transit Operations Capital Investments total $16.44 million in 2017, which include:

Ridership initiatives will continue with Project 2323 for $200.0.

Engine rebuilds and bus shelter installation and replacements are $300.0 and $200.0 respectively through Projects1194 and 2317.

The Fleet Management system will be upgraded with $270.0 of funding in Project 2318, and long term technologyplans are funded for $60.0 through Project P2589.

Project 0583 contains $15.36 million for bus replacements and refurbishments in 2017, this includes the continuedrefurbishment for ten buses per year with funding of $870.0 and $50.0 for seat replacements. The remaining $14.49million relates to the Public Transit Infrastructure Fund (PTIF) through the federal government which provides the Cityof Saskatoon with a total of $37.3 million in funding to be cost shared 50/50 between the Federal Government andCity of Saskatoon. $14.49 million of this funding is to be used on the purchase of up to 29 buses in 2017. A further$7.95 million was allocated in 2016 through a post budget adjustment for bus purchases in 2016. The remainingPTIF funding of $14.86 million has been allocated to Project 2541 – Growth Plan to Half a Million for the developmentof a long term transit plan, rapid transit design and secondary planning ($10.5 million); Project 2095 – Access TransitBus Replacements ($650.0 in 2016 and $910.0 in 2017); Project 948 – New Sidewalks and Pathways for theimprovement of access to transit corridors ($1.3 million); and various other smaller projects (P2448 for $150.0, P1456for $650.0, P1963 for $500.0 and P2446 for $200.0).

Future Operating Impact of Current Year’s Capital ProjectsThere will be an increased operating cost in 2018 in the amount of $8.5 due to additional software agreements andmaintenance costs related to the capital purchases.


P0583 TR-REPLACE/REFURB BUSES 15,360.0 890.0 5,900.0 4,110.0 4,120.0

P0584 TR-ADDITIONAL BUSES 0.0 0.0 530.0 0.0 0.0

P0671 TR-AUXILIARY VEH/EQUIP 0.0 100.0 100.0 100.0 100.0

P1194 TR- ENGINE OVERHAUL 300.0 300.0 300.0 300.0 300.0

P2097 TR- BUS SEAT REPLACEMENT 50.0 0.0 50.0 0.0 50.0

P2317 TR-SHELTERS/BENCHES 200.0 200.0 200.0 200.0 200.0

P2318 TR-MAINTENANCE MANAGEMENT SYSTEM 270.0 0.0 0.0 0.0 0.0

P2323 TR-RIDERSHIP GROWTH INITIATIVES 200.0 200.0 200.0 200.0 200.0

P2589 TR-TECHNOLOGY PLAN 60.0 100.0 100.0 100.0 100.0

Total 16,440.0 1,790.0 7,380.0 5,010.0 5,070.0


Project 2017 2018 2019 2020 2021P2317 TR-SHELTERS/BENCHES 0.0 2.5 0.0 0.0 0.0P2318 TR-MAINTENANCE MANAGEMENT SYSTEM 0.0 3.0 0.0 0.0 0.0P2589 TR-TECHNOLOGY PLAN 0.0 3.0 0.0 0.0 0.0Total 0.0 8.5 0.0 0.0 0.0

77



Access Transit

Overview

Access Transit provides public transit service to our community of citizens with special needs. This service is providedas an accessible door to door service for persons with special needs who cannot use our fixed route service with safetyand dignity. A fleet of 26 buses serve customers within the city limits of Saskatoon.

Performance Measure:

Access Transit’s denials is a performance measure that compares its number of denials to the total revenue tripsprovided. A denial is a trip requested by a customer that cannot be accommodated. Canadian Urban TransitAssociation (CUTA) sets a denial target to be between 1% and 2%. 2016 is trending to be fairly close to 2015 value.Access Transit target for 2017 is to be under 9% with a long-term goal of meeting CUTA’s target which would requireincreased service hours and a Transit fleet with 100% low floor buses.


Revenue Change:

• Access Transit is anticipating a $35.0 reduction in budgeted revenue. A $20.0 reduction is from provincialfunding and is based on the total number of rides provided provincially. Since the number of rides inSaskatoon has plateaued (reached capacity) and Regina having expanded their fleet this has resulted indecreased funding for our City. The remaining $15.0 decrease in revenue is to align the 2017 revenue budgetcloser to the four-year average of actual revenue received.


• A $36.8 reduction in budgeted fuel due to historically low oil and gas prices over the past number of yearswhich is expected to continue throughout 2017.

Not Included:

• This budget does not include $76.8 which is required in 2017 to progressively increase the service level toapproximately accommodate 4,800 additional trips for Access Transit Customers in two years. $76.7 will berequired in 2018 for a total of $153.5 to reach the target of additional trips. This includes an increase of 1.5

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeRevenue (223.5) (245.3) (245.3) (230.3) 15.0 -6.1%Province of Saskatchewan (984.3) (995.6) (995.6) (975.6) 20.0 -2.0%Staff Compensation 3,423.9 3,225.8 3,307.0 3,558.3 251.3 7.6%Operating Cost 962.6 1,127.9 1,131.7 1,098.5 (33.2) -2.9%Debt Charges 47.4 47.5 0.0 0.0 0.0 0.0%Capital Contribution 252.5 252.5 252.5 252.5 0.0 0.0%Total 3,478.6 3,412.8 3,450.3 3,703.4 253.1 7.3%



Service Line




ServiceLevel

2017Budget

2017Budget

Access Transit (1,240.9) 35.0 (1,205.9) 4,691.2 218.1 0.0 0.0 4,909.3 3,703.4

78


Preliminary 2017

Transportation

City of SaskatoonAccess Transit

FTE’s for an operator and maintenance positions, fuel and other maintenance costs. Access Transit has thefunding for an additional bus in its 2017 capital budget.


2017 Access Transit Capital Investments totals $1.43 million which allow for the purchase of ten replacement busesat a cost of $1.3 million and one additional bus for $130.0. Seven replacement buses of $910.0 will be funded by thePublic Transit Infrastructure Fund as approved by the Federal Government. There is an allocation of $50.0 to initiatea project to replace aging hardware and install cameras on the fleet.

Future Operating Impact of Current Year’s Capital ProjectsProject 2588 has an operating impact of $9.5 in 2018 for data plans for the fleet cameras.


P2095 ACCESS TRANSIT-BUS REPLACEMENTS 1,300.0 260.0 260.0 260.0 260.0

P2100 ACCESS TRANSIT - ADDITIONAL BUSES 130.0 0.0 0.0 0.0 0.0

P2588 ACCESS TRANSIT- BUS ADD ON 50.0 0.0 0.0 0.0 0.0

Total 1,480.0 260.0 260.0 260.0 260.0


Project 2017 2018 2019 2020 2021P2588 ACCESS TRANSIT- BUS ADD ON 0.0 9.5 0.0 0.0 0.0Total 0.0 9.5 0.0 0.0 0.0

79



Transportation Services

Overview

The role of the Transportation Services service line is to monitor the existing transportation system, identifydeficiencies, and determine and implement corrective action on an ongoing basis. The transportation system includesfacilities for vehicles, pedestrians, cyclists, trucks, parking, loading and unloading of persons and goods. This programalso includes planning for the future expansion of the system to accommodate the mobility needs of a growingpopulation, the control of the use of roadway right-of-way which includes detours, road closures for public and privateconstruction, and co-ordination of services for special events.

Included in this service line are the staffing and resources required to plan, design, construct, maintain, and operate theCity's traffic signal systems. Ancillary services provided by this program include maintenance and repair of otherelectronic equipment such as score boards, public address systems, etc.

Other services provided are the manufacture, installation, and maintenance of traffic and street name signs, themarking of street lines, crosswalks and parking stalls, and the erection and maintenance of detours.


Growth:

• A $20.0 increase in materials and supplies is added as operating impact due to the purchase of newequipment approved in 2016 budget.


• The traffic signal infrastructure upgrades of $11.2 is added to 2017 budget to increase the level of service andlower the risk for potential deterioration or outright failures with high impact in operations.


• An inflationary increase of $45.3 to the Transportation Infrastructure Expansion Reserve consistent with theCapital Reserve Bylaw.

• An inflationary increase of $42.5 to the Traffic Noise Attenuation Reserve consistent with the Capital ReserveBylaw.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeRevenue (16.0) (19.9) (199.9) (196.9) 3.0 -1.5%Province of Saskatchewan (97.7) (94.0) (98.6) (97.8) 0.8 -0.8%Staff Compensation 4,285.5 3,666.9 3,704.0 3,984.8 280.8 7.6%Operating Cost 3,695.9 3,078.4 3,169.4 3,263.8 94.4 3.0%Cost Recovery (3,967.7) (2,792.3) (2,901.5) (2,983.7) (82.2) 2.8%Capital Contribution 3,804.2 3,804.2 4,429.0 3,195.2 (1,233.8) -27.9%Total 7,704.2 7,643.3 8,102.4 7,165.4 (937.0) -11.6%



Service Line




ServiceLevel

2017Budget

2017Budget

Transportation Services (298.5) 3.8 (294.7) 8,400.9 (972.0) 20.0 11.2 7,460.1 7,165.4

80


Preliminary 2017

Transportation

City of SaskatoonTransportation Services

• During City Council’s budget deliberations in 2013, nine locations were selected to have sound walls installed

in 2016 in the following neighbourhoods: College Park, College Park East (two locations), Wildwood,Lakeview, Eastview, Mount Royal, Massey Place, and Pacific Heights. As part of the overall fundingstrategy, the City was phasing in a 0.20% property tax increase for anticipated debt repayments related tothese nine Traffic Noise Attenuation projects. Due to favourable pricing received in 2016, debt repaymentswill be significantly less than originally anticipated while still completing the original scope of sound walllocations. As such a decrease of $1.3 million in annual contributions to the Traffic Noise Attenuation Reservehave been returned to taxpayers in 2017.

• A $20.0 increase in transfers to reserve to accommodate the acquisition of additional equipment required forthe Electronic Shop.


• A 1.0 FTE increase $82.4 provides for a Roadway Activity Coordinator which is fully cost recovered. Thisposition is required due to the volume of detours requested and has been filled as temporary. Filling theposition permanently will provide continuity of service.

• The transfer of a Transportation Engineer position ($106.9; 1.0 FTE) has been made from the Long RangePlanning Service Line in the Urban Planning and Development Business Line to this service line to betteralign functionality.

• Cost recovery has increased by $167.6 due to increased detour coordination activity. This is offset by adecrease of $60.0 in cost recovery due to traffic counts and a decrease of $25.4 in cost recovery due tocustom work performed by the Electronics Shop.


• Operational costs have increased $43.7 to accommodate an electrical rate increase and $42.8 for trafficsignal LED bulb replacements in order to target a 7 year replacement cycle which will align with theiranticipated useful life.

Not Included:

• Conversion of traffic signals from incandescent bulbs to LED lighting was completed in 2007 resulting in a$100.0 reduction in electricity expenses on an annual basis. These LED signals are now at the end of theiroperating life (approximately seven to ten years) and require replacement. A phased replacement programhas been developed at a cost of $90.0 annually. $42.8 has been added to the 2017 budget, the remainingportion of the phase in will be added to the 2018 budget.

• The painting and signing programs have been facing gradual increases in material needed to meetincreasing demands due to the growth of the City and inflationary pressures. $200.0 has not been includedin the 2017 budget which would align current sign shop demands with funding levels.

• An In-Service Safety Review was conducted in 2015 to identify improvements required to safety systemsalong high speed corridors throughout the city, including barriers, guardrail, etc. The review resulted in 385recommendations at a total estimated cost of $8.2 million. Available funding in 2017 from the TransportationInfrastructure Reserve is $250,000; however high risk locations are estimated at $850,000. Therefore, highrisk locations will not be addressed within 4 years unless additional funding is added to this program.

• Traffic Signal Electrical costs have not kept up to the pace of growth and rates within the City. $37.5 hasbeen included in the 2017 budget in order to address the total shortfall of $75.0. The remaining $37.5 hasnot been included in the 2017 budget and will continue to be phased in in 2018.

• To address the aging infrastructure of signalized intersections there is a requirement to increase themaintenance provision of the Traffic Signal Program by $100.0 for materials and labour costs. A number ofolder intersections require significant upgrades to both underground and above ground infrastructure. Theseupgrades are necessary to maintain or increase the actual level of service and lower the risk for potentialdeterioration or outright failures with high impact in operations.

81


Preliminary 2017City of SaskatoonTransportation Services


2017 Transportation Services Capital Investments include 15 funded projects totaling $4.5 million.

Seven of these projects totaling $2.2 million involve the capital rehabilitation or replacement of existing assets.

In 2017 there are eight projects totaling $2.3 million that are geared towards improving traffic safety and trafficmanagement.

Included in this service line is $1.65 million of Public Transit Infrastructure Funding as approved by the FederalGovernment.


P0631 TU-TRANSPORTATION SAFETY IMPROVEMENTS 100.0 100.0 100.0 100.0 100.0

P0948 TU-NEW SIDEWALKS AND PATHWAYS 1,300.0 0.0 0.0 0.0 0.0

P1036 TU-TRAFFIC CONTROL UPGRADES 200.0 400.0 400.0 400.0 400.0

P1041 TU-BENCHMARK REHABILITATION 0.0 50.0 0.0 50.0 0.0

P1504 TU- NEIGH.TRAFFIC REVIEW PERMANENT INSTALLATIONS

160.0 160.0 160.0 160.0 200.0

P1505 TU-TRAFFIC SIGNAL INFRASTRUCTURE UPGRADES

375.0 375.0 375.0 375.0 375.0

P1506 TU-TRAFFIC SIGNING REPLACE-INFRA 200.0 300.0 300.0 300.0 300.0

P1512 TU-NEIGHBOURHOOD TRAFFIC MANAGEMENT 350.0 200.0 200.0 200.0 250.0

P1556 TU-SYSTEM UPGRADES/REPLACEMENTS 0.0 100.0 100.0 100.0 100.0

P2233 TU-ADVANCED TRAFFIC MGT SYSTEM 150.0 150.0 150.0 230.0 230.0

P2234 TU-WALKWAY MANAGEMENT 90.0 90.0 90.0 90.0 90.0

P2235 TU-INTERSECTION IMPROVEMENTS 550.0 500.0 500.0 500.0 500.0

P2241 TU-TRUCK ENFORCEMENT/EDUCATION 50.0 50.0 100.0 0.0 0.0

P2265 TU-TRANSPORTATION EQUIPMENT ACQUISITIONS

0.0 50.0 75.0 50.0 75.0

P2428 TU-FUNCTIONAL PLANNING STUDIES 0.0 100.0 0.0 0.0 50.0

P2436 TU-CORRIDOR PLANNING STUDIES 100.0 100.0 0.0 0.0 0.0

P2446 TU-PEDESTRIAN CROSSING IMPROVEMENTS 200.0 100.0 100.0 100.0 100.0

P2447 TU-33RD ST PEDEST'N CORRIDOR MASTER PLAN 0.0 500.0 0.0 0.0 0.0

P2448 TU-INTELLIGENT TRANSPORTATION SYSTEM 150.0 200.0 200.0 200.0 200.0

P2468 TU-ACTIVE TRANSPORTATION PLAN IMPLEMENTATION

500.0 500.0 500.0 500.0 500.0

Total 4,475.0 4,025.0 3,350.0 3,355.0 3,470.0

Unfunded Capital Projects 2017 2018 2019 2020 2021

P0948 TU-NEW SIDEWALKS AND PATHWAYS 0.0 350.0 350.0 350.0 350.0

P1504 TU- NEIGH.TRAFFIC REVIEW PERMANENT INSTALLATIONS

400.0 400.0 400.0 400.0 360.0

P1506 TU-TRAFFIC SIGNING REPLACE-INFRA 175.0 75.0 100.0 100.0 100.0

P1512 TU-NEIGHBOURHOOD TRAFFIC MANAGEMENT 0.0 150.0 150.0 150.0 100.0

P2425 TU-UNDERGROUND ENCROACHMENTS 100.0 100.0 0.0 0.0 0.0

P2446 TU-PEDESTRIAN CROSSING IMPROVEMENTS 0.0 50.0 50.0 50.0 50.0

P2468 TU-ACTIVE TRANSPORTATION PLAN IMPLEMENTATION

0.0 750.0 750.0 750.0 750.0

P2550 TU-WEST/CENTRAL MULTI-USE CORRIDOR 400.0 400.0 400.0 400.0 400.0

Total 1,075.0 2,275.0 2,200.0 2,200.0 2,110.0

82


Preliminary 2017

Transportation

City of SaskatoonTransportation Services

In 2017, four of these projects are either not funded or not fully funded in this budget. These have been deferred tofuture years.



Project 2017 2018 2019 2020 2021P2550 TU-WEST/CENTRAL MULTI-USE CORRIDOR 0.0 2.1 0.0 0.0 0.0Total 0.0 2.1 0.0 0.0 0.0

83



Road Maintenance

Overview

This service line includes the maintenance, inspection, preservation and rehabilitation of the existing street, lane andsidewalk systems including ancillary items such as guardrail operations and maintenance.

In addition to the direct costs associated with asset management and maintenance, services provided include publicenquiry and dispatch services.

Significant capital budget increases have been made to this service line in recent years, resulting in much larger andmore comprehensive contracts. This in turn has helped lead to lower unit-prices for items such as patching and paving.This increased funding has therefore resulted in a large and efficient capital program that will ultimately restore theCity’s surface infrastructure to expected condition levels.

The approach to Public Works services has been extensively reviewed and reformed. Examples in this service lineinclude the Report-A-Pothole application, and the addition of a spring-blitz approach to pothole repair.


Growth:

• An operating impact of $14.5 is required for the collection of public space recycling materials which contributestowards the waste reduction target.

Service Level Change:The Building Better Roads program introduced in August 2013 attempts to address the asset funding gap through adedicated tax. This program has resulted in over 220 lane kilometers of roadwork in 2016 compared to 76 lanekilometers in 2013. 2017 is the final year of a four year planned phase-in and is referred to as the Roadway Levy in thefollowing comments:

• Included in the budget is a $73.7 Roadway Levy to the Transportation Infrastructure Reserve to address theasset funding gap on back lanes and boundary roads.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeRevenue 0.0 (0.4) (0.4) 0.0 0.4 -100.0%Province of Saskatchewan (278.2) (267.7) (281.0) (278.6) 2.4 -0.9%Staff Compensation 4,248.3 4,404.0 4,567.2 4,737.1 169.9 3.7%Operating Cost 4,297.1 4,761.3 4,776.8 4,695.3 (81.5) -1.7%Cost Recovery (1,132.0) (500.5) (530.0) (530.4) (0.4) 0.1%Capital Contribution 24,895.3 24,895.3 30,582.2 34,495.5 3,913.3 12.8%Total 32,030.5 33,292.0 39,114.8 43,118.9 4,004.1 10.2%



Service Line




ServiceLevel

2017Budget

2017Budget

Road Maintenance (281.4) 2.8 (278.6) 39,396.2 73.5 14.5 3,913.3 43,397.5 43,118.9

84


Preliminary 2017

Transportation

City of SaskatoonRoad Maintenance

• $3.84 million Roadway Levy to the Paved Roadways Infrastructure Reserve to address the asset funding gap

on roadway infrastructure is included in the 2017 Budget.



• The addition of Engineering Technologist Positions ($44.4; 0.6 FTE) required to assist with the managementand administration of the contract work related to the Building Better Roads initiative. The cost associatedwith this FTE increase is offset by decreases to the general provision for materials and supplies and externalequipment rentals.

Not Included:

• The Customer Service and Operations program requires an increase in their operational budget of $53.3 dueto a repeating shortfall in the budget for operational equipment costs as well as the cost of photocopiers.

• An operations superintendent, 1.0 FTE, for safety with a mill rate impact of $77.2 has not been included inthe budget. This position would be responsible for working directly with the staff and supervisors of PublicWorks to communicate safety goals and implement procedural changes, as required. The position providesa field presence and works with supervisors to find solutions for safety issues which will in turn reduce losttime incidents and prevent equipment downtime.



P0837 TU-LANE REHAB & DRAINAGE IMPROV 1,785.0 1,785.0 1,785.0 1,785.0 1,785.0

P0959 TU-UPGRADE BOUNDARY ROADS 260.0 260.0 260.0 260.0 260.0

P1507 TU-GUARDRAILS 120.0 50.0 50.0 50.0 50.0

P1513 TU-PAVEMENT MARKING PROGRAM-INFRA 275.0 290.0 290.0 290.0 300.0

P2043 TU-CURB REPLACEMENT/REHABILITATION 200.0 200.0 200.0 200.0 200.0

P2259 TU-PW SATELLITE YARDS 200.0 0.0 0.0 0.0 0.0

P2269 TU-ACCOMMODATION CONSTRUCTION 100.0 100.0 100.0 100.0 100.0

P2270 TU-PAVED ROADS AND SIDEWALK PRESERVATION

32,096.0 30,627.0 30,627.0 30,627.0 30,627.0

P2271 TU-HIGH SPEED ROADSIDE SAFETY IMPROVEMENTS

250.0 250.0 250.0 250.0 250.0

Total 35,286.0 33,562.0 33,562.0 33,562.0 33,572.0


P0832 CY-CENTER MEDIAN REHABILITATION 0.0 200.0 200.0 200.0 200.0

P0959 TU-UPGRADE BOUNDARY ROADS 0.0 140.0 140.0 140.0 140.0

P1507 TU-GUARDRAILS 0.0 75.0 75.0 75.0 75.0

P1513 TU-PAVEMENT MARKING PROGRAM-INFRA 85.0 110.0 110.0 110.0 100.0

P1638 TU-BACK LANE TREE TRIMMING 50.0 50.0 50.0 50.0 50.0

P2044 TU-GRAVEL STREETS UPGRADES 1,000.0 1,000.0 1,000.0 1,000.0 1,000.0

P2259 TU-PW SATELLITE YARDS 0.0 6,082.0 50.0 100.0 2,401.0

P2271 TU-HIGH SPEED ROADSIDE SAFETY IMPROVEMENTS

600.0 950.0 950.0 950.0 950.0

Total 1,735.0 8,607.0 2,575.0 2,625.0 4,916.0

85


Preliminary 2017City of SaskatoonRoad Maintenance

2017 Road Maintenance Capital Investments include eight funded projects totaling $35.1 million to address thecondition of the roadways. This investment represents increases in allocations to the Paved Roadways InfrastructureReserve in the amount of $3.84 million due to an increase in the dedicated roadway levy. This investment alsorepresents increases to the Transportation Infrastructure Reserve in the amount of $0.74 million also due to anincrease in the dedicated Roadway Levy. This total increase of $3.91 million in funding is in response to theinfrastructure deficit recognized in this service line.

This entire investment is geared towards the capital rehabilitation or replacement of existing assets.

In the Road Maintenance service line there are four projects that are not funded or not fully funded in this budget ascurrent funding levels are not adequate to address the rehabilitative/replacement requirements. These projects havebeen deferred to future years.


86


Preliminary 2017

Transportation

City of Saskatoon

Snow & Ice Management

Overview

To provide snow clearing, snow removal, sanding and salting, and snow fencing to ensure the safe, comfortable, andtimely movement of vehicular and pedestrian traffic.


Revenue Change:

• A decrease in revenue of $4.8 from the Urban Highway Connector Program reflecting an adjustment toactual revenue received for snow and ice management as specified within the agreement.


• An increase of $1.1 million has been added as requested by City Council during 2016 budget deliberations toincrease the service level provided by the Snow and Ice program with the potential of carrying out a City widesnow removal program and building the required snow storage facilities in the future. This represents 0.55%increase to municipal property taxes in 2017. Included in this increase is additional Pooled Labourers($280.3; 3.75 FTE), an Engineering Technologist ($29.6; 0.4 FTE), and an increase of $807.9 for enhancedsnow removal contract services.


• An additional Engineering Technologist Position ($29.6; 0.4 FTE) required to assist with the managementand administration of the contract work related to the Building Better Roads initiative.

• An overall increase of $27.1 is comprised of a $54.5 reduction in budgeted fuel due to historically low oil andgas prices over the past number of years which is expected to continue throughout 2017. This is offset by avolume increase of $81.6 for fuel in the ice management program to reflect actual usage.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeProvince of Saskatchewan (554.1) (533.2) (559.5) (554.7) 4.8 -0.9%Staff Compensation 4,096.4 4,324.3 4,433.8 4,656.4 222.6 5.0%Operating Cost 6,170.8 6,541.8 8,097.8 8,928.6 830.8 10.3%Cost Recovery (2.8) (1.6) (1.6) (1.6) 0.0 0.0%Capital Contribution 265.0 265.0 265.0 265.0 0.0 0.0%Transfer to/from Reserves 488.5 488.5 488.5 488.5 0.0 0.0%Total 10,463.8 11,084.8 12,724.0 13,782.2 1,058.2 8.3%



Service Line




ServiceLevel

2017Budget

2017Budget

Snow & Ice Management (559.5) 4.8 (554.7) 13,283.5 (64.4) 0.0 1,117.8 14,336.9 13,782.2

87


Preliminary 2017City of SaskatoonSnow & Ice Management


The requirement for snow management facilities in 2018 is for development of the southeast site including access tothe City storm collection system as well as a provision to secure land in the southeast, northwest, and northeastquadrants of the City. There is currently no funding source for this project.


P2037 TU-SNOW MANAGEMENT FACILITIES 0.0 7,729.0 50.0 150.0 18,650.0

Total 0.0 7,729.0 50.0 150.0 18,650.0

88


Preliminary 2017

Transportation

City of Saskatoon

Street Cleaning & Sweeping

Overview

To provide for the removal of sand, gravel, leaves, and debris from paved streets, medians and paved lanes whichwill result in safer and more aesthetically pleasing streets for pedestrians and vehicles.

To reduce dust which is generated by wind and traffic on unpaved streets which will result in safer streets forpedestrians and vehicles and a dust-reduced environment.


Significant Item(s):


• The addition of Engineering Technologist Positions ($38.8; 0.5 FTE) required to assist with the managementand administration of the contract work related to the Building Better Roads initiative. These costs are offsetby decreases to the general provision for contract services.


There are no capital investments for Street Cleaning and Sweeping.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeStaff Compensation 1,221.5 1,198.6 1,252.9 1,324.2 71.3 5.7%Operating Cost 2,627.0 2,101.5 2,526.6 2,436.2 (90.4) -3.6%Cost Recovery (10.5) (7.0) (7.0) (7.0) 0.0 0.0%Capital Contribution 26.9 26.9 26.9 26.9 0.0 0.0%Total 3,864.9 3,320.0 3,799.4 3,780.3 (19.1) -0.5%



Service Line




ServiceLevel

2017Budget

2017Budget

Street Cleaning & Sweeping 0.0 0.0 0.0 3,799.4 (19.1) 0.0 0.0 3,780.3 3,780.3

89



Bridges, Subways, Overpasses

Overview

This program provides for bridges, subways and overpasses remaining sound, resulting in a reduction of structuredeficiencies, unanticipated emergency repairs, rehabilitation down-time and accidents, working towards a safe andeconomical transportation system.


Growth:

• As a result of new sound attenuation walls and pedestrian crossings installed throughout the city, operatingcosts have been increased by $50.0 to reflect the cost of maintenance and graffiti removal required for thesestructures.


• In 2017, there will be $5,384.0 in contributions to the Bridge Major Repair Reserve, of which $2,200.0 istemporary funding which will be redeployed in 2018 to base operating budgets required for the NorthCommuter Parkway and Traffic Bridge. Included in 2017’s $2,200.0 in temporary funding is an increase of$700.0 representing the third year of a four year phase-in.

Not Included:

• Total estimated maintenance and inspection costs of $100.0 for growth due to the addition of new structuresand sound attenuation walls will be required. The 2017 budget does not include the full amount and will bephased in over two years with $50.0 in new base funding in 2017 and 2018.

• Graffiti Removal has been transferred to this service line from the Street Signing and Pavement MarkingProgram which experienced a deficit due to this activity in 2015. The estimated cost of Graffiti Removal is$100.0; within the Bridge Maintenance Program there is only a provision of $70.0 for this purpose, or a $30.0shortfall. The goal of active removal of graffiti is to reduce vandalism related crimes in our downtown core andneighbourhoods.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeStaff Compensation 235.4 315.8 325.6 368.3 42.7 13.1%Operating Cost 354.1 313.5 313.6 367.7 54.1 17.3%Capital Contribution 4,534.0 4,534.0 4,684.0 5,384.0 700.0 14.9%Total 5,123.5 5,163.3 5,323.2 6,120.0 796.8 15.0%



Service Line




ServiceLevel

2017Budget

2017Budget

Bridges, Subways, Overpasses 0.0 0.0 0.0 5,323.2 46.8 50.0 700.0 6,120.0 6,120.0

90


Preliminary 2017

Transportation

City of SaskatoonBridges, Subways, Overpasses


Funded Capital Projects 2017 2018 2019 2020 2021P1456 TU-RAILWAY CROSSING SAFETY

IMPROVEMENTS1,200.0 300.0 190.0 200.0 200.0

P1526 TU-CIRCLE DR BRIDGE REPAIR 0.0 0.0 200.0 2,240.0 0.0

P1553 TU-SID BUCKWOLD BRIDGE REPAIRS 300.0 9,540.0 0.0 0.0 0.0

P1561 TU-COLLEGE DRIVE WESTBOUND OVER CPR OVERPASS

0.0 0.0 100.0 305.0 0.0

P1994 TU-MARQUIS DR/IDYLWYLD DR INTERCHANGE 0.0 0.0 0.0 2,700.0 0.0

P2025 TU-MARQUIS DR/HWY 16 GRADE SEPARATION 0.0 0.0 0.0 0.0 1,800.0

P2257 TU-CIRCLE DR OVER 33RD ST NB/SB 0.0 200.0 1,924.0 0.0 0.0

P2268 TU-IDYLWYLD DR FWY / 1ST AVE - NB RAMP 0.0 950.0 0.0 0.0 0.0

P2273 TU-108TH ST OVER CIRCLE DRIVE 0.0 0.0 0.0 100.0 289.0

P2392 TU-MCKERCHER DR/COLLEGE DR OVERPASS 0.0 0.0 0.0 0.0 80.0

P2393 TU-TAYLOR/CIRCLE DRIVE 0.0 0.0 675.0 0.0 0.0

P2395 TU-CIRCLE DRIVE/14TH ST-NB 0.0 0.0 0.0 150.0 1,026.0

P2396 TU-IDYLWYLD FWY/IDYLWYLD RAMP NB/SB 0.0 4,847.0 0.0 0.0 0.0

P2398 TU-ATTRIDGE DR/CIRCLE DR OVERPASS 0.0 0.0 0.0 100.0 1,500.0

P2406 TU-MINOR BRIDGE REPAIRS 289.0 289.0 289.0 289.0 289.0

P2433 TU-8TH STREET & CPR GRADE SEPARATION 0.0 0.0 0.0 35,000.0 0.0

Total 1,789.0 16,126.0 3,378.0 41,084.0 5,184.0


P1526 TU-CIRCLE DR BRIDGE REPAIR 0.0 0.0 0.0 2,130.0 0.0

P1527 TU-UNIVERSITY BRIDGE REHAB 0.0 0.0 0.0 0.0 18,000.0

P1528 TU-SPADINA CRES BRIDGE 0.0 566.0 0.0 0.0 0.0

P1561 TU-COLLEGE DRIVE WESTBOUND OVER CPR OVERPASS

234.0 0.0 0.0 1,409.0 0.0

P1562 TU-COLLEGE DRIVE EASTBOUND OVER CPR OVERPASS

343.0 0.0 0.0 0.0 0.0

P1893 TU-IDYLWYLD DRIVE/51ST ST OVERPASS REHAB 1,633.0 0.0 0.0 0.0 0.0

P1994 TU-MARQUIS DR/IDYLWYLD DR INTERCHANGE 0.0 0.0 0.0 52,300.0 0.0

P2025 TU-MARQUIS DR/HWY 16 GRADE SEPARATION 0.0 0.0 0.0 0.0 53,200.0

P2040 TU-UNDERWATER PIER INSPECTIONS 105.0 0.0 0.0 0.0 0.0

P2273 TU-108TH ST OVER CIRCLE DRIVE 0.0 0.0 0.0 0.0 911.0

P2392 TU-MCKERCHER DR/COLLEGE DR OVERPASS 327.0 0.0 0.0 0.0 0.0

P2393 TU-TAYLOR/CIRCLE DRIVE 0.0 0.0 225.0 0.0 0.0

P2395 TU-CIRCLE DRIVE/14TH ST-NB 0.0 0.0 0.0 0.0 893.0

P2396 TU-IDYLWYLD FWY/IDYLWYLD RAMP NB/SB 0.0 3,457.0 0.0 0.0 0.0

P2397 TU-CIRCLE DRIVE/8TH ST - NB/SB 0.0 0.0 1,306.0 0.0 0.0

P2401 TU-PEDESTRIAN CROSSING STRUCTURES 0.0 347.0 0.0 0.0 0.0

P2402 TU-HIGHWAY 16 EASTBOUND OVER HIGHWAY 11 OVERPASS

155.0 0.0 0.0 0.0 0.0

P2403 TU-CPR OVER CIRCLE DRIVE EAST OVERPASS 0.0 164.0 0.0 0.0 0.0

P2434 TU-HWY 11 & HWY 16 CLOVERLEAF 0.0 0.0 0.0 0.0 93,000.0

Total 2,797.0 4,534.0 1,531.0 55,839.0 166,004.0

91


Preliminary 2017City of SaskatoonBridges, Subways, Overpasses

2017 Bridges, Subways, Overpasses Capital Investments include three funded projects totaling $1.8 million.

These projects are geared towards the capital rehabilitation or replacement of existing assets, including design workfor the future major rehabilitation of the Sid Buckwold Bridge.

Included in project 1456 is $650.0 from the Public Transit Infrastructure Funding (PTIF) federal program which will beused for a Rail Grade Separation and Relocation Study to improve Transit delivery.

In the Bridges, Subways, Overpasses service line there is an unfunded component of $2.8 million which has beendeferred to future years as current funding levels are not adequate to address the rehabilitative/replacementrequirements in these programs or the required expansion of the existing infrastructure.


92


Preliminary 2017

Transportation

City of Saskatoon

Street Lighting

Overview

To provide for the operation of the street lights within the Corporate limits.

Saskatoon Light & Power provides street lighting on all major roadways and new subdivisions City-wide, and theexisting street light system is maintained by either SaskPower or Saskatoon Light & Power depending on location.The two utilities work collaboratively to maintain their respective systems.

To provide seasonal decorations and lighting on designated streets and bridges and to provide banner installation/removal services for various events within the City.



• Due to increased electrical costs of 10.25% over 2016, the 2017 budget includes a $790.0 increase tomaintain the current street lighting service levels.


There are no capital investments for Street Lighting.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeProvince of Saskatchewan (30.8) (29.6) (31.1) (30.8) 0.3 -1.0%Staff Compensation 139.3 163.1 168.3 149.7 (18.6) -11.1%Operating Cost 5,690.6 5,868.9 5,781.0 6,590.3 809.3 14.0%Cost Recovery (57.5) (38.0) (38.0) (38.0) 0.0 0.0%Total 5,741.6 5,964.4 5,880.2 6,671.2 791.0 13.5%



Service Line




ServiceLevel

2017Budget

2017Budget

Street Lighting (31.1) 0.3 (30.8) 5,911.3 790.7 0.0 0.0 6,702.0 6,671.2

93



Parking

Overview

The Parking program is responsible for the planning, design, coordination, administration, and enforcement of theCity's on-and-off street parking facilities, as well as various parking initiatives, policies, and projects, such as the CityCard and residential parking permit programs.

In addition to contributing to general revenues, the parking program supports the Streetscape Reserve under theUrban Design service line, Parking Capital Reserve, Vacant Lot & Adaptive Reuse Incentive Reserve, and distributes aportion of parking revenues to The Partnership, Riversdale Business Improvement District, and the BroadwayBusiness Improvement District.


Revenue Change:

• Parking Permits, Parking Card Admin Fees and Billboard revenue are anticipated to increase by $15.9, basedon historical trends.

• Parking ticket late fee revenues are anticipated to increase by $15.0, based on historical trends.

Growth:

• A Parking Permit Coordinator ($80.0; 1.0 FTE) is needed to provide the expected level of service for thedevelopment, delivery, and management of the various parking permit programs. This includes permit policy,fees, charging, tracking and customer service. The position will develop a responsive permit system able tocapture parking revenues accordingly.


• Beginning in 2017, parking customers will have the ability to pay for parking via a new phone app. The cost ofthis service is estimated at $60.0.


• The parking meter replacement project is vendor financed, to be repaid through incremental parking revenues.The 2017 payment has increased by $38.5 based on the repayment formula.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeRevenue (5,281.4) (6,907.3) (5,907.3) (5,938.2) (30.9) 0.5%Staff Compensation 440.6 401.5 411.5 506.8 95.3 23.2%Operating Cost 2,223.0 2,231.8 2,204.7 2,212.1 7.4 0.3%Cost Recovery (345.0) (325.5) (325.5) (395.1) (69.6) 21.4%Capital Contribution 205.3 1,344.9 417.7 456.2 38.5 9.2%Transfer to/from Reserves 30.0 30.0 30.0 30.0 0.0 0.0%Total (2,727.5) (3,224.6) (3,168.9) (3,128.2) 40.7 -1.3%



Service Line




ServiceLevel

2017Budget

2017Budget

Parking (5,907.3) (30.9) (5,938.2) 2,738.4 (68.4) 80.0 60.0 2,810.0 (3,128.2)

94


Preliminary 2017

Transportation

City of SaskatoonParking


• An agreement with River Landing to provide parking revenue collection and enforcement services hasresulted in an increase in cost recovery of $69.6.

• Bank fees have been reduced by $92.5 based on current estimates for credit card usage and charges.

Not Included:

• Current funding for parking enforcement is not meeting expected parking enforcement service levels asincreases in this budget have not kept up with City growth. Increased dissatisfaction in the community andreductions in parking ticket revenue are some of the risks associated with not including this item. $245.0would allow parking enforcement to meet expected service levels. Other options include reducing existingresidential parking permit areas or redefining service levels and parking bylaw standards.


Project 1518 provides for the continued implementation of the flex parking system. In addition to projectmanagement, this project includes the purchase of additional pay stations to allow for improved service andexpansion.

This project is funded from the Parking Capital Reserve.

Future Operating Impact of Current Year’s Capital ProjectsThere are no future operating impacts from the 2017 Capital Project.

Funded Capital Projects 2017 2018 2019 2020 2021P1518 CY-PAY STATION PURCHASES &

IMPLEMENTATION160.0 60.0 60.0 60.0 60.0

P2429 CY-LICENSE PLATE RECOGNITION SYSTEM 0.0 0.0 65.0 65.0 65.0

Total 160.0 60.0 125.0 125.0 125.0

95



Impound Lot

Overview

The Impound Lot program administers, operates, and maintains the impound lot located in the Holiday Park Industrialarea and provides impounding services as required by the Saskatoon Police Service. The fiscal principle for theimpound lot is to operate on a full cost recovery basis.

The primary objective of the lot is to facilitate the storage of vehicles seized due to unpaid parking violations and theclearing of snow routes. In addition, the City has the authority to seize, immobilize, and impound vehicles withdelinquent parking violations or those vehicles in violation of the Traffic Bylaw.


Revenue Change:

• Revenue from impounded vehicles is anticipated to increase by $7.2, based on historical trends.


Future capital investments include the design and construction of a permanent building as part of the relocation of theimpound lot site.


Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeRevenue (237.5) (825.0) (530.3) (537.5) (7.2) 1.4%Staff Compensation 49.5 64.1 64.4 65.6 1.2 1.9%Operating Cost 591.8 708.5 717.3 723.3 6.0 0.8%Debt Charges 52.4 52.4 52.4 52.4 0.0 0.0%Cost Recovery (426.3) 0.0 (303.8) (303.8) 0.0 0.0%Total 29.9 0.0 (0.0) (0.0) 0.0 0.0%



Service Line




ServiceLevel

2017Budget

2017Budget

Impound Lot (530.3) (7.2) (537.5) 530.3 7.2 0.0 0.0 537.5 0.0


P2251 CY-IMPOUND LOT 0.0 100.0 1,640.0 0.0 0.0

Total 0.0 100.0 1,640.0 0.0 0.0

96


Preliminary 2017

Transportation

City of Saskatoon

Engineering

Overview

This program provides engineering services for the technical planning, design, review and inspection of generaldevelopment/redevelopment projects contemplated to occur in the City, outside of the City's on-going landdevelopment program. The program includes development review for subdivision applications, rezoning applications,building permit applications, discretionary use applications, MVA proposals, noise attenuation requests, privatedeveloper designs of public roadways, project scheduling and liaison with the general public and other departments.Also provided are specification/standards development and review/inspection services for development projects.

Drafting and design services are provided for operating and capital projects, as is the preparation and maintenance ofinfrastructure plan records including underground services. Other services include maintenance of the Departmentand Corporate GIS, co-ordination of information regarding road and lane use concerning buried facilities, andproviding contractors or individuals with grade level information for construction on building sites.

The City’s survey instruments and equipment for the operating and capital construction programs are included in thisservice line.


There are no significant changes in Engineering.


There are no capital investments in Engineering.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeStaff Compensation 3,370.4 1,089.2 1,109.8 1,139.2 29.4 2.6%Operating Cost 3,144.6 639.6 650.3 650.6 0.3 0.0%Cost Recovery (5,889.2) (983.3) (996.0) (1,007.5) (11.5) 1.2%Total 625.8 745.5 764.1 782.3 18.2 2.4%



Service Line




ServiceLevel

2017Budget

2017Budget

Engineering 0.0 0.0 0.0 764.1 18.2 0.0 0.0 782.3 782.3

97


Preliminary 2017City of SaskatoonEngineering

98

URBAN PLANNING AND DEVELOPMENT
Preliminary 2017

Urban Planning and

City of Saskatoon

STRATEGIC GOALS:

Service Outcomes

• To provide an increasingly sustainable community and enhanced quality of life consistent with the vision andcore strategies in the City’s Strategic Plan.

• To provide urban renewal and sustain existing areas through local area plans, strategic investments,rejuvenation projects, Crime Prevention Through Environmental Design (CPTED) reviews, and incentives forsupportive and attainable housing.

• To provide support for economic development through collaboration with local and regional businessorganizations, assisting the start-up of new businesses, providing advice and timely review of developmentapplications.

• To provide leadership in planning for future growth in line with the City’s Integrated Growth Plan to Half aMillion which links land use, transportation, and infrastructure in more effective, efficient, and sustainableways.

• To provide a healthy and fair marketplace and ensure the health and safety of owners and occupants throughbuilding and plumbing inspections, licensing of new and established businesses, and permit anddevelopment application reviews.

• To provide improved public spaces throughout the City through streetscape master plans and urban designprojects in strategic areas, business improvement districts, and growth corridors.

• To provide an adequate supply of attainable housing choices by working with community partners,developers, and builders.

• To provide clear information to City Council, excellent customer service to clients, and meaningfulconsultation to stakeholders.



99

Urban Planning and DevelopmentOperating & Capital Budget


At A Glance

$17.9 million in funding since 2008 produced 4,200 Attainable Housing units.

2,395 new licensed businesses since 2008.

17 new services added and 16 expanded since 2007 to meet the demands of one of the fastest growing cities inCanada.

13 neighbourhoods have approved Local Area Plans.

$1.65 million in streetscaping projects completed.

10,850 licensed businesses are expected to be operating in Saskatoon by the end of 2016.

4,000 building permits estimated for 2016, estimated construction value of over $850.0 million.

1,500 Development Permits issued.

560 Attainable Housing units supported through various programs in the City’s Housing Business Plan.

500 property-use complaints estimated requiring attention in 2016.

82 Subdivision Applications processed reflecting strong demand for new, fully-serviced residential, commercial andindustrial lots.

37 OCP amendments and Rezoning Requests received.

21 Condominium Applications received.

20 Discretionary Use Applications processed including garden and garage suite applications and continued strongdemand for more care homes.

18 CPTED reviews conducted on various parks, neighbourhoods and major capital projects to ensure safe design ofbuildings and sites.

7 Vacant Lot Incentive Applications approved in 2016 resulting in new development on chronically vacant sites andthe adaptive reuse of vacant buildings in established areas.

Council Priorities

• Develop partnerships and programs with Aboriginal organizations that will assist in enhancing economic,employment and training opportunities.

• Implement the Growth Plan to Half a Million (formerly known as the Integrated Growth Plan).

• Create incentives to promote density.

• Continue to create and support a business-friendly environment and increase the non-residential tax base.

• Maintain competitive rates for residential and business property taxes within comparative jurisdictions.

Strategic Risks

• There may be limitations on non-property tax revenue options and taxing powers, resulting in an over-relianceon property tax.

• The City carries the risk of over/under investing within its future infrastructure and not being aligned to theeconomic scenario within the city/province.

• Lack of a regional growth plan that includes all of the City’s neighbours could restrict growth in the future.

100


Preliminary 2017

Urban Planning and

City of Saskatoon


At least 25% of residential development is in infill neighbourhoods by 2023.

• 2017 Target: 17%

500 new Attainable Housing units built annually.

• 2017 Target: 400

Maintain an Average Rental Housing Vacancy Rate of 3%.

• This is a longer term indicator therefore there is no annual target.

Strategic Outcomes and 2017Initiatives

Growth and development ensure Saskatoon is a healthy and sustainable community; balancing the environmental social and economic needs of the community and region.

• The Hemson Financing Growth Study identified the need to implement changes in four key areas to optimizerevenues to pay for growth related infrastructure and services. These are: appropriate scope and levels ofdevelopment levies; encouragement of infill and redevelopment; exploration of alternate financing tools toincrease non-tax revenues; and the growth of non-residential property assessment. These issues will beaddressed and integrated into the policies and strategies to implement the Growth Plan to Half a Million aswell as through reports to the various Standing Policy Committees.

• Implement the Growth Plan to Half a Million approved by City Council beginning with the 10-year plan to bedelivered in early 2017.

• Renew the Official Community Plan to reflect the vision and goals of the Growth Plan to Half a Million.

• Make the investments required to initiate the Long Range Transit and Rapid Transit plans.

• Establish a Corridor Redevelopment program focused on land use, design, streetscaping, and transitions toadjacent neighbourhoods including a Brownfield Renewal Strategy to achieve infill targets.

• Pursue legislative changes to allow for the enhancement of development levies in advance of urbandevelopment.

• Embed the Urban Design City-Wide program within the implementation plans for the Growth Plan to Half aMillion to enable continued construction of streetscape projects aligned with the Growth Plan’s goals.

• Ensure a stable, long-term land base for Saskatoon’s growth and development through continueddiscussions with affected municipalities.

• Engage First Nations and Metis about Regional Growth Planning through educational materials, events, andface-to-face meetings.

• Partner with the University of Saskatchewan to expedite implementation of the Vision 2057 Plan for itsendowment lands.

Develop or implement Local Area, Concept and Sector Plans.

• Work with civic departments and external stakeholders to complete the Meadowgreen and MontgomeryPlace Local Area Plans and initiate the Exhibition Local Area Plan.

• Complete the Holmwood Sector Plan amendments.

• Conduct the Idylwyld Drive Corridor Study and the Civic Precinct Master Plan to ensure the City Centre is avibrant and attractive place for residents and visitors.

• Finish the community engagement process and other work to prepare for redevelopment of the SouthCaswell transit facilities and the Saskatoon Transit transition to the new Civic Operations Centre.

101



Land use planning supports a diverse economy and vibrant community, enhancing Saskatoon’s natural and built environment and protecting its heritage.

• Develop a new Natural Areas Policy and Management Plan in cooperation with Parks.

• Develop new land use and phasing policies to enable different forms of land use in the Grasswood Mixed UseNode to serve the needs of a growing population.

• Complete implementation of the New Neighbourhood Level Infill Development Standards.

• Develop the Heritage Registry to increase awareness of valuable heritage resources.

• Implement a new Urban Design Council Policy (BID) to formalize the relationship between the BusinessImprovement Districts and the City with respect to communications and priority maintenance.

• Begin to develop a new Employment Area Plan which identifies and accommodates areas for business andemployment expansions.

Reduce homelessness and ensure there are a diversity of housing options that create equitable and inclusive neighbourhoods.

• Work with community partners to adopt and implement Saskatoon’s Homelessness Action Plan.

• Work with stakeholders to determine the effectiveness of financial incentives offered through the 10-yearHousing Business Plan to achieve the target of 500 new units annually across the attainable housingcontinuum.

Protect the public health, safety and property rights of citizens through timely, consistent and effective enforcement of bylaws.

• Complete the implementation of the Building Bylaw to reflect current legislative requirements and othernecessary amendments.

• Launch the Administrative Bylaw Enforcement Team to align current enforcement across the corporation andbegin to develop a consistent delivery model.

• Initiate the project to develop a new drainage regulatory compliance model.

• Develop and implement new regulations around Short Term Temporary Accommodations.

• Support legalizing existing suites that meet required standards and garage and garden suite development.

• Finalize the Easy to Read Bylaw Guide to provide residents with key aspects of community standards andexpectation to empower them to be good neighbours.

Identify efficiencies in the Urban Planning and Development Programs.

• Integrate the zoning compliance staff and other bylaw staff under one service line in the coming years.

• Develop action plans to support and implement key findings from the Building and Development Permit CivicService Reviews.

• Complete an Internal Process Preview on the process of circulation and reviewing major land use applicationswith a focus on improving the time it takes to receive comprehensive comments from multiple stakeholders.

• Develop a 4-year action plan to increase online delivery of programs and services within the BuildingsStandards division with a focus on alignment with Service Saskatoon.

• Streamline bylaw complaints and implement an enhanced data management framework with theimplementation of a Customer Service Coordinator position.

102


Preliminary 2017

Urban Planning and

City of Saskatoon

Operating Summary

2015 Actual2015

Budget2016

Budget


Change % ChangeRevenue Exp/Rec NetAttainable Housing 335.7 424.3 424.9 0.0 427.3 427.3 2.4 0.6%Building and Plumbing Permits &

Standards0.0 0.0 0.0 (6,749.6) 6,749.6 0.0 0.0 0.0%

Business Improvement Districts 107.7 107.7 107.7 0.0 107.7 107.7 0.0 0.0%Business Licenses (47.9) 0.0 0.0 (1,020.1) 1,020.1 0.0 0.0 0.0%Development Review 500.6 463.2 433.7 (829.4) 1,276.9 447.5 13.8 3.2%Regional Planning 346.5 358.5 366.9 0.0 370.6 370.6 3.7 1.0%Bylaw Compliance 418.8 394.3 556.8 (129.4) 774.3 644.9 88.1 15.8%Long Range Planning 281.9 291.1 296.1 (0.9) 199.8 198.9 (97.2) -32.8%Neighbourhood Planning 483.0 538.6 549.0 0.0 557.2 557.2 8.2 1.5%Research & Mapping 404.8 422.1 442.2 (17.3) 466.2 448.9 6.7 1.5%Urban Design 2,247.3 2,485.5 2,485.5 0.0 2,485.5 2,485.5 0.0 0.0%Total 5,078.4 5,485.3 5,662.8 (8,746.7) 14,435.2 5,688.5 25.7 0.5%



Service Line




ServiceLevel

2017Budget

2017Budget

Attainable Housing 0.0 0.0 0.0 424.9 2.4 0.0 0.0 427.3 427.3Building and Plumbing Permits &

Standards(6,647.9) (101.7) (6,749.6) 6,647.9 101.7 0.0 0.0 6,749.6 0.0

Business Improvement Districts 0.0 0.0 0.0 107.7 0.0 0.0 0.0 107.7 107.7Business Licenses (1,004.9) (15.2) (1,020.1) 1,004.9 15.2 0.0 0.0 1,020.1 0.0Development Review (834.7) 5.3 (829.4) 1,268.4 8.5 0.0 0.0 1,276.9 447.5Regional Planning 0.0 0.0 0.0 366.9 3.7 0.0 0.0 370.6 370.6Bylaw Compliance (129.7) 0.3 (129.4) 686.5 6.8 81.0 0.0 774.3 644.9Long Range Planning (0.9) 0.0 (0.9) 297.0 (97.2) 0.0 0.0 199.8 198.9Neighbourhood Planning 0.0 0.0 0.0 549.0 8.2 0.0 0.0 557.2 557.2Research & Mapping (17.3) 0.0 (17.3) 459.5 6.7 0.0 0.0 466.2 448.9Urban Design 0.0 0.0 0.0 2,485.5 0.0 0.0 0.0 2,485.5 2,485.5Total (8,635.4) (111.3) (8,746.7) 14,298.2 56.0 81.0 0.0 14,435.2 5,688.5


Service Line 2017 2018 2019 2020 2021Attainable Housing 0.0 0.0 0.0 0.0 0.0Building and Plumbing Permits & Standards 200.0 175.0 175.0 75.0 0.0Business Improvement Districts 0.0 0.0 0.0 0.0 0.0Business Licenses 0.0 0.0 0.0 0.0 0.0Development Review 0.0 0.0 0.0 0.0 0.0Regional Planning 0.0 0.0 0.0 0.0 0.0Bylaw Compliance 125.0 125.0 0.0 0.0 0.0Long Range Planning 11,350.0 0.0 0.0 0.0 0.0Neighbourhood Planning 210.0 50.0 0.0 0.0 0.0Research & Mapping 0.0 0.0 0.0 0.0 0.0

103



Urban Design 2,500.0 2,000.0 1,000.0 1,000.0 100.0Total 14,385.0 2,350.0 1,175.0 1,075.0 100.0


Funding Source 2017 2018 2019 2020 2021BLDG PERMITS/INSPECT STAB RESERVE 263.0 238.0 175.0 75.0 0.0FCM 100.0 0.0 0.0 0.0 0.0INFRA RES - STORM WATER 62.0 62.0 0.0 0.0 0.0OTHER 5,250.0 0.0 0.0 0.0 0.0PTIF - FEDERAL 5,250.0 0.0 0.0 0.0 0.0RESERVE FOR CAPITAL EXPENDITURES 960.0 0.0 0.0 0.0 0.0STREETSCAPE RESERVE-BID 2,500.0 2,050.0 1,000.0 1,000.0 100.0Total 14,385.0 2,350.0 1,175.0 1,075.0 100.0Unfunded 0.0 5,835.0 2,930.0 8,810.0 1,620.0


Service Line 2017 2018 2019 2020 2021P2162 CY-URBAN DESIGN - BIDS 0.0 3.0 0.0 0.0 0.0P2541 CY-GROWTH PLAN TO HALF A MILLION

IMPLEMENTATION0.0 40.5 0.0 0.0 0.0

Total 0.0 43.5 0.0 0.0 0.0


Service Line 2017 2018 2019 2020 2021

104


Preliminary 2017

Urban Planning and

City of Saskatoon

Attainable Housing

Overview

The Attainable Housing program works with the community to meet identified housing needs and to facilitate thedevelopment of appropriate civic policies and incentive programs to address the needs for attainable and specialneeds housing. This program is partially funded through the City’s Affordable Housing Reserve.

Attainable Housing is a fundamental aspect of the quality of life in Saskatoon. The rationale and initiatives associatedwith the Civic Attainable Housing Program are documented in the Housing Business Plan and Annual Report which isupdated and presented to City Council each year.

The 10-year Housing Business Plan (2013- 2022) evaluates community needs in housing, and a progress report isprovided to City Council each year, as well as detailed business plans for the following year. The focus in 2017 and2018 will be to work with community partners to implement Saskatoon’s Homelessness Action Plan.


There are no significant operating changes in Attainable Housing.


There are no capital investments for Attainable Housing.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeStaff Compensation 183.9 212.3 214.2 221.9 7.7 3.6%Operating Cost 11.5 99.6 99.6 99.6 0.0 0.0%Capital Contribution 34.0 34.0 34.0 34.0 0.0 0.0%Transfer to/from Reserves 106.3 78.4 77.1 71.8 (5.3) -6.9%Total 335.7 424.3 424.9 427.3 2.4 0.6%



Service Line




ServiceLevel

2017Budget

2017Budget

Attainable Housing 0.0 0.0 0.0 424.9 2.4 0.0 0.0 427.3 427.3

105



Building and Plumbing Permits & Standards

Overview

The Building and Plumbing Permits & Standards Program provides for the review, issuance, and inspection of building,plumbing, and demolition permits. This process ensures individuals and groups have safe and healthy places to liveand work. The Program also processes requests for Property Information Disclosures, Encroachment Agreements,and Civic Addresses. The Program contributes to the Plan Review and Inspection Stabilization Reserve. This reserveis to stabilize the program during periods of less activity.

This program is not subsidized by the mill rate. All expenditures are funded through the generation of fees. Fees inexcess of expenses are held in the Plan Review and Inspection Services Stabilization Reserve.


Revenue Change:

• Revenue increases of $101.7 represents the net increases in the value of plumbing permits and an increase infees from plan reproductions.


• In accordance with the reserve policy, the transfer to the Plan Review and Inspection Services StabilizationReserve will increase by $4.8 in 2017, bringing the total transfer to $440.5.


• Expenditure increase of $29.0 relates to an allocation of staff costs for a portion of a CommunicationsCoordinator position approved in 2016 under Urban Planning and Development – Bylaw Compliance. Thisexpenditure nets with a corresponding decrease in the transfer to the Plan Review and Inspection ServicesStabilization Reserve.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeRevenue (7,717.7) (6,590.4) (6,647.9) (6,749.6) (101.7) 1.5%Staff Compensation 4,523.7 4,837.8 4,993.9 5,058.1 64.2 1.3%Operating Cost 1,291.6 1,273.4 1,322.1 1,354.8 32.7 2.5%Cost Recovery (97.9) (97.8) (103.8) (103.8) 0.0 0.0%Transfer to/from Stabilization 2,000.2 577.0 435.7 440.5 4.8 1.1%Total (0.1) 0.0 0.0 0.0 0.0 0.0%



Service Line




ServiceLevel

2017Budget

2017Budget


(6,647.9) (101.7) (6,749.6) 6,647.9 101.7 0.0 0.0 6,749.6 0.0

106


Preliminary 2017

Urban Planning and

City of SaskatoonBuilding and Plumbing Permits &


Capital Project 2169 involves systems upgrades and enhancements related to existing programs and thedevelopment of new programs, with a focus on increasing online services. 2017 is the first year of a targeted 4 yearplan. This project is funded from the Plan Review and Inspection Services Stabilization Reserve.

Future Operating impact of Current Year’s Capital ProjectsThere are no future operating impacts from the 2017 capital project.

Funded Capital Projects 2017 2018 2019 2020 2021P2169 CY-BLDG STANDARDS PROGRAM

ENHANCEMENTS200.0 175.0 175.0 75.0 0.0

Total 200.0 175.0 175.0 75.0 0.0

107



Business Improvement Districts

Overview

Funding provided to Business Improvement Districts helps to bolster the administrative and financial capability of theseorganizations, which in turn assists the City Administration to plan and make improvements in these areas. The BIDscollaborate with City Administration on a range of projects such as Local Area Plans, City Centre Plan, The Junction,and Broadway 360, to name a few. The BIDs also provide advice to help the City prioritize urban design projects andmaintenance priorities as part of the on-going cooperative efforts in the BID areas.

This program provides each of the Downtown Saskatoon Business Improvement District, the Riversdale BusinessImprovement District, and the Broadway Business Improvement District with a grant based on an allocation of parkingrevenues.


There are no significant operating changes in Business Improvement Districts.


There are no capital investments for Business Improvement Districts.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeOperating Cost 107.7 107.7 107.7 107.7 0.0 0.0%Total 107.7 107.7 107.7 107.7 0.0 0.0%



Service Line




ServiceLevel

2017Budget

2017Budget

Business Improvement Districts 0.0 0.0 0.0 107.7 0.0 0.0 0.0 107.7 107.7

108


Preliminary 2017

Urban Planning and

City of Saskatoon

Business Licenses

Overview

The Business Licenses service line provides a licensing service for all commercial and home-based enterprises in theCity. Business start-up assistance is also offered as a value-added service. All street vending services (parkingpatios, sidewalk cafes, mobile food trucks, and food carts), policy, and licensing are conducted from this businessline. Business activity data from licensing is compiled and provided to the business community as a value addedindicator to the health and growth of our commercial sector.

The Business Licenses program is a self-balanced program.


Revenue Change:

• Business License revenue has increased $15.2 due to an increase in the number of businesses operating inthe city.


There are no capital investments for Business Licenses.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeRevenue (970.3) (994.2) (1,004.9) (1,020.1) (15.2) 1.5%Staff Compensation 684.9 747.2 748.1 761.6 13.5 1.8%Operating Cost 237.5 247.0 256.8 258.5 1.7 0.7%Total (47.9) 0.0 0.0 0.0 0.0 0.0%



Service Line




ServiceLevel

2017Budget

2017Budget

Business Licenses (1,004.9) (15.2) (1,020.1) 1,004.9 15.2 0.0 0.0 1,020.1 0.0

109



Development Review

Overview

The Development Review program facilitates the orderly use and development of property in Saskatoon in accordancewith accepted community standards, as outlined in the City’s Official Community Plan, Zoning Bylaw and SubdivisionBylaw, as well as numerous Council and Administrative Policies. The program serves as a resource to individuals,businesses, government agencies and community groups seeking to pursue development proposals, interpretationson bylaws and policies, and information on approval processes and timelines. Public consultations and input are alsokey activities.

The program reviews neighbourhood concept plans and direct control applications, architectural reviews and designstandards, subdivision, rezoning, discretionary use and development permit applications, as well as applications forboth new and converted condominiums. The program facilitates the community’s ability to understand and amenddevelopment standards in accordance with appropriate public consultation processes. This program also administersthe Naming Advisory Committee.


Revenue Change:

• Development Review revenue is anticipated to decrease by $5.3. This decrease is largely due to a reductionin subdivision application and approval fee volumes of $22.4, offset by increases for zoning, discretionary useand condo application fees for $17.1.


There are no capital investments for Development Review.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeRevenue (690.8) (731.7) (834.7) (829.4) 5.3 -0.6%Staff Compensation 1,003.0 1,011.6 999.0 1,007.2 8.2 0.8%Operating Cost 298.8 291.1 296.6 297.0 0.4 0.1%Cost Recovery (25.8) (21.0) (21.0) (21.0) 0.0 0.0%Transfer to/from Reserves (84.6) (86.8) (6.2) (6.3) (0.1) 1.6%Total 500.6 463.2 433.7 447.5 13.8 3.2%



Service Line




ServiceLevel

2017Budget

2017Budget

Development Review (834.7) 5.3 (829.4) 1,268.4 8.5 0.0 0.0 1,276.9 447.5

110


Preliminary 2017

Urban Planning and

City of Saskatoon

Regional Planning

Overview

Regional Planning was established as a separate section in 2014 to focus on the development and implementation ofa new Regional Plan. The primary role of Regional Planning is to form and maintain working partnerships with otherjurisdictions to ensure sustainable growth in the Saskatoon region.

The section maintains a lead role in working with regional partners to create a Regional Plan, providing professionaland financial support to the Corman Park-Saskatoon Planning District, undertaking boundary alterations (annexation)to achieve the City’s growth objectives; and maintaining effective working relationships with First Nations withReserves and land development interests in the Saskatoon region.


There are no significant operating changes in Regional Planning.


There are no capital investments for Regional Planning.




Service Line




ServiceLevel

2017Budget

2017Budget

Regional Planning 0.0 0.0 0.0 366.9 3.7 0.0 0.0 370.6 370.6

111



Bylaw Compliance

Overview

The Community Standards division exists to provide an effective delivery model for bylaw enforcement and relatedactivities. This Bylaw Compliance service line continues to grow as the Division brings together the many differentbylaw groups under one delivery model.

The Bylaw Compliance service line provides critical bylaw compliance support in the following areas:

• Review and enforcement of Zoning Bylaw contraventions;

• Administer the Legalizing Existing Suites Program;

• Review of all sign applications on private property;

• Ensure that required parking and landscaping is implemented, where required in new construction projects;

• Inspection and compliance of the Street Use Bylaw, which regulates the public use of City property includingstreet use, sidewalk clearing, and overgrown vegetation affecting traffic flow;

• Inspection, education and compliance of the Drainage Bylaw, which involves maintenance of the drainagedesign grades on private properties. Staffing and related costs for this function are currently budgeted underUtilities – Storm Water Management and will be transferred to this service line in 2018; and

• Provides inspection and coordination with the Property Maintenance & Nuisance Bylaw to improve complianceon issues of un-tidy and overgrown properties.


Revenue Change:

• Bylaw Compliance revenue is anticipated to stay consistent in 2017, with a slight decrease of $0.3. Thisdecrease is due to declining sign permit volumes of $12.8, offset by increases to Legalizing Existing Suitesrates of $12.5.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeRevenue (93.4) (106.3) (129.7) (129.4) 0.3 -0.2%Staff Compensation 418.8 412.2 581.5 659.1 77.6 13.3%Operating Cost 93.3 88.4 133.2 148.2 15.0 11.3%Cost Recovery 0.0 0.0 (28.2) (33.0) (4.8) 17.0%Total 418.7 394.3 556.8 644.9 88.1 15.8%



Service Line




ServiceLevel

2017Budget

2017Budget

Bylaw Compliance (129.7) 0.3 (129.4) 686.5 6.8 81.0 0.0 774.3 644.9

112


Preliminary 2017

Urban Planning and

City of SaskatoonBylaw Compliance

Growth:

• One new Bylaw Inspector position ($80.0; 1.0 FTE) is required to meet the ongoing growth and prescribedmandate of the Community Standards Division in alignment with citizen expectations. This position will actas a general bylaw inspector assisting in addressing the increased volume and complexity of complaintsrelated to the Zoning Bylaw and supporting the Property Maintenance and Nuisance Bylaw in achieving tidyand maintained yards.


$250.0 is required over two years to allow for the development of a regulatory compliance framework to controldrainage.



P2604 CY- DRAINAGE REGULATION 125.0 125.0 0.0 0.0 0.0

Total 125.0 125.0 0.0 0.0 0.0

113



Long Range Planning

Overview

The key function of the Long Range Planning section is policy development related to the sustainable growth ofSaskatoon. With a planning horizon of 500,000 people, staff is engaged in two primary roles – the ongoingdevelopment of policy in the adopted Official Community Plan, and, the implementation of the new Growth Plan to Halfa Million. This section is also responsible for Regional Transportation, Long Range Transit, major Sector Plans, and anew Employment Area Plan in conjunction with the Growth Plan to Half a Million.


Significant Item(s):

• The Infrastructure Engineer position ($103.6, 1.0 FTE) has been transferred to Transportation ServicesService Line under Transportation Business Line to reflect the realignment of the Long Range and ActiveTransportation functions. $2.9 in related operating costs have also been transferred.


Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeRevenue 0.0 (0.9) (0.9) (0.9) 0.0 0.0%Staff Compensation 580.1 600.9 507.2 418.5 (88.7) -17.5%Operating Cost 53.6 26.2 26.2 23.2 (3.0) -11.5%Cost Recovery 0.0 (5.3) (5.3) (5.3) 0.0 0.0%Transfer to/from Reserves (351.8) (329.8) (231.1) (236.6) (5.5) 2.4%Total 281.9 291.1 296.1 198.9 (97.2) -32.8%



Service Line




ServiceLevel

2017Budget

2017Budget

Long Range Planning (0.9) 0.0 (0.9) 297.0 (97.2) 0.0 0.0 199.8 198.9

Funded Capital Projects 2017 2018 2019 2020 2021P2390 CY-NATURAL AREAS STRATEGY & GREEN

STORM WATER MANAGEMENT100.0 0.0 0.0 0.0 0.0

P2541 CY-GROWTH PLAN TO HALF A MILLION IMPLEMENTATION

11,250.0 0.0 0.0 0.0 0.0

Total 11,350.0 0.0 0.0 0.0 0.0

Unfunded Capital Projects 2017 2018 2019 2020 2021P2541 CY-GROWTH PLAN TO HALF A MILLION

IMPLEMENTATION0.0 1,475.0 2,720.0 8,450.0 1,410.0

Total 0.0 1,475.0 2,720.0 8,450.0 1,410.0

114


Preliminary 2017

Urban Planning and

City of SaskatoonLong Range Planning

The Growth Plan to Half a Million Implementation project involves implementation and project coordination, includingcommunity engagement and communications, for the core initiatives of the Growth Plan to Half a Million.

The Green Infrastructure Strategy will integrate StormWater management, natural areas, and land use planningthrough a climate change adaption lens. This project is subject to the City successfully obtaining a Federal grant.

Future Operating Impact of Current Year’s Capital Project There will be an increased cost in 2018 for Transit in the amount of $40.5 due to additional shelter maintenancecosts, data charges for buses, and software maintenance charges.


Project 2017 2018 2019 2020 2021P2541 CY-GROWTH PLAN TO HALF A MILLION

IMPLEMENTATION0.0 40.5 0.0 0.0 0.0

Total 0.0 40.5 0.0 0.0 0.0

115



Neighbourhood Planning

Overview

The Neighbourhood Planning service line is focused on sustainability and renewal of existing neighbourhoods. Toachieve sustainability objectives, established areas of Saskatoon must be enhanced and the population must increase,providing a better balance between development in greenfield and infill areas. Local Area Plans, Neighbourhood Safety(CPTED), Attainable Housing, Incentive programs, and Urban Design Services are offered to enhance the City’sestablished neighbourhoods. The development of Secondary Plans to support the bus rapid transit and Corridorredevelopment arising from the new Growth Plan to Half a Million will commence in 2017.



• The transfer from the BID Streetscape Reserve has decreased by $12.0 to reflect a reduction in operatingbudget of the Community Support Program, as outlined in the contract with the Downtown BusinessImprovement District.


Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeStaff Compensation 439.8 484.1 494.5 502.7 8.2 1.7%Operating Cost 483.0 488.0 514.5 502.5 (12.0) -2.3%Cost Recovery (16.3) (10.0) (10.0) (10.0) 0.0 0.0%Capital Contribution 0.0 0.0 (450.0) 0.0 450.0 -100.0%Transfer to/from Reserves (423.5) (423.5) 0.0 (438.0) (438.0) 0.0%Total 483.0 538.6 549.0 557.2 8.2 1.5%



Service Line




ServiceLevel

2017Budget

2017Budget

Neighbourhood Planning 0.0 0.0 0.0 549.0 8.2 0.0 0.0 557.2 557.2


P1573 CY- CSO-COMPREHENSIVE REVIEW STUDY 0.0 50.0 0.0 0.0 0.0

P2034 CY-LAP & NBHD SAFETY IMPLEMENTATION 210.0 0.0 0.0 0.0 0.0

Total 210.0 50.0 0.0 0.0 0.0


P2034 CY-LAP & NBHD SAFETY IMPLEMENTATION 0.0 210.0 210.0 210.0 210.0

Total 0.0 210.0 210.0 210.0 210.0

116


Preliminary 2017

Urban Planning and

City of SaskatoonNeighbourhood Planning

Capital Project 2034 involves the implementation of recommendations contained in Local Area Plans (LAP) andSafety Audits. LAPs and Safety Audits usually require extra resources to ensure that recommendations are fulfilledwithin a timely manner. There are currently fourteen existing LAPs with Meadowgreen and Montgomery Place inprogress.

Capital Project 1573 involves a comprehensive review of the Community Support Program, to be completed prior tothe end of the current contract with the Downtown Business Improvement District in 2018.


117



Research & Mapping

Overview

The Research & Mapping unit, which is part of the Regional Planning section, serves as the Corporate resource centerfor planning, demographic, and quality of life research. Information is available for use by customers within the CityAdministration and the general public. Key service areas include population projections and demographic analysis,Corporate Performance Targets, land use data, quality of life indicators, Neighbourhood Profiles, and GeographicInformation System and mapping services.

As part of the City’s 2013-2023 Strategic Plan, a comprehensive monitoring system has been developed that will trackkey indicators of community progress and success. Within each of the strategic intents, approximately 100 keyindicators will be tracked within 10 overall theme areas. This framework is consistent with indicators developed by theFederation of Canadian Municipalities, but is more responsive to the needs of our local community and region.


There are no significant operating changes in Research & Mapping.


There are no capital investments for Research & Mapping.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeRevenue (14.3) (17.3) (17.3) (17.3) 0.0 0.0%Staff Compensation 473.9 478.0 498.1 504.8 6.7 1.3%Operating Cost 58.1 72.9 65.5 65.5 0.0 0.0%Cost Recovery (118.5) (115.4) (109.0) (109.0) 0.0 0.0%Transfer to/from Reserves 5.6 3.9 4.9 4.9 0.0 0.0%Total 404.8 422.1 442.2 448.9 6.7 1.5%



Service Line




ServiceLevel

2017Budget

2017Budget

Research & Mapping (17.3) 0.0 (17.3) 459.5 6.7 0.0 0.0 466.2 448.9

118


Preliminary 2017

Urban Planning and

City of Saskatoon

Urban Design

Overview

The Urban Design Program is responsible for the preparation of streetscape master plans; designing, constructing,and coordinating urban design projects; and advising on urban design issues in the City at large. The aim is toimprove the public space in key urban areas. Founded on a core program based in the Downtown, Broadway, andRiversdale Business Improvement Districts (BID), the Urban Design Office is also responsible for the City EntranceSign program. This program will also support Secondary Planning and Corridor Redevelopment initiatives arisingfrom the new Growth Plan to Half a Million starting in 2017.


Capital Contribution:Within the Urban Design service line is $1,665.2 in capital contributions, which are the net impact of the followingthree items:

• The $2,461.0 transfer to the BID Streetscape Reserve is funded through a policy allocation of a specifiedpercentage of parking revenues. The reserve then funds the cost of streetscape projects within establishedBIDs.

• The Urban Design BID program’s operating budget reflects projects costing less than $50.0 as well ascontinuing programs and operational administration costs; the 2017 transfer from the Streetscape BIDReserve is $675.2 to fund this program.

• 2016 was the final year that Saskatoon Land’s Sales Administration Fees funded the City-Wide UrbanDesign Program (2016 transfer was $500.0). In 2017, funding of $120.6 supporting the annual operatingcosts of the City-Wide Urban Design Program will come from the City-Wide Streetscape reserve.


• A Senior Planner position ($107.1; 1.0 FTE) and operating expenditures of $26.5 have been transferred fromthe City-Wide Urban Design program to the Urban Design BID program within the Urban Design service line,to accurately reflect the time spent on the program areas.

• A Senior Planner ($100.0; 1.0 FTE) and a Landscape Architect ($88.2; 1.0 FTE), along with operatingexpenditures of $22.7 have been transferred from the City-Wide Urban Design program to Capital Project2541 Growth Plan to Half a Million Implementation.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeStaff Compensation 470.7 493.5 507.4 292.1 (215.3) -42.4%Operating Cost 376.7 541.4 481.6 468.2 (13.4) -2.8%Capital Contribution 1,741.9 1,843.6 1,936.5 1,665.2 (271.3) -14.0%Transfer to/from Other Operating (750.0) (750.0) (500.0) 0.0 500.0 -100.0%Transfer to/from Reserves 424.9 357.0 60.0 60.0 0.0 0.0%Total 2,264.2 2,485.5 2,485.5 2,485.5 0.0 0.0%



Service Line




ServiceLevel

2017Budget

2017Budget

Urban Design 0.0 0.0 0.0 2,485.5 0.0 0.0 0.0 2,485.5 2,485.5

119


Preliminary 2017City of SaskatoonUrban Design


The BID Streetscape Reserve, funded through an allocation of parking revenues, supports the cost of streetscapeprojects within established Business Improvement Districts (BIDs).

In 2017, project 2162 includes the first phase of construction of a comprehensive streetscape project for Idylwyld Drive

from the Senator Sid Buckwold Bridge to 25th Street and the second year of a three year plan to replace agingamenities (benches, garbage cans, poster boards and tree grates) on 21st Street, 2nd Avenue, 20th Street West andpotentially other locations within the BID boundaries.

The Central Avenue Master Plan, approved by City Council in 2009, called for streetscape improvements from 107thStreet to 115th Street. In order to complete the Central Avenue Master Plan, the Administration will include a capitalbudget request for the 2018 budget. This final phase will address the pedestrian crossing of the railway in order toimprove pedestrian safety. Completion of the final phase will depend on funding availability and negotiation with therailway company.

Future Operating Impacts of Current Year’s Capital ProjectsAnnual maintenance of $3.0 for phase 1 of the Idylwyld Drive comprehensive streetscape project for 2018.


P2162 CY-URBAN DESIGN - BIDS 2,500.0 2,000.0 1,000.0 1,000.0 100.0

Total 2,500.0 2,000.0 1,000.0 1,000.0 100.0


P1508 CY-CITY ENTRANCE SIGNS 0.0 150.0 0.0 150.0 0.0

P2166 CY-URBAN DESIGN - CITY-WIDE 0.0 4,000.0 0.0 0.0 0.0

Total 0.0 4,150.0 0.0 150.0 0.0


Project 2017 2018 2019 2020 2021P2162 CY-URBAN DESIGN - BIDS 0.0 3.0 0.0 0.0 0.0Total 0.0 3.0 0.0 0.0 0.0

120

COMMUNITY SUPPORT
Preliminary 2017

Com

munity Support

City of Saskatoon

STRATEGIC GOAL:

Service Outcomes

• To provide both human and financial supports for community groups, as well as a broad range of City-ledinitiatives.

• To build capacity in sport, recreation, culture, heritage, and social organizations and enhance neighbourhood-based associations.

• To provide subsidized or no cost programs and services where cost is a barrier for families or individuals.

• To provide support to organizations leading the way in economic development, tourism and stewardship ofthe river valley

At A Glance

Supports the participation in sport, recreation and culture programs:

• 937,000 visits to cultural facilities;

• 161,300 community association program participants; and

• 60,000 sport, culture and recreation program hours.

Supports and community investments provided to:

• 65 social agencies;

• 52 community outdoor rinks;

• 50 sports organizations;

• 47 community associations;

• 23 community gardens and

• 17 major arts, cultural, and heritage organizations.

Leverages many millions in self-generated revenue as well as human resources in the community-basedorganizations, including 125,000 Community Association volunteer hours;



121

Community SupportOperating & Capital Budget


Subsidies:

• 87,200 Leisure Access visits to leisure facilities subsidized a year.

• 500 burials and 40 subsidized burials annually at Woodlawn Cemetery.

• 200 spay or neuter surgeries subsidized a year.

Council Priorities

• Develop partnerships and programs with Aboriginal organizations that will assist in enhancing economic,employment, and training opportunities.

• Develop age-friendly initiatives to enhance quality of life as people age.

• Implement the Immigration Action Plan.

Strategic Risks

• The City may lack the right initiatives to adequately engage and inform citizens. An expectation gap betweencitizens and the City may lead to dissatisfaction with services.


500 new units annually across the attainable housing continuum

• 2017 Target: 400 units

Increase visits to City recreation & culture facilities to 6,600 visits/1,000 residents and that the rate of increase in visits keeps pace with the projected growth rate.



Develop partnerships and programs with Aboriginal organizations.

• Enhance and develop new partnerships and programs with Aboriginal organizations that will assist inenhancing economic, employment and training opportunities.

• Undertake initiatives to strengthen relations and partnerships with Aboriginal organizations and focus theprovision of programs and services on the TRC Calls to Action and the Kitaskinaw Report recommendations.

Older adults can easily access programs, services and infrastructure.

• Implementation of the recommendations in the Age Friendly Saskatoon report and further development of agefriendly initiatives to enhance quality of life as people age.


• Update and continue implementation of the Corporate Accessibility Action Plan, a long-range, plan to addressaccessibility of civic facilities, programs, services, and infrastructure.

Newcomers can easily access programs and services.

• Implement the Immigration Action Plan including implementation of initiatives to support Saskatoon as awelcoming community and facilitation of community coordination on newcomer settlement and integration

Increase partnerships in delivery of community based recreation, sport and arts programs and provide support to Community Associations.

• Facilitate the development and enhancement of neighbourhood recreation and park infrastructure; includingplayground replacements, park enhancements, community gardens and outdoor rink upgrades.

122


Preliminary 2017

Com

munity Support

City of Saskatoon

• Facilitate the delivery of community based recreation, sport, and arts programs for all seasons.

• Build capacity within the community to address a broad range of issues and build consensus aroundcollaborative responses.

• Undertake a review of grant programs and processes to confirm the purpose of the grants, to ensure we aremeeting the changing needs in the community, and that there is consistency and transparency.

Implement the animal services program plan.

• Work with the SPCA to increase awareness of and expand the subsidized spay and neuter program.

Reduce racism and provide support to individuals and community organizations for social development.

• Implement the anti-racism education strategy and communication plan; including implementation of the “I amthe Bridge” communications strategy and inclusion of anti-racism training and leadership competencies forcivic staff.

• Develop a framework for a social development strategy that would provide long term direction to the City inaddressing social development priorities.

Ensure the long-term financial and environmental sustainability of municipal cemeteries.

• Develop a Saskatoon Municipal Cemetery Services Master Plan to provide high level guidance with regard tothe years of available gravesites remaining and potential funding strategies to support asset renewal inWoodlawn Cemetery prior to reaching capacity.

123



Operating Summary

2015 Actual2015

Budget2016

Budget


Change % ChangeRevenue Exp/Rec NetAnimal Services 680.7 596.4 638.6 (629.2) 1,302.1 672.9 34.3 5.4%Community Development 3,186.9 3,179.3 3,315.2 (202.8) 3,523.1 3,320.3 5.1 0.2%Community Investments & Supports 9,498.3 9,530.7 9,618.4 0.0 10,043.2 10,043.2 424.8 4.4%Cemeteries 236.6 141.7 106.1 (1,450.3) 1,504.5 54.2 (51.9) -48.9%Total 13,602.5 13,448.1 13,678.3 (2,282.3) 16,372.9 14,090.6 412.3 3.0%



Service Line




ServiceLevel

2017Budget

2017Budget

Animal Services (639.3) 10.1 (629.2) 1,277.9 11.7 12.5 0.0 1,302.1 672.9Community Development (202.8) 0.0 (202.8) 3,518.0 5.1 0.0 0.0 3,523.1 3,320.3Community Investments &

Supports0.0 0.0 0.0 9,618.4 388.6 36.2 0.0 10,043.2 10,043.2

Cemeteries (1,427.4) (22.9) (1,450.3) 1,533.5 (29.0) 0.0 0.0 1,504.5 54.2Total (2,269.5) (12.8) (2,282.3) 15,947.8 376.4 48.7 0.0 16,372.9 14,090.6


Service Line 2017 2018 2019 2020 2021Animal Services 0.0 0.0 0.0 0.0 0.0Community Development 500.0 50.0 0.0 50.0 0.0Community Investments & Supports 0.0 0.0 0.0 0.0 0.0Cemeteries 150.0 0.0 0.0 0.0 0.0Total 650.0 50.0 0.0 50.0 0.0


Funding Source 2017 2018 2019 2020 2021OTHER 250.0 0.0 0.0 0.0 0.0PTIF - FEDERAL 250.0 0.0 0.0 0.0 0.0RESERVE FOR CAPITAL EXPENDITURES 150.0 0.0 0.0 0.0 0.0TRAFFIC SAFETY RESERVE 0.0 50.0 0.0 50.0 0.0Total 650.0 50.0 0.0 50.0 0.0Unfunded 155.0 425.0 485.0 550.0 200.0

124


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munity Support

City of Saskatoon

Animal Services

Overview

The Animal Services Program is responsible for: collection of pet license revenue; bylaw enforcement through themanagement of the SPCA and SACA contracts; program development including the subsidized spay/neuterprogram, programs to encourage the purchase of licenses and educating the public on animal control bylaws. AnimalServices is also responsible for the development and maintenance of the City’s off leash dog parks.


Revenue Change:

• Animal license revenue is budgeted to increase by $4.9. This increase is due to a recommended increase inpet license rates of $21.0, partially offset by a decrease in volumes of $16.1.

• A previously proposed revenue initiative to attract advertisers such as pet groomers and pet stores at Citydog parks did not have as much interest from business owners as originally anticipated. As such, the 2017budget includes a decrease in advertising revenue of $15.0 resulting from the removal of this initiative.

Growth:

• Dog park expenditures have increased by $12.5 to reflect maintenance requirements for new parks such asFred Mendel and Hampton Village Dog parks, among others.


• The Saskatoon Society for the Prevention of Cruelty to Animals Inc. (SPCA) and Saskatoon Animal ControlAgency (SACA) are under contract with the City of Saskatoon to provide services such as: lost and found,adoptions, animal abuse or neglect, reporting of animals at large, reporting of barking and howling andreporting of dangerous animals among other services. Costs for these services are increasing by $10.1 in2017 based on previously negotiated agreements.


Capital investments relating to the development of dog parks is outlined in Recreation and Culture- CommunityPartnerships.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeRevenue (577.4) (643.0) (639.3) (629.2) 10.1 -1.6%Staff Compensation 80.9 82.4 86.6 87.2 0.6 0.7%Operating Cost 1,151.9 1,135.6 1,169.9 1,193.5 23.6 2.0%Cost Recovery (4.7) (8.6) (8.6) (8.6) 0.0 0.0%Transfer to/from Reserves 30.0 30.0 30.0 30.0 0.0 0.0%Total 680.7 596.4 638.6 672.9 34.3 5.4%



Service Line




ServiceLevel

2017Budget

2017Budget

Animal Services (639.3) 10.1 (629.2) 1,277.9 11.7 12.5 0.0 1,302.1 672.9

125



Community Development

Overview

Achieving quality of life for residents of Saskatoon requires the commitment and energy of individuals, families, andcommunities in addition to the supports from various service providers including the City of Saskatoon. Thecommitment must focus on information sharing, and collaboration that strengthens groups, builds social cohesion, andpromotes inclusion.

The City’s role in community development is to ensure a safe environment for people to live in, and to facilitate and/orencourage access to a broad range of programs and services which contribute to a quality lifestyle for the purpose ofhealthier individuals and stronger communities. Included in this, the City provides coordination of programs designed toenhance racial harmony and improve intercultural collaborations. The City also provides support to the Aboriginalcommunity with respect to sport, culture, and recreation initiatives through leadership development, grant funding, andprogram delivery. Supports to community associations include opportunities for social interaction and meaningfulcitizen interaction at the neighbourhood level.

The supports from the City of Saskatoon are provided through financial and human resources, including staff that workdirectly with the community based organizations to facilitate their growth and development and to create a network ofvolunteers capable of addressing issues that affect the quality of life in their community. The support system forcommunity development helps enable residents and supports rich social interactions and inclusion of all residents incommunity life.

The City supports the protection and enhancement of the natural and built environment. Related to the builtenvironment, the City has a key role to play in ensuring that Saskatoon's diverse heritage is conserved and interpretedin a planned, selective, and cost-feasible manner for Saskatoon citizens and visitors.



• Staff decreases of $52.1 are the result of a restructuring undertaken with the formation of the Recreation &Community Development Division.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeRevenue (431.0) (178.0) (178.0) (178.0) 0.0 0.0%Province of Saskatchewan (30.0) (18.8) (24.8) (24.8) 0.0 0.0%Staff Compensation 1,807.3 1,816.3 1,876.2 1,824.1 (52.1) -2.8%Operating Cost 1,803.9 1,523.1 1,605.1 1,662.3 57.2 3.6%Transfer to/from Reserves 36.7 36.7 36.7 36.7 0.0 0.0%Total 3,186.9 3,179.3 3,315.2 3,320.3 5.1 0.2%



Service Line




ServiceLevel

2017Budget

2017Budget

Community Development (202.8) 0.0 (202.8) 3,518.0 5.1 0.0 0.0 3,523.1 3,320.3

126


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munity Support

City of SaskatoonCommunity Development

• The City has a reciprocal facility use agreement with various School Boards within Saskatoon which allows

discounted use of Leisure Centres; costs of administering this program are captured within this Service Line.Increases in admission volumes and facility rental rates at leisure facilities have resulted in an additional$51.6 being charged to this service line.


The Accessibility Action Plan identified short and long-term goals for improving accessibility to City of Saskatoonservices, programs, facilities, and infrastructure. This capital project is the on-going and systematic implementation ofthose recommendations identified within the action plan.

Project 1963 includes $500.0 for the improvement of accessibility to Saskatoon Transit routes and stops. Thisinitiative is 50% funded by the Public Transit Infrastructure Funding (PTIF) federal government program and 50%funded from the City of Saskatoon’s Building Canada Fund reallocation pool.

The unfunded portion of the project includes $75.0 for Leisure Centre modifications to address deficiencies identifiedin the barrier free assessment reviews.

Future Operating Impact of Current Year’s Capital ProjectsThere are no future operating impacts from the 2017 Capital Project.


P1963 TU-CORP. ACCESSIBILITY IMPLEMENTATION 500.0 50.0 0.0 50.0 0.0

Total 500.0 50.0 0.0 50.0 0.0


P1963 TU-CORP. ACCESSIBILITY IMPLEMENTATION 75.0 275.0 325.0 550.0 200.0

Total 75.0 275.0 325.0 550.0 200.0

127



Community Investments & Supports

Overview

The City provides financial assistance in the form of cash grants and tax abatements to a variety of sport, culture, andsocial-serving community groups for the delivery and coordination of programs meeting the expressed needs ofresidents. In addition, the City provides cash grant support and incentives for cultural and heritage facilities, thestewardship of the natural and heritage resources along the river edges, tourism, and economic development inSaskatoon.

Funding for preventative social programs can minimize inequalities across neighbourhoods and includes the processof community planning and coordination of services to address the changing social environment of the City. The YouthSport Subsidy program provides rental subsidies to minor sport organizations. The sports participation grant providesfunds for increasing participation in sport, learn to/developmental opportunities, and addressing cost-as-a-barrier toparticipation.

The investment of public resources balances municipal leadership and community involvement in the development andimplementation of programs and services with partnerships and community collaboration being the key to the servicedelivery approach. The community investments and supports work to ensure that everyone can participate and thatservices and opportunities are available to all residents.


Growth:

• Saskatoon City Council has established a funding level of $2.00 per capita for the Cultural Participation Grantwhich provides funding to 17 flagship arts, culture and heritage organizations, with the Children’s DiscoveryMuseum recently added. In order to continue working towards achieving this funding level an increase of$25.0 is required.

• Saskatoon City Council has established a funding level of $2.00 per capita for the Social Grant which providesfunding to social service groups registered under the Saskatchewan Non-Profit Corporations Act servicingSaskatoon residents, as approved by City Council. In order to maintain this funding level an increase of $11.2is required.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeOperating Cost 8,663.6 8,784.5 8,717.2 9,097.0 379.8 4.4%Transfer to/from Reserves 834.8 746.2 901.2 946.2 45.0 5.0%Total 9,498.4 9,530.7 9,618.4 10,043.2 424.8 4.4%



Service Line




ServiceLevel

2017Budget

2017Budget


0.0 0.0 0.0 9,618.4 388.6 36.2 0.0 10,043.2 10,043.2

128


Preliminary 2017

Com

munity Support

City of SaskatoonCommunity Investments & Supports


• The City provides many grants through the form of Tax abatements. As a result of formula increases basedon changes in the prior year mill rate, increases to the Cultural and Heritage Grant for $6.7 as well as theSocial Grant of $15.1 have been included in the 2017 budget.

• The City provides admission to Leisure Facilities for low income individuals and families through the LeisureAccess Program. The cost of this program increased by $56.4 in 2017 due to increased usage.

• The Youth Sport Subsidy program offers subsidies on the rental cost of facilities required to deliver sportsprograms to youth who are 18 year of age and under. Due to increased participation levels and rental rates,the cost of delivering this program has increased by $252.6 in 2017.

• The City provides a variety of Economic Incentives including Enterprise Zones, Downtown/AffordableHousing Incentives, the Mortgage Support Program and Vacant Lot Adaptive Reuse Incentive among othersmaller programs. The cost of delivering these incentives is decreasing by $32.5 in 2017 largely due as aresult of expiring agreements.

• The City provides an annual grant to the Saskatchewan Regional Economic Development Authority(SREDA) which is set to increase by $45.7 in 2017. This is the first year of a four agreement to achieve basefunding of $885.4 in 2020.

• Saskatoon Tourism receives an annual grant which is based on changes in commercial assessment fromyear to year. Based on 2016 changes, the 2017 grant is increasing by $22.0.

• The City provides an annual grant to the Meewasin Valley Authority (MVA) which increases by CPI on ayearly basis. 2017’s grant is set to increase by $11.9.

Not Included:

• The annual budget for civic services, which includes special events (such as Taste of Saskatchewan,Fireworks Festival, special runs, etc.) that require civic services, road closures, on-site garbage cans, streetsweeping, etc., is $110.0 less than historical actual expenditures of approximately $190.0. The SpecialEvents application and approval process underwent an internal process review in 2015/16.Recommendations from the review suggest automation of the special events application process,centralizing the point of contact for event organizers and where possible investigation of user-pay fees forsome activities previously covered by the Provision of Civic Services budget and establishment of criteria forinclusion in the program to help control.

• The budget provided for the burial of a deceased person with limited financial means of $35.0 has thepotential risk for a shortfall of $15.0 compared to prior actual expenditures.

129


Preliminary 2017City of SaskatoonCommunity Investments & Sup-

2015 2016 2017

Budget Budget Budget ChangesCultural and Heritage

Tax Abatements 135.9 142.3 149.0 6.7

Provision of Civic Services 80.0 80.0 80.0 0.0

Site Services - Shakespeare on the Sask. 1.0 1.0 1.0 0.0

Wanuskewin Heritage Park 184.0 184.0 184.0 0.0

Transfer to Heritage Reserve Fund 57.6 47.6 47.6 0.0

Transfer to Façade Grant Reserve 10.0 10.0 0.0

Cultural Participation Grants 416.5 441.5 466.5 25.0

Cultural Grant Capital Reserve 100.0 120.0 120.0 0.0

975.0 1,026.4 1,058.1 31.7Social

Tax Abatements 387.4 408.8 423.9 15.1

Leisure Centre Accessibility Subsidy Program 662.0 580.4 636.8 56.4

Downtown Youth Centre 120.0 120.0 120.0 0.0

Saskatoon Crisis Intervention Service 125.2 125.2 125.2 0.0

Green Gardening Fund 5.0 5.0 5.0 0.0

Cash Grants 497.4 514.6 525.8 11.2

Restorative Action Program 75.0 75.0 75.0 0.0

Kinsmen Telemiracle 2.5 2.5 2.5 0.0

White Buffalo Youth Lodge 151.5 155.5 160.5 5.0

Detoxification Centre 100.0 100.0 100.0 0.0

Burial of the Impoverished 35.0 35.0 35.0 0.0

2,161.0 2,122.0 2,209.7 87.7Sport

Youth Sport Subsidies 1,604.0 1,574.0 1,826.6 252.6

Sport Participation Grants 64.5 64.5 64.5 0.0

Community Grant Program 9.8 9.8 9.8 0.0

1,678.3 1,648.3 1,900.9 252.6Economic Development

Economic Incentives 1,921.9 1,886.1 1,853.6 (32.5)

SREDA 648.5 702.6 748.3 45.7

2,570.4 2,588.7 2,601.9 13.2Tourism

Saskatoon Tourism 437.4 503.0 525.0 22.0

Saskatoon Sport Tourism 5.0 5.0 5.0 0.0

442.4 508.0 530.0 22.0General

Community Initiative - Contingency 4.8 4.8 4.8 0.0

Transfer to Special Events Reserve 500.0 500.0 500.0 0.0

Meewasin Valley Authority 974.6 991.5 1,003.4 11.9

Saskatoon Prairieland Park 66.8 68.4 71.1 2.7

Cash Grants- Environmental 10.0 10.0 10.0 0.0

SPCA- Cruelty Investigations 147.4 150.3 153.3 3.0

1,703.6 1,725.0 1,742.6 17.6

9,530.7 9,618.4 10,043.2 424.8

Community Investments and Support by Type of Grant ($000s)

130


Preliminary 2017

Com

munity Support

City of SaskatoonCommunity Investments & Supports


There are no capital investments for Community Investments & Supports.

131



Cemeteries

Overview

The Cemetery program sells and maintains graves, provides interment services, installs monument foundations andprovides other related functions at the Woodlawn Cemetery, and maintains the Nutana (Pioneer) Cemetery. The civic-owned cemetery also provides interment rights free of charge for an unclaimed body or for a deceased person withlimited financial means.

The City has established a Perpetual Care Fund. All revenues collected as perpetual care fees are transferred to thisfund, and all interest earned on the fund is transferred back to the program as revenue.

The Cemetery Assurance Fund is required to hold funds received through the sale of prepaid cemetery contracts.

A Cemetery Stabilization Reserve was established under Policy C03-003. Transfers to or from the reserve are basedon year-end surpluses/deficits realized in the program. The reserve currently has a nil balance.

Annual contributions to the Cemetery Assurance fund of $90.0 and the Cemetery Perpetual Care Fund of $114.0,established in 2011, are required to remedy historical funding shortfalls. The Cemetery program will require mill ratesupport until revenues are sufficient to fund these contributions.


Revenue Change:

• Saskatoon’s Cemeteries revenue is increasing by $22.9 in 2017. This increase is the result of a 2017 rateincrease of $59.0, partially offset by an estimated decrease in volume of $27.7, as well as a decrease of $8.4 inearnings from the Perpetual Care Fund.


• In accordance with Cemetery Management and Control Bylaw (Bylaw No. 6453), the transfer to the PerpetualCare Reserve has increased by $6.3 to reflect the increase in Perpetual Care fees collected.


• Fixed asset purchases have decreased by $35.0 in 2017 due to the reversal of the one-time 2016 purchaseand installation of two columbaria.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeRevenue (1,303.5) (1,339.4) (1,427.4) (1,450.3) (22.9) 1.6%Staff Compensation 653.4 628.6 646.9 637.0 (9.9) -1.5%Operating Cost 627.7 611.2 646.6 621.2 (25.4) -3.9%Debt Charges 7.2 7.3 0.0 0.0 0.0 0.0%Transfer to/from Reserves 251.8 234.0 240.0 246.3 6.3 2.6%Total 236.6 141.7 106.1 54.2 (51.9) -48.9%



Service Line




ServiceLevel

2017Budget

2017Budget

Cemeteries (1,427.4) (22.9) (1,450.3) 1,533.5 (29.0) 0.0 0.0 1,504.5 54.2

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munity Support

City of SaskatoonCemeteries


Project 1657 involves the continued upgrading of the Woodlawn Cemetery roadways, identified in 2017 for $150.0.This represents the third year of a five year road rehabilitation plan.

Project 1650 which is currently unfunded, involves the development of a Saskatoon Municipal Cemetery ServiceMaster Plan that will outline future needs and costs, identified in 2017 for $80.0.

Future Operating Impact of Current Year’s Capital ProjectsThere is no future operating impact from the 2017 Capital Projects.

Funded Capital Projects 2017 2018 2019 2020 2021P1657 CY-WOODLAWN CEMETERY ROADWAY

UPGRADE150.0 0.0 0.0 0.0 0.0

Total 150.0 0.0 0.0 0.0 0.0


P1650 CY-NEW MUNICIPAL CEMETERIES 80.0 0.0 0.0 0.0 0.0

P1657 CY-WOODLAWN CEMETERY ROADWAY UPGRADE

0.0 150.0 160.0 0.0 0.0

Total 80.0 150.0 160.0 0.0 0.0

133


Preliminary 2017City of SaskatoonCemeteries

134

RECREATION AND CULTURE
Preliminary 2017

Recreation and C

ulture

City of Saskatoon

STRATEGIC GOAL:

Service Outcomes

• To provide opportunities for residents to participate in and enjoy the benefits from sport, recreation, culture,and park activities.

• To provide paid admission programs, including: swimming, skating, fitness, recreation, life skills, golfing, thezoo, and children’s amusements rides.

• To provide facilities and outdoor open spaces in support of community-based programs, festivals, and specialevents.

• To provide services and programs that meet community needs and result in increased visits to all facilities.

• To provide recreation and parks facilities, spaces and programs directly and in partnership with otherorganizations.

At A Glance

$3.0 million dollars of public art maintained.

1.4 million visits to City-operated leisure centres.

300,000 visits to the riverfront trail at River Landing.

285,100 visits to the Forestry Farm Park & Zoo.

276,116 tickets sold at PotashCorp Playland at Kinsmen Park (2016 being the first full season).

130,000 participants in the summer playground programs.

121,200 rounds of golf played.

33,000 hours rented to community groups at leisure facilities.

20,200 visitor nights at the Gordon Howe Campground.

14,820 people registered in swimming lessons.

12,000 participants in community association and neighbourhood-based programs.



135

Recreation and CultureOperating & Capital Budget


2,500 hectares (6,178 acres) of park/open spaces.

1,200 trees planted annually in park and reforestation projects.

283 outdoor sports fields and 6 leisure centres.

145 km of park pathways.

17 major arts, cultural and heritage organizations supported attracting 937,000 visits.

30 paddling pools, 17 spray pads, 11 youth centres, and 2 travelling program vans.

14.8 hectares (36 acres) of pathways, green space, etc. at River Landing.

Council Priorities

• Direct expenditures toward amenities in neighbourhoods to enhance and protect property values andencourage private investment.

• Provide opportunities for activities in a winter city.

• Develop partnerships and programs with Aboriginal organizations that will assist in enhancing economic,employment and training opportunities.

• Build a leisure centre located within the core neighbourhoods.

Strategic Risks

• The City may lack the right initiatives to adequately engage and inform citizens. An expectation gap betweencitizens and the City may be leading to dissatisfaction with services.

• The current investment within the overall infrastructure renewal and maintenance of parks and recreation overthe last ten years may not have been adequate.

• Current succession planning and leadership development may not be adequate considering aging workforceand staff turnover.

• The City may not have adequate business continuity planning and/or emergency preparedness in place.


Increase visits to City recreation and cultural facilities to 6,600 visits/1,000 residents and that the rate of increase in visits keeps pace with the projected growth rate.



Increase recreation opportunities through provision of recreational facilities and amenities.

• Build and/or upgrade recreation facilities located within core neighbourhoods.

• Develop off-leash dog parks on available City-owned land or park space based on the approved plan.

• Work with the Meewasin Valley Authority to complete work on the off-leash dog park at Chief Whitecap Park.

• Apply recommendations from the review of special events coordination and oversight processes to all specialevents in outdoor public places.

• Expand the variety of winter program initiatives to improve perceptions of quality of life throughout the year.

136


Preliminary 2017

Recreation and C

ulture

City of Saskatoon

Citizens are able to easily access information for programs and services when and how it is most convenient for them.

• Implement new recreation management software for program registration, facility booking, and revenuecollection.


• Develop updated park service levels from current technical standards that can be used to communicate parkservices for existing parks to the public.

• Finalize and implement the landscape design and development standards for all new and/or upgraded parksand the supporting park maintenance strategies.

• Collect condition assessments of park infrastructure such as pathways, irrigation systems, and plant materialto develop the Parks Asset Management Plan.

• Develop capital planning, lifecycle replacement and funding strategies for sports fields, recreation facilitiesand recreation amenities in parks.

• Implement a new service delivery model that includes new satellite maintenance buildings and equipmentlocated closer to parks in new neighbourhoods.

• Establish service levels for programs offered at the leisure centres and outdoor swimming pools usingformalized program planning.

• Review current service level of facilities and staffing support for the playground program, outdoor water playand recreation programs.

Develop long-term plans for parks, recreation and culture and implement recommendations.

• Develop a partnership policy based on the framework in the Recreation and Parks Master Plan and exploreopportunities in the near future.

• Implementation of the recommendations in the Recreation and Parks Master Plan.

• Implement the engagement strategy, for the Landscape Design and Development Standards, to receivefeedback from residents and the development community.

• Collaborate with stakeholders to develop an Integrated Natural Area Strategy and Storm Water ManagementPlan.

Citizens have opportunity for and are actively engaged in arts and cultural programs and activities.

• Implement the Culture Plan recommendations with a focus on a long term strategy to invest in and supportthe cultural sector in Saskatoon.

• Identify opportunities for cultural expression, including public art, in Saskatoon neighbourhoods.

• Find ways to support and enable cross-cultural arts initiatives.

Increase participation rates at Saskatoon’s Leisure Centres.

• Implement a plan targeted at potential markets to increase activity space rentals during low usage periods atindoor leisure centres.

• Promote the leisure centres with new leisure card pricing, a refreshed brand, and an effective campaign toincrease attendance and total revenues.

137



Operating Summary

2015 Actual2015

Budget2016

Budget


Change % ChangeRevenue Exp/Rec NetSpectator Ballfields 147.7 151.4 153.0 0.0 157.0 157.0 4.0 2.6%Marketing Services 591.2 599.2 609.4 0.0 627.8 627.8 18.4 3.0%Community Partnerships 268.5 341.8 352.2 (16.8) 438.6 421.8 69.6 19.8%Forestry Farm Park & Zoo 1,624.3 1,599.5 1,616.5 (960.7) 2,574.0 1,613.3 (3.2) -0.2%Golf Courses 0.0 0.0 0.0 (3,922.1) 3,922.1 0.0 0.0 0.0%Gordon Howe Campsite 0.0 0.0 0.0 (637.9) 637.9 0.0 0.0 0.0%Indoor Rinks 339.4 276.7 363.4 (2,121.1) 2,463.5 342.4 (21.0) -5.8%PotashCorp Playland 0.0 0.0 0.0 (575.7) 575.7 0.0 0.0 0.0%Outdoor Pools 784.5 806.7 846.0 (471.4) 1,358.9 887.5 41.5 4.9%Outdoor Sport Fields 351.3 347.0 382.8 (631.2) 1,078.3 447.1 64.3 16.8%Parks Maintenance & Design 12,633.4 12,633.4 13,009.6 (149.7) 13,646.7 13,497.0 487.4 3.7%Playground & Recreation Areas 828.8 879.1 904.9 0.0 895.4 895.4 (9.5) -1.0%Program Research & Design 231.0 213.5 217.4 0.0 240.7 240.7 23.3 10.7%Leisure Centres - Program 4,100.1 3,676.8 3,896.3 (6,618.4) 10,805.6 4,187.2 290.9 7.5%Leisure Centres - Rentals 4,242.3 4,199.1 4,048.0 (6,356.6) 10,602.8 4,246.2 198.2 4.9%Targeted Programming 526.0 578.9 582.5 (10.4) 592.7 582.3 (0.2) 0.0%Albert Community Centre 30.7 69.6 71.1 (157.3) 235.9 78.6 7.5 10.5%Marr Residence 28.4 21.3 21.6 (0.5) 22.5 22.0 0.4 1.9%River Landing 0.0 0.0 0.0 (1,210.3) 1,210.3 0.0 0.0 0.0%Total 26,727.6 26,394.0 27,074.7 (23,840.1) 52,086.4 28,246.3 1,171.6 4.3%



Service Line




ServiceLevel

2017Budget

2017Budget

Spectator Ballfields 0.0 0.0 0.0 153.0 4.0 0.0 0.0 157.0 157.0Marketing Services 0.0 0.0 0.0 609.4 18.4 0.0 0.0 627.8 627.8Community Partnerships (16.8) 0.0 (16.8) 369.0 69.6 0.0 0.0 438.6 421.8Forestry Farm Park & Zoo (900.9) (59.8) (960.7) 2,517.4 56.6 0.0 0.0 2,574.0 1,613.3Golf Courses (3,896.6) (25.5) (3,922.1) 3,896.6 25.5 0.0 0.0 3,922.1 0.0Gordon Howe Campsite (627.6) (10.3) (637.9) 627.6 10.3 0.0 0.0 637.9 0.0Indoor Rinks (2,010.4) (110.7) (2,121.1) 2,373.8 89.7 0.0 0.0 2,463.5 342.4PotashCorp Playland (577.4) 1.7 (575.7) 577.4 (1.7) 0.0 0.0 575.7 0.0Outdoor Pools (447.3) (24.1) (471.4) 1,293.3 50.7 14.9 0.0 1,358.9 887.5Outdoor Sport Fields 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0Parks Maintenance & Design (156.0) 6.3 (149.7) 13,165.6 207.8 273.3 0.0 13,646.7 13,497.0Playground & Recreation Areas 0.0 0.0 0.0 904.9 (9.5) 0.0 0.0 895.4 895.4Program Research & Design 0.0 0.0 0.0 217.4 23.3 0.0 0.0 240.7 240.7Leisure Centres - Program (6,586.2) (32.2) (6,618.4) 10,482.5 239.4 83.7 0.0 10,805.6 4,187.2Leisure Centres - Rentals (6,187.7) (168.9) (6,356.6) 10,235.7 367.1 0.0 0.0 10,602.8 4,246.2Targeted Programming (10.4) 0.0 (10.4) 592.9 (0.2) 0.0 0.0 592.7 582.3Albert Community Centre (157.3) 0.0 (157.3) 228.4 7.5 0.0 0.0 235.9 78.6Marr Residence (0.5) 0.0 (0.5) 22.1 0.4 0.0 0.0 22.5 22.0River Landing (180.7) (1,029.6) (1,210.3) 180.7 78.0 0.0 951.6 1,210.3 0.0Total (21,755.8) (1,453.1) (23,208.9) 48,447.7 1,236.9 371.9 951.6 51,008.1 27,799.2

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Service Line 2017 2018 2019 2020 2021Spectator Ballfields 0.0 0.0 0.0 0.0 0.0Marketing Services 0.0 0.0 0.0 0.0 0.0Community Partnerships 0.0 60.0 0.0 60.0 0.0Forestry Farm Park & Zoo 150.0 200.0 120.0 0.0 250.0Golf Courses 350.0 500.0 200.0 610.0 610.0Gordon Howe Campsite 0.0 0.0 0.0 0.0 0.0Indoor Rinks 0.0 0.0 0.0 0.0 0.0PotashCorp Playland 0.0 0.0 0.0 0.0 0.0Outdoor Pools 0.0 0.0 0.0 0.0 0.0Outdoor Sport Fields 3,555.0 1,100.0 345.0 0.0 0.0Parks Maintenance & Design 3,685.0 430.0 565.0 360.0 450.0Playground & Recreation Areas 0.0 0.0 0.0 0.0 0.0Program Research & Design 0.0 0.0 0.0 0.0 0.0Leisure Centres - Program 0.0 0.0 0.0 0.0 0.0Leisure Centres - Rentals 395.0 120.0 245.0 120.0 245.0Targeted Programming 80.0 0.0 0.0 0.0 0.0Albert Community Centre 0.0 0.0 60.0 0.0 50.0Marr Residence 0.0 0.0 0.0 0.0 0.0River Landing 0.0 0.0 0.0 0.0 0.0Total 8,215.0 2,410.0 1,535.0 1,150.0 1,605.0


Funding Source 2017 2018 2019 2020 2021ALBERT MAJOR REPAIR RES 0.0 0.0 60.0 0.0 50.0ANIMAL SERVICES RESERVE 0.0 60.0 0.0 60.0 0.0ARBOR CREEK PARK EQUIPMENT RESERVE 130.0 0.0 0.0 0.0 0.0CAMPSITE RESERVE 100.0 0.0 0.0 0.0 0.0CANADA 150 INFRA PROGRAM 450.0 0.0 0.0 0.0 0.0CIVIC BLDGS COMPR MTNCE 50.0 0.0 50.0 0.0 50.0DEDICATED LANDS RESERVE 280.0 0.0 0.0 0.0 0.0FORESTRY FARM PARK DEVELOPMENT RES 0.0 50.0 0.0 0.0 0.0FORESTRY FARM PK & ZOO CAPITAL RESERVE 150.0 150.0 120.0 0.0 250.0GOLF COURSE CAPITAL RESERVE 350.0 500.0 200.0 610.0 610.0GROUNDS MAINTENANCE EQUIPMENT RES 550.0 410.0 265.0 360.0 400.0INFRASTRUCTURE RESERVE - PARKS 945.0 0.0 0.0 0.0 0.0LEISURE SERVICES EQUIPMENT REPL RES 395.0 120.0 245.0 120.0 245.0OPERATING FUND CONTRIBUTION 50.0 0.0 0.0 0.0 0.0PARK ENHANCE RES 355.0 350.0 345.0 0.0 0.0PARKS AND RECREATION LEVY (MULTI-DISTRICT) 1,270.0 20.0 250.0 0.0 0.0PRIVATE CONTRIBUTIONS 2,790.0 750.0 0.0 0.0 0.0RESERVE FOR CAPITAL EXPENDITURES 350.0 0.0 0.0 0.0 0.0Total 8,215.0 2,410.0 1,535.0 1,150.0 1,605.0Unfunded 1,630.0 8,965.0 5,505.0 17,515.0 30,915.0


Service Line 2017 2018 2019 2020 2021P0706 CY-LEIS SERV-FACILITY EQUIP REPL 0.0 20.0 0.0 0.0 0.0P2048 CY-FFP & ZOO MASTER PLAN IMPLEMENTATION 0.0 10.8 0.0 0.0 0.0P2102 CY-SPORTFIELD DEVELOPMENT &

IMPROVEMENTS0.0 5.0 0.0 0.0 0.0

139



P2349 CY-SASKATOON MINOR FOOTBALL FIELD UPGRADE

0.0 0.0 28.0 0.0 0.0

P2353 CY-CHIEF WHITECAP PARK DEVELOPMENT 0.0 14.0 0.0 0.0 0.0P2130 CY-SATELLITE SKATEBOARD FACILITIES 0.0 1.0 0.0 0.0 0.0P2528 CY-DOG PARK DEVELOPMENT 0.0 8.0 0.0 0.0 0.0P1641 CY-PARKS-ARBOR CREEK PARK PEDESTRIAN

BRIDGES REPLACEMENT0.0 4.8 0.0 0.0 0.0

P1658 CY-PARKS NEW SATELLITE MTNC BLDG 0.0 31.2 0.0 0.0 0.0P1664 CY-GORDON HOWE COMPLEX UPGRADES 0.0 17.5 0.0 0.0 0.0P1595 CY-NEIGHBOURHOOD PARKS ENHANCEMENTS 0.0 7.7 0.0 0.0 0.0Total 0.0 120.0 28.0 0.0 0.0


Service Line 2017 2018 2019 2020 2021

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Spectator Ballfields

Overview

Saskatoon has active minor and adult softball and baseball groups that organize and provide league play,tournaments, and provide an opportunity for participants to develop their athletic skills, meet new people, exercise,and have fun. To support these groups, the City makes available outdoor spectator softball and baseball facilitieslocated in the Gordon Howe Sports Complex. These facilities are also used for tournament play at the provincial,national, and international levels. The user groups undertake and fund all day-to-day operating costs. The City fundscosts relating to the infrastructure.


There are no significant operating changes in Spectator Ballfields.


There are no capital investments in Spectator Ballfields.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeOperating Cost 147.7 151.4 153.0 157.0 4.0 2.6%Total 147.7 151.4 153.0 157.0 4.0 2.6%



Service Line




ServiceLevel

2017Budget

2017Budget

Spectator Ballfields 0.0 0.0 0.0 153.0 4.0 0.0 0.0 157.0 157.0

141



Marketing Services

Overview

Success of any City of Saskatoon program or service is dependent on public awareness. To achieve this, theMarketing & Communication Section provides marketing expertise and communications support to the CommunityServices Department Divisions, including Recreation & Community Development, Parks, Planning & Development,Building Standards, and Community Standards, in addition to Saskatoon Land which falls under Asset and FinancialManagement Department.

Marketing & Communications helps achieve the business plan objectives by providing their internal clients withstrategic market direction, the development and implementation of marketing and communication plans, creativedirection, and brand strategy, in addition to the evaluation of programs, services, and pricing.


There are no significant operating changes in Marketing Services.


There are no capital investments in Marketing Services.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeStaff Compensation 402.6 400.3 476.8 506.3 29.5 6.2%Operating Cost 287.6 275.9 276.2 276.2 0.0 0.0%Cost Recovery (99.0) (77.0) (143.6) (154.7) (11.1) 7.7%Total 591.2 599.2 609.4 627.8 18.4 3.0%



Service Line




ServiceLevel

2017Budget

2017Budget

Marketing Services 0.0 0.0 0.0 609.4 18.4 0.0 0.0 627.8 627.8

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Community Partnerships

Overview

Developing and sustaining partnerships to ensure sport and recreation facilities are available to the community isimportant to a successful sport and recreation delivery system. This is accomplished through the development ofpartnership and joint use agreements at civic and school facilities, working with external sport organizations in thedevelopment of outdoor sports facilities that are used by minor and adult sport leagues, and securing sponsorshipagreements for specified community program assets. In addition, partnerships are established between various civicdepartments and external provincial agencies to develop emergency disaster plans for the City.



• Staff increases ($65.9; 0.5 FTE) are the result of a restructuring undertaken with the formation of theRecreation & Community Development Division. The increase in FTEs transferred into this service line isoffset by FTEs transferred out of other Recreation and Culture service lines.


Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeRevenue (14.5) (15.0) (16.8) (16.8) 0.0 0.0%Staff Compensation 235.6 308.4 318.8 388.4 69.6 21.8%Operating Cost 34.7 35.7 37.5 37.5 0.0 0.0%Transfer to/from Reserves 12.7 12.7 12.7 12.7 0.0 0.0%Total 268.5 341.8 352.2 421.8 69.6 19.8%



Service Line




ServiceLevel

2017Budget

2017Budget

Community Partnerships (16.8) 0.0 (16.8) 369.0 69.6 0.0 0.0 438.6 421.8


P2528 CY-DOG PARK DEVELOPMENT 0.0 60.0 0.0 60.0 0.0

Total 0.0 60.0 0.0 60.0 0.0


P1635 CY-DIEFENBAKER PARK MASTER PLAN 0.0 0.0 210.0 0.0 0.0

P2114 CY-VICTORIA PARK - UPGRADES 0.0 440.0 400.0 330.0 0.0

P2352 CY-PERMANENT BOAT LAUNCH SITE 0.0 140.0 0.0 0.0 0.0

P2353 CY-CHIEF WHITECAP PARK DEVELOPMENT 400.0 535.0 460.0 260.0 0.0

P2469 CY-PERMANENT WASHROOMS - SPECIAL USE PARKS

0.0 0.0 570.0 0.0 0.0

P2471 CY-KINSMEN PARK & AREA - MASTER PLAN 0.0 2,880.0 0.0 0.0 0.0

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Preliminary 2017City of SaskatoonCommunity Partnerships

P2353 Chief Whitecap Park Development includes the development of pathways within the off-leash dog park, andnaturalization of uplands, as identified in the Chief Whitecap Master Plan, adopted by City Council in June 2010($400.0).

P2528 Dog Park Development involves the expansion of Avalon Dog Park. 1.9 acres of land to the west of the currentdog park will be developed, as well as the addition of accessible pathways, gates and site amenities. ($250.0).

Future Operating Impact of Current Year’s Capital ProjectsIf approved, Chief Whitecap Park will require an additional $10.0 for annual site maintenance and $4.0 for pest controlbeginning in 2018.

If approved, Dog Park Development will require $8.0 for grass cutting, garbage and snow removal, and sign, parkinglot, and fence maintenance beginning in 2018.

P2474 CY-HUDSON BAY AREA DISTRICT PARKS 0.0 70.0 1,690.0 1,750.0 2,240.0

P2476 CY-NEW RECREATION COMPLEX 0.0 0.0 0.0 3,500.0 17,500.0

P2528 CY-DOG PARK DEVELOPMENT 250.0 50.0 0.0 50.0 0.0

P2600 CY-CITY CENTRE AREA INDOOR RECREATION FACILITY

0.0 1,000.0 1,000.0 9,800.0 10,000.0

Total 650.0 5,115.0 4,330.0 15,690.0 29,740.0


Project 2017 2018 2019 2020 2021P2353 CY-CHIEF WHITECAP PARK DEVELOPMENT 0.0 14.0 0.0 0.0 0.0P2528 CY-DOG PARK DEVELOPMENT 0.0 8.0 0.0 0.0 0.0Total 0.0 22.0 0.0 0.0 0.0


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Forestry Farm Park & Zoo

Overview

The Forestry Farm Park & Zoo educates residents and tourists on the importance of sustaining animal and plantspecies native to Saskatchewan, through the delivery of a variety of zoological, horticultural, and conservationalheritage programs. To increase awareness, the Forestry Farm Park & Zoo provides a natural environment for peopleto learn about and appreciate nature and the variety of native mammals, birds, and tree species. This facility providesa setting for recreation activities such as picnics, fishing, walking, and creative play.


Revenue Change:

• Forestry Farm Park & Zoo revenue is anticipated to increase by $59.8 in 2017 largely due to higheradmission rates of $34.9 and increased admissions of $27.1, partially offset by a small decrease in leaserevenue.


• Increases in utility rates regarding water, wastewater, natural gas and electricity account for $24.3 inadditional operating costs.


Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeRevenue (946.8) (836.0) (900.9) (960.7) (59.8) 6.6%Staff Compensation 1,124.2 1,113.2 1,142.4 1,161.5 19.1 1.7%Operating Cost 1,248.2 1,129.1 1,169.8 1,205.5 35.7 3.1%Capital Contribution 150.0 150.0 162.0 162.0 0.0 0.0%Transfer to/from Reserves 51.4 43.2 43.2 45.0 1.8 4.2%Total 1,627.0 1,599.5 1,616.5 1,613.3 (3.2) -0.2%



Service Line




ServiceLevel

2017Budget

2017Budget

Forestry Farm Park & Zoo (900.9) (59.8) (960.7) 2,517.4 56.6 0.0 0.0 2,574.0 1,613.3


P2048 CY-FFP & ZOO MASTER PLAN IMPLEMENTATION 150.0 200.0 120.0 0.0 250.0

Total 150.0 200.0 120.0 0.0 250.0


P2048 CY-FFP & ZOO MASTER PLAN IMPLEMENTATION 125.0 425.0 150.0 0.0 150.0

Total 125.0 425.0 150.0 0.0 150.0

145


Preliminary 2017City of SaskatoonForestry Farm Park & Zoo

Project 2048 – Forestry Farm Park & Zoo Master Plan Implementation involves the upgrading and rebuilding of aportion of the Park entrance road.

Future Operating Impact of Current Year’s Capital Projects

• $10.8 for maintenance and replacement reserve contribution for the new portion of the entrance road isanticipated to be required in 2018.


Project 2017 2018 2019 2020 2021P2048 CY-FFP & ZOO MASTER PLAN IMPLEMENTATION 0.0 10.8 0.0 0.0 0.0Total 0.0 10.8 0.0 0.0 0.0

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Golf Courses

Overview

Golfing is an activity enjoyed by all ages, and for many it becomes a lifelong recreation activity. To meet the needs ofSaskatoon golfers, the City operates three municipal golf courses that challenge all playing abilities.

The City's three golf courses (Holiday Park, Wildwood, and Silverwood) are operated on a full cost recovery basis.The financial objective for the golf course program is that user revenues must be sufficient to fund all ongoingoperating costs, capital and equipment replacement expenditures, all costs required to support future redevelopment,debt repayments, and a financial return based on a calculated Return on Assets.


Revenue Change:

• Golf Course revenue is anticipated to increase by $25.5 in 2017. The temporary closure of the Holiday ParkExecutive 9 during the golf course renovations, is expected to result in lost revenue of $149.4. This decreaseis more than offset by increases in green fee rates of $75.7 and increases in golf cart rental, tracking fees andDriving Range revenue of $90.7. Other smaller adjustments including lounge rate and volume increases of$11.5; Pro Shop sales commission decrease of $3.8; and, concession revenue increase of $0.8.


• Due to the full cost recovery nature of this program, the contribution to the Golf Course Capital Reserve hasdecreased by $3.8 in order to offset revenue and expenditure changes, bringing the total contribution to$447.5.

• The contribution to the Holiday Park Golf Course Redevelopment Reserve has decreased by $6.5 due to adecrease in the budgeted number of rounds played, bringing the total contribution to $100.5.


Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeRevenue (3,788.9) (3,935.9) (3,896.6) (3,922.1) (25.5) 0.7%Staff Compensation 1,404.8 1,550.5 1,581.5 1,601.9 20.4 1.3%Operating Cost 1,653.6 1,747.6 1,756.8 1,772.2 15.4 0.9%Capital Contribution 730.5 637.8 558.3 548.0 (10.3) -1.8%Total 0.0 0.0 0.0 0.0 0.0 0.0%



Service Line




ServiceLevel

2017Budget

2017Budget

Golf Courses (3,896.6) (25.5) (3,922.1) 3,896.6 25.5 0.0 0.0 3,922.1 0.0

Funded Capital Projects 2017 2018 2019 2020 2021P2101 CY-GOLF COURSE IMPROVEMNTS & EQUIP

REPL.350.0 500.0 200.0 610.0 610.0

Total 350.0 500.0 200.0 610.0 610.0

147


Preliminary 2017City of SaskatoonGolf Courses

$300.0 is required for the planned replacement of major golf course equipment and is funded from the Golf CourseCapital Reserve. This allows the civic golf courses to be maintained at the standard of play expected by our patrons.$50.0 is required the Wildwood Golf Course Tee Box Renovation Master Plan and is also funded from the Golf CourseCapital Reserve.


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Gordon Howe Campsite

Overview

Saskatoon attracts many visitors looking for a motor-home, camp-trailer, and tenting experience in an urban setting.The Gordon Howe Campsite provides sites with electrical services, basic tenting sites, and support services such asbarbeque, laundry, washroom and shower facilities, picnic tables, and a confectionery. This very popular campsite islocated near shopping centres, golf courses, the Riversdale outdoor swimming pool, and various parks.

The Gordon Howe Campsite is operated on a full cost recovery basis, meaning the operation has no impact on themill rate.


Revenue Change:

• Gordon Howe Campsite revenue is anticipated to increase by $10.3 in 2017. This increase is mainly due to2017 rate increases which will bring in an additional $20.3, partially offset by a decrease in the number ofcampsite rentals of $10.0.


• Due to the full cost recovery nature of this program, the contribution to the Campsite Reserve has decreasedby $15.9, in order to offset revenue and expenditure changes, bringing the total contribution to $87.8.


There are no capital investments for Gordon Howe Campsite.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeRevenue (568.0) (585.2) (627.6) (637.9) (10.3) 1.6%Staff Compensation 158.0 160.1 175.3 180.9 5.6 3.2%Operating Cost 254.4 245.5 250.4 271.0 20.6 8.2%Debt Charges 98.2 98.2 98.2 98.2 0.0 0.0%Transfer to/from Stabilization 57.4 81.4 103.7 87.8 (15.9) -15.3%Total 0.0 0.0 0.0 0.0 0.0 0.0%



Service Line




ServiceLevel

2017Budget

2017Budget

Gordon Howe Campsite (627.6) (10.3) (637.9) 627.6 10.3 0.0 0.0 637.9 0.0

149



Indoor Rinks

Overview

Minor hockey, figure skating, ringette and speed skating programs are a big part of Saskatoon’s sport and recreationscene where citizens can participate, develop life skills that will be a benefit throughout their lives, have fun, and meetnew friends. To support the minor sports organizations and the general public, the City operates six indoor ice surfacesin various locations throughout the City. Also offered are learn-to-skate and general public skating programs at Cityarenas. During the summer months indoor arenas are also used for youth and adult lacrosse and ball hockey.


Revenue Change:

• Indoor Rinks are anticipating a $110.7 increase in revenue due to increased rates of $134.1, partially offset bya decrease in the volume of hours booked of $21.3, decreased board advertising due to a reduction in thenumber of advertisers at $4.0, and an increase in lease revenue due to increased rates of $1.8.


• Due to the increasing cost of new Zambonis, the annual contribution to the reserve for the replacement of iceresurfacing equipment has increased by $23.4.


The purchase of a replacement Zamboni for Archibald Arena for $120.0 is included in capital project 706, underRecreation and Culture – Leisure Centre – Rentals.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeRevenue (2,069.4) (2,056.6) (2,010.4) (2,121.1) (110.7) 5.5%Staff Compensation 957.4 945.7 967.5 985.0 17.5 1.8%Operating Cost 1,415.0 1,351.0 1,367.2 1,416.0 48.8 3.6%Capital Contribution 36.6 36.6 39.1 62.5 23.4 59.8%Total 339.6 276.7 363.4 342.4 (21.0) -5.8%



Service Line




ServiceLevel

2017Budget

2017Budget

Indoor Rinks (2,010.4) (110.7) (2,121.1) 2,373.8 89.7 0.0 0.0 2,463.5 342.4

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City of Saskatoon

PotashCorp Playland

Overview

The PotashCorp Playland at Kinsmen Park is a vibrant, one of a kind, recreation and tourist attraction that servesvisitors of all ages and abilities, while continuing to support the local community and the growing downtownpopulation. The new rides are comprised of three ride components including a new miniature locomotive train with anexpanded train loop and train platform as well as a refurbished animal carousel and a new larger Ferris wheel. Therides are supported by a new entranceway and plaza as well as water features, sand play, and natural elements.

This program is not subsidized by the mill rate with all expenditures funded through the generation of revenues.Revenues in excess of expenditures are held in the Stabilization Reserve.


Revenue Change:

• PotashCorp Playland revenue is anticipated to decrease slightly by $1.7 from 2016, due to decreased leaserevenue from the concession of $9.0 partially offset by an increase in admission revenue of $7.3.


• The contribution to the capital reserve has increased by $25.0, bringing the annual contribution to $100.0.The reserve will be used to finance the cost of major repairs and replacement of equipment at PotashCorpPlayland.

• The transfer to the PotashCorp Playland stabilization reserve is based on the anticipated surplus that thisprogram delivers. Based on adjustments to 2017 revenues, expenditures and transfers to other reserves,the transfer to the stabilization reserve is anticipated to decrease by $18.2, bringing the annual contribution to$36.7.


There are no capital investments in PotashCorp Playland.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeRevenue (289.1) (348.2) (577.4) (575.7) 1.7 -0.3%Staff Compensation 114.0 231.2 271.1 270.0 (1.1) -0.4%Operating Cost 80.5 86.0 176.4 169.0 (7.4) -4.2%Debt Charges 29.5 29.5 0.0 0.0 0.0 0.0%Capital Contribution 63.6 0.0 75.0 100.0 25.0 33.3%Transfer to/from Stabilization 1.5 1.5 54.9 36.7 (18.2) -33.2%Total 0.0 0.0 0.0 0.0 0.0 0.0%



Service Line




ServiceLevel

2017Budget

2017Budget

PotashCorp Playland (577.4) 1.7 (575.7) 577.4 (1.7) 0.0 0.0 575.7 0.0

151



Outdoor Pools

Overview

The City operates four outdoor pools, providing an opportunity for children and their families to find relief from thesummer heat, have fun, play, and learn how to swim in a safe outdoor setting. George Ward, Lathey, Mayfair, andRiversdale outdoor pools are located in central neighbourhood suburban areas. The outdoor pools are open daily fromearly June until the end of August.


Revenue Change:

• Outdoor Pools are anticipating a revenue increase of $24.1 in 2017 mainly due to increases in admissions andregistered programs of $20.2 and increases to registration and rental rates of $3.9.

Growth:

• In order to maintain safety standards with increased admissions, additional lifeguards are required at MayfairPool ($14.9; 0.32 FTE’s).




There are no capital investments in Outdoor Pools.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeRevenue (430.2) (440.3) (447.3) (471.4) (24.1) 5.4%Staff Compensation 464.2 439.8 473.3 515.8 42.5 9.0%Operating Cost 779.9 807.2 820.0 843.1 23.1 2.8%Total 813.9 806.7 846.0 887.5 41.5 4.9%



Service Line




ServiceLevel

2017Budget

2017Budget

Outdoor Pools (447.3) (24.1) (471.4) 1,293.3 50.7 14.9 0.0 1,358.9 887.5

152


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City of Saskatoon

Outdoor Sport Fields

Overview

Saskatoon has active minor and adult sport organizations that plan and coordinate league play and tournaments,providing an opportunity for participants to develop their skills, meet new friends, exercise, and have fun. To supportthese groups, the City makes outdoor sport facilities available for soccer, softball, slo-pitch, football, speed skating,baseball, lacrosse, cricket, ultimate Frisbee and other programs. These facilities are also used for tournament play atthe provincial, national, and international levels.


Revenue Change:

• Sport Fields revenues are anticipated to increase by $54.0 in 2017 largely as a result of rental revenue rateincreases, $66.8, which are partially offset by decreases in volumes of $12.8.

Growth:

• The Friends of the Bowl Foundation is a partnership between the City of Saskatoon and a group of dedicatedvolunteers formed in 2011 in order to address the need for improvements to facilities at the Gordie HoweSports Complex. With contributions from the City and significant funds raised by the Foundation, extensiveupgrades at the Saskatoon Minor Football Field (formerly Gordon Howe Bowl) have been completed. Thenew facilities now require an additional $76.7 as a transfer to the civic buildings comprehensive maintenancereserve in order to preserve the improvements to the turf, structures and amenities going forward.


• Outdoor Sport Fields in which a rental fee is charged (baseball diamonds, soccer pitches, etc.) receive anabove basic service level in order to enhance the quality of the field (increased maintenance, watering, shale,etc.) for users. In order to maintain the above basic service levels an increase in maintenance/operatingcosts of $35.9 due to inflation are reflected in the 2017 budget.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeRevenue (521.1) (538.7) (577.2) (631.2) (54.0) 9.4%Staff Compensation 133.8 131.2 136.5 142.5 6.0 4.4%Operating Cost 525.7 541.6 610.6 722.9 112.3 18.4%Capital Contribution 212.9 212.9 212.9 212.9 0.0 0.0%Total 351.3 347.0 382.8 447.1 64.3 16.8%



Service Line




ServiceLevel

2017Budget

2017Budget

Outdoor Sport Fields (577.2) (54.0) (631.2) 960.0 41.6 76.7 0.0 1,078.3 447.1

153


Preliminary 2017City of SaskatoonOutdoor Sport Fields


P1664 Gordon Howe Complex Upgrades project includes parking lot lighting and curbs, cost shared between the Cityand private contributions, replacement of Gordie Howe Softball Diamond backstop to meet National Standards andupgrades to Clarence Downey Speedskating Oval upgrades and timing equipment. The last two items are to be fullyfunded by the Friends of the Bowl Foundation. ($1,510.0)

P2102 Sport Field Development & Improvements includes improvements to WJL Harvey South District Park,converting a multi-purpose field to a softball diamond. ($345.0)

P2349 Saskatoon Minor Football Field Upgrade involves the transportation and installation of bleacher and pressboxes from the Saskatchewan Roughriders Legacy Program ($1,500.0 in 2017 and $1,000.0 in 2018) and a sewer linelining repair ($200.0).

Future Operating Impacts of Current Year’s Capital ProjectsIf approved, the Gordon Howe Complex Upgrades (P1664) will require $5.4 for lighting; $2.5 for backstop maintenanceand $9.6 for Speedskating oval maintenance in 2018.

If approved, Sportfield Development and Improvements (P2102) will require $5.0 for above basic service for WJLHarvey Park in 2018 to maintain the softball diamond

If approved, Saskatoon Minor Football Field Upgrade (P2349) will require $28.0 for maintenance and reservecontribution for the bleachers at Saskatoon Minor Football Field in 2019.


P1664 CY-GORDON HOWE COMPLEX UPGRADES 1,510.0 0.0 0.0 0.0 0.0

P2102 CY-SPORTFIELD DEVELOPMENT & IMPROVEMENTS

345.0 350.0 345.0 0.0 0.0


1,700.0 750.0 0.0 0.0 0.0

Total 3,555.0 1,100.0 345.0 0.0 0.0

Unfunded Capital Projects 2017 2018 2019 2020 2021P2349 CY-SASKATOON MINOR FOOTBALL FIELD

UPGRADE0.0 250.0 0.0 0.0 0.0

Total 0.0 250.0 0.0 0.0 0.0


Project 2017 2018 2019 2020 2021P2102 CY-SPORTFIELD DEVELOPMENT &

IMPROVEMENTS0.0 5.0 0.0 0.0 0.0


0.0 0.0 28.0 0.0 0.0

P1664 CY-GORDON HOWE COMPLEX UPGRADES 0.0 17.5 0.0 0.0 0.0Total 0.0 22.5 28.0 0.0 0.0

154


Preliminary 2017

Recreation and C

ulture

City of Saskatoon

Parks Maintenance & Design

Overview

Parks Maintenance & Design provides required maintenance to horticultural and turf assets in parks, sportsfields,and public open spaces including boulevards, medians, rights-of-way, and street beautification projects. Additionalservices include park pathway snow removal, grooming of cross country ski trails, flower pot program, the installationand maintenance of plant and floral displays at the Civic Conservatory, and the maintenance of irrigation systems.

The Design section is involved in the development of public lands through the design of parks, buffers, civic building’sgrounds, and road right-of-ways. Responsibilities include planning, estimating, and administering the capital budgets;conceptual and detailed design; construction project management; public, interdepartmental and divisionalconsultation; development and implementation of landscape construction standards; collection and maintenance of“as-built” data, post-completion of capital projects; and implementing program requirements as provided by otherbusiness units.


Revenue Change:

• Parks Maintenance and Design revenue decrease of $5.0 relates to a reallocation of ‘fee for service’ work tocost recovery.

• The decrease in funding from the Province of Saskatchewan of $1.3 relates to the Urban Highway ConnectorProgram, reflecting a decrease in costs to the City for roadway ditch mowing within the agreement; thisrevenue decrease has been offset by a decrease in operating costs.

Growth:

• New park and open space growth area in 2017 is approximately 34.6 hectares, including 22 hectares ofirrigated space, that has a higher maintenance cost than areas without irrigation. The costs to maintain thesenew parks and greenspaces total $247.4 for staffing, (Labourers - $73.4, 1.62 FTEs), water, supplies,maintenance, and equipment.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeRevenue (11.8) (12.1) (8.6) (3.6) 5.0 -58.1%Province of Saskatchewan (145.9) (140.4) (147.4) (146.1) 1.3 -0.9%Staff Compensation 7,531.2 7,113.8 7,346.6 7,481.6 135.0 1.8%Operating Cost 5,575.9 5,664.5 5,859.1 6,288.6 429.5 7.3%Debt Charges 181.0 181.0 181.0 181.0 0.0 0.0%Cost Recovery (1,481.6) (1,222.0) (1,291.1) (1,396.1) (105.0) 8.1%Capital Contribution 1,056.8 1,056.8 1,078.2 1,099.8 21.6 2.0%Transfer to/from Reserves (8.2) (8.2) (8.2) (8.2) 0.0 0.0%Total 12,697.4 12,633.4 13,009.6 13,497.0 487.4 3.7%



Service Line




ServiceLevel

2017Budget

2017Budget

Parks Maintenance & Design (156.0) 6.3 (149.7) 13,165.6 207.8 273.3 0.0 13,646.7 13,497.0

155


Preliminary 2017City of SaskatoonParks Maintenance & Design

• An increase of $14.5 is required for the collection of public space recycling materials which contributes towards

the waste reduction target.


• An Increase of $21.6 to the Parks Infrastructure Reserve, based on the Consumer Price Index, is incompliance with the Capital Reserve Bylaw.


• As a result of increased utility rates, specifically water used for the irrigation of park spaces, operating costshave increased by $126.1.

• A $39.9 reduction in fuel is due to historically low oil and gas prices over the past number of years which areexpected to continue throughout 2017.

• An increase in cost recovery of $100.0 reflects adjustments required to Parks Custom Work in order tomaintain the enhancements at River Landing, which is a fully cost recovered program.


2017 Parks Maintenance and Design Capital Investments include eight funded projects; $2.565 million involves themaintenance and replacement of existing assets and $405.00 is for construction of new satellite maintenancebuildings.

The replacement of Parks Equipment (project 679) is funded from the Grounds Maintenance Equipment ReplacementReserve.

The Park Upgrades, Enhancements & Repairs (project 901) is funded from the Infrastructure – Parks Reserve. Theprojects planned for 2017 include pathway, drainage and irrigation upgrades and repairs.

Neighbourhood Parks Enhancements (project 1595) is funded through Community Association contributions and thePark Enhancement Reserve. Projects brought forward by the Community Associations are adjudicated through anapproval process. The 2017 projects include a partnership with the Lakeridge Community Association and involves thepurchase and installation of new playground equipment in Crocus Park.


P0679 AF-GROUNDS MTNCE-EQUIPMENT REPL 600.0 410.0 265.0 360.0 400.0

P0901 CY-PARK UPGRADES, ENHANCEMENTS & REPAIRS

945.0 0.0 0.0 0.0 0.0

P1595 CY-NEIGHBOURHOOD PARKS ENHANCEMENTS 140.0 0.0 0.0 0.0 0.0

P1641 CY-PARKS-ARBOR CREEK PARK PEDESTRIAN BRIDGES REPLACEMENT

130.0 0.0 0.0 0.0 0.0

P1653 CY-PARK DRAINAGE 100.0 0.0 0.0 0.0 0.0

P1658 CY-PARKS NEW SATELLITE MTNC BLDG 1,270.0 20.0 250.0 0.0 0.0

P1876 AF-TENNIS COURT-ACRYLIC SURFACE 50.0 0.0 50.0 0.0 50.0

P1938 AF-PLAY STRUCTURE UPGRDE AND REPL 450.0 0.0 0.0 0.0 0.0

Total 3,685.0 430.0 565.0 360.0 450.0

Unfunded Capital Projects 2017 2018 2019 2020 2021P1627 CY-CITY ENTRANCEWAY/ EXPRESSWAY

LANDSCAPING0.0 350.0 350.0 350.0 350.0

P1658 CY-PARKS NEW SATELLITE MTNC BLDG 255.0 0.0 0.0 0.0 0.0

P1938 AF-PLAY STRUCTURE UPGRDE AND REPL 450.0 675.0 675.0 675.0 675.0

P1939 AF-PADDLING/SPRAY POOL REPLACEMENTS 0.0 800.0 0.0 800.0 0.0

P1940 AF-GREENHOUSE REPLACEMENT 150.0 1,350.0 0.0 0.0 0.0

Total 855.0 3,175.0 1,025.0 1,825.0 1,025.0

156


Preliminary 2017

Recreation and C

ulture

City of SaskatoonParks Maintenance & Design

The six pedestrian bridges throughout Arbor Creek (project 1641) will be replaced and is funded from a specialdevelopment levy that was put in place in 1994.

Park drainage remediation (project 1653) will be undertaken in Varley Parks, Hawthorne Park and Chernesky Park,with funding provided by the Dedicated Lands Account.

New satellite maintenance buildings (project 1658) to be strategically located geographically closer to parks in newneighbourhoods, are required as the City parks and open spaces continue to grow at the rate of approximately 40hectares per year. Construction costs for five buildings will be funded by the Parks and Recreation Levy and one tobe located in Kinsmen Park has requested funds from the Reserve for Capital Expenditures.

Some existing tennis courts (project 1876) will have the acrylic protective coating reapplied to prevent deterioration ofthe asphalt base and lines will be reapplied.

Up to eight old wooden play structures (project 1938) will be replaced over a two year period. This project is 50%funded from the Canada 150 Program with the remainder of the funding coming from the Dedicated Lands accountand Reserve for Capital Expenditure.

Future Operating Impact of Current Year’s Capital ProjectsIf approved, the new Parks Satellite Maintenance Buildings (P1658) will require $31.2 for reserve contributions andutilities in 2018 to operate the new facilities.

If approved, the Neighbourhood Park Enhancements (P1595) will require $7.7 for the maintenance of playgroundequipment beginning in 2018.

If approved, the Arbor Creek Park Pedestrian Bridge Replacement will require $4.8 for reserve contributions toproperly maintain the replacement bridges beginning in 2018.


Project 2017 2018 2019 2020 2021P1641 CY-PARKS-ARBOR CREEK PARK PEDESTRIAN

BRIDGES REPLACEMENT0.0 4.8 0.0 0.0 0.0

P1658 CY-PARKS NEW SATELLITE MTNC BLDG 0.0 31.2 0.0 0.0 0.0P1595 CY-NEIGHBOURHOOD PARKS ENHANCEMENTS 0.0 7.7 0.0 0.0 0.0Total 0.0 43.7 0.0 0.0 0.0

157



Playground & Recreation Areas

Overview

Playgrounds & recreation areas provide outdoor summer recreation programs for children and youth on aneighbourhood and district level, including playground programs, paddling pool programs, and outdoor water features.



• Staff decreases (-$56.9; -0.60 FTE) are the result of a restructuring undertaken with the formation of theRecreation & Community Development Division. The decrease in FTEs transferred from this service line isoffset by FTEs transferred into other Recreation and Culture service lines.


There are no capital investments for Playground & Recreation Areas.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeStaff Compensation 751.6 802.0 827.8 819.0 (8.8) -1.1%Operating Cost 77.1 77.1 77.1 76.4 (0.7) -0.9%Total 828.7 879.1 904.9 895.4 (9.5) -1.0%



Service Line




ServiceLevel

2017Budget

2017Budget

Playground & Recreation Areas 0.0 0.0 0.0 904.9 (9.5) 0.0 0.0 895.4 895.4

158


Preliminary 2017

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ulture

City of Saskatoon

Program Research & Design

Overview

Program research involves gathering information which is used to make decisions on the design and delivery ofprogramming that will meet the needs of our customers. This is accomplished by conducting City-wide needsassessment surveys to identify future program needs and trends, gather information on specific issues to addressand assess the effectiveness of sport, culture and recreation programming in achieving the intended outcomes.Regular customer satisfaction surveys are conducted and analyzed, with the goal of improving the quality ofprograms and services being delivered and designing new programs.


There are no significant operating changes in Program Research & Design.


It is anticipated that the new City Centre Indoor Recreation Facility will be operated as a partnership, contingent onthe approval of a formal agreement.

Future Operating Impact of Current Year’s Capital ProjectsThere are no future operating impacts from 2017 capital projects.




Service Line




ServiceLevel

2017Budget

2017Budget

Program Research & Design 0.0 0.0 0.0 217.4 23.3 0.0 0.0 240.7 240.7

159



Leisure Centres - Program

Overview

The City operates indoor leisure centres that offer a variety of program opportunities in recreation, aquatics (swimlessons, public swims), fitness and wellness (e.g. weight training, walking/jogging, yoga), and life skills (e.g. cooking &photography classes) for Saskatoon residents. These programs and services provide an opportunity for participants tolearn and practice skills, meet new friends, become safer around water, be more active and physically fit, and enjoy ahealthy life-style. The Recreation & Community Development division delivers City-wide programs and services basedon the changing needs and demands of the citizens, where participants pay admission and/or program fees to recovera portion of the costs.


Revenue Change:

• Increased revenues of $32.2 reflects a rate increase for registered programs that is partially offset by a volumedecrease, to reflect changes in program trends.

Growth:

• As a result of the Aquatic Safety Plan review conducted at the City’s aquatic facilities, an increase in lifeguards($83.7; 1.75 FTE’s) is needed to provide the necessary guard to patron ratio required to meet increased safetystandards.



• Internal rental costs are set to increase by $179.7 while decreases in rental hours are resulting in a decrease inexpenditures of $45.1. The net impact is $134.6 increase in expenditures.

• Increases to transaction fees charged for the online registration process have resulted in an increase tooperating costs of $24.0.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeRevenue (6,007.8) (6,272.3) (6,586.2) (6,618.4) (32.2) 0.5%Staff Compensation 5,201.1 4,844.2 5,106.3 5,259.8 153.5 3.0%Operating Cost 5,099.0 5,096.6 5,367.9 5,537.5 169.6 3.2%Cost Recovery (200.4) 0.0 0.0 0.0 0.0 0.0%Capital Contribution 8.3 8.3 8.3 8.3 0.0 0.0%Total 4,100.2 3,676.8 3,896.3 4,187.2 290.9 7.5%



Service Line




ServiceLevel

2017Budget

2017Budget

Leisure Centres - Program (6,586.2) (32.2) (6,618.4) 10,482.5 239.4 83.7 0.0 10,805.6 4,187.2

160


Preliminary 2017

Recreation and C

ulture

City of SaskatoonLeisure Centres - Program


There are no capital investments for Leisure Centres - Program.

161



Leisure Centres - Rentals

Overview

The operation of indoor leisure centres supports the delivery of recreation, sport, and wellness programs delivered bythe Recreation and Community Development Division, community organizations, and private businesses. Indoorleisure centre provide safe, well-maintained, attractive, and accessible spaces for the delivery of competitive sportprograms, public fitness and aquatic exercise classes, leased space for wellness businesses and sport groups, and tohost community events. The Cosmo, Lakewood, Lawson, and Shaw Civic Centres, Harry Bailey Aquatic Centre,Saskatoon Field House, and Terry Fox Track (in SaskTel Sports Centre), are located in the six suburban areas. Rentalrates are charged to recover a portion of the operating costs and are based on the fair market value.


Revenue Change:

• Increased internal rental revenue is comprised of rate increases of $185.3, partially offset by a decrease involumes of $44.3. The change in the amount of space allocated for programs is the result of the ongoingreview of existing programs resulting in the addition of new programs and discontinuation of programs that nolonger meet the needs of the community.

• Revenues from hourly rentals are due to increased rates of $52.8 and volumes of $18.9. Lease revenue fromexternal renters decreased by $27.9 due to the cancellation of existing contracts.

• Concession leases, locker and towel revenue are expected to decrease by $6.8, based on historical actuals.

• Admissions and rentals have decreased by $9.1 due to the decommissioning of the Fitness Circuit which waslocated in the SaskTel Sports Centre. Related to this is a decrease in costs for rent, fitness instructors andmaintenance of $7.5.



Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeRevenue (5,740.0) (5,854.1) (6,187.7) (6,356.6) (168.9) 2.7%Staff Compensation 1,300.2 1,324.0 1,369.3 1,455.9 86.6 6.3%Operating Cost 8,536.4 8,573.6 8,712.1 9,002.3 290.2 3.3%Debt Charges 112.1 112.0 112.0 108.5 (3.5) -3.1%Cost Recovery (180.6) (170.6) (171.9) (178.1) (6.2) 3.6%Capital Contribution 214.2 214.2 214.2 214.2 0.0 0.0%Total 4,242.3 4,199.1 4,048.0 4,246.2 198.2 4.9%



Service Line




ServiceLevel

2017Budget

2017Budget

Leisure Centres - Rentals (6,187.7) (168.9) (6,356.6) 10,235.7 367.1 0.0 0.0 10,602.8 4,246.2

162


Preliminary 2017

Recreation and C

ulture

City of SaskatoonLeisure Centres - Rentals

• Utility rates relating to water, wastewater, natural gas and electricity have resulted in an increase in operating

costs of $174.5, Preventative maintenance and custodial service charges reflect increases of $91.7 due toinflationary pressures, and the allocation of corporate insurance has increased by $22.2.

• Debt charges have been reduced by $3.5. A five year loan required to develop leased space has beenrepaid.


Leisure Centres require specialized program and fitness equipment to be replaced on a planned basis once theequipment reaches the end of its useful life. The type of equipment being replaced under Capital Project 706 is forfitness equipment (e.g. treadmills, elliptical climbers). The 2017 capital project also includes the purchase of areplacement Zamboni for Archibald Arena.



P0706 CY-LEIS SERV-FACILITY EQUIP REPL 395.0 120.0 245.0 120.0 245.0

Total 395.0 120.0 245.0 120.0 245.0


Project 2017 2018 2019 2020 2021P0706 CY-LEIS SERV-FACILITY EQUIP REPL 0.0 20.0 0.0 0.0 0.0Total 0.0 20.0 0.0 0.0 0.0

163



Targeted Programming

Overview

Targeted programming assists the Community Associations in the delivery of sport, culture, and recreation programs atthe neighbourhood level.

This program partners with community groups in the delivery of children and youth programs, district youth centres,and to provide aboriginal programs and/or create an awareness of the aboriginal culture through sport, culture, andrecreation activities. The Aboriginal program includes youth leadership and training opportunities.

This program also provides a skateboard program by providing facilities located in four district park locations and onein a special use park. It also includes travelling skateboard leaders in the summer.





Project 2130 Satellite Skateboard Facilities involves the installation of a quarter-pipe ramp at the east end of the W.W.Ashley District Park. This project is funded from the Dedicated Lands Account. ($80.0)

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeRevenue (17.2) (10.4) (10.4) (10.4) 0.0 0.0%Staff Compensation 382.1 386.1 396.9 394.2 (2.7) -0.7%Operating Cost 161.1 203.2 196.0 198.5 2.5 1.3%Total 526.0 578.9 582.5 582.3 (0.2) 0.0%



Service Line




ServiceLevel

2017Budget

2017Budget

Targeted Programming (10.4) 0.0 (10.4) 592.9 (0.2) 0.0 0.0 592.7 582.3


P2130 CY-SATELLITE SKATEBOARD FACILITIES 80.0 0.0 0.0 0.0 0.0

Total 80.0 0.0 0.0 0.0 0.0

164


Preliminary 2017

Recreation and C

ulture

City of SaskatoonTargeted Programming

Future Operating Impact of Current Year’s Capital Projects

In 2018 project 2130 is anticipated to require $1.0 for graffiti removal and repairs.


Project 2017 2018 2019 2020 2021P2130 CY-SATELLITE SKATEBOARD FACILITIES 0.0 1.0 0.0 0.0 0.0Total 0.0 1.0 0.0 0.0 0.0

165



Albert Community Centre

Overview

To provide for a community centre that is available for meetings, classes, displays, socials, fundraising events, etc., aswell as a meeting place for interaction with City-wide organizations.


There are no significant operating changes for the Albert Community Centre.


P677 involves identifying and completing the necessary major repair or replacement expenditures in the AlbertCommunity Centre as required by the Facility’s Comprehensive Maintenance Program.


Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeRevenue (188.9) (157.3) (157.3) (157.3) 0.0 0.0%Operating Cost 197.9 205.2 206.7 211.4 4.7 2.3%Capital Contribution 21.7 21.7 21.7 24.5 2.8 12.9%Total 30.7 69.6 71.1 78.6 7.5 10.5%



Service Line




ServiceLevel

2017Budget

2017Budget

Albert Community Centre (157.3) 0.0 (157.3) 228.4 7.5 0.0 0.0 235.9 78.6


P0677 AF-ALBERT COMM CENTRE RENOS 0.0 0.0 60.0 0.0 50.0

Total 0.0 0.0 60.0 0.0 50.0

166


Preliminary 2017

Recreation and C

ulture

City of Saskatoon

Marr Residence

Overview

To operate a community centre to provide continued historical displays, programs, and small workshops supportingSaskatoon's heritage.


There are no significant operating changes for Marr Residence.


There are no capital investments for Marr Residence.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeRevenue 0.0 (0.5) (0.5) (0.5) 0.0 0.0%Operating Cost 28.4 21.8 22.1 22.5 0.4 1.8%Total 28.4 21.3 21.6 22.0 0.4 1.9%



Service Line




ServiceLevel

2017Budget

2017Budget

Marr Residence (0.5) 0.0 (0.5) 22.1 0.4 0.0 0.0 22.5 22.0

167



River Landing

Overview

To manage and operate River Landing facilities, parkade, amenities, and programs for the benefit of citizens andvisitors to Saskatoon. This program reflects all costs associated with the management and operation of River Landingand River Landing Parkade. These services are paid for by the revenue generated within the boundary of RiverLanding and includes incremental property tax, parking revenue, and leases.

Significant revenue is projected not to flow until 2024, pending development of the properties identified for privatedevelopment (i.e. Parcel YY, and Phase II parcels). On April 14, 2010, the Budget Committee resolved that RiverLanding Operating Program continue to be balanced through a transfer from the Reserve for Capital Expenditures(RCE) and that the total transfers from RCE to the operating program be accumulated with the expectation that RCEwill be repaid from future surpluses in the program.


Revenue Change:

• The River Landing service line has a $78.0 increase in parking meter revenues due to increased usage of theservices provided within River Landing. This revenue increase reduces the Reserve for Capital Expenditurecontribution required to support the program in 2017.


• The River Landing Parkade is expected to be operational in 2017 and is estimated to be self-supporting.Revenues generated from the parkade are expected to pay for the operating costs of the facility, plusanticipated repayment of the capital requirement for creating the parkade.


There are no capital investments for River Landing.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeRevenue (466.0) (115.5) (180.7) (1,210.3) (1,029.6) 569.8%Staff Compensation 107.5 64.1 65.9 66.6 0.7 1.1%Operating Cost 1,187.3 1,312.6 1,325.3 1,959.3 634.0 47.8%Debt Charges 0.0 0.0 0.0 327.8 327.8 0.0%Capital Contribution 73.3 73.3 73.3 73.3 0.0 0.0%Transfer to/from Other Operating (151.4) (141.8) (160.9) (185.8) (24.9) 15.5%Transfer to/from Reserves (750.7) (1,192.7) (1,122.9) (1,030.9) 92.0 -8.2%Total 0.0 0.0 0.0 0.0 0.0 0.0%



Service Line




ServiceLevel

2017Budget

2017Budget

River Landing (180.7) (1,029.6) (1,210.3) 180.7 78.0 0.0 951.6 1,210.3 0.0

168

FIRE SERVICES
Preliminary 2017

Fire Services

City of Saskatoon

STRATEGIC GOAL:

Service Outcomes

• To provide emergency planning and 24-hour emergency response services within the City of Saskatoon andsurrounding municipalities covered by service agreements in order to protect citizens, reduce the loss of life,and limit property damage.

• To provide public education and fire prevention services, including fire investigations, with the goal ofincreasing the level of safety and security in the community.

• To provide a major role in the delivery of pre-hospital care to the citizens of Saskatoon.

• To provide protective services outlined in The Fire Safety Act, The Emergency Planning Act, The Cities Act,and Saskatoon Fire and Protective Services Bylaw 7990.

At A Glance

334 staff within the Operations, Administration, Prevention, Training, Emergency Measures, and Support Divisions.

12 front line engines, two rescue trucks and two aerials are operated out of nine fire stations.

12,623 emergency and non-emergency calls required crews to respond, not including inspection activity orcommunity engagement events.

2,363 complaints which generated 3,190 inspections and re-inspections were received by the Fire PreventionDivision.

221 fire investigations resulting in five criminal charges.

24 students in grades 9, 10 and 11 from five high schools participated in the F.I.R.E. Cadet Program, an eight-weekfire training program.

Three graduates from the F.I.R.E Cadet Program were employed with the Saskatoon Fire Department during July andAugust for property maintenance, fire prevention initiatives, and community relations events.



169

Fire ServicesOperating & Capital Budget


Council Priorities

• Ensure that emergency response times for the Saskatoon Fire Department (SFD) meet the needs of the entirecommunity.

Strategic Risks


• The City may lack the right initiatives to adequately engage and inform citizens. An expectation gap betweencitizens and the City may be leading to dissatisfaction with services.


Respond to fire calls within 6 minutes and 20 seconds at least 90% of the time.

• 2017 Target: 83%

Satisfaction with Civic Services of 90% or more.

• 2017 Target: 88%


Ensure an emergency response approach that meets accepted standards.

• Through Fire Station Deployment Modelling, the SFD is attempting to meet response time targets identified bythe National Fire Protection Association 1710 benchmark.

• The movement of Fire Station No. 3 to 2613 Clarence Avenue South is the first step in addressing responsecoverage for the citizens of Saskatoon. Deployment Analysis of fire apparatus response is an ongoinginitiative which will see many improvements long term.

• Maintain the necessary coverage within geographic areas to meet the target for fire response 90% of the timethrough ongoing analysis of location and repositioning of fire stations.

• Build partnerships with Provincial Emergency Management and Fire Safety in the areas of disaster response,communications, and departmental certifications.

• Build partnerships with the Saskatoon Health Region and School Boards to better serve the citizens ofSaskatoon.

Maintain the infrastructure required to meet expanding emergency response needs.

• Develop a long-term plan for building and replacement of SFD infrastructure.

• Develop a plan for future upgrades or replacement of the department training/mechanical maintenance shop.

• Conduct long-term planning for upgrades to Station Headquarters (Fire Hall #1 - Idylwyld Drive) toaccommodate accessibility needs, communications, and larger equipment in the apparatus bay.

• Develop a plan for fee for service for special events.

• Evaluate Fire Service Agreements.

Address enforcement and education issues related to public safety and fire prevention.

• Develop a coordinated bylaw enforcement group to address increased property maintenance concerns withinthe City.

• Increase community engagement activities to create positive relationships within the community. Collaboratewith the Saskatoon Council on Aging, deliver the F.I.R.E. Cadet Program, and participate in community eventsthroughout the year.

170


Preliminary 2017

Fire Services

City of Saskatoon

• Optimize skill sets of SFD staff (i.e. provision of flu shots by SFD Paramedics to SFD staff). Work with

Saskatoon Health Region to identify opportunities to assist in meeting the needs of the community that do nothave access to services.

• Evaluate job qualifications and hiring process to address diversity and inclusion.

Protect ability to deliver of core services to the citizens of Saskatoon.

• Engage the services of a Business Continuity Professional to assist Emergency Management and CorporateRisk Management in developing a plan to maintain corporate continuity to provide core services to citizens.

171



Operating Summary

2015 Actual2015

Budget2016

Budget


Change % ChangeRevenue Exp/Rec NetFire Services 44,985.1 44,576.1 46,197.1 (1,059.1) 48,076.0 47,016.9 819.8 1.8%Emergency Measures 396.5 408.8 419.7 0.0 424.5 424.5 4.8 1.1%Total 45,381.6 44,984.9 46,616.8 (1,059.1) 48,500.5 47,441.4 824.6 1.8%



Service Line




ServiceLevel

2017Budget

2017Budget

Fire Services (688.1) (371.0) (1,059.1) 46,885.2 957.9 0.0 232.9 48,076.0 47,016.9Emergency Measures 0.0 0.0 0.0 419.7 4.8 0.0 0.0 424.5 424.5Total (688.1) (371.0) (1,059.1) 47,304.9 962.7 0.0 232.9 48,500.5 47,441.4


Service Line 2017 2018 2019 2020 2021Fire Services 7,234.0 8,634.0 2,239.0 2,174.0 874.0Emergency Measures 0.0 0.0 0.0 0.0 0.0Total 7,234.0 8,634.0 2,239.0 2,174.0 874.0


Funding Source 2017 2018 2019 2020 2021ELECTRICAL DISTRIBUTION EXTENSION RES 25.0 0.0 0.0 0.0 0.0FIRE - CAPITAL RESERVE 390.0 0.0 0.0 0.0 0.0FIRE APPARATUS 681.0 894.0 1,935.0 1,378.0 550.0FIRE SMALL EQUIPMENT REPL RESERVE 228.0 369.0 304.0 296.0 324.0OPERATING FUND CONTRIBUTION 0.0 871.0 0.0 500.0 0.0OTHER 5,735.0 6,500.0 0.0 0.0 0.0POLICE OPER EQUIP & TECH RES 100.0 0.0 0.0 0.0 0.0TU - CAPITAL RESERVE 50.0 0.0 0.0 0.0 0.0WASTEWATER TRTMNT CAP RES 13.0 0.0 0.0 0.0 0.0WATERWORKS CAPITAL PROJECTS RESERVE 12.0 0.0 0.0 0.0 0.0Total 7,234.0 8,634.0 2,239.0 2,174.0 874.0Unfunded 150.0 0.0 0.0 10,000.0 0.0


Service Line 2017 2018 2019 2020 2021P2508 FIRE- REPLACEMENT OF STATION NO. 5 0.0 0.0 100.0 0.0 0.0Total 0.0 0.0 100.0 0.0 0.0

172


Preliminary 2017

Fire Services

City of Saskatoon

Fire Services

Overview

Based on accepted civic mandates the ability to respond to all emergencies involving fire, pre-hospital emergencymedical, entrapment of persons, and unplanned releases of regulated or hazardous materials and substances withinpredetermined timeframes is essential for the safety of the citizens of Saskatoon.

To provide a community-based, customer-focused service which protects the City's tax base, supports economicdevelopment, and provides a safe and comfortable environment for the citizens of Saskatoon through extensive fireprevention and property maintenance inspection programs, education and enforcement.


Revenue Change:

• Overall Fire Services revenue is increasing by $371.0 in 2017, made up of the following items:

• $596.1 has been added to the 2017 budget in anticipation of increases in existing service agreements.

• Revenues related to initiatives such as Lift Assist, and the False Alarm program are being reduced since these programs have seen reduced usage and increased compliance respectively.

• The Saskatchewan Rental Housing Supplement Program which provided funding to perform inspections to a maximum of 1,040 rental properties in the City of Saskatoon is being phased out in 2017.


• Staff compensation including contractual and payroll cost increases amount to $1,035.2, comprising themajority of the Fire Services expenditure increase for the 2017 budget year.

• FTE has been added to the 2017 budget for an additional Fire Inspector. This position will be required inorder to meet the anticipated requirements under the renegotiated service agreements with surroundingmunicipalities. This position will only be hired once the service agreements have been finalized.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeRevenue (489.7) (731.2) (592.4) (963.4) (371.0) 62.6%Province of Saskatchewan (83.2) (95.7) (95.7) (95.7) 0.0 0.0%Staff Compensation 40,618.8 40,322.8 41,769.5 42,804.7 1,035.2 2.5%Operating Cost 3,591.9 3,728.7 3,764.2 3,919.8 155.6 4.1%Cost Recovery (14.1) (10.0) (10.0) (10.0) 0.0 0.0%Capital Contribution 1,353.5 1,353.5 1,353.5 1,353.5 0.0 0.0%Transfer to/from Reserves 8.0 8.0 8.0 8.0 0.0 0.0%Total 44,985.2 44,576.1 46,197.1 47,016.9 819.8 1.8%



Service Line




ServiceLevel

2017Budget

2017Budget

Fire Services (688.1) (371.0) (1,059.1) 46,885.2 957.9 0.0 232.9 48,076.0 47,016.9

173


Preliminary 2017City of SaskatoonFire Services

Not Included:

• The Fire Dispatch Management System has several modules which would greatly improve efficiencies withinSaskatoon Fire (training, asset management, mobile CAD), requiring 1.0 FTE and $100.0 for dedicated IT staffto install, test and implement

• Saskatoon Fire apparatus and various equipment are replaced on an established schedule based on a normallifespan. Due to decreases in the value of the Canadian Dollar in relation to the US Dollar, apparatus andequipment are scheduled to be used beyond their lifespan. An additional $100.0 contribution to the reservewould offset this change in exchange rate and enable apparatus and equipment to be replaced within a normallifespan.


All Capital Projects for the replacement of fire apparatus, support vehicles, and equipment that total $1,499.0 arefunded from existing Reserves.

The design, construction, and relocation of Fire Station No. 3 and No. 5 is utilizing a phased-in approach. Fire StationNo. 3 in 2017, and Fire Station No. 5 in 2018.

Construction of P1914, Fire Station No. 10 in Elk Point is to be coordinated with the servicing of this neighborhood as itdevelops.

Future Operating Impacts of Current Year’s Capital ProjectsFuture operating impacts of $100.0 include building lease costs of relocating Fire Station No. 5 from a City-ownedlocation, to a more optimally placed City-leased location.


P0582 FR-APPAR-REFURB/REPL/ADD'L 228.0 369.0 304.0 296.0 324.0

P1914 FR-NEW STATION - NORTHWEST SASKATOON 0.0 0.0 0.0 500.0 0.0

P2373 FR-REPLACEMENT OF STATION NO. 3 5,235.0 0.0 0.0 0.0 0.0

P2379 FR-APPARATUS REPLACEMENT 681.0 894.0 1,935.0 1,378.0 550.0

P2380 FR- FIRE STATION NO. 11 - HOLMWOOD 0.0 871.0 0.0 0.0 0.0

P2504 FR-NEW EQUIPMENT 590.0 0.0 0.0 0.0 0.0

P2508 FIRE- REPLACEMENT OF STATION NO. 5 500.0 6,500.0 0.0 0.0 0.0

Total 7,234.0 8,634.0 2,239.0 2,174.0 874.0

Unfunded Capital Projects 2017 2018 2019 2020 2021P2505 FR- STATION NO. 4 AND MAINTENANCE /

MECHANICAL0.0 0.0 0.0 10,000.0 0.0

Total 0.0 0.0 0.0 10,000.0 0.0


Project 2017 2018 2019 2020 2021P2508 FIRE- REPLACEMENT OF STATION NO. 5 0.0 0.0 100.0 0.0 0.0Total 0.0 0.0 100.0 0.0 0.0

174


Preliminary 2017

Fire Services

City of Saskatoon

Emergency Measures

Overview

To provide the coordination of planning and preparedness for major emergencies both for the City of Saskatoon andexternal resources in the event of a required response to a major emergency that could impact the City and the wellbeing of its citizens. Planning for business interruption and continuity will also be considered in the impact evaluation.

The Emergency Measures Organization (EMO) is continuing a corporate approach in 2017. EMO will continueproviding an Emergency Operations Centre course focused on coordinating command and control to bring all civicdepartments and partnering agencies together in times of emergency. Focus points for 2017 are Emergency SocialServices, Risk Management, Corporate Security and Business Continuity.


There are no significant operating changes in Emergency Measures.


The capital investment in 2017 for Emergency Measures is $150.0. Dedicated resources are required to establishand implement business continuity and disaster recovery plans and processes prior to the internal audit.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeStaff Compensation 343.5 339.0 349.9 353.4 3.5 1.0%Operating Cost 82.9 84.8 84.8 93.6 8.8 10.4%Cost Recovery (29.9) (15.0) (15.0) (22.5) (7.5) 50.0%Total 396.5 408.8 419.7 424.5 4.8 1.1%



Service Line




ServiceLevel

2017Budget

2017Budget

Emergency Measures 0.0 0.0 0.0 419.7 4.8 0.0 0.0 424.5 424.5


P2507 FIRE-BUSINESS CONTINUITY EMO 150.0 0.0 0.0 0.0 0.0

Total 150.0 0.0 0.0 0.0 0.0

175


Preliminary 2017City of SaskatoonEmergency Measures

176

CORPORATE ASSET MANAGEMENT
Preliminary 2017

Corporate A

sset Managem

ent

City of Saskatoon

STRATEGIC GOAL:

Service Outcomes

• To provide management services for the Corporation’s extensive facilities and fleet in support of all civicprograms and departments.

• To provide building operations and maintenance services for leisure facilities, fire halls, transit buildings,offices, libraries and galleries, Police Headquarters, and associated services for TCU Place and SaskTelCentre.

• To provide fleet management services for the Corporation’s vehicles and equipment, including: purchasing,leasing, maintenance and repair, fuel distribution, and operator training.

• To provide oversight to ensure that all civic facilities and fleet assets are preserved, renewed and optimizedfor longevity.

At A Glance

3.5 million liters of diesel/gasoline provided per year via six separate fueling stations

360,000 square meters of building area managed

376 buildings valued at $1.58 billion with contents valued at $294.3 million

92,000 square meters of parking lots

29,000 park furnishings in 233 parks

11,500 Facility Work Requests issued with an average of 44/working day

9,800 Fleet Services Work Requests issued with an average of 39/working day

9,300 assets maintained via the Comprehensive Maintenance Program

1,450 radios and related infrastructure valued at $15.0 million

1,088 vehicles and equipment with a book value of $73.0 million

184 play structures valued at $8.5 million



177

Corporate Asset ManagementOperating & Capital Budget


55 user groups supported by Fleet Services within the Corporation

32 paddling pools, 19 spray parks, and 10 pools

Council Priorities

• Establish levels of service for rehabilitation of assets and supporting financial strategies.

• Investigate pricing solutions for services and infrastructure (i.e. new bridges, recreation facilities).

• Develop funding strategies for expenses related to new capital expenditures including core services, such asfire halls, roadways and underground services.

Strategic Risks



• The City may not be delivering expected level of services for buildings to citizens or internal stakeholders.

• The lack of Integrated Asset Management approach and systems may be affecting the overall process of assetmaintenance.

• Financial and operational systems are not well integrated which makes it difficult to make data baseddecisions.

• The current investment within the overall infrastructure renewal and maintenance in fleet management overthe last ten years may not have been adequate.

• The City may not be delivering expected levels of service for fleet services to citizens or internal stakeholders.


Increase Visits to City Recreation and Cultural Facilities to 6,600 Visits/1,000 Residents and that the rate of increase in visits keeps pace with the projected growth rate.


Citizen satisfaction with Civic Services of 90% or more.

• 2017 Target: 88%

Reduce the City of Saskatoon’s Greenhouse Gas Emissions by 30% from 2006 Levels.



Complete construction and begin operations of major facilities.

• Complete the construction of the new Saskatoon Transit Operations Facility and the City's first SnowManagement Facility and transition to the new Civic Operations Centre.

• Oversee the transition into the Remai Modern Art Gallery together with the Major Projects division.


• Identify opportunities within the community to improve accessibility for all citizens and incorporate accessibilityinto civic design standards for the built environment.

178


Preliminary 2017

Corporate A

sset Managem

ent

City of Saskatoon

• Define the immediate and long-term space requirements and opportunities for Service Saskatoon and co-

located efficiencies in civic accommodation plans.

Civic facilities and infrastructure are adequately funded and meet agreed upon standards.

• Develop core capital renewal principles and funding strategies for facility site capital renewal, park amenities,and play structures within a long-term asset management and preservation program.

• Work with Recreation & Community Development division to develop level of service agreements for facilitycleanliness and facility maintenance to meet the expectations of users and increase their level of satisfaction.

• Develop energy management programs and strategies for effective management of water, electrical andnatural gas consumption within civic facilities.

• Develop the energy management initiatives including completion of the combined heat and power projects atthe Shaw Centre and Lakewood Civic Centre, energy performance contracting, and maximizing operationalefficiencies through information gathered from our energy and water monitoring project.

The City is adequately prepared in the event of business interruption and/or emergency.

• Design and implement the Corporate Security Plan for all civic facilities in addressing access and emergencyprotocols.

• Enhance radio system to meet civic demand and provincial emergency communication networks, includingwork to accommodate expanded City coverage.

Protect ability to deliver of core services to the citizens of Saskatoon.

• Engage the services of a Business Continuity Professional to assist Emergency Management and CorporateRisk Management in developing a plan to maintain corporate continuity to provide core services to citizens.

179



Operating Summary

2015 Actual2015

Budget2016

Budget


Change % ChangeRevenue Exp/Rec NetFacilities Management 7,599.4 7,872.4 8,503.5 (72.3) 8,700.4 8,628.1 124.6 1.5%Fleet Services 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0%City-Owned Property - Land (616.5) (428.3) (367.5) (2,538.0) 2,266.1 (271.9) 95.6 -26.0%Total 6,982.9 7,444.1 8,136.0 (2,610.3) 10,966.5 8,356.2 220.2 2.7%



Service Line




ServiceLevel

2017Budget

2017Budget

Facilities Management (77.1) 4.8 (72.3) 8,580.6 (239.2) 244.9 114.1 8,700.4 8,628.1Fleet Services 0.0 0.0 0.0 0.0 (444.5) 394.5 50.0 0.0 0.0City-Owned Property - Land (2,526.8) (11.2) (2,538.0) 2,159.3 106.8 0.0 0.0 2,266.1 (271.9)Total (2,603.9) (6.4) (2,610.3) 10,739.9 (576.9) 639.4 164.1 10,966.5 8,356.2


Service Line 2017 2018 2019 2020 2021Facilities Management 14,426.0 24,395.0 69,798.0 12,976.0 11,063.0Fleet Services 8,028.0 5,792.0 5,950.0 6,000.0 6,100.0City-Owned Property - Land 0.0 0.0 0.0 0.0 0.0Total 22,454.0 30,187.0 75,748.0 18,976.0 17,163.0


Funding Source 2017 2018 2019 2020 2021CANADA 150 INFRA PROGRAM 310.0 0.0 0.0 0.0 0.0CIVIC BLDGS COMPR MTNCE 9,331.0 9,456.0 10,348.0 9,956.0 8,043.0CIVIC RADIO REPL & EXPN RESERVE 350.0 350.0 350.0 400.0 400.0CORPORATE CAPITAL RESERVE 550.0 550.0 550.0 550.0 550.0FACILITY SITE REPL RES 300.0 500.0 600.0 600.0 600.0OTHER 3,000.0 13,000.0 57,000.0 1,000.0 1,000.0PARKS GROUNDS MTCE EQUIP ACQ RES 300.0 100.0 250.0 100.0 100.0RESERVE FOR CAPITAL EXPENDITURES 100.0 0.0 0.0 0.0 0.0SNOW & ICE MGT EQUIP ACQUISITION 515.0 0.0 0.0 0.0 0.0TRUNKED RADIO SYS INFRAS REPL RES 485.0 489.0 900.0 420.0 420.0TU - CAPITAL RESERVE 0.0 50.0 50.0 50.0 50.0V & E ASSET DISP/ACQ 85.0 0.0 0.0 0.0 0.0VEHICLE EQUIPMENT REPLACE RESERVE 7,128.0 5,692.0 5,700.0 5,900.0 6,000.0Total 22,454.0 30,187.0 75,748.0 18,976.0 17,163.0Unfunded 2,200.0 4,300.0 0.0 47,500.0 0.0

180


Preliminary 2017

Corporate A

sset Managem

ent

City of Saskatoon


Service Line 2017 2018 2019 2020 2021P2296 AF-LIONS ARENA PARKING REDEVELOPMENT &

SEWER UPGRADE0.0 5.0 0.0 0.0 0.0

P2298 AF-CAIRNS GRANDSTAND & CLUBHOUSE REPLACEMENT

0.0 0.0 96.0 0.0 0.0

Total 0.0 5.0 96.0 0.0 0.0

181



Facilities Management

Overview

Facilities Management provides support and services for civic programs and departments including building operationsand maintenance services for City buildings and structures. This includes leisure facilities, fire halls, transit buildings,civic offices, libraries and galleries, Police Headquarters, associated services for TCU Place and SaskTel Centre, andsite appurtenances and play structures.

Facilities Management also provides administration, operation, and maintenance services for the Corporation’s trunkedradio communication systems.


Revenue Change:

• Facilities Management operates a Civic Buildings Rental program which involved properties purchased by theCity for obtaining the required right-of-way for the extension of the Circle Drive South project. A plan is in placeto sell the remaining properties under this program, which would result in a decrease of $4.8 in annualoperating revenue.

Growth:

• The Remai Modern Art Gallery is a facility that is five times the size of the former Mendel Gallery, and as suchwill provide many more exhibitions, education programs, new public programs, and cinema and theatreprograming. The Facilities Management service line includes an increase of $244.9 and 3.01 FTEs in 2017and will require additional FTEs in 2018 in order to appropriately support and maintain the new facility.


• $60.0 of the increase to capital contributions relate to the Radio Replacement and Expansion Reserve which isthe last of a six-year phase in. This initiative was included in the Radio Infrastructure Upgrade Report whichwas approved by Council in March 2011.

• An allocation of $100.0 for funding of the Facility Site Replacement Reserve created in 2015 to maintain andrepair the infrastructure components which are not currently covered by the Civic Buildings ComprehensiveMaintenance Reserve, such as parking lots and light standards.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeRevenue (94.4) (89.1) (77.1) (72.3) 4.8 -6.2%Staff Compensation 13,640.0 12,551.3 13,065.4 13,408.1 342.7 2.6%Operating Cost 15,917.3 20,331.5 20,553.0 21,190.5 637.5 3.1%Debt Charges 0.0 0.0 71.2 71.2 0.0 0.0%Cost Recovery (29,552.4) (32,610.2) (33,451.4) (35,020.8) (1,569.4) 4.7%Capital Contribution 7,688.9 7,688.9 8,342.4 9,051.4 709.0 8.5%Total 7,599.4 7,872.4 8,503.5 8,628.1 124.6 1.5%



Service Line




ServiceLevel

2017Budget

2017Budget

Facilities Management (77.1) 4.8 (72.3) 8,580.6 (239.2) 244.9 114.1 8,700.4 8,628.1

182


Preliminary 2017

Corporate A

sset Managem

ent

City of SaskatoonFacilities Management

• An increased contribution to the Civic Building Comprehensive Maintenance Reserve of $549.0. This

increase is made up of inflationary increases as required by the Capital Reserve Bylaw and the final yearphase-in of contributions for the Police Headquarters of $273.4.


• In order to proactively approach the City’s Asbestos Management Program (AMP) an increase of $114.1including 1.0 FTE is included in Facilities Management for an Indoor Air Quality Manager position in order toprotect occupants and workers in City facilities which may have asbestos containing materials.

Not Included:Costs associated with the increase in the number of deferred maintenance projects under capital renewal, which isreflected in Key Challenges and Risks:

• For the Facility Site Replacement Reserve, capital renewal needs have been identified at $11.1 million withannual funding of $790.9 required. The current funding level of $300.0 creates a shortfall of $490.9 in thisreserve. Facilities Management, together with civic partners, will be developing a comprehensiverehabilitation priority schedule for a Corporate Asset Management Plan report forthcoming. Annualcontributions are moving towards reducing the funding gap.

• The City currently does not have any dedicated resources with expertise in relation to corporate securityinitiatives. 1.0 FTE and $100.0 would ensure that safety and security concerns that affect employees, electedofficials and the public are adequately addressed and resolved.


The 2017 Facilities Management Capital Investments include nine funded projects totaling $14.4 million.

Funded Capital Projects 2017 2018 2019 2020 2021P0877 AF-TRUNKING RADIO INFRASTRUCTURE

REPLACEMENT485.0 489.0 900.0 420.0 420.0

P1135 AF-CIVIC BLDGS COMPREHENSIVE MAINTAINANCE PROGRAM

7,771.0 9,456.0 10,348.0 9,956.0 8,043.0

P1523 AF-TRUNKING RADIO REPLACEMENT 350.0 350.0 350.0 400.0 400.0

P1557 TU-OFFICE MOD'NS/FURNITURE REPL/UPGRADES

0.0 50.0 50.0 50.0 50.0

P1584 CIVIC OPERATIONS CENTRE 500.0 8,000.0 52,000.0 0.0 0.0

P1934 AF-SPCA BUILDING UPGRADES 100.0 0.0 0.0 0.0 0.0

P1943 AF-EMERGENCY BACK-UP POWER SYSTEM 1,500.0 0.0 0.0 0.0 0.0

P1949 AF-SERVICE SASKATOON - STAFFING ACCOMMODATION

1,550.0 5,550.0 5,550.0 1,550.0 1,550.0

P2176 AF-SHAW CENTRE MAJOR REPAIRS 1,870.0 0.0 0.0 0.0 0.0

P2180 AF-CIVIC FACILITY SITE MAINTENANCE 300.0 500.0 600.0 600.0 600.0

Total 14,426.0 24,395.0 69,798.0 12,976.0 11,063.0


P1584 CIVIC OPERATIONS CENTRE 0.0 0.0 0.0 47,500.0 0.0

P2180 AF-CIVIC FACILITY SITE MAINTENANCE 1,100.0 300.0 0.0 0.0 0.0

P2296 AF-LIONS ARENA PARKING REDEVELOPMENT & SEWER UPGRADE

1,100.0 0.0 0.0 0.0 0.0


0.0 4,000.0 0.0 0.0 0.0

Total 2,200.0 4,300.0 0.0 47,500.0 0.0

183


Preliminary 2017City of SaskatoonFacilities Management

Three of these projects totaling $8.6 million are geared towards maintaining existing corporate assets. The remainderof this investment expands and maintains the existing radio trunking system and addresses civic accommodationincluding Service Saskatoon considerations and corporate security; continue work on civic operations centre for thecity yards and ensure business continuity by installing an uninterrupted power supply for City Hall; and SPCA buildingupgrades for enhanced replacements and repairs to mechanical, electrical and HVAC systems.

P2176 Shaw Centre Major Repairs involves the construction of a permanent enclosure for an existing air handling unitand electrical upgrades, including the installation of electrical protection for equipment. In addition, a review will becompleted to identify and prioritize any additional major repairs to be undertaken in future years.

The White Buffalo Youth Lodge is scheduled for roof replacement beginning in 2016 with completion in 2017. Thisproject is 50% funded from the Canada 150 Infrastructure Program with the remainder of funding coming from the CivicBuildings Comprehensive Maintenance Reserve.

Future Operating Impact of Current Year’s Capital ProjectsThere are two unfunded capital projects included in this service line with future operating impacts: Project 2296 LionsArena Parking Redevelopment and Sewer Upgrade would be $5.0 for maintenance and contribution to reserve andProject 2298 Cairns Grandstand and Clubhouse Replacement would be $96.0 for facility maintenance, utilities andcontribution to reserve should these two projects receive funding in 2017.


Project 2017 2018 2019 2020 2021P2296 AF-LIONS ARENA PARKING REDEVELOPMENT &

SEWER UPGRADE0.0 5.0 0.0 0.0 0.0


0.0 0.0 96.0 0.0 0.0

Total 0.0 5.0 96.0 0.0 0.0

184


Preliminary 2017

Corporate A

sset Managem

ent

City of Saskatoon

Fleet Services

Overview

Fleet Services provides equipment management services for the Corporation's vehicles and equipment fleet,including purchasing, leasing, maintenance and repair, fuel distribution, and operator training.


Growth:

• Fleet Services is currently in the process of undergoing an internal Civic Services Review. One of the itemsidentified in this process is the opportunity to address growth pressures through existing resources. As such,5.0 FTE’s and $394.5 have been added to Fleet Services in order to align fleet operations with the rest of thecorporation’s requirements. This is substantially offset by a significant drop in overtime and other operationalcost savings.


• There is a $50.0 increased contribution to the parks equipment maintenance program based on the CivicServices Review. This funding will be used to review the current parks equipment maintenance program andalign service with best practices and required levels of service. Once a best practice is determined and theprogram is adjusted, this $50.0 will be rolled into the future operating requirements of the new program.


Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeStaff Compensation 4,999.9 4,686.6 4,829.7 4,979.1 149.4 3.1%Operating Cost 11,378.7 11,794.2 11,975.1 11,232.6 (742.5) -6.2%Cost Recovery (23,563.2) (22,108.5) (22,432.5) (21,929.4) 503.1 -2.2%Capital Contribution 7,184.6 5,627.7 5,627.7 5,717.7 90.0 1.6%Total 0.0 0.0 0.0 0.0 0.0 0.0%



Service Line




ServiceLevel

2017Budget

2017Budget

Fleet Services 0.0 0.0 0.0 0.0 (444.5) 394.5 50.0 0.0 0.0


P1356 AF-V&E ADD'L VEHICLES & EQUIPT 815.0 100.0 250.0 100.0 100.0

P1357 AF-V&E REPL'T VEHICLES & EQUIPT 7,128.0 5,692.0 5,700.0 5,900.0 6,000.0

P1929 AF-CSR BUILDING RENOS 85.0 0.0 0.0 0.0 0.0

Total 8,028.0 5,792.0 5,950.0 6,000.0 6,100.0

185


Preliminary 2017City of SaskatoonFleet Services

The 2017 Fleet Services Capital Investments include the purchase of additional and replacement fleet vehicles andequipment totaling $8.0 million. This funding is required to replace units that are experiencing higher than normalmaintenance and repair costs, excessive downtime, a loss in productivity, and/or have reached or passed theirscheduled life spans.


186


Preliminary 2017

Corporate A

sset Managem

ent

City of Saskatoon

City-Owned Property - Land

Overview

This service line involves the effective management of City-owned land that is held for future land development orfully serviced industrial City-owned land leased to businesses on a long term basis under the City’s Industrial LandIncentive Program. The lease rates established are based on market value and may be of duration of less than oneyear (short term leases), three to five years for farm leases, or up to fifteen years for serviced industrial land. Therevenues received are offset by costs attributable to property inspections and maintenance including clean up andweed/grass cutting as well as property taxes for lands outside of city limits.

The service line also manages the leasing of accommodation space required by various civic departments fromexternal sources. Also included is Civic Square East which has allowed for many external City leases to be movedinto a new City-owned Facility. Several external tenants are currently leasing space which provides additionalrevenue to the City.


Revenue Change:

• Revenue under City-Owned Property is increasing by $11.2. This increase is largely made up of increases inexternally leased City land of $87.4, offset by decreased revenue under the Industrial Land IncentiveProgram for $42.6 as leases under the program are converted into purchases, decreasing short-term leaserevenue of $29.6 from downtown parcels which are currently being held for future development, anddecreased Farm land leases for $4.0.


• Increases in lease expenses of $105.9 are a result of higher contractually obligated occupancy andmaintenance costs and property inspection fees.


There are no capital investments for City-Owned Property - Land.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeRevenue (2,924.1) (2,536.0) (2,526.8) (2,538.0) (11.2) 0.4%Staff Compensation 42.5 56.7 58.3 59.2 0.9 1.5%Operating Cost 1,772.8 1,558.6 1,608.6 1,714.5 105.9 6.6%Capital Contribution 492.4 492.4 492.4 492.4 0.0 0.0%Total (616.4) (428.3) (367.5) (271.9) 95.6 -26.0%



Service Line




ServiceLevel

2017Budget

2017Budget

City-Owned Property - Land (2,526.8) (11.2) (2,538.0) 2,159.3 106.8 0.0 0.0 2,266.1 (271.9)

187


Preliminary 2017City of SaskatoonCity-Owned Property - Land

188

CORPORATE GOVERNANCE AND FINANCE
Preliminary 2017

Corporate G

overnance and

City of Saskatoon

STRATEGIC GOALS:

Service Outcomes

• To provide governance and financial services which support the reliable delivery of programs and services tocitizens, businesses, organizations, and other stakeholders.

• To provide essential leadership resulting in the alignment of organizational performance with the City’s vision,mission, and strategic plan.

• To provide legislative oversight, ensure legal compliance, and implement strategic corporate programs insupport of City Council and the Administration.

• To provide corporate financial leadership including the overall development and deployment of financial plansand strategies.

• To provide risk management services to ensure that significant risks are addressed in a positive, systematic,and productive way.

• To provide support for front-line staff, facilitate community engagement, and keep citizens informed.

At A Glance

$41.7 billion of assessed property in Saskatoon.

$33.3 billion of taxable property.

$458.4 million in the 2016 Civic Operating Budget (excluding utilities).

$228.8 million of projects in the 2016 Capital Budget.

70,000 parcels of land are managed in our GIS system; 5,000 devices; and 60 locations supported by IT.

3,918 permanent full-time, part-time, and job-share employees throughout the City.

3,602 full-time equivalent positions throughout the City.

2,600 citizens visited the online citizen budget tool in 2016, 803 submitted feedback.



189

Corporate Governance and FinanceOperating & Capital Budget


1,600 Service Alerts in 2015 regarding service disruptions.

30 boards, commissions, and committees plus 3 major tribunals.

18 Joint Occupational Health and Safety Committees.

12 unions and associations within the City’s organizational structure.

11 elected officials including the Mayor and 10 Councillors.

Council Priorities

• Begin the process of implementing Service Saskatoon.

• Develop a recruitment and retention strategy that attracts the best talent and retains employees over the longterm.

• Develop funding strategies for expenses related to new capital expenditures.

• Establish levels of service for rehabilitation of assets and identify supporting financial strategies.

• Explore alternate sources of revenue to pay for ongoing operations.

Strategic Risks

• There may be limitations on non-property tax revenue options and taxing powers resulting in an over-relianceon property tax.

• The City may lack the right initiatives to adequately engage and inform citizens.

• Financial and operational systems are not well integrated which makes it difficult to make data baseddecisions.

• The City may not be delivering expected levels of IT services as there may be a lack of a clear IT strategy. ITsystems and Hardware may be outdated resulting in inability to meet business needs which may result inhigher IT costs.

• Inadequate management of privacy and security of information may be a risk. Data management may beinsecure due to use of cloud services.

• Strategic initiatives may not be reviewed for key risks during the business case evaluation in a structured andcomprehensive way.

• Overall succession planning, leadership development and the workforce planning process may not beadequate considering ageing workforce and staff turnover which may require better talent management andretention strategies.

• The current budgeting process may make it difficult to see the “big picture” and identify priority based funding.


Satisfaction with civic services of 90% or more.

• 2017 Target: 88%

Debt supported by taxes is less than $1,750 per person.

• This is a longer term target therefore there is no annual target.

Annual municipal property tax increase equal to or less than the Municipal Price Index (MPI).

• 2017 Target: 2.4%

Zero lost time to incidents.

• 2017 Target: Lost Time Injury Frequency of 2.95

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The City of Saskatoon’s workforce represents the diversity of Saskatoon’s population.2017 Targets for each of the four equity groups:

• Aboriginal – 9.3%

• Visible Minority – 10.5%

• People with Disabilities – 5.0%

• Women – 39.5%


Citizens are able to easily access information to programs and services when and how it is most convenient for them.

• Increase satisfaction with civic services through implementation of Service Saskatoon and the 311/CustomerRelationship Management initiative.

• Define the immediate and long-term space requirements and opportunities for Service Saskatoon and co-located efficiencies in civic accommodation plans.

• Build a corporate Intranet as a “One Stop Shop” for City staff to get information and ensure employees arewell informed about City programs and initiatives.

• Develop the City of Saskatoon brand and brand mapping strategy to enhance consistent communication andmake it easier for citizens to connect with City services.

Consolidation and integration of business processes allows the City to monitor the progress of citizens service request, communicate with citizens directly on the progress of their request, ask for feedback and provide real time data for costing of services.

• Develop business process requirements and issue a request for proposal for an Enterprise ResourcePlanning (ERP) system that would standardize the City’s business processes and develop a platform forfuture Service Saskatoon Initiatives such as a CRM.

Identify efficiencies in Corporate Governance and Finance Programs and Services.

• Investigate and identify the most cost effective way to consolidate many current financial, payroll, and humanresource systems.

• Develop a Corporate Project Management System to improve consistency and efficiency in all projectsacross the organization.

• Develop a four-year plan for Civic Service Reviews and continuous improvement initiatives in each division inline with the Internal Audit Plan and the Strategic Plan.

• Expand the purchasing cards throughout the Corporation in order to reduce processing time in accountspayable and expedite the purchasing process within each department.

• Implement a new procurement policy including protocols and templates for the organization.

Develop ways to maintain and improve the City’s financial situation.

• Update the long-term financial plan in preparation of multi-year planning and budgeting to identify futurechallenges and opportunities, causes of fiscal imbalances, and strategies to secure financial sustainability.

• Explore alternate sources of revenues to pay for ongoing operations.

• Review the current Capital Reserve Bylaw and Reserve Policy and maintain debt financing in accordancewith major capital long-term funding plans.

• Complete a life-cycle costing model which departments can use to provide consistent and reliableinformation during budget deliberations regarding major asset acquisitions.

• Review processes, systems, and industry best practices to ensure that taxation options are addressed moreeffectively and efficiently.

• Utilize external expertise to develop a coordinated strategy that will optimize revenues from naming rights,sponsorship, donations and advertising.

191



Align the City’s long-term goals with civic programs and services and ensure investments address City Councils’ Priorities, strategic risks or corporate performance targets.

• Explore multi-year budgeting and other options to align resources with the strategic plan, economic indicators,and other relevant market information.

• Update the 2013-2023 Strategic Plan to reflect the 4-year priorities of the new City Council.

• Incorporate risk management formally into the business planning and budget process.


• Develop a policy and standard process for defining, establishing, and approving key asset and maintenance/operational service levels and associated costs.

• Expand the Asset Management Program (AMP) which tracks inventory condition, maintenance costs, fundingstrategies, and plans for achieving set service levels.

• In collaboration with other divisions, identify the cost per unit to deliver alternative levels of service as a basefor more informed decisions on approved service levels.

Reduce occupational injuries and illnesses to meet the long-term target of zero.

• Audit the health and safety practices of four divisions and assist in identifying and developing an action plan toaddress the three top priorities.

Citizens are regularly consulted and informed on civic programs and services.

• Develop a framework for a new community engagement strategy to enable residents to participate in Citydecisions more often.

Attract, retain, and develop talent with an emphasis on proportional representation.

• Develop a strategy to attract and retain the best available representative workforce.

• Review internal programs and services to identify and eliminate processes, policies, plans and practices thatcreate barriers for current and potential employees.

• Implement the Diversity and Inclusion Action Plan that supports increased workforce proportions for each ofthe identified groups.

• Develop an Employee Rewards and Recognition Program in consultation with employees.

• Implement the Aboriginal Awareness Program which is an education program for employees that shares thehistory of residential schools, their impact, and opens dialogue on reconciliation within the workplace.

Improve service to citizens and connect with stakeholders through the use of technology.

• Continue the transition from manual meter reading to Advanced Metering Infrastructure.

• Explore opportunities to convert paper records to digital to reduce office storage requirements, allow for easieraccess, and increase security and efficiency.

• Implement a data warehouse and business intelligence tool to enable the development of workforce analytics,collective bargaining strategies, and workforce planning.

• Implement a Service Catalogue with a self-service portal as a means for customers to order pre-defined,bundled goods and services from the IT division.

• Explore options for replacement of vote counting machines reaching the end of their life expectancy andservice support.

• Further define and build on the major programs and initiatives for IT that are enterprise enabled.

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Operating Summary

2015 Actual2015

Budget2016

Budget


Change % ChangeRevenue Exp/Rec NetLegislative 1,368.1 1,541.7 1,562.1 0.0 1,579.7 1,579.7 17.6 1.1%City Manager's Office 657.8 656.4 675.4 0.0 688.4 688.4 13.0 1.9%City Clerk's Office 2,095.9 2,286.4 2,364.4 (20.0) 2,602.7 2,582.7 218.3 9.2%City Solicitor's Office 1,788.2 1,920.9 1,952.6 (325.0) 2,310.7 1,985.7 33.1 1.7%Corporate Support 17,275.4 18,025.4 18,642.2 (70.8) 19,193.0 19,122.2 480.0 2.6%General Services (2,715.1) (3,593.1) (3,242.2) (9,454.6) 8,019.1 (1,435.5) 1,806.7 -55.7%Assessment & Taxation 3,172.4 3,556.5 3,647.6 (4.5) 3,719.9 3,715.4 67.8 1.9%Revenue Services 1,739.8 1,843.9 1,925.4 (164.0) 2,140.6 1,976.6 51.2 2.7%Financial Services 3,087.3 2,891.7 3,097.6 0.0 3,363.8 3,363.8 266.2 8.6%Debt Servicing 19,703.5 19,703.5 20,559.8 (7,194.6) 29,354.7 22,160.1 1,600.3 7.8%Service Saskatoon 175.6 200.0 200.0 0.0 717.6 717.6 517.6 258.8%Corporate Projects 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0%Total 48,348.9 49,033.3 51,384.9 (17,233.5) 73,690.2 56,456.7 5,071.8 9.9%



Service Line




ServiceLevel

2017Budget

2017Budget

Legislative 0.0 0.0 0.0 1,562.1 17.6 0.0 0.0 1,579.7 1,579.7City Manager's Office 0.0 0.0 0.0 675.4 13.0 0.0 0.0 688.4 688.4City Clerk's Office (6.0) (14.0) (20.0) 2,370.4 96.7 36.0 99.6 2,602.7 2,582.7City Solicitor's Office (278.0) (47.0) (325.0) 2,230.6 80.1 0.0 0.0 2,310.7 1,985.7Corporate Support (70.8) 0.0 (70.8) 18,713.0 173.2 100.7 206.1 19,193.0 19,122.2General Services (9,454.6) 0.0 (9,454.6) 6,212.4 1,806.7 0.0 0.0 8,019.1 (1,435.5)Assessment & Taxation (24.5) 20.0 (4.5) 3,672.1 47.8 0.0 0.0 3,719.9 3,715.4Revenue Services (103.6) (60.4) (164.0) 2,029.0 111.6 0.0 0.0 2,140.6 1,976.6Financial Services 0.0 0.0 0.0 3,097.6 266.2 0.0 0.0 3,363.8 3,363.8Debt Servicing (7,176.5) (18.1) (7,194.6) 27,736.3 18.4 1,600.0 0.0 29,354.7 22,160.1Service Saskatoon 0.0 0.0 0.0 200.0 217.6 0.0 300.0 717.6 717.6Corporate Projects 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0Total (17,114.0) (119.5) (17,233.5) 68,498.9 2,848.9 1,736.7 605.7 73,690.2 56,456.7


Service Line 2017 2018 2019 2020 2021Legislative 0.0 0.0 0.0 0.0 0.0City Manager's Office 0.0 0.0 0.0 0.0 0.0City Clerk's Office 0.0 0.0 175.0 350.0 50.0City Solicitor's Office 100.0 0.0 0.0 0.0 0.0Corporate Support 1,175.0 850.0 625.0 811.0 700.0General Services 0.0 0.0 0.0 0.0 0.0Assessment & Taxation 0.0 0.0 100.0 250.0 100.0Revenue Services 150.0 0.0 0.0 300.0 0.0Financial Services 1,200.0 0.0 0.0 0.0 0.0Debt Servicing 0.0 0.0 0.0 0.0 0.0

193



Service Saskatoon 750.0 200.0 200.0 200.0 200.0Corporate Projects 85.0 0.0 0.0 0.0 0.0Total 3,460.0 1,050.0 1,100.0 1,911.0 1,050.0


Funding Source 2017 2018 2019 2020 2021AFM - CAPITAL RESERVE 225.0 0.0 100.0 550.0 100.0C.I.S. DEVELOPMENT RESERVE 1,000.0 200.0 0.0 0.0 0.0CK - CAPITAL RESERVE 0.0 0.0 85.0 350.0 50.0COMPUTER EQUIPMENT REPL RES 225.0 650.0 625.0 675.0 700.0CORPORATE CAPITAL RESERVE 200.0 200.0 200.0 200.0 200.0CP - CAPITAL RESERVE 80.0 0.0 0.0 0.0 0.0CY CAPITAL RESERVE 50.0 0.0 0.0 0.0 0.0ELECTRICAL DISTRIBUTION REPLACEMENT RES 75.0 0.0 0.0 0.0 0.0OPERATING FUND CONTRIBUTION 0.0 0.0 90.0 0.0 0.0PRINTING AND MAIL EQUIP REPL RESERVE 0.0 0.0 0.0 136.0 0.0RESERVE FOR CAPITAL EXPENDITURES 1,455.0 0.0 0.0 0.0 0.0TU - CAPITAL RESERVE 75.0 0.0 0.0 0.0 0.0WASTEWATER TRTMNT CAP RES 37.0 0.0 0.0 0.0 0.0WATERWORKS CAPITAL PROJECTS RESERVE 38.0 0.0 0.0 0.0 0.0Total 3,460.0 1,050.0 1,100.0 1,911.0 1,050.0Unfunded 0.0 5,800.0 5,780.0 5,970.0 0.0


Service Line 2017 2018 2019 2020 2021P1977 CP-LOCAL AREA NETWORK & DATA SECURITY 0.0 6.0 0.0 0.0 0.0P1780 CP-CORP NETWORK INFRASTRUCTURE 0.0 10.0 0.0 0.0 0.0P1944 CP-LEARNING MANAGEMENT SYSTEM 0.0 19.0 0.0 0.0 0.0P1829 AF-SERVICE SASKATOON - SYSTEMS 0.0 0.0 2,100.0 0.0 0.0Total 0.0 35.0 2,100.0 0.0 0.0


Service Line 2017 2018 2019 2020 2021

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Preliminary 2017

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City of Saskatoon

Legislative

Overview

This service line provides for the operation of the Office of the Mayor and the Offices of the Councillors.


There are no significant operating changes for the Legislative service line.


There are no capital investments for Legislative.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeStaff Compensation 1,036.0 1,052.6 1,063.9 1,074.1 10.2 1.0%Operating Cost 332.1 476.1 488.2 495.6 7.4 1.5%Transfer to/from Reserves 0.0 13.0 10.0 10.0 0.0 0.0%Total 1,368.1 1,541.7 1,562.1 1,579.7 17.6 1.1%



Service Line




ServiceLevel

2017Budget

2017Budget

Legislative 0.0 0.0 0.0 1,562.1 17.6 0.0 0.0 1,579.7 1,579.7

195



City Manager's Office

Overview

This service line provides direction and leadership to all civic departments, provides policy advice to City Council andits Committees, and acts as a liaison between the Administration, City Council, other levels of government, and thepublic.


There are no significant operating changes for the City Manager’s Office.


There are no capital investments for City Manager’s Office.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeStaff Compensation 666.2 641.0 660.0 673.0 13.0 2.0%Operating Cost 46.7 64.1 64.9 64.9 0.0 0.0%Cost Recovery (58.7) (58.7) (59.5) (59.5) 0.0 0.0%Capital Contribution 3.5 10.0 10.0 10.0 0.0 0.0%Total 657.7 656.4 675.4 688.4 13.0 1.9%



Service Line




ServiceLevel

2017Budget

2017Budget

City Manager's Office 0.0 0.0 0.0 675.4 13.0 0.0 0.0 688.4 688.4

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Preliminary 2017

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City of Saskatoon

City Clerk's Office

Overview

This service line provides secretarial and administrative support to City Council and its Committees, maintains andhas custody of official City records, provides record management and archival services to the Corporation,administers the provisions of The Local Authority Freedom of Information and Protection of Privacy Act, administerscivic and school boards elections, provides information to the corporation and the public on the proceedings of CityCouncil and its Committees, and provides general information to the public on activities of the corporation through theInformation Desk located in the lobby of City Hall.


Revenue Change:

• Revenues are anticipated to increase by $14.0 in 2017, largely due to the 2017 reassessment and increasedBoard of Revision fees as appeals increase in reassessment years.


• A $36.0 increased contribution to capital reserve relates to the upgrade of the Documentum Records andInformation Management Software system for hardware, software, licensing, and ongoing system support.

• Contributions to the voting reserve are increasing by $65.0 in order to fund future tabulating machines forelections in 2017 – 2020.


• An increase of $100.0 and 1.0 FTE for a new Access & Privacy Officer position who will be responsible fordeveloping an access and privacy program and implementation of policies, procedures, practices andtraining to improve privacy of personal and confidential information.

• As 2016 was an election year, the City Clerk’s Office had a variety of expenses and cost recoveries which willnot be present in 2017. These include a $310.2 decrease in cost recoveries in 2017 related to amountsrecovered from the School Boards for the 2016 election, a $200.6 decrease in transfers from reserve whichare used to fund election costs and a $495.0 decrease in operating costs related to a variety of costsassociated with the election in 2016.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeRevenue (12.3) 10.0 (6.0) (20.0) (14.0) 233.3%Staff Compensation 1,604.7 1,705.7 1,769.7 1,885.2 115.5 6.5%Operating Cost 390.2 459.7 943.3 448.3 (495.0) -52.5%Cost Recovery (60.4) (62.8) (342.1) (31.9) 310.2 -90.7%Capital Contribution 103.8 103.8 130.1 166.1 36.0 27.7%Transfer to/from Reserves 70.0 70.0 (130.6) 135.0 265.6 -203.4%Total 2,096.0 2,286.4 2,364.4 2,582.7 218.3 9.2%



Service Line




ServiceLevel

2017Budget

2017Budget

City Clerk's Office (6.0) (14.0) (20.0) 2,370.4 96.7 36.0 99.6 2,602.7 2,582.7

197


Preliminary 2017City of SaskatoonCity Clerk's Office


There are no capital investments for City Clerk’s Office.


P1883 CK-ELECTRONIC RECORDS MANAGEMENT 0.0 0.0 85.0 350.0 50.0

P1884 CK-ELECTRONIC AGENDA & MEETING MGT SYSTM

0.0 0.0 90.0 0.0 0.0

Total 0.0 0.0 175.0 350.0 50.0

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Preliminary 2017

Corporate G

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City of Saskatoon

City Solicitor's Office

Overview

The Office of the City Solicitor provides general and specialized legal services to City Council, Committees ofCouncil, the City Manager, the City Clerk, and all other City Departments. Legal services are provided to the City’scontrolled corporations and the Saskatoon Public Library Board.

The wide variety of legal work performed by the Office of the City Solicitor includes bylaw prosecutions, legislativedrafting, land transactions, contracts, loans and debentures, expropriations and tax collections, representation at alllevels of Court regarding municipal law matters, civil law matters and administrative law matters, arranging for theCity’s insurance needs, dealing with claims made by and against the City, and any other necessary legal supportservices which may be required by City Council, the City Manager, the City Clerk, City Departments or the City’scontrolled corporations.


Revenue Change:

• The Solicitor’s Office is anticipating an increase of $47.0 in revenue due to increased volume of filespertaining to tax enforcement proceedings.


• The Risk Management Program has seen an increase of $212.5 in cost recovery in 2017. This is made up ofan increase to the cost of premiums of 15% or $175.2, due to recent revaluations of City properties, a newinsurance expenditure of $30.0 for the Remai Modern Art Gallery for 2017, and an increase in the insurancebroker contract.

• As approved by City Council, the contribution to Errors and Omissions Liability Reserve will be reduced tozero in 2017 and replaced by an insurance policy.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeRevenue (288.4) (231.8) (278.0) (325.0) (47.0) 16.9%Staff Compensation 2,497.6 2,467.3 2,587.5 2,673.0 85.5 3.3%Operating Cost 1,596.0 1,723.3 1,730.2 1,937.3 207.1 12.0%Cost Recovery (2,617.0) (2,637.9) (2,487.1) (2,699.6) (212.5) 8.5%Transfer to/from Reserves 600.0 600.0 400.0 400.0 0.0 0.0%Total 1,788.2 1,920.9 1,952.6 1,985.7 33.1 1.7%



Service Line




ServiceLevel

2017Budget

2017Budget

City Solicitor's Office (278.0) (47.0) (325.0) 2,230.6 80.1 0.0 0.0 2,310.7 1,985.7

199


Preliminary 2017City of SaskatoonCity Solicitor's Office


The Capital Investment of $100.0 is included in 2017 budget for a comprehensive review of the governance structures,models, practices, and procedures.


P2622 SO-COMPREHENSIVE GOVERNANCE REVIEW 100.0 0.0 0.0 0.0 0.0

Total 100.0 0.0 0.0 0.0 0.0


P2622 SO-COMPREHENSIVE GOVERNANCE REVIEW 0.0 50.0 0.0 0.0 0.0

Total 0.0 50.0 0.0 0.0 0.0

200


Preliminary 2017

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overnance and

City of Saskatoon

Corporate Support

Overview

Corporate Support includes Aboriginal Relations, Communications, Media Relations, Human Resources, InformationTechnology, Materials Management, Strategic & Business Planning, and the Business Administration divisionssupporting all four departments.

The Aboriginal Relations division is committed to enhancing relationships with and providing opportunities forSaskatoon’s Aboriginal population. A key function of this division is to work in collaboration with the Corporation as awhole to engage the Aboriginal community in carrying out the Strategic Plan.

The Communication division works as a strategic partner in the organization to plan and direct all corporate anddepartmental communications, marketing and engagement activities. The division provides the meaningful exchangeof information with both internal and external audiences using multiple channels.

The Media Relations division manages and coordinates the City’s interaction with the local, provincial, national andinternational news media and manages the City message social media channels including Facebook, Twitter andYouTube.

The Human Resources division consults and provides a wide range of employee and organizational servicesincluding: workplace safety, health and wellness, employee benefits, employee and organizational development,human resource planning, labour relations, recruitment, diversity and culture, human resource metrics, employmentequity, and total rewards. These services encourage and support employees to reach their full potential to achievethe Corporations goals and objectives in addition to ensuring the provision of a qualified, competent, stable, andproductive workforce for the organization.

The Information Technology division provides strategic and professional services for the corporation; providingexpertise in infrastructure, applications, device management, and professional services such as project managementand business analysis.

The Materials Management division is responsible for providing procurement and inventory management, assetdisposal, mail, and printing services to the Corporation.

The Strategic & Business Planning division strives to ensure that organizational initiatives are aligned with theStrategic Plan. Through initiatives such as the Continuous Improvement Strategy and development of a PerformanceMeasurement Program, this division helps support the Corporation to become more adaptive and responsive to thechanging needs of the community. Strategic & Business Planning also provides corporate leadership anddevelopment opportunities that enhance an employee’s understanding of the Corporation, their work environment,and their role responsibilities so they can provide the highest quality of service to citizens.

The Business Administration divisions provide general management and support services, accounting and control,administrative, personnel, and system support services for the departments.


Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeRevenue (110.4) (51.0) (70.8) (70.8) 0.0 0.0%Staff Compensation 19,899.8 20,217.6 20,871.8 21,393.9 522.1 2.5%Operating Cost 6,563.2 6,635.3 6,790.0 6,915.9 125.9 1.9%Cost Recovery (10,486.3) (10,163.5) (10,335.8) (10,703.8) (368.0) 3.6%Capital Contribution 1,397.4 1,381.1 1,381.1 1,581.1 200.0 14.5%Transfer to/from Reserves 11.6 5.9 5.9 5.9 0.0 0.0%Total 17,275.3 18,025.4 18,642.2 19,122.2 480.0 2.6%

201


Preliminary 2017City of SaskatoonCorporate Support

Growth:

• As Community Engagement has been identified as a corporate risk, the 2017 budget includes $100.7 including1.0 FTE for an Engagement and Communications Manager. This position will be responsible for coordinatinga more strategic approach to increasing the effectiveness of the City’s community engagement efforts. Thisincrease is partially offset with cost recoveries of $50.7.


• Fire Services has a staff complement of 332.0 FTE’s which currently have no dedicated Human Resourcesupport. The 2017 budget includes an Increase of $120.0 including 1.0 FTE for a Human Resource Consultantto assist the Saskatoon Fire Department in managing staff, policies and procedures.

• Increase of $106.9 including 1.0 FTE for a Customer Advocate & Liaison position in order to improve customerservice within the Transportation & Utilities Department.


• Reserve contributions of $200.0 have been transferred from the Transit Operations service line to T&U’sadministrative support center to better align with general capital reserve contributions.


• Service Saskatoon was part of the Corporate Support service line in 2016; however, has been separated into anew Service Saskatoon service line in 2017. Existing budget including 2.0 FTEs have been transferred to thenew Service Saskatoon service line.


Project 2516 for $450.0 is to build capacity and foster innovation for IT strategies in order to deliver on the vision ofinformation technology for the City of Saskatoon.

2017 Capital Investments also include two asset replacement projects (projects 1780 and 1977) totaling $225.0 tokeep the City’s network equipment and support systems current.



Service Line




ServiceLevel

2017Budget

2017Budget

Corporate Support (70.8) 0.0 (70.8) 18,713.0 173.2 100.7 206.1 19,193.0 19,122.2


P1083 CP-CORPORATE NETWORK EQUIPMENT REPL 0.0 450.0 500.0 550.0 550.0

P1780 CP-CORP NETWORK INFRASTRUCTURE 125.0 125.0 125.0 125.0 150.0

P1942 AF-CORPORATE SECURITY PLAN 150.0 0.0 0.0 0.0 0.0

P1944 CP-LEARNING MANAGEMENT SYSTEM 280.0 0.0 0.0 0.0 0.0

P1977 CP-LOCAL AREA NETWORK & DATA SECURITY 100.0 75.0 0.0 0.0 0.0

P2368 AF-PRINTING AND MAIL SERVICES - EQUIPMENT 0.0 0.0 0.0 136.0 0.0

P2516 CP-DEVELOP ENTERPRISE MANAGEMENT STRATEGIES

450.0 200.0 0.0 0.0 0.0

P2517 CP-CITY OF SASKATOON BRAND DEVELOPMENT 70.0 0.0 0.0 0.0 0.0

Total 1,175.0 850.0 625.0 811.0 700.0

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Preliminary 2017

Corporate G

overnance and

City of SaskatoonCorporate Support

Projects 1942 and 2517 are to support internal initiatives of continuing implementation of the corporate security planand updating the City’s brand strategy.

Future Operating Impacts of Current Year’s Capital ProjectsFuture operating impacts include IT switch maintenance for $10.0, software maintenance and log monitoring for $6.0in 2018.


Project 2017 2018 2019 2020 2021P1977 CP-LOCAL AREA NETWORK & DATA SECURITY 0.0 6.0 0.0 0.0 0.0P1780 CP-CORP NETWORK INFRASTRUCTURE 0.0 10.0 0.0 0.0 0.0P1944 CP-LEARNING MANAGEMENT SYSTEM 0.0 19.0 0.0 0.0 0.0Total 0.0 35.0 0.0 0.0 0.0

203



General Services

Overview

To provide for various provisions for revenues and expenditures related to the operation of the municipality but do notrelate to specific programs. Examples of the revenues and expenditures include bank service costs, transfers togeneral reserves, administrative recoveries, corporate payroll expenditures, and working capital.



• As part of the Civic Facilities Funding Plan a base of $800.0 was being phased in to support operations of anew fire hall. Due to Fire Services continuous improvement initiative regarding the relocation of existing firehalls this funding is no longer required and has been transferred to general payroll for pension liabilities relatingto the change in Fire and Police pension plans.


• Net Working Capital Interest (WCI) is collected by the General Services service line as compensation foroutstanding funds to non-mill rate programs. WCI is anticipated to decline by $184.2 in 2017. This decrease isassociated to a net Utility fund increase in the amount of $68.9 (water, wastewater, storm, electrical, andrecycling), offset by a decrease of $253.1 in the land bank program attributing to a declining fund balance.

• General Expenditures represent corporate wide expenditures which affect a number of areas or theCorporation as a whole. Insurance charges in this area have increased 63.5.


There are no capital investments for General Services.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeRevenue - Admin Recovery (7,394.2) (7,394.2) (9,454.6) (9,454.6) 0.0 0.0%Staff Compensation (355.9) (430.4) 623.7 3,338.2 2,714.5 435.2%Operating Cost 1,584.5 781.0 787.9 864.3 76.4 9.7%Debt Charges 397.1 397.1 322.4 138.2 (184.2) -57.1%Capital Contribution 3,053.4 3,053.4 4,478.4 3,678.4 (800.0) -17.9%Total (2,715.1) (3,593.1) (3,242.2) (1,435.5) 1,806.7 -55.7%



Service Line




ServiceLevel

2017Budget

2017Budget

General Services (9,454.6) 0.0 (9,454.6) 6,212.4 1,806.7 0.0 0.0 8,019.1 (1,435.5)

204


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overnance and

City of Saskatoon

Assessment & Taxation

Overview

The Assessment & Taxation service line prepares and defends the Assessment Roll based on the standards set outby The Saskatchewan Assessment Management Agency (SAMA), and produces and maintains the associatedTaxation Roll on an annual basis as required by Provincial Legislation. Based on the legislation set out in The CitiesAct, this service line issues the related Assessment & Taxation notices to property owners. Collection of tax revenueis handled by Corporate Revenue.


Revenue Change:

• Revenues have been reduced for this service line by $20.0 as tax search revenue has been reclassified tothe Revenue Services service line.


• Due to a reorganization within the Revenue Division, 0.3 FTE has been redeployed to the Revenue Servicesservice line.


There are no 2017 capital investments for Assessment & Taxation.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeRevenue (26.2) (4.5) (24.5) (4.5) 20.0 -81.6%Staff Compensation 2,795.8 3,076.3 3,167.4 3,228.9 61.5 1.9%Operating Cost 391.3 498.8 498.8 485.1 (13.7) -2.7%Cost Recovery 0.0 (20.0) 0.0 0.0 0.0 0.0%Transfer to/from Reserves 11.6 5.9 5.9 5.9 0.0 0.0%Total 3,172.5 3,556.5 3,647.6 3,715.4 67.8 1.9%



Service Line




ServiceLevel

2017Budget

2017Budget

Assessment & Taxation (24.5) 20.0 (4.5) 3,672.1 47.8 0.0 0.0 3,719.9 3,715.4


P2079 AF-PROPERTY REASSESSMENT 0.0 0.0 100.0 250.0 100.0

Total 0.0 0.0 100.0 250.0 100.0

205



Revenue Services

Overview

Revenue Services is responsible for the meter reading, billing, customer service, and collection functions for civic utilityservices. This service line is also responsible for collection and customer inquiries for property taxes, parking tickets,and other accounts receivable; the control and disbursement of all corporate funds, and the civic investment function.Further responsibilities include the administration of the General Licensing Bylaw regulation, as well as the taxi servicein Saskatoon.


Revenue Change:

• Revenue increased by $60.4 including a transfer of $21.0 from Assessment & Taxation for tax searches, taxilicensing fees of $38.4, and bank tax search of $1.0.


• Due to the reorganization within the Revenue Division, 1.0 FTE has been redeployed to Financial Servicesservice line and 0.3 FTE has been transferred from Assessment and Taxation service line which equates to anet FTE decrease of 0.7 in this service line.


Project 2514 is to support the evaluation of the current Customer Information System (CIS) which supports utility andproperty tax billings from both a business and technical perspective to develop a plan, roadmap and business casedetailing the future direction to take with the CIS system in relation to Service Saskatoon.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeRevenue (116.3) (76.4) (103.6) (164.0) (60.4) 58.3%Staff Compensation 5,036.6 5,066.9 5,213.5 5,310.3 96.8 1.9%Operating Cost 3,105.4 3,145.8 3,326.2 3,368.8 42.6 1.3%Cost Recovery (6,285.8) (6,292.4) (6,510.7) (6,538.5) (27.8) 0.4%Total 1,739.9 1,843.9 1,925.4 1,976.6 51.2 2.7%



Service Line




ServiceLevel

2017Budget

2017Budget

Revenue Services (103.6) (60.4) (164.0) 2,029.0 111.6 0.0 0.0 2,140.6 1,976.6


P2514 AF-CIS SYSTEM 150.0 0.0 0.0 0.0 0.0

P2531 AF-PORTFOLIO MANAGEMENT SYSTEM REPLACEMENT

0.0 0.0 0.0 300.0 0.0

Total 150.0 0.0 0.0 300.0 0.0

206


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Corporate G

overnance and

City of SaskatoonRevenue Services

Future Operating Impacts of Current Year’s Capital ProjectsThere are no future operating impacts from the 2017 Capital Project.

207



Financial Services

Overview

The financial stewardship of the Corporation is a critical function which includes the leadership and guidance onfinancial matters facing the Corporation.

This area includes the general management, leadership, and control for the Asset & Financial Managementdepartment's operations, including policy development, inquiries from the public, and City Council relations.

The Corporation's risk management, investment and borrowing decisions, financial recording, planning, reporting andcontrol, corporate budgeting, supplier payments, and employee payroll and benefits are key services provided.



• As part of the Revenue Division reorganization 1.0 FTE has been redeployed from the Revenue Servicesservice into Financial Services.

• Software licensing fees and contractual inflationary obligations have increased by $67.4 to support corefinancial and budgetary systems.


Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeStaff Compensation 2,415.8 2,431.2 2,640.0 2,839.3 199.3 7.5%Operating Cost 465.7 299.4 299.4 366.8 67.4 22.5%Cost Recovery (54.2) (108.9) (111.8) (112.3) (0.5) 0.4%Capital Contribution 260.0 270.0 270.0 270.0 0.0 0.0%Total 3,087.3 2,891.7 3,097.6 3,363.8 266.2 8.6%



Service Line




ServiceLevel

2017Budget

2017Budget

Financial Services 0.0 0.0 0.0 3,097.6 266.2 0.0 0.0 3,363.8 3,363.8


P1829 AF-SERVICE SASKATOON - SYSTEMS 500.0 0.0 0.0 0.0 0.0

P2515 AF-MULTI-YEAR BUSINESS PLAN AND BUDGET 650.0 0.0 0.0 0.0 0.0

P2524 CP-NAMING AND SPONSORSHIP 50.0 0.0 0.0 0.0 0.0

Total 1,200.0 0.0 0.0 0.0 0.0


P1829 AF-SERVICE SASKATOON - SYSTEMS 0.0 5,750.0 5,780.0 5,970.0 0.0

Total 0.0 5,750.0 5,780.0 5,970.0 0.0

208


Preliminary 2017

Corporate G

overnance and

City of SaskatoonFinancial Services

Project 1829 is to support Service Saskatoon systems through the implementation of an Enterprise ResourcePlanning (ERP) System. This initiative is for a centralized and integrated corporate financial system to replace thecurrent general ledger system and the many payroll, purchasing, work order, human resource, and manual systemscurrently existing throughout the Corporation.

Project 2515 is for the development of a multi-year business plan and budget process beginning in 2019. This willinclude the cost of public engagement, system and reporting development and strategic planning initiatives amongother required supports for this initiative.

Project 2524 is for investigating alternative sources of revenues to reduce reliance on residential property taxes.Work will continue on proposing high level guiding principles, potential new opportunities, and direction forproceeding naming in each category.



Project 2017 2018 2019 2020 2021P1829 AF-SERVICE SASKATOON - SYSTEMS 0.0 0.0 2,100.0 0.0 0.0Total 0.0 0.0 2,100.0 0.0 0.0

209



Debt Servicing

Overview

The Debt Servicing service line provides for the operation of the Corporation’s debt management practices. Thisservice line provides for the management of Gas Tax Revenues related to debt servicing, the management of the City’sCivic Facilities Financing Plan for capital projects, as well as the interest and principle payments related to theCorporation’s debenture issues.


Growth:

• The Corporation’s Civic Facilities Funding Plan has been developed in order to fund major projects such as thePolice Headquarters, Civic Operations Centre, new fire halls and the Remai Modern Art Gallery, amongst otherprojects. As part of this plan $1,600.0 is required in 2017 in order to fund the plan and associated debt.


· Debt servicing costs are $22.9 million which consist of $5.6 million in interest payments and $17.3 million in principal payments.

· $6.5 million in capital project down payments have also been included in this service line in accordance with the City’s Major Transportation and Civic Facilities Funding Plan for future debt payments, capital contribu-tions and operating impacts of major capital projects.


There are no capital investments for Debt Servicing.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeRevenue - Gas Tax (7,180.5) (7,183.1) (7,176.5) (7,194.6) (18.1) 0.3%Capital Down Payments 4,821.8 5,783.3 4,917.8 6,485.3 1,567.5 31.9%Interest 6,486.8 6,285.3 6,134.1 5,596.8 (537.3) -8.8%Principal 15,575.4 14,818.0 16,684.4 17,272.6 588.2 3.5%Total 19,703.5 19,703.5 20,559.8 22,160.1 1,600.3 7.8%



Service Line




ServiceLevel

2017Budget

2017Budget

Debt Servicing (7,176.5) (18.1) (7,194.6) 27,736.3 18.4 1,600.0 0.0 29,354.7 22,160.1

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overnance and

City of Saskatoon

Service Saskatoon

Overview

Service Saskatoon is a coordinated approach to delivering services that will help citizens connect to answers andinformation – quickly, simply and seamlessly.

This new model of citizen service is built upon four key pillars: 1) Citizen Input – A Citizen First approach to the designand delivery of services; 2) Staffing – Ensure dedicated customer service staff are trained, equipped and ready torespond; 3) Systems – Citizens will have easy access to information including the ability to request services and trackthe progress from start to finish; and 4) Standards – Commitment to deliver quality and consistent service to everycitizen, every time.



• Service Saskatoon includes an increase of $200.0 including 1.0 FTE for the Director of Service Saskatoon tolead this service line towards enhancing customer experience initiatives.


• A total of $200.0 is being transferred to reserve in 2017, which includes $100.0 in existing funding transferredfrom Corporate Support and $100.0 in new funding. These reserve contributions will be used for capitalproject 1364 which aims to advance Service Saskatoon’s four key pillars: Citizen Input, Staffing, Systemsand Standards.


• Service Saskatoon was part of the Corporate Support service line in 2016. Existing budget of $217.6including 2.0 FTEs has been transferred into this Service Saskatoon new service line in 2017.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeStaff Compensation 0.0 0.0 0.0 415.5 415.5 0.0%Operating Cost 75.6 100.0 100.0 102.1 2.1 2.1%Capital Contribution 100.0 100.0 100.0 200.0 100.0 100.0%Total 175.6 200.0 200.0 717.6 517.6 258.8%



Service Line




ServiceLevel

2017Budget

2017Budget

Service Saskatoon 0.0 0.0 0.0 200.0 217.6 0.0 300.0 717.6 717.6

211


Preliminary 2017City of SaskatoonService Saskatoon


Project 1364 is for 311/Customer Relationship Management (CRM) project in order to continue the phased in approachof the Service Saskatoon initiative in 2017.

In addition to support Service Saskatoon, project 2523 includes $550.0 to be invested into the Citizen Web Storefrontand City SharePoint to further enhance the customer service experience.


Funded Capital Projects 2017 2018 2019 2020 2021P1364 CP-SERVICE SASKATOON-CITIZEN INPUT/

SYSTEMS/STANDARDS/STAFFING200.0 200.0 200.0 200.0 200.0

P2523 CP-CITIZEN WEB STOREFRONT AND CITY INTRANET

550.0 0.0 0.0 0.0 0.0

Total 750.0 200.0 200.0 200.0 200.0

212


Preliminary 2017

Corporate G

overnance and

City of Saskatoon

Corporate Projects

Overview

The Corporate Projects service line manages planning and design of major place-making initiatives to stimulateincreased community quality of life and sustainability in all its’ forms; financial, social, cultural, and environmental. Initiatives include the development of a Winter City Strategy, re-use of the Mendel Building for a new Children’sDiscovery Museum, future infill development opportunities on City-owned lands, and future planning with theSaskatoon Public Library, TCU Place, SaskTel Centre, and other community facilities.


There are no significant operating changes in Corporate Projects.


The Winter City strategy development for $85.0 is being requested to provide opportunities for activities in a wintercity and to address winter events, mobility and design among other aspects. Phase 1 includes engagement andawareness plan and funding of initiatives which respond to needs identified through an online resource hub, events,an e-newsletter and social media campaign.


Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeStaff Compensation 110.8 141.4 145.5 146.8 1.3 0.9%Operating Cost 7.9 39.8 39.8 39.8 0.0 0.0%Transfer to/from Reserves (118.7) (181.2) (185.3) (186.6) (1.3) 0.7%Total 0.0 0.0 0.0 0.0 0.0 0.0%



Service Line




ServiceLevel

2017Budget

2017Budget

Corporate Projects 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Funded Capital Projects 2017 2018 2019 2020 2021P2519 COMMUNITY WINTER CITY STRATEGY

DEVELOPMENT85.0 0.0 0.0 0.0 0.0

Total 85.0 0.0 0.0 0.0 0.0

213


Preliminary 2017City of SaskatoonCorporate Projects

214

TAXATION AND GENERAL REVENUES
Preliminary 2017

Taxation and General

City of Saskatoon

STRATEGIC GOALS:

Overview

The property levy is the amount required from property taxes to balance the operating budget. The operating budgetchanges on an annual basis due to service level changes, growth impacts and inflation among other variables. The2017 budget saw expenditures increase by $18.4 million (4.1%) while operating revenues increased by $10.3 million(2.4%), creating a funding gap of $8.1 million. In order to balance the operating budget and reduce the funding gap tozero, an increase of 3.97% required from property taxes is included in the budget.

Grants-in-lieu of taxation are received from Federal and Provincial governments for properties they own but areexempt from taxation. These are equivalent to the property taxes calculated on these properties and application ismade to the governments to pay this amount. In addition, the most significant portion of grants-in-lieu of taxationcomes from civic utilities such as Saskatoon Light & Power, Water, Wastewater and Storm-water. Civic utilities aretreated like utility corporations that would pay taxes for using property, both above and below the surface, to conductits business.

Also included in this business line are General Revenues that are not dedicated for any particular purpose other thanto fund general administration and the provision of any and all programs and services.

At A Glance

Preliminary Assessment Roll for 2016:

Total Assessment for Saskatoon: $ 41,734,317,200

Total Number of Properties: 92,464

Total Taxable Residential Condos: 21,144

Total Taxable Residential (less than 4 units): 63,406

Operating Budget$(376.2) million


215

Taxation and General RevenuesOperating & Capital Budget


Total Taxable Assessment: $33,276,903,590

Taxable portion: $25,719,347,120 (77.3% of total)

Exempt portion: $7,557,556,470 (22.7% of total)

Strategic Risks

• The inability of the property tax to fund a growing city.

Major Initiatives 2017-2019

Implement the Following 10-Year Strategy:

• Investigate revenue sources to help alleviate pressure on the property tax levy.


Satisfaction with Civic Services of 90% or more:

• Increase citizen satisfaction by implementing a tax estimator on the website, developing a video explaining theimpact of Assessment and Taxation to citizens, increasing online payment functionality, and completing aproject charter for Automated Metering Infrastructure (AMI).

Municipal Property Tax as a Percentage of Total Municipal Revenues (Indicator):

• Identify new revenue sources to reduce reliance on municipal property taxes.

Annual Municipal Property Tax Increase Equal to or Less than the Municipal Price Index:

• Maintain the integrity of the assessment process through working with the Solicitor’s Office to mitigate forpotential losses through appeals.

216


Preliminary 2017


City of Saskatoon

Operating Summary

2015 Actual2015

Budget2016

Budget


Change % ChangeRevenue Exp/Rec NetProperty Levy (193,146.8) (192,301.7) (205,978.7) (216,909.4) 646.0 (216,263.4) (10,284.7) 5.0%Grants in Lieu of Taxes (34,708.8) (34,524.4) (35,739.2) (38,662.4) 0.0 (38,662.4) (2,923.2) 8.2%Municipal Revenue Sharing Grant (47,439.3) (47,439.3) (48,533.3) (46,100.0) 0.0 (46,100.0) 2,433.3 -5.0%General Revenue (55,828.3) (54,333.1) (59,504.8) (65,116.1) (102.5) (65,218.6) (5,713.8) 9.6%Fines and Penalties (6,496.8) (8,252.7) (8,268.2) (12,821.7) 4,233.5 (8,588.2) (320.0) 3.9%Other Levies (1,167.1) (839.0) (943.6) (2,499.1) 1,094.5 (1,404.6) (461.0) 48.9%Total (338,787.1) (337,690.2) (358,967.8) (382,108.7) 5,871.5 (376,237.2) (17,269.4) 4.8%



Service Line




ServiceLevel

2017Budget

2017Budget

Property Levy (206,624.7) (10,284.7) (216,909.4) 646.0 0.0 0.0 0.0 646.0 (216,263.4)Grants in Lieu of Taxes (35,739.2) (2,923.2) (38,662.4) 0.0 0.0 0.0 0.0 0.0 (38,662.4)Municipal Revenue Sharing

Grant(48,533.3) 2,433.3 (46,100.0) 0.0 0.0 0.0 0.0 0.0 (46,100.0)

General Revenue (59,504.8) (5,611.3) (65,116.1) 0.0 (102.5) 0.0 0.0 (102.5) (65,218.6)Fines and Penalties (12,501.7) (320.0) (12,821.7) 4,233.5 0.0 0.0 0.0 4,233.5 (8,588.2)Other Levies (1,993.1) (506.0) (2,499.1) 1,049.5 45.0 0.0 0.0 1,094.5 (1,404.6)Total (364,896.8) (17,211.9) (382,108.7) 5,929.0 (57.5) 0.0 0.0 5,871.5 (376,237.2)


Service Line 2017 2018 2019 2020 2021Property Levy 0.0 0.0 0.0 0.0 0.0Grants in Lieu of Taxes 0.0 0.0 0.0 0.0 0.0Municipal Revenue Sharing Grant 0.0 0.0 0.0 0.0 0.0General Revenue 0.0 0.0 0.0 0.0 0.0Fines and Penalties 0.0 0.0 0.0 0.0 0.0Other Levies 0.0 0.0 0.0 0.0 0.0Total 0.0 0.0 0.0 0.0 0.0


Funding Source 2017 2018 2019 2020 2021Total 0.0 0.0 0.0 0.0 0.0Unfunded 0.0 0.0 0.0 0.0 0.0

217



Property Levy

Overview

The Property Tax Levy is the amount of taxation required from tax payers to balance the city’s operating budget. Thelevy includes an amount for growth in the assessment roll over the previous year. Supplementary taxes are levied onproperties that were changed in the current taxation year and not a part of the original levy.

The expenditures shown are related to Tax Loss Compensation for the annexation of properties into the city limits. Thecompensation is paid to the RM of Corman Park over the same term as the number of years included in the calculationof the initial payout to the RM at the time annexation took effect. This amount was based on the tax loss impact to theRM resulting from the annexation.


Revenue Growth:

• Assessment growth of $3.0 million for 2017.

• A reduction of $775.0 from supplementary taxation is estimated for 2017 which is comparable to prior yearresults for the properties that come into the Assessment base part way through the year that are not includedin the property levy.

Property Tax:Property Tax Levy changes are a direct result of changes to other areas of the operating budget, including service levelchanges, growth impacts and inflation. In 2017, expenditures increased by $18.4 million while operating revenuesincreased by $10.3 million (including assessment growth) creating an overall funding gap of $8.1 million. An increase of$8.1 million (a 3.97% increase over 2016) is required to balance the budget. This increase is made up of the following:

• Dedicated Road Increase: An increase dedicated to roads of $3.9 million or 1.93% has been added. This is thelast year of a four year phase-in of the increase dedicated to Building Better Roads.

• Dedicated Snow & Ice Increase: An increase dedicated to snow & ice management of $1.1 million or 0.55%has been added to the 2017 budget.

• Remaining Civic Services: An increase of $3.0 million or 1.49% is required to for all remaining civic services,including Policing.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeProperty Levy (189,068.6) (189,069.2) (203,249.7) (214,309.4) (11,059.7) 5.4%Supplementary Prop Levy (4,338.5) (3,675.0) (3,375.0) (2,600.0) 775.0 -23.0%Operating Cost 260.3 442.5 646.0 646.0 0.0 0.0%Total (193,146.8) (192,301.7) (205,978.7) (216,263.4) (10,284.7) 5.0%



Service Line




ServiceLevel

2017Budget

2017Budget

Property Levy (206,624.7) (10,284.7) (216,909.4) 646.0 0.0 0.0 0.0 646.0 (216,263.4)

218


Preliminary 2017


City of SaskatoonProperty Levy


There are no capital investments for Property Levy.

219



Grants in Lieu of Taxes

Overview

Grants-in-lieu of taxation are received from Federal and Provincial governments for properties they own but are exemptfrom taxation. These grants are equivalent to the property taxes calculated on these properties and application is madeto the governments to pay this amount.

In addition, the most significant portion of grants-in-lieu of taxation comes from civic utilities such as Saskatoon Light &Power, Water, Wastewater and Storm-water. Civic utilities are treated like utility corporations that would pay taxes forusing property, both above and below the surface, to conduct its business.


Revenue Change:

• The Saskatoon Land grants-in-lieu of taxation has increased by $230.0 due to higher land inventory in newareas of the City.

• The 2017 Civic Utility grants-in-lieu of taxation has increased by $200.0 for the Water Utility, $133.9 for theWastewater Utility and $2,009.3 for Saskatoon Light & Power for a total increase of $2,343.2.

• Federal and Provincial grant-in-lieu of taxation has increased $350.0 based on the 2017 calculated mill-rateincrease.


There are no capital investments for Grants-in-Lieu of Taxes.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeGrant-in-Lieu of Taxes - Fed/Prov (4,999.0) (4,980.0) (5,180.0) (5,530.0) (350.0) 6.8%Grant-in-Lieu Taxes Civic Utilities/Land (29,709.9) (29,544.4) (30,559.2) (33,132.4) (2,573.2) 8.4%Total (34,708.9) (34,524.4) (35,739.2) (38,662.4) (2,923.2) 8.2%



Service Line




ServiceLevel

2017Budget

2017Budget

Grants in Lieu of Taxes (35,739.2) (2,923.2) (38,662.4) 0.0 0.0 0.0 0.0 0.0 (38,662.4)

220


Preliminary 2017


City of Saskatoon

Municipal Revenue Sharing Grant

Overview

To provide for the provision of the Municipal Revenue Sharing Grant revenue that relates to the operation of themunicipality but do not relate to specific programs.


Revenue Change:

• The Municipal Revenue Sharing Grant from the Province of Saskatchewan has been estimated for 2017 at$46.1 million which is a $2.4 million decrease from the 2016 budget based on a decrease in provincial salestax revenue.


There are no capital investments for Municipal Revenue Sharing Grant.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeMunicipal Revenue Sharing Grant (47,439.3) (47,439.3) (48,533.3) (46,100.0) 2,433.3 -5.0%Total (47,439.3) (47,439.3) (48,533.3) (46,100.0) 2,433.3 -5.0%



Service Line




ServiceLevel

2017Budget

2017Budget


(48,533.3) 2,433.3 (46,100.0) 0.0 0.0 0.0 0.0 0.0 (46,100.0)

221



General Revenue

Overview

To provide for various provisions for revenues that relates to the operation of the municipality but do not relate tospecific programs.


Revenue Change:

• Return on Investment (ROI) has increased by $4.0 million for the 2017 budget year ($1.4 million from theWater Utility and $1.0 million from the Wastewater Utility and $1.6 million from Saskatoon Light and Power).

• An increase of $1.8 million in Provincial Utility Franchise Fees is attributed to an expected increase in theSaskPower Franchise Fee resulting from an overall compounded 10.25% electrical rate increase (5.0%effective July 2016 and 5.0% January 2017). SaskEnergy and Trans-Gas franchise fees are expected toremain constant for the 2017 budget year based on stable consumption.

• Interest Earnings is anticipating a decrease of $51.2 due to slightly higher cash balances held at financialinstitutions being offset by lower interest rates. A draw from the interest stabilization reserve of $102.5 isrequired in 2017 in order to stabilize these anticipated lower interest rates. This is consistent with Policy C03-003 regarding the stabilization of fluctuating interest rates.

• Licenses and permits are anticipated to increase by $1.2 based on the estimated number of contractors in theCity.

• Commissions and other revenue are anticipating an increase of $10.0 due to the actual number of non-sufficient-funds (NSF), stale-dates and other revenues/fees being received.


There are no capital investments for General Revenues.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeRevenue (23,591.3) (23,539.7) (26,600.7) (30,561.9) (3,961.2) 14.9%Prov Utility Franchise Fees (21,494.1) (19,735.0) (21,752.5) (23,556.3) (1,803.8) 8.3%Interest Earnings (10,620.9) (10,915.5) (11,008.7) (10,855.0) 153.7 -1.4%Grant-in-Lieu of Taxes - Prov Utility (122.0) (142.9) (142.9) (142.9) 0.0 0.0%Transfer to/from Reserves 0.0 0.0 0.0 (102.5) (102.5) 0.0%Total (55,828.3) (54,333.1) (59,504.8) (65,218.6) (5,713.8) 9.6%



Service Line




ServiceLevel

2017Budget

2017Budget

General Revenue (59,504.8) (5,611.3) (65,116.1) 0.0 (102.5) 0.0 0.0 (102.5) (65,218.6)

222


Preliminary 2017


City of Saskatoon

Fines and Penalties

Overview

Fines and penalties resulting from violations of Federal, and Provincial traffic laws as well as many City bylaws aredistributed to the City for those fines collected for infractions within the city of Saskatoon. These are strategicdeterrents to curtail and eliminate violations that are aimed at the protection of citizens and visitors to the City.


Revenue Change:

• Based on increases in the number of violations related to the City’s animal bylaw and other miscellaneousviolations, revenue is projected to increase by $20.0.

• Parking Ticket violations are projected to increase by $300.0 based on the number of tickets that arecurrently trending.


There are no capital investments for Fine and Penalties.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeTraffic Bylaw Violations (4,355.9) (5,158.0) (5,158.0) (5,158.0) 0.0 0.0%Parking Bylaw Violations (3,531.7) (4,600.0) (4,600.0) (4,900.0) (300.0) 6.5%Other Bylaw Violations (276.1) (228.2) (243.7) (263.7) (20.0) 8.2%Operating Cost 4,423.9 2,833.5 3,233.5 3,233.5 0.0 0.0%Capital Contribution 1,077.8 1,000.0 1,000.0 1,000.0 0.0 0.0%Traffic Automated Enforcement (RLC) (2,004.3) (2,100.0) (2,500.0) (2,500.0) 0.0 0.0%Total (4,666.3) (8,252.7) (8,268.2) (8,588.2) (320.0) 3.9%



Service Line




ServiceLevel

2017Budget

2017Budget

Fines and Penalties (12,501.7) (320.0) (12,821.7) 4,233.5 0.0 0.0 0.0 4,233.5 (8,588.2)

223



Other Levies

Overview

Other levies include Trailer Occupancy Fees, Municipal Service Agreements with First Nation Reserves within citylimits, Amusement Tax, Revenue from Property Tax Penalties and Commissions. Also included are amountstransferred to the Clarence Ave and Circle Drive overpass capital project for incremental municipal property taxeslevied on commercial properties in the “big box” site as part of the funding plan for this project. An amount is alsotransferred to the River Landing program for property taxes levied in the River Landing area as part of the on-goingfunding arrangement for the program.

Amusement tax is levied only on the Prairieland Exhibition which is returned to the Exhibition in the form of a grant forcapital improvements.


Revenue Change:

• Net revenue increases of $506.0 resulting from an increase of $450.0 in property tax penalties (based ontrending historical results), a $6.0 increase in combined trailer occupancy and amusement tax revenues, and a$50.0 increase in municipal service agreements.


• The Circle Drive and Clarence Avenue Interchange was approved in 2008 and was to be funded from a varietyof sources, including a $5.6 million internal loan to be repaid through incremental property taxes. A $45.0increase in the annual repayment to capital is required to reflect the increases in assessment as per theoriginal funding plan.


There are no capital investments in Other Levies.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeRevenue (2,245.4) (1,872.3) (1,993.1) (2,499.1) (506.0) 25.4%Operating Cost (2.9) 6.5 3.6 3.6 0.0 0.0%Capital Contribution 929.9 885.0 885.0 930.0 45.0 5.1%Transfer to/from Other Operating 151.4 141.8 160.9 160.9 0.0 0.0%Total (1,167.0) (839.0) (943.6) (1,404.6) (461.0) 48.9%



Service Line




ServiceLevel

2017Budget

2017Budget

Other Levies (1,993.1) (506.0) (2,499.1) 1,049.5 45.0 0.0 0.0 1,094.5 (1,404.6)

224

LAND DEVELOPMENT
Preliminary 2017

Land Developm

ent

City of Saskatoon

STRATEGIC GOAL:

Responding to the needs of a variety of customers in the housing, commercial, institutional and industrial sectors, theLand Development business line invests capital dollars in the provision of municipal infrastructure and createsdemand for durable products and employment. This adds value to the economy and encourages job growth, positivenet migration and other important multiplier effects.

The City of Saskatoon is unique in that it is a land developer. Saskatoon Land operates on a level playing field withthe private sector. It is mandated to:

• Ensure adequate levels of serviced residential, institutional and industrial lands are available at competitivemarket values,

• Provide innovation and leadership in design for new growth, and

• Provide financial returns at competitive rates of return on investment to the City for allocation to civic projectsand programs. Saskatoon Land is operated on a for-profit basis, with 100% of the surplus funds allocated forreinvestment in the community.

The Land Development-Capital program includes the construction of arterial roadways, trunk sewers, primary watermains, roadway interchanges, lift stations, and suburban park development. These projects are funded from thecollection of off-site levies collected from all land developers and are necessary for the City to support continuousurban growth.

Service Outcomes

• To ensure an adequate supply of new infrastructure is in place to accommodate new development and corecivic services.

• To respond to the needs of a variety of customers in the housing, commercial, institutional and industrialsectors.

• To invest capital dollars in the provision of municipal infrastructure and create demand for durable productsand employment; adding value to the economy and encouraging job growth, positive net migration and otherimportant multiplier effects.



225

Land DevelopmentOperating & Capital Budget


• To provide new growth areas and various infill developments throughout the City that will play a vital role in

providing the serviced land that will accommodate new housing and commercial investment in the City over thenext five to ten years.

• To perform all real estate functions and activities for the Corporation including the acquisition of futuredevelopment lands and all corporate land requirements, administering of both internal and external leases,coordinating and overseeing the maintenance of lands held for future development, providing valuations, andproviding real estate advice to the Corporation as a whole.

• To construct arterial roadways, trunk sewers, primary water mains, roadway interchanges, lift stations, andsuburban park development through the use of the Land Development-Capital program.

• To use development levies collected from pre-paid servicing rates to fund installations of trunk sewers, arterialroads, storm ponds, lift stations, park development, primary water mains and a portion of new roadwayinterchanges.

At A Glance

$123.3 million in net proceeds from land development investments in Hampton Village, Willowgrove, Evergreen, andRosewood have been allocated by City Council to operating budgets and various capital projects since 2007.

$63,425,600 in total sales revenues for 2015.

7,000 acres of future development land is managed/maintained.

1,850 acres of land has been acquired over the past two years for civic projects and future development.

159 residential lots were sold for a total of $23,207,900.

80 leases of land and buildings are managed totaling approximately $1.925 million in annual revenue.

10 industrial parcels totaling 20.96 acres were sold for a total of $11,429,000.

8 institutional and multi-family parcels totaling 30.17 acres were sold for a total of $28,788,700.

51 internal projects were delivered and received technical services for private development from Construction andDesign; servicing Major Projects, Urban Design, Transportation, Saskatoon Land, and Public Works.

New Land Development in 2016:

• 4,400m of new water mains

• 3,810m of new sanitary sewer mains

• 3,510m of new storm sewer mains

• 12.6 lane kms of new local and collector roads

• 1.7 lane kms of new arterial roads

Council Priorities

• Explore alternate sources of revenue to pay for ongoing operations.

• Develop funding strategies related to new capital expenditures including core services such as fire halls,roadways and underground services.

• Direct expenditures toward amenities in neighbourhoods to enhance and protect property values andencourage private investment.

• Develop partnerships and programs with Aboriginal organizations that will assist in enhancing economic,employment, and training opportunities.

226


Preliminary 2017

Land Developm

ent

City of Saskatoon

• Ensure that commercial, industrial, and residential areas include parks, paths, and routes that encourage

walking cycling, and transit use.

• Create “complete communities” in new neighbourhoods and existing neighbourhoods that featureemployment opportunities, main streets, suburban centres, and greater connectivity, both internally andexternally.

Strategic Risks

• Sustained growth straining the City’s funding capacity for offsite services while increasing pressure onexisting infrastructure.

• Implementing a contractor management system, including a process for pre-qualifying contractors to ensurecontractors with the capabilities, capacity and expertise to perform required services.

• Managing the financial risk associated with investment in land development projects.

• Maintaining current pro-forma and investment return targets in the current economic climate will bechallenging with rising infrastructure costs from new roadway standards and other non-traditional growthlevies that may be asked to be paid for by developers.

• Implementing the next phase of the corporate accommodation plan with limited funding.


At least 25% Five-Year Rolling Average of Residential Development is in Infill Neighbourhoods by 2023

• 2017 Target: 17%

A minimum One-Year Inventory of Land for Single Family Units, a Two-Year Inventory of Land for Multi-Family Units and a Two-Year Inventory of Industrial Land2017 Target:

• Single Family – 1,000 units

• Multi-Family – 2,200 units

• Industrial – 100 acres


Service land in order to accommodate new construction.

• Further phases of the Aspen Ridge neighbourhood will be serviced to accommodate new dwellingconstruction in the Northeast (2017 – 115 lots, 2018 - 261 lots, 2019 - 261 lots).

• A total of 22 acres of multi-family/mixed use land will be serviced in 2017, with a further 2 acres in 2018, and33 acres in 2019.

• In the Southwest Industrial Area, 23 acres of industrial land will be serviced in 2017. A further 80 aces will beserviced in future years in the Marquis Industrial area.

• In Kensington, 110 single family lots will be serviced and 16 acres of multi-family land by the City in 2019.

Obtain approval for Neighbourhood Concept Plans.

• The Elk Point neighbourhood concept plan will be submitted for approval in 2017.

• Neighbourhood Concept plans for the next new neighbourhoods in the Blairmore Suburban DevelopmentArea and University Heights Suburban Development Area will be designed and submitted to Planning andDevelopment for initial review.

• Conduct internal process review of architectural control review process to ensure efficiencies.

227



• Collaborate with the Saskatoon Fire Department to develop new neighbourhood concept plans that ensure fire

response times can be met. Acquire land for new fire halls based on fire hall location plans.

• Ensure neighbourhood layouts are oriented to take advantage of solar power and look for opportunities topartner with Crown utilities and home builders to advance other energy efficiencies such as solar power in Citydevelopments.

• Create “complete communities” in new neighbourhood developments that feature employment opportunities,main streets, suburban centres, and greater connectivity, both internally and externally.

• Ensure new neighbourhood concept plans include parks, paths and routes that encourage walking, cycling andtransit use.

Complete construction of required infrastructure to accommodate future growth.

• New arterial road construction in 2017 includes, McOrmond Drive with future year roads planned for CentralAvenue, Claypool Drive, Neault Rd, Taylor Street, Wanuskewin Road and McOrmond Drive south of CollegeDrive.

• Trunk sewer extensions in the following locations for 2017 in Aspen Ridge with future services planned inUniversity Heights, Brighton, and the Marquis Industrial Area.

• Primary water mains and fill mains situated in Aspen Ridge and Marquis Industrial with additional servicesplanned in other years within the Holmwood sector and Rosewood.

• Development of new parks in Stonebridge, Rosewood, Evergreen, Kensington and Brighton is estimated at$3.1 million for 2017.

Collaborate with private developers to ensure sufficient quantities of serviced land are being brought into the development stream.

• Develop and implement procedures for regular update of new website and live inventory mapping, includingnew processes for marketing new land releases through website.

• In anticipation of a continuation of slow land sales, explore marketing ideas and other incentives that could beused to increase sales.

• Explore the possibility of using digital signatures on land sale agreements.

• Assess infill development opportunities on select City-owned parcels where financially feasible. Examinerezoning of City-owned infill land where practical and collaborate with other civic departments to identify infillland acquisitions in support of the recently approved growth plan.

228


Preliminary 2017

Land Developm

ent

City of Saskatoon

Operating Summary

2015 Actual2015

Budget2016

Budget


Change % ChangeRevenue Exp/Rec NetSaskatoon Land 0.0 0.0 0.0 (4,507.4) 4,507.4 0.0 0.0 0.0%Land Development - Capital 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0%Total 0.0 0.0 0.0 (4,507.4) 4,507.4 0.0 0.0 0.0%



Service Line




ServiceLevel

2017Budget

2017Budget

Saskatoon Land (6,382.8) 1,875.4 (4,507.4) 6,382.8 (1,875.4) 0.0 0.0 4,507.4 0.0Land Development - Capital 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0Total (6,382.8) 1,875.4 (4,507.4) 6,382.8 (1,875.4) 0.0 0.0 4,507.4 0.0


Service Line 2017 2018 2019 2020 2021Saskatoon Land 0.0 0.0 0.0 0.0 0.0Land Development - Capital 22,224.0 98,263.0 131,393.0 126,090.0 154,160.0Total 22,224.0 98,263.0 131,393.0 126,090.0 154,160.0


Funding Source 2017 2018 2019 2020 2021ARTERIAL ROAD RESERVE 6,742.0 26,270.0 8,023.0 21,272.0 35,062.0BUFFER RESERVE 61.0 625.0 36.0 0.0 0.0FENCING RESERVE 0.0 146.0 0.0 0.0 0.0GEN PPD SERVICES-GENERAL 86.0 0.0 0.0 0.0 0.0GENERAL PPD SERV-ELEC-CITY 613.0 1,615.0 0.0 0.0 0.0GENERAL PPD SERV-ENGINEERING 4,487.0 23,635.0 59,123.0 46,079.0 52,026.0GENERAL PREPAID SVCES-ELEC-SPC 956.0 1,490.0 423.0 0.0 0.0INDUSTRIAL PARK DEVELOPMENT RES 50.0 50.0 50.0 50.0 50.0NEIGHBOURHOOD LAND DEVELOPMENT FUND 500.0 500.0 500.0 0.0 0.0OTHER 1,000.0 500.0 0.0 0.0 0.0PARKS AND RECREATION LEVY (DISTRICT) 0.0 218.0 1,967.0 2,059.0 2,231.0PARKS AND RECREATION LEVY (MULTI-DISTRICT) 150.0 188.0 489.0 150.0 150.0PARKS AND RECREATION LEVY (NBHD) 2,129.0 5,856.0 6,013.0 7,916.0 11,251.0PRIMARY WATERMAIN RES 475.0 10,570.0 9,414.0 10,279.0 11,738.0PRIVATE CONTRIBUTIONS 0.0 5,380.0 1,370.0 0.0 22,290.0PROPERTY REALIZED RES 1,288.0 4,705.0 0.0 0.0 (2,855.0)PRR-LAND DEVELOPMENT 1,948.0 615.0 0.0 0.0 0.0TRUNK SEWER RESERVE 1,000.0 14,129.0 40,740.0 27,037.0 15,198.0WARRANTY RESERVE 495.0 0.0 0.0 0.0 0.0WASTEWATER LIFT STATION RES 244.0 1,771.0 0.0 0.0 0.0WATERWORKS CAPITAL PROJECTS RESERVE 0.0 0.0 3,245.0 11,248.0 7,019.0Total 22,224.0 98,263.0 131,393.0 126,090.0 154,160.0Unfunded 0.0 2,850.0 2,000.0 6,900.0 100.0

229




Service Line 2017 2018 2019 2020 2021P0607 PARK DEV-STONEBRIDGE NBRHD 0.0 0.0 14.6 0.0 0.0P0668 PARK DEV-BOULEVARD DEVELOPMENT 0.0 0.0 0.0 9.4 0.0P1057 PARK DEV-IND'L AREA BLVD TREE PLANTING 0.0 0.0 0.0 4.0 0.0P1568 PARK DEV-ROSEWOOD 0.0 0.0 38.7 0.0 0.0P1570 PARK DEV-KENSINGTON 0.0 0.0 8.9 0.0 0.0P1663 PARK DEV - N.E. SWALE 0.0 0.0 61.0 0.0 0.0P1574 PARK DEV-ASPEN RIDGE 0.0 0.0 3.1 44.1 0.0Total 0.0 0.0 126.3 57.5 0.0

230


Preliminary 2017

Land Developm

ent

City of Saskatoon

Saskatoon Land

Overview

Saskatoon Land is directed to ensure an adequate supply of serviced residential, institutional and industrial land atcompetitive market value; provide innovation and leadership in design for new growth; and yield financial returns tothe City for re-investment within the community. The Real Estate Section is tasked with obtaining land for futuredevelopment and for all civic infrastructure requirements; securing and administration of all corporate leaserequirements; and implementation of the City of Saskatoon corporate accommodation plan.


Revenue Change:

• Land sales revenue estimates are based on sales projections for the 2017 calendar year and reflect theadministration fees received from decreases in residential property sales of $967.0, institutional and multi-family sales of $905.7, commercial sales of $115.9, and offset by an increase in industrial sales of $113.2.


• The contribution to the Land Operations Reserve decreased by $1,465.0 for a total contribution of $2.1million; which is directly linked to decreases in sales projections. Land Operations Reserve transfer waspreviously recorded in the Capital Contribution expense line and is now reflected under the Transfer to/fromStabilization expense line accordingly.


• There is a decrease of $500.0 in transfers to the Urban Design City-Wide Program. This program is no longerfunded through land sales and has a new funding source for its operation.

Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % ChangeRevenue (3,590.3) (8,436.3) (6,382.8) (4,507.4) 1,875.4 -29.4%Staff Compensation 1,454.6 1,628.7 1,729.3 1,748.1 18.8 1.1%Operating Cost 905.3 1,762.3 1,803.1 1,625.0 (178.1) -9.9%Cost Recovery (401.4) (1,116.8) (1,187.1) (939.7) 247.4 -20.8%Capital Contribution 208.0 50.0 50.0 50.0 0.0 0.0%Transfer to/from Other Operating 750.0 750.0 500.0 0.0 (500.0) -100.0%Transfer to/from Reserves 1.2 1.2 1.2 1.2 0.0 0.0%Transfer to/from Stabilization 672.6 5,360.9 3,486.3 2,022.8 1,436.5 -42.0.%Total 0.0 0.0 0.0 0.0 0.0 0.0%



Service Line




ServiceLevel

2017Budget

2017Budget

Saskatoon Land (6,382.8) 1,875.4 (4,507.4) 6,382.8 (1,875.4) 0.0 0.0 4,507.4 0.0

231


Preliminary 2017City of SaskatoonSaskatoon Land

Not Included:

• The 2017 budget does not include an increase to the Land Sales Administrative Fee from 6% or increases tothe maximum operations reserve of 1.5 times the operating budget. Due to decreased sales, not increasingthis Administration Fee could result in the Land Operations Reserve having insufficient funds to coveroperations during an economic downturn. Increasing the Land Administration Fee to 8% and the maximumbalance to 2.0 times Saskatoon Land's operating budget would ensure adequate reserve balances goingforward with an increased contribution of $2.6 million.


See Land Development – Capital for a detailed listing of capital projects.

232


Preliminary 2017

Land Developm

ent

City of Saskatoon

Land Development - Capital

Overview

The capital projects under the Land Development - Capital service line involve the design and construction ofinfrastructure required to facilitate urban residential, institutional, commercial and industrial growth in emergingsuburban areas or major redevelopment areas such as the North Downtown Area. Major arterial roadways, parkdevelopment, primary water mains and trunk sewers are funded primarily from developer paid off-site levies. Directservices identified by specific areas such as land development in Aspen Ridge, Brighton, Evergreen, Elk Point, andKensington are funded from pre-paid direct service levies paid primarily by the City’s Neighbourhood LandDevelopment Fund or Property Realized Reserve and are supportive of Saskatoon Land servicing plans.


There is no operating budget for the Land Development - Capital service line.


Operating Budget: 2015 Actuals 2015 Budget 2016 Budget 2017 Budget Dollar Change % Change



Service Line




ServiceLevel

2017Budget

2017Budget

Land Development - Capital 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


P0607 PARK DEV-STONEBRIDGE NBRHD 493.0 0.0 0.0 0.0 0.0

P0616 LAND DEV'T-PRIM WTRMN-NORTHEAST SECTOR 175.0 1,195.0 4,458.0 12,143.0 7,019.0

P0619 LAND DEV'T-ARTL RD-CENTRAL(ROSSMO-PERIMETER RD)

0.0 4,392.0 0.0 0.0 0.0

P0625 LAND DEV'T-TR SWR-NORTHEAST SECTOR 200.0 0.0 6,783.0 0.0 5,797.0

P0626 LAND DEV'T-SUBDIVIS'N WARRANTY 595.0 0.0 0.0 0.0 0.0

P0627 LAND DEV'T-SUBDIVIS'N FENCING 0.0 146.0 0.0 0.0 0.0

P0634 LAND DEV'T-TR SWR-NORTH INDUSTRIAL 250.0 6,689.0 3,611.0 8,770.0 9,401.0

P0636 LAND DEV'T-TR SWR-MONTGOMERY PLACE WEST

0.0 0.0 0.0 50.0 0.0

P0639 LAND DEV'T-SUBDIVIS'N BUFFERS 61.0 625.0 36.0 0.0 0.0

P0655 LAND DEV'T-ARTL RD-MCORMOND(E SECT-PERIMETER RD)

6,742.0 3,934.0 0.0 3,794.0 2,481.0

P0668 PARK DEV-BOULEVARD DEVELOPMENT 150.0 150.0 150.0 150.0 150.0

P0681 LAND DEV'T-ARTL RD-TAYLOR(MCKER-CP TRACK)

0.0 0.0 3,519.0 0.0 3,207.0

P0686 LAND DEV'T-PRIM WTRMN-SOUTHEAST SECTOR 50.0 2,873.0 0.0 0.0 0.0

233


Preliminary 2017City of SaskatoonLand Development - Capital

P0748 LAND DEV'T-GEN ADMIN-OLD AREAS 86.0 0.0 0.0 0.0 0.0

P0778 LAND DEV'T-TR SWR-STONEBRIDGE 244.0 0.0 0.0 0.0 0.0

P1057 PARK DEV-IND'L AREA BLVD TREE PLANTING 50.0 50.0 50.0 50.0 50.0

P1400 LAND DEV'T-HAMPTON VILLAGE SUB 110.0 0.0 0.0 0.0 0.0

P1403 LAND DEV'T-ROSEWOOD 1,319.0 784.0 0.0 0.0 0.0

P1405 LAND DEV'T-EVERGREEN 496.0 0.0 0.0 0.0 0.0

P1407 LAND DEV'T-KENSINGTON 512.0 4,128.0 0.0 0.0 0.0

P1408 LAND DEV'T-AIRPORT INDUSTRIAL BUS PARK 0.0 1,204.0 0.0 0.0 0.0

P1410 LAND DEV'T-ELK POINT 423.0 0.0 0.0 0.0 0.0

P1411 LAND DEV'T- ASPEN RIDGE 4,425.0 12,988.0 4,844.0 0.0 0.0

P1416 LAND DEV'T-TR SWR-HAMPTON VILLAGE 0.0 11,377.0 0.0 728.0 0.0

P1417 LAND DEV'T-TR SWR-BLAIRMORE 150.0 0.0 7,086.0 0.0 0.0

P1418 LAND DEV'T-TR SWR - HOLMWOOD 400.0 50.0 23,260.0 17,489.0 0.0

P1419 LAND DEV'T - BRIGHTON 195.0 2,932.0 0.0 0.0 0.0

P1420 LAND DEV'T - INFILL DEVELOPMENTS 430.0 0.0 0.0 0.0 0.0

P1424 LAND DEV'T - NEIGHBOURHOOD 1-RIEL SECTOR 400.0 0.0 0.0 0.0 0.0

P1435 LAND DEV'T -PRIMARY WATER MAINS -NORTH INDUSTRIAL

250.0 2,208.0 1,400.0 3,187.0 11,738.0

P1436 LAND DEV'T-BLAIRMORE PRIMARY WATER MAINS 0.0 4,294.0 2,173.0 2,988.0 26,100.0

P1437 LAND DEV'T-PRIMARY WATER MAINS - HOLMWOOD SECTOR

0.0 0.0 4,628.0 3,209.0 0.0

P1458 LAND DEV'T-ART RD-CLAYPOOL DR (DALMNY-AIRPRT DR)

0.0 13,330.0 0.0 0.0 12,148.0

P1460 LAND DEV'T-ARTL RD-NEAULT RDWY (22ND-SEC 2)

0.0 3,429.0 4,504.0 5,308.0 7,229.0

P1464 LAND DEV'T-ART RD-FEDORUK DRIVE 0.0 0.0 0.0 4,579.0 0.0

P1466 LAND DEV'T-ART RD - WANUSKEWIN RD 0.0 3,298.0 0.0 3,005.0 0.0

P1467 LAND DEV'T-ART RD - 33RD ST (HUGHES-NEAULT RD)

0.0 4,552.0 0.0 0.0 0.0

P1468 LAND DEV'T-ART RD - 8TH STREET EAST 0.0 0.0 0.0 4,586.0 3,332.0

P1474 LAND DEV'T-ESTIMATED FUTURE DIRECT SERVICING PROJECTS

0.0 0.0 54,702.0 46,079.0 52,026.0

P1568 PARK DEV-ROSEWOOD 1,050.0 332.0 1,050.0 2,760.0 0.0

P1570 PARK DEV-KENSINGTON 314.0 2,785.0 639.0 700.0 0.0

P1574 PARK DEV-ASPEN RIDGE 272.0 1,700.0 141.0 1,747.0 4,393.0

P1575 PARK DEV-ELK POINT 0.0 0.0 0.0 3,375.0 4,495.0

P1576 PARK DEV-BRIGHTON 0.0 1,295.0 6,489.0 1,393.0 4,594.0

P1663 PARK DEV - N.E. SWALE 500.0 500.0 1,870.0 0.0 0.0

P1769 LAND DEV'T-MARQUIS INDUSTRIAL AREA 882.0 6,523.0 0.0 0.0 0.0

P2459 LAND DEV'T-SOUTH CASWELL HILL REDEVELOPMENT

1,000.0 500.0 0.0 0.0 0.0

Total 22,224.0 98,263.0 131,393.0 126,090.0 154,160.0


P0704 LAND DEV'T-TR SWR-SOUTHEAST SECTOR 0.0 2,350.0 0.0 0.0 0.0

P1409 LAND DEV'T-NORTH DOWNTOWN 0.0 500.0 500.0 6,900.0 100.0

P2459 LAND DEV'T-SOUTH CASWELL HILL REDEVELOPMENT

0.0 0.0 1,500.0 0.0 0.0

Total 0.0 2,850.0 2,000.0 6,900.0 100.0


234


Preliminary 2017

Land Developm

ent

City of SaskatoonLand Development - Capital

2017 capital investments for Land Development include the following:

• $9.5 million for direct servicing costs attributable to Saskatoon Land development areas;

• $8.5 million for offsite servicing costs of arterial roads, primary water mains, and trunk sewers and liftstations;

• $3.1 million for a variety of parks in Stonebridge, Rosewood, Evergreen, Aspen Ridge, Brighton, HamptonVillage, and Kensington.

Future Operating Impact of Current Year’s Capital ProjectsFuture operating impacts for the 2017 Park Development projects are planned for the regular Park maintenance,which includes electrical and irrigation costs, as well as components for equipment, shrub and turf maintenance,urban forestry and pest management, upon completion and transfer to the Parks Maintenance and Design ServiceLine.


Project 2017 2018 2019 2020 2021P0607 PARK DEV-STONEBRIDGE NBRHD 0.0 0.0 14.6 0.0 0.0P0668 PARK DEV-BOULEVARD DEVELOPMENT 0.0 0.0 0.0 9.4 0.0P1057 PARK DEV-IND'L AREA BLVD TREE PLANTING 0.0 0.0 0.0 4.0 0.0P1568 PARK DEV-ROSEWOOD 0.0 0.0 38.7 0.0 0.0P1570 PARK DEV-KENSINGTON 0.0 0.0 8.9 0.0 0.0P1663 PARK DEV - N.E. SWALE 0.0 0.0 61.0 0.0 0.0P1574 PARK DEV-ASPEN RIDGE 0.0 0.0 3.1 44.1 0.0Total 0.0 0.0 126.3 57.5 0.0

235


Preliminary 2017City of SaskatoonLand Development - Capital

236

Schedules & Tables
Preliminary 2017

Schedules & Tables

City of Saskatoon

Schedule I - General RevenuesSchedule IGeneral Revenues

($000's)2015

Actual2015

Budget2016

Budget2017

Budget

TAX-SUPPORTED SERVICES

Taxation

Property Levy 193,407.1(0) 192,744.2(0) 206,624.7(0) 216,909.4(0)

Municipal Services Agreement 236.7(0) 216.3(0) 231.1(0) 281.1(0)

Trailer Occupancy 93.8(0) 85.0(0) 90.0(0) 96.9(0)

Amusement 68.5(0) 71.0(0) 72.0(0) 71.1(0)

Taxation 193,806.1(0) 193,116.5(0) 207,017.8(0) 217,358.5(0)

Grants In Lieu Of Taxes

Saskatoon Land 747.5(0) 295.6(0) 370.0(0) 600.0(0)

Own Utilities 28,962.4(0) 29,248.8(0) 30,189.2(0) 32,532.4(0)

Senior Governments & Agencies 4,999.0(0) 4,980.0(0) 5,180.0(0) 5,530.0(0)

Grants In Lieu Of Taxes 34,708.8(0) 34,524.4(0) 35,739.2(0) 38,662.4(0)

General Revenues

Administration Recovery 7,394.2(0) 7,394.2(1) 9,454.6(0) 9,454.6(0)

Fines & Penalties 11,998.5(0) 12,086.2(0) 12,501.7(0) 12,821.7(0)

Franchise Fees 21,616.1(0) 19,877.9(0) 21,895.4(0) 23,699.2(0)

Interest Earnings 10,810.3(0) 11,109.2(0) 11,208.8(0) 11,046.7(0)

Licences & Permits 1,394.4(0) 1,368.9(0) 1,453.2(0) 1,501.0(0)

Other (Grants) 118.3(0) 10.4(0) 10.4(0) 10.4(0)

Other Revenue 625.8(0) 228.6(0) 526.6(0) 529.6(0)

Property Rentals 3,019.5(0) 2,641.1(0) 2,604.9(0) 2,611.3(0)

R.M. Of Corman Park 126.0(0) 75.0(0) 130.2(0) 180.1(0)

Tax Penalties 1,846.4(0) 1,500.0(0) 1,600.0(0) 2,050.0(0)

Utilities-Return On Investment 23,059.7(0) 23,059.7(0) 26,059.7(0) 30,009.7(0)

General Revenues 82,009.3(0) 79,351.2(0) 87,445.5(0) 93,914.3(0)

User Fees

Access Transit 223.5(0) 245.3(0) 245.3(0) 230.3(0)

Albert Community Centre 188.9(0) 157.3(0) 157.3(0) 157.3(0)

Ball Fields —(0) —(0) —(0) —(0)

Cemeteries 1,114.1(0) 1,145.7(0) 1,227.3(0) 1,258.6(0)

Community Partnerships 14.5(0) 15.0(0) 16.8(0) 16.8(0)

Environmental Protection 8.8(0) 8.2(0) 8.2(0) 8.4(0)

Fire 363.8(0) 656.2(0) 462.2(0) 783.3(0)

Forestry Farm Park 946.8(0) 836.0(0) 900.9(0) 960.7(0)

Legal Fees 288.4(0) 231.8(0) 278.0(0) 325.0(0)

Leisure Centres-Program 6,007.8(0) 6,272.3(0) 6,586.2(0) 6,618.4(0)

Leisure Centres-Rentals 5,740.0(0) 5,854.1(0) 6,187.7(0) 6,356.6(0)

Marr Residence —(0) 0.5(0) 0.5(0) 0.5(0)

237



Outdoor Sports Fields 517.1(0) 535.1(0) 573.1(0) 627.1(0)

Outdoor Swimming Pools 430.2(0) 440.3(0) 447.3(0) 471.4(0)

Parking 5,281.4(0) 6,907.3(0) 5,907.3(0) 5,938.2(0)

Planning 242.3(0) 347.0(0) 410.9(0) 405.6(0)

Policing 1,634.4(0) 1,233.8(0) 1,319.3(0) 1,466.8(0)

River Landing 466.0(0) 115.5(0) 180.7(0) 1,210.3(0)

Skating Rinks 2,045.6(0) 2,060.2(0) 2,014.5(0) 2,125.2(0)

Solid Waste Management 5,102.8(0) 6,348.2(0) 6,540.0(0) 5,920.0(0)

Tax Searches & Enforcement 198.3(0) 203.0(0) 215.0(0) 215.0(0)

Transit Operations 13,143.5(0) 14,637.0(0) 13,823.3(0) 14,273.5(0)

User Fees 43,958.3(0) 48,249.8(0) 47,501.8(0) 49,369.0(0)

Transfers From Other Governments 66,462.9(0) 66,095.4(0) 67,377.9(0) 64,129.7(0)

TOTAL TAX-SUPPORTED SERVICES 420,945.4(0) 421,337.3(0) 445,082.2(0) 463,433.9(0)

NON TAX-SUPPORTED SERVICES

Building and Plumbing Permits & Standards 7,717.7(0) 6,590.4(0) 6,647.9(0) 6,749.6(0)

Business Licenses 970.3(0) 994.2(0) 1,004.9(0) 1,020.1(0)

Golf Courses 3,788.9(0) 3,935.9(0) 3,896.6(0) 3,922.1(0)

Gordon Howe Campsite 568.0(0) 585.2(0) 627.6(0) 637.9(0)

Impound Lot 237.5(0) 825.0(0) 530.3(0) 537.5(0)

Saskatoon Land 3,590.3(0) 8,436.3(0) 6,382.8(0) 4,507.4(0)

PotashCorp Playland 289.1(0) 348.2(0) 577.4(0) 575.7(0)

TOTAL NON TAX-SUPPORTED SERVICES 17,161.7(0) 21,715.2(0) 19,667.5(0) 17,950.3(0)

TOTAL REVENUES 438,107.1(0) 443,052.5(0) 464,749.7(0) 481,384.2(0)

(1) Building Better Roads, approved in 2013, included a $6.0 million contribution from the Utilities to be phased in over 3 years ($2.0 million each year for 2014-2016). In previous years, this was recorded as a transfer from Utilities directly to the capital infrastructure reserve. In 2016 budget, an accounting change was made to flow the $6.0 million transfer through the operating budget. The expenditures have been increased by $4.0 million in 2015 budget with corresponding increases to Administration Recovery line in Schedule I General Reve-nues.

Schedule I (cont.)

General Revenues

($000's)2015

Actual2015

Budget2016

Budget2017

Budget

238


Preliminary 2017

Schedules & Tables

City of Saskatoon

Schedule II - General ExpendituresSchedule II

General Expenditures

($000's)2015

Actual2015

Budget2016

Budget2017

Budget


Arts, Culture & Events Venues

Remai Modern 3,661.1(0) 3,661.1(0) 5,026.1(0) 5,192.7(0)

SaskTel Centre 558.8(0) 558.8(0) 558.8(0) 594.2(0)

TCU Place 1,621.5(0) 1,621.6(0) 1,621.6(0) 1,660.4(0)

Arts, Culture & Events Venues 5,841.4(0) 5,841.5(0) 7,206.5(0) 7,447.3(0)

Community Support

Animal Services 1,258.1(0) 1,239.4(0) 1,277.9(0) 1,302.1(0)

Community Development 3,647.9(0) 3,376.1(0) 3,518.0(0) 3,523.1(0)

Community Investments & Supports 9,449.4(0) 9,495.7(0) 9,583.4(0) 10,043.2(0)

Cemeteries 1,589.1(0) 1,516.1(0) 1,568.5(0) 1,504.5(0)

Community Support 15,944.5(0) 15,627.3(0) 15,947.8(0) 16,372.9(0)


Facilities Management 7,693.8(0) 7,961.5(0) 8,580.6(0) 8,700.4(0)

Fleet Services —(0) —(0) —(0) —(0)

City-Owned Property - Land 2,307.6(0) 2,107.7(0) 2,159.3(0) 2,266.1(0)

Corporate Asset Management 10,001.5(0) 10,069.2(0) 10,739.9(0) 10,966.5(0)


Legislative 1,368.1(0) 1,541.7(0) 1,562.1(0) 1,579.7(0)

City Manager's Office 657.8(0) 656.4(0) 675.4(0) 688.4(0)

City Clerk's Office 2,108.2(0) 2,276.4(0) 2,370.4(0) 2,602.7(0)

City Solicitor's Office 2,076.7(0) 2,152.7(0) 2,230.6(0) 2,310.7(0)

Corporate Support 17,561.4(0) 18,076.4(0) 18,713.0(0) 19,193.0(0)

Service Saskatoon 175.6(0) 200.0(0) 200.0(0) 717.6(0)

General Services 5,515.9(0) 3,801.1(0) 6,212.4(0) 8,019.1(0)

Assessment & Taxation 3,198.7(0) 3,561.0(0) 3,672.1(0) 3,719.9(0)

Revenue Services 1,856.2(0) 1,920.3(0) 2,029.0(0) 2,140.6(0)

Financial Services 3,087.3(0) 2,891.7(0) 3,097.6(0) 3,363.8(0)

Subtotal Before Debt Servicing 37,605.7(0) 37,077.7(0) 40,762.6(0) 44,335.5(0)

Debt Servicing

Debt Servicing 26,884.0(0) 26,886.6(0) 27,736.3(0) 29,354.7(0)

Corporate Governance & Finance 64,489.7(0) 64,164.3(0) 68,698.9(0) 73,690.2(0)

Environmental Health

Environmental Program 476.7(0) 474.2(0) 480.4(0) 493.3(0)

Urban Forestry 3,363.3(0) 3,504.8(0) 3,565.8(0) 3,574.9(0)

239



Waste Reduction & Resource Recovery 978.7(0) 823.7(0) 890.0(0) 1,026.3(0)

Waste Handling Service 12,983.0(0) 13,669.2(0) 13,354.4(0) 13,383.5(0)

Pest Management 822.2(0) 868.2(0) 921.8(0) 918.9(0)

Environmental Health 18,623.9(0) 19,340.1(0) 19,212.4(0) 19,396.9(0)

Fire Services

Fire Services 45,558.0(0) 45,403.0(0) 46,885.2(0) 48,076.0(0)

Emergency Measures 396.5(0) 408.8(0) 419.7(0) 424.5(0)

Fire Services 45,954.5(0) 45,811.8(0) 47,304.9(0) 48,500.5(0)

Policing

Saskatoon Police Service 89,948.7(0) 89,589.9(0) 94,155.8(0) 96,074.0(0)

Policing 89,948.7(0) 89,589.9(0) 94,155.8(0) 96,074.0(0)


Spectator Ballfields 147.7(0) 151.4(0) 153.0(0) 157.0(0)

Marketing Services 591.2(0) 599.2(0) 609.4(0) 627.8(0)

Community Partnerships 283.0(0) 356.8(0) 369.0(0) 438.6(0)

Forestry Farm Park & Zoo 2,571.0(0) 2,435.5(0) 2,517.4(0) 2,574.0(0)

Indoor Rinks 2,408.8(0) 2,333.3(0) 2,373.8(0) 2,463.5(0)

Outdoor Pools 1,214.7(0) 1,247.0(0) 1,293.3(0) 1,358.9(0)

Outdoor Sports Fields 872.4(0) 885.7(0) 960.0(0) 1,078.3(0)

Parks Maintenance & Design 12,791.1(0) 12,785.9(0) 13,165.6(0) 13,646.7(0)

Playground & Recreation Areas 828.8(0) 879.1(0) 904.9(0) 895.4(0)

Program Research & Design 231.0(0) 213.5(0) 217.4(0) 240.7(0)

Leisure Centres - Program 10,107.9(0) 9,949.1(0) 10,482.5(0) 10,805.6(0)

Leisure Centres - Rentals 9,982.3(0) 10,053.2(0) 10,235.7(0) 10,602.8(0)

Targeted Programming 543.2(0) 589.3(0) 592.9(0) 592.7(0)

Albert Community Centre 219.6(0) 226.9(0) 228.4(0) 235.9(0)

Marr Residence 28.4(0) 21.8(0) 22.1(0) 22.5(0)

River Landing 466.0(0) 115.5(0) 180.7(0) 1,210.3(0)

Recreation & Culture 43,287.2(0) 42,843.2(0) 44,306.1(0) 46,950.7(0)

Taxation & General Revenues

Property Levy(1) 260.3(0) 442.5(0) 646.0(0) 646.0(0)

Fines & Penalties 5,501.7(0) 3,833.5(0) 4,233.5(0) 4,233.5(0)

Other Levies 1,078.3(0) 1,033.3(0) 1,049.5(0) 1,094.5(0)

General Revenue —(0) —(0) —(0) (102.5)(0)

Taxation & General Revenues 6,840.4(0) 5,309.3(0) 5,929.0(0) 5,871.5(0)

Transportation

Transit Operations 38,452.6(0) 40,104.7(0) 40,827.3(0) 41,199.5(0)

Schedule II (cont.)


($000's)2015

Actual2015

Budget2016

Budget2017

Budget

240


Preliminary 2017

Schedules & Tables

City of Saskatoon

Access Transit 4,686.4(0) 4,653.7(0) 4,691.2(0) 4,909.3(0)

Transportation Services 7,817.9(0) 7,757.2(0) 8,400.9(0) 7,460.1(0)

Road Maintenance 32,308.6(0) 33,560.1(2) 39,396.2(0) 43,397.5(0)

Snow & Ice Management 11,017.8(0) 11,618.0(0) 13,283.5(0) 14,336.9(0)

Street Cleaning & Sweeping 3,864.8(0) 3,320.0(0) 3,799.4(0) 3,780.3(0)

Bridges, Subways, Overpasses 5,123.5(0) 5,163.3(0) 5,323.2(0) 6,120.0(0)

Street Lighting 5,772.4(0) 5,994.0(0) 5,911.3(0) 6,702.0(0)

Parking 2,553.9(0) 3,682.7(0) 2,738.4(0) 2,810.0(0)

Engineering 625.9(0) 745.5(0) 764.1(0) 782.3(0)

Transportation 112,223.9(0) 116,599.2(0) 125,135.5(0) 131,497.9(0)

Urban Planning & Development

Attainable Housing 335.7(0) 424.3(0) 424.9(0) 427.3(0)

Business Improvement Districts 107.7(0) 107.7(0) 107.7(0) 107.7(0)

Development Review 1,191.4(0) 1,194.9(0) 1,268.4(0) 1,276.9(0)

Regional Planning 346.5(0) 358.5(0) 366.9(0) 370.6(0)

Bylaw Compliance 512.1(0) 500.6(0) 686.5(0) 774.3(0)

Long Range Planning 281.9(0) 292.0(0) 297.0(0) 199.8(0)

Neighborhood Planning 483.0(0) 538.6(0) 549.0(0) 557.2(0)

Research & Mapping 419.1(0) 439.4(0) 459.5(0) 466.2(0)

Urban Design 2,247.3(0) 2,485.5(0) 2,485.5(0) 2,485.5(0)

Urban Planning & Development 5,924.8(0) 6,341.5(0) 6,645.4(0) 6,665.5(0)

TOTAL TAX-SUPPORTED SERVICES 419,080.4(0) 421,337.3(0) 445,082.2(0) 463,433.9(0)


Building and Plumbing Permits & Standards 7,717.7(0) 6,590.4(0) 6,647.9(0) 6,749.6(0)

Business Licenses 922.4(0) 994.2(0) 1,004.9(0) 1,020.1(0)

Golf Courses 3,788.9(0) 3,935.9(0) 3,896.6(0) 3,922.1(0)

Gordon Howe Campsite 568.0(0) 585.2(0) 627.6(0) 637.9(0)

Impound Lot 267.5(0) 825.0(0) 530.3(0) 537.5(0)

Saskatoon Land 3,590.3(0) 8,436.3(0) 6,382.8(0) 4,507.4(0)

PotashCorp Playland 289.1(0) 348.2(0) 577.4(0) 575.7(0)

TOTAL NON TAX-SUPPORTED SERVICES 17,143.8(0) 21,715.2(0) 19,667.5(0) 17,950.3(0)

TOTAL EXPENDITURES 436,224.2(0) 443,052.5(0) 464,749.7(0) 481,384.2(0)

(1) The Property Levy service line expenditures is for Tax Loss Compensation for the East Sector and Boundary Alteration Annexation.(2) Building Better Roads, approved in 2013, included a $6.0 million contribution from the Utilities to be phased in over 3 years ($2.0 million each year for 2014-2016). In previous years,

this was recorded as a transfer from Utilities directly to the capital infrastructure reserve. In 2016 budget, an accounting change was made to flow the $6.0 million transfer through the operating budget. The expenditures have been increased by $4.0 million in 2015 budget with corresponding increases to Administration Recovery line in Schedule I General Reve-nues.

Schedule II (cont.)


($000's)2015

Actual2015

Budget2016

Budget2017

Budget

241



Schedule III - Water UtilitySchedule III

Water Utility

($000's)2015

Actual2015

Budget2016

Budget2017

Budget

Revenues:

Metered Revenue 54,675.6(0) 53,752.0(0) 58,786.4(0) 61,183.0(0)

Infrastructure Levy 9,366.8(0) 9,006.9(0) 10,862.5(0) 14,775.0(0)

Miscellaneous 284.7(0) 137.2(0) 138.6(0) 140.0(0)

Fire Protection Charge 696.6(0) 696.6(0) 715.1(0) 715.1(0)

Late Payment Penalties 174.3(0) 153.5(0) 155.0(0) 156.6(0)

Total Revenues 65,197.9(0) 63,746.2(0) 70,657.6(0) 76,969.7(0)

Expenditures:

General 9,935.4(0) 10,053.3(0) 10,542.5(0) 10,183.2(0)

Laboratory (77.3)(0) —(0) —(0) 667.4(0)

Treatment and Pumping 10,813.8(0) 11,061.1(0) 12,019.2(0) 12,638.5(0)

Buildings and Grounds 912.9(0) 914.9(0) 935.8(0) 955.0(0)

Meters 1,602.9(0) 1,533.2(0) 1,668.5(0) 1,831.2(0)

Watermains 7,421.6(0) 7,535.1(0) 7,929.1(0) 8,266.4(0)

Hydrants 828.7(0) 1,335.2(0) 1,365.3(0) 1,263.5(0)

Services 2,857.4(0) 2,409.6(0) 2,564.6(0) 3,225.1(0)

Contribution to Capital Reserves 20,055.7(0) 19,642.4(0) 20,802.1(0) 22,748.7(0)

Transfer to Stabilization Reserve 1,608.9(0) —(0) —(0) —(0)

Debt Charges 9,238.0(0) 9,261.4(0) 11,090.5(0) 12,087.7(0)

Return on Investment(1) —(0) —(0) 1,740.0(0) 3,103.0(0)

Total Expenditures 65,197.9(0) 63,746.2(0) 70,657.6(0) 76,969.7(0)

SURPLUS (DEFICIT) 0.0(0) 0.0(0) 0.0(0) 0.0(0)

(1) 2016 was the first year in which the Water Utility Surplus is transferred to General Revenues (Mill-rate) through a Return-on-Investment (ROI).

242


Preliminary 2017

Schedules & Tables

City of Saskatoon

Schedule IV - Wastewater UtilitySchedule IV

Wastewater Utility

($000's)2015

Actual2015

Budget2016

Budget2017

Budget

Revenues:

Metered Revenue 40,565.8(0) 40,461.0(0) 42,910.6(0) 44,514.5(0)

Infrastructure Levy 12,935.1(0) 12,438.1(0) 18,921.7(0) 24,403.5(0)

Hauler Revenue —(0) —(0) —(0) 170.0(0)


Miscellaneous Revenue 1,607.2(0) 769.2(0) 905.8(0) 980.1(0)

Flood Protection Levy 3,841.1(0) 3,697.0(0) —(0) —(0)

Total Revenues 59,065.4(0) 57,466.3(0) 62,840.1(0) 70,171.1(0)

Expenditures:

General 7,172.4(0) 7,330.5(0) 7,837.6(0) 7,485.6(0)

Heavy Grit Facility —(0) —(0) —(0) 362.3(0)

Laboratory (4.0)(0) —(0) —(0) 674.3(0)

Lift Stations 1,750.5(0) 1,395.6(0) 1,741.9(0) 1,837.5(0)

Pollution Control Plant 7,422.3(0) 7,694.9(0) 7,594.6(0) 7,950.5(0)

Sludge Handling & Disposal 1,709.8(0) 2,001.6(0) 1,959.5(0) 1,943.9(0)

Sewer Engineering 417.6(0) 434.1(0) 451.3(0) 467.9(0)

Sewer Inspections 376.9(0) 635.2(0) 643.8(0) 672.8(0)

Sewer Maintenance 3,906.4(0) 4,417.3(0) 4,724.0(0) 5,022.2(0)

Service Connections 1,669.2(0) 2,481.0(0) 2,557.4(0) 2,223.1(0)

Debt Charges 4,150.7(0) 4,244.7(0) 5,096.1(0) 6,274.4(0)


Transfer to Stabilization Reserve 2,966.5(0) —(0) —(0) —(0)

Return on Investment(1) —(0) —(0) 1,260.0(0) 2,247.0(0)


SURPLUS (DEFICIT) 0.0(0) 0.0(0) 0.0(0) 0.0(0)

(1) 2016 was the first year in which the Wastewater Utility Surplus is transferred to General Revenues (Mill-rate) through a Return-on-Investment (ROI).

243



Schedule V - Saskatoon Light and PowerSchedule V

Saskatoon Light and Power

($000's)2015

Actual2015

Budget2016

Budget2017

Budget

Revenues:

Metered Revenue 136,518.3(0) 138,457.2(0) 140,201.5(0) 153,593.3(0)

Municipal Surcharge 13,651.8(0) 13,842.7(0) 14,020.2(0) 15,359.3(0)

Service Connection Fees 445.8(0) 435.0(0) 435.0(0) 435.0(0)

Miscellaneous 905.2(0) 594.0(0) 593.4(0) 589.2(0)

Tax Collection Commission 1.8(0) 1.8(0) 1.8(0) 1.8(0)


Landfill Gas Generation Revenue 1,121.4(0) 1,100.0(0) 1,332.0(0) 1,270.9(0)

Green Power Revenue 5.8(0) 7.5(0) 6.3(0) 4.0(0)

Total Revenues 152,940.6(0) 154,698.2(0) 156,865.2(0) 171,543.5(0)

Expenditures:

General 25,469.4(0) 26,109.5(0) 26,439.9(0) 28,469.9(0)

Equipment (61.3)(0) —(0) —(0) —(0)

Custom Work 52.2(0) —(0) —(0) —(0)

Power Purchased 80,508.9(0) 81,555.8(0) 83,335.6(0) 91,389.5(0)

Buildings and Grounds 570.0(0) 792.4(0) 807.1(0) 743.8(0)

Poles, Lines and Feeders 5,434.3(0) 4,942.2(0) 5,055.8(0) 6,021.2(0)

Substations 1,017.3(0) 995.7(0) 1,022.9(0) 1,302.3(0)

Street Lighting 1,581.1(0) 1,283.5(0) 1,323.6(0) 1,808.5(0)

Meters 1,564.8(0) 1,343.8(0) 1,367.0(0) 1,358.5(0)

System Operations 160.9(0) 181.8(0) 181.5(0) 179.1(0)

Landfill Gas Generation 1,121.4(0) 1,100.0(0) 1,332.0(0) 1,270.9(0)

Provision for Capital Extension 6,278.8(0) 6,278.8(0) 5,935.1(0) 6,646.1(0)

Provision for Capital Replacement 7,055.0(0) 7,055.0(0) 7,005.0(0) 7,694.0(0)

Transfer to Stabilization Reserve —(0) —(0) —(0) —(0)

Return on Investment(1) 22,187.7(0) 23,059.7(0) 23,059.7(0) 24,659.7(0)


SURPLUS (DEFICIT) 0.0(0) 0.0(0) 0.0(0) 0.0(0)

(1) The Saskatoon Light & Power (SL&P) Utility Surplus is transferred to General Revenues (Mill-rate) through a Return-on-Investment (ROI).

244


Preliminary 2017

Schedules & Tables

City of Saskatoon

Schedule VI - Storm UtilitySchedule VI

Storm Utility

($000's)2015

Actual2015

Budget2016

Budget2017

Budget

Revenues:

Metered Revenue 5,729.4(0) 6,184.2(0) 6,000.0(0) 6,209.0(0)


Total Revenues 5,741.3(0) 6,194.3(0) 6,010.6(0) 6,220.0(0)

Expenditures:

General 150.6(0) 211.4(0) 166.2(0) 234.4(0)

Storm Sewers Engineering 417.8(0) 407.0(0) 416.8(0) 435.9(0)

Storm Sewers Maintenance 1,449.0(0) 1,830.7(0) 1,857.7(0) 1,939.1(0)

Drainage 670.5(0) 788.7(0) 878.6(0) 914.3(0)


Transfer to Stabilization Reserve 96.8(0) —(0) —(0) —(0)


SURPLUS (DEFICIT) 0.0(0) 0.0(0) 0.0(0) 0.0(0)

245



Schedule VII - Waste Services UtilitySchedule VII


($000's)2015

Actual2015

Budget2016

Budget2017

Budget

Revenues:

Residential Recycling Revenue 4,063.0(0) 4,120.8(0) 4,243.2(0) 4,466.5(0)

Compost Revenue 476.5(0) 479.2(0) 379.2(0) 382.2(0)

Multi-Unit Recycling Revenue 1,948.6(0) 2,333.3(0) 2,009.2(0) 2,452.5(0)

Leaves & Grass Revenue 344.3(0) 275.0(0) 357.5(0) 377.0(0)

Total Revenues 6,832.3(0) 7,208.3(0) 6,989.1(0) 7,678.2(0)

Expenditures:

General 712.6(0) 783.6(0) 679.9(0) 708.0(0)

Contractor Services 5,747.6(0) 6,092.7(0) 5,977.2(0) 6,481.7(0)

Contribution to Capital Reserve 178.2(0) 182.0(0) 182.0(0) 182.0(0)

Transfer to Stabilization Reserve 194.0(0) 150.0(0) 150.0(0) 306.5(0)


SURPLUS (DEFICIT) 0.0(0) 0.0(0) 0.0(0) 0.0(0)

246


Preliminary 2017

Schedules & Tables

City of Saskatoon

Schedule VIII - Summary of Staff Years in Full-Time Equivalents (FTEs)Schedule VIII

Summary of Staff Years in Full-Time Equivalents (FTEs)

(FTEs) 2016 2017FTE

Change


Civic Operations

Community Support 30.6(0) 30.6(0) —(0)

Corporate Asset Management 229.7(0) 238.7(0) 9.0(0)

Corporate Governance & Finance 401.7(1) 406.7(0) 5.0(0)

Environmental Health 107.3(0) 108.0(0) 0.7(0)

Fire 334.0(0) 335.0(0) 1.0(0)

Recreation & Culture 293.2(0) 296.9(0) 3.7(0)

Transportation 603.1(0) 615.6(0) 12.5(0)

Urban Planning & Development 42.6(0) 40.6(0) (2.0)(0)

Total Civic Operations 2,042.2(0) 2,072.1(0) 29.9(0)

Police

Police 644.8(0) 645.1(0) 0.3(2)

Total Police 644.8(0) 645.1(0) 0.3(0)

Controlled Corporations

Remai Modern 31.1(0) 39.3(0) 8.2(3)

SaskTel Centre 47.7(0) 47.7(0) —(0)

TCU Place 65.4(0) 65.4(0) —(0)

Total Controlled Corporations 144.2(0) 152.4(0) 8.2(0)

TOTAL TAX-SUPPORTED SERVICES 2,831.2(0) 2,869.6(0) 38.4(0)


Building and Plumbing Permits & Standards 57.0(0) 57.0(0) —(0)

Business Licenses 9.1(0) 9.1(0) —(0)

Golf Courses 24.8(0) 24.8(0) —(0)

Impound Lot 0.8(0) 0.8(0) —(0)

Potash Corp Playland 4.3(0) 4.3(0) —(0)

Gordon Howe Campsite 2.7(0) 2.7(0) —(0)

Land Development 17.5(1) 17.5(0) —(0)

Sub-total 116.2(0) 116.2(0) 0.0(0)

247



Utilities

Utilities 338.4(0) 338.4(0) —(0)

New FTEs —(0) 2.3(0) 2.3(0)

Operating Transfer —(0) 0.1(0) 0.1(0)

Transferred from Capital (Utilities) — 17.0(4)(0) 17.0(0)

Total Utilities 338.4(0) 357.8(0) 19.4(0)

TOTAL NON TAX-SUPPORTED SERVICES 454.6(0) 473.9(0) 19.4(0)

CAPITAL 315.8(0) 315.8(0) 0.0(0)

New —(0) 4.0(0) 4.0(0)

Operating Transfer —(0) 2.0(0) 2.0(0)

Transferred to Operating (Utilities) — (17.0)(4)(0) (17.0)(0)

TOTAL CAPITAL 315.8(0) 304.8(0) (11.0)(0)

FTE TOTAL(5) 3,601.6(0) 3,648.3(0) 46.8(0)

(1) The Corporate Projects, 1.0 FTE, service line moved from Land Development to Corporate Governance & Finance.(2) Includes 4 constables hired in August 2016 that were prorated in 2016. An additional 2.3 FTEs are needed for 2017 less 2.0 FTE Sergeant positions.(3) The 8.2 increase includes 5.2 FTEs that were prorated from the 2016 budget and an additional 8.75 FTEs that will be hired partway through 2017 with an impact of

3.0 FTE on the 2017 budget..(4) 17.0 FTEs were transferred from Utility Capital to Utility Operating creating a net zero change.(5) This schedule does not include Saskatoon Public Library.

Schedule VIII (cont.)

Summary of Staff Years in Full-Time Equivalents (FTEs)

(FTEs) 2016 2017FTE

Change

248


Preliminary 2017

Schedules & Tables

City of Saskatoon

Schedule IX - Future Operating Impacts of 2017 Funded Capital ProjectsSchedule IX

Future Operating Impacts of 2017 Funded Capital Projects

($000’s) 2018 2019 2020


1780-CP-CORP NETWORK INFRASTRUCTURE 10.0(0) —(0) —(0)

1944-CP-LEARNING MANAGEMENT SYSTEM 19.0(0) —(0) —(0)

1977-CP-LOCAL AREA NETWORK & DATA SECURITY 6.0(0) —(0) —(0)

Corporate Governance & Finance 35.0(0) 0.0(0) 0.0(0)

Environmental Health2050-US-CONSTRUCTN & DEMOLITION WASTE MGT CTR-RECOVERY PARK

900.0(0) —(0) —(0)

Environmental Health 900.0(0) 0.0(0) 0.0(0)

Fire Services

2508-FIRE-REPLACEMENT OF STATION NO. 5 —(0) 100.0(0) —(0)

Fire Services 0.0(0) 100.0(0) 0.0(0)

Land Development

0607-PARK DEV-STONEBRIDGE NBRHD —(0) 14.6(0) —(0)

0668-PARK DEV-BOULEVARD DEVELOPMENT —(0) —(0) 9.4(0)

1057-PARK DEV-IND'L AREA BLVD TREE PLANTING —(0) —(0) 4.0(0)

1568-PARK DEV-ROSEWOOD —(0) 38.7(0) —(0)

1570-PARK DEV-KENSINGTON —(0) 8.9(0) —(0)

1574-PARK DEV-ASPEN RIDGE —(0) 3.1(0) 44.1(0)

1663-PARK DEV-N.E. SWALE —(0) 61.0(0) —(0)

Land Development 0.0(0) 126.3(0) 57.5(0)

Policing

2389-POLICE-FLEET ADDITIONS 54.0(0) —(0) —(0)

2499-POLICE-TECHNOLOGY REPLACEMENT 35.0(0) —(0) —(0)

2610-POLICE-TECHNOLOGY EXPANSION 50.3(0) —(0) —(0)

Policing 139.3(0) 0.0(0) 0.0(0)


0706-CY-LEIS SERV-FACILITY EQUIP REPL 20.0(0) —(0) —(0)

1595-CY-NEIGHBOURHOOD PARKS ENHANCEMENTS 7.7(0) —(0) —(0)

1641-CY-PARKS-ARBOR CREEK PARK PEDESTRIAN BRIDGES REPLACEMENT

4.8(0) —(0) —(0)

1658-CY-PARKS NEW SATELLITE MTNC BLDG 31.2(0) —(0) —(0)

1664-CY-GORDON HOWE COMPLEX UPGRADES 17.5(0) —(0) —(0)

2048-CY-FFP & ZOO MASTER PLAN IMPLEMENTATION 10.8(0) —(0) —(0)

2102-CY-SPORTFIELD DEVELOPMENT & IMPROVEMENTS 5.0(0) —(0) —(0)

2130-CY-SATELLITE SKATEBOARD FACILITIES 1.0(0) —(0) —(0)

249



2349-CY-SASKATOON MINOR FOOTBALL FIELD UPGRADE —(0) 28.0(0) —(0)


Transportation

2317-TR-SHELTERS/BENCHES 2.5(0) —(0) —(0)

2318-TR-MAINTENANCE MANAGEMENT SYSTEM 3.0(0) —(0) —(0)

2588-ACCESS TRANSIT-BUS ADD ON 9.5(0) —(0) —(0)

2589-TR-TECHNOLOGY PLAN 3.0(0) —(0) —(0)

Transportation 18.0(0) 0.0(0) 0.0(0)


2162-CY-URBAN DESIGN-BIDS 3.0(0) —(0) —(0)

2541-CY-GROWTH PLAN TO HALF A MILLION IMPLEMENTATION

40.5(0) —(0) —(0)

Urban Planning and Development 43.5(0) 0.0(0) 0.0(0)

Utilities

1174-SL&P-STREET LIGHTS-LAND DEVELOPMENT 85.0(0) —(0) —(0)

Utilities 85.0(0) 0.0(0) 0.0(0)

TOTAL OPERATING IMPACTS - FUNDED 1,318.8(0) 254.3(0) 57.5(0)

Future Operating Impacts of 2017 Unfunded Capital Projects

Corporate Asset Management2296-AF-LIONS ARENA PARKING REDEVELOPMENT & SEWER UPGRADE

5.0(0) —(0) —(0)

2298-AF-CAIRNS GRANDSTAND & CLUBHOUSE REPLACEMENT

—(0) 96.0(0) —(0)

Corporate Asset Management 5.0(0) 96.0(0) 0.0(0)


1829-AF-SERVICE SASKATOON-SYSTEMS —(0) 2,100.0(0) —(0)

Corporate Governance & Finance 0.0(0) 2,100.0(0) 0.0(0)


2353-CY-CHIEF WHITECAP PARK DEVELOPMENT 14.0(0) —(0) —(0)

2528-CY-DOG PARK DEVELOPMENT 8.0(0) —(0) —(0)


Schedule IX (cont.)


($000’s) 2018 2019 2020

250


Preliminary 2017

Schedules & Tables

City of Saskatoon

Transportation

2550-TU-WEST/CENTRAL MULTI-USE CORRIDOR 2.1(0) —(0) —(0)

Transportation 2.1(0) 0.0(0) 0.0(0)

TOTAL OPERATING IMPACTS - UNFUNDED 29.1(0) 2,196.0(0) 0.0(0)

Schedule IX (cont.)


($000’s) 2018 2019 2020

251



Schedule X - Summary of Operating Budget ChangesSchedule X

Summary of Operating Budget Changes [Part 1]

Service Line Change Type Explanation ($000's)

SERVICE LINE ORDER BASED ON CIVIC SURVEY RESULTS

Road Maintenance

Base Budget 39,114.8Revenue Decrease (2.8)

Inflation/Transfers Expenditure Increase 73.5

Growth/Cont ImprExpenditure Increase: Operating impact for Public Space Recycling

14.5

Service Level AdjExpenditure Increase: 1.93% Dedicated Road Levy; New 1.0 FTE (Customer Support Coordinator), & Customer Service Manager position redeployment

3,913.3

Total Expenditure Increase 4,001.32017 Budget 43,118.9

Snow & Ice Management


Inflation/Transfers Expenditure Decrease (64.4)Growth/Cont Impr —

Service Level AdjExpenditure Increase: 3.75 new Pooled Labourer FTEs, and enhanced snow removal funding

1,117.8


Street Cleaning & Sweeping

Base Budget 3,799.4Revenue Change —

Inflation/Transfers Expenditure Decrease (19.1)Growth/Cont Impr —Service Level Adj —

Total Expenditure Decrease (19.1)2017 Budget 3,780.3

Bridges, Subways, Overpasses



Growth/Cont ImprExpenditure Increase: Project 1522 Operating Impact (Structure, sound wall, pedestrian crossing preservation)

50.0

Service Level AdjExpenditure Increase: 3rd year phase-in for North Commuter Bridge funding

700.0

Total Expenditure Increase 796.82017 Budget 6,120.0

Policing


Inflation/Transfers Expenditure Increase 2,262.4

Growth/Cont ImprExpenditure Increase: Salary end-load of 2016 approved FTEs

133.0

Service Level Adj

Expenditure Decrease: Elimination of Provincial programs (Operation overdrive, Intersection safety, Centre of responsibility). Partially offset by an increase in MD Ambulance contract for an EMT

(477.2)


252


Preliminary 2017

Schedules & Tables

City of Saskatoon

Transportation Services


Inflation/Transfers Expenditure Decrease (972.0)

Growth/Cont Impr

Expenditure Decrease: Increased cost recovery for detour coordination, partially offset by 1.0 new FTE (Roadway activity coordinator) and increased roadway signing materials

20.0

Service Level AdjExpenditure Increase: To maintain LED replacement & traffic signal infrastructure

11.2

Total Expenditure Decrease (940.8)2017 Budget 7,165.4

Long Range Planning

Base Budget 296.1Revenue Change —


Total Expenditure Decrease (97.2)2017 Budget 198.9

Attainable Housing


Inflation/Transfers Expenditure Increase 2.4Growth/Cont Impr —Service Level Adj —

Total Expenditure Increase 2.42017 Budget 427.3

Property Levy

Base Budget (205,978.7)Revenue Increase 10,284.7

Inflation/Transfers —Growth/Cont Impr —Service Level Adj —

Total Expenditure Change —2017 Budget (216,263.4)

Transit Operations

Base Budget 26,235.2Revenue Increase 500.0


Growth/Cont ImprExpenditure Increase: 1.0 new FTE (Mechanic), 0.50 FTE end-load from 2016 & Equipment Mntce for Evergreen service

155.6

Service Level Adj —Total Expenditure Increase 372.2

2017 Budget 26,107.4

Schedule X (cont.)



253



Schedule X (cont.)



REMAINING SERVICE LINES ARE GROUPED ALPHABETICALLY BY BUSINESS LINE

Arts, Culture & Events Venues

Remai Modern


Inflation/Transfers —Growth/Cont Impr Expenditure Increase: CBCM increase 166.6Service Level Adj —


SaskTel Centre




TCU Place




Community Support

Animal Services

Base Budget 638.6Revenue Decrease (10.1)


Growth/Cont ImprExpenditure Increase: P#2353 & P#2528 Operating Impacts

12.5


2017 Budget 672.9

Cemeteries

Base Budget 106.1Revenue Increase 22.9



Community Development




254


Preliminary 2017

Schedules & Tables

City of Saskatoon




Growth/Cont ImprExpenditure Increase: Cultural/Heritage grant funding; Increased financial assistance to community groups

36.2


2017 Budget 10,043.2


City-Owned Property - Land

Base Budget (367.5)Revenue Increase 11.2


Total Expenditure Increase 106.82017 Budget (271.9)

Facilities Management



Growth/Cont ImprExpenditure Increase: Building Custodian/Operator, Trade staff & maintenance for new Remai Art Gallery

244.9

Service Level AdjExpenditure Increase: 1.0 new FTE for an indoor air quality manager

114.1


Fleet Services

Base Budget —Revenue Change —

Inflation/Transfers (444.5)

Growth/Cont ImprExpenditure Increase: 4.0 new FTE mechanics, 1.0 new FTE service writer

394.5

Service Level AdjExpenditure Increase: To equipment acquisition reserve for parks equipment

50.0

Total Expenditure Change —2017 Budget —


Service Saskatoon


Inflation/Transfers Expenditure Increase 217.6Growth/Cont Impr —

Service Level AdjExpenditure Increase: 1.0 new FTE (Service Saskatoon Director), and increase to the Corporate Capital Reserve

300.0


Assessment & Taxation




Schedule X (cont.)



255



City Clerk's Office


Inflation/Transfers Expenditure Increase 96.7Growth/Cont Impr Expenditure Increase: P#1883 Operating Impact 36.0Service Level Adj 1.0 new FTE (Access & Privacy Officer) 99.6


City Manager's Office




City Solicitor's Office




Corporate Projects

Base Budget —Revenue Change —


Total Expenditure Change —2017 Budget —

Corporate Support



Growth/Cont ImprExpenditure Increase: 1.0 new FTE (Engagement & Communications Manager)

100.7

Service Level AdjExpenditure Increase: 1.0 new FTE for Fire (HR Consultant); 1.0 new FTE (Customer Advocate & Liason)

206.1


Debt Servicing



Growth/Cont ImprExpenditure Increase: Dedicated Phase-ins for Funding Plans

1,600.0

Service Level Adj —Total Expenditure Increase 1,618.4

2017 Budget 22,160.1

Schedule X (cont.)



256


Preliminary 2017

Schedules & Tables

City of Saskatoon

Financial Services




General Services

Base Budget (3,242.2)Revenue Change —

Inflation/Transfers Expenditure Increase 1,806.7Growth/Cont Impr —Service Level Adj —

Total Expenditure Increase 1,806.72017 Budget (1,435.5)

Legislative




Revenue Services





Environmental Program




Pest Management



Growth/Cont ImprExpenditure Increase: Increased area of trees/shrubs for new park development

5.6

Service Level Adj —Total Expenditure Decrease (2.9)

2017 Budget 916.9

Schedule X (cont.)



257



Urban Forestry



Growth/Cont ImprExpenditure Increase: Tree maintenance of newly planted trees/shrubs for new park development

33.2


2017 Budget 3,574.9

Waste Handling Service


Inflation/Transfers Expenditure Decrease (0.6)Growth/Cont Impr —

Service Level AdjExpenditure Increase: 0.75 new Pooled Labourer FTE (47260), responsible for recycling depot maintenance

29.7





Growth/Cont ImprExpenditure Increase: Increasing demand of HHW program (outlined in the 2016 Council report)

50.0

Service Level AdjExpenditure Increase: 0.25 new Pooled Labourer FTE (47260) and maintenance costs of the recycling depots

89.4


Fire Services

Fire Services


Inflation/Transfers Expenditure Increase 957.9Growth/Cont Impr —

Service Level AdjExpenditure Increase: 1.0 new FTE (Fire Inspector), increased HR support, and increased community cleanup

232.9


Emergency Measures




Land Development

Saskatoon Land

Base Budget —Revenue Decrease (1,875.4)

Inflation/Transfers Expenditure Decrease (1,875.4)Growth/Cont Impr —Service Level Adj —

Total Expenditure Decrease (1,875.4)2017 Budget —

Schedule X (cont.)



258


Preliminary 2017

Schedules & Tables

City of Saskatoon


Albert Community Centre




Community Partnerships




Forestry Farm Park & Zoo




Golf Courses

Base Budget —Revenue Increase 25.5


Total Expenditure Increase 25.52017 Budget —

Gordon Howe Campsite




Indoor Rinks




Marketing Services




Schedule X (cont.)



259



Marr Residence




Outdoor Pools



Growth/Cont ImprExpenditure Increase: 0.32 new Pooled Lifegaurd FTE (06330)

14.9


2017 Budget 887.5

Outdoor Sports Fields



Growth/Cont ImprExpenditure Increase: Phase 3 Gordon Howe Bowl (ticket booth)

76.7


2017 Budget 447.1

Parks Maintenance & Design



Growth/Cont ImprExpenditure Increase: Increased water volume usage, 1.62 new Seasonal labourere FTEs, increased contract mowing on medians/boulevards

273.3


2017 Budget 13,497.0

Playground & Recreation Areas




PotashCorp Playland

Base Budget —Revenue Decrease (1.7)


Total Expenditure Decrease (1.7)2017 Budget —

Schedule X (cont.)



260


Preliminary 2017

Schedules & Tables

City of Saskatoon

Program Research & Design




Rec-Competitive Facilities - Program



Growth/Cont ImprExpenditure Increase: 1.75 new Pooled lifegaurd FTEs (06260/06280/24520/39250)

83.7


2017 Budget 4,187.2

Rec-Competitive Facilities - Rentals




River Landing

Base Budget —Revenue Increase 1,029.6

Inflation/Transfers Expenditure Increase 78.0Growth/Cont Impr —Service Level Adj 951.6

Total Expenditure Increase 1,029.62017 Budget —

Spectator Ballfields




Targeted Programming




Schedule X (cont.)



261



Taxation & General Revenues

Fines and Penalties

Base Budget (8,268.2)Revenue Increase 320.0



General Revenue



Total Expenditure Decrease (102.5)2017 Budget (65,218.6)

Grants in Lieu of Taxes





Base Budget (48,533.3)Revenue Decrease (2,433.3)



Other Levies

Base Budget (943.6)Revenue Increase 506.0


Total Expenditure Increase 45.02017 Budget (1,404.6)

Transportation

Access Transit




Schedule X (cont.)



262


Preliminary 2017

Schedules & Tables

City of Saskatoon

Engineering




Impound Lot




Parking

Base Budget (3,168.9)Revenue Increase 30.9


Growth/Cont ImprExpenditure Increase: 1.0 new Parking permit coordinator FTE (46990)

80.0

Service Level AdjExpenditure Increase: New parking cell-phone app contract fees

60.0

Total Expenditure Increase 71.62017 Budget (3,128.2)

Street Lighting




Urban Planning & Development





Business Improvement Districts



Total Expenditure Change —2017 Budget 107.7

Schedule X (cont.)



263



Business Licenses




Bylaw Compliance



Growth/Cont ImprExpenditure Increase: 1.0 new Bylaw Inspector FTE (46980)

81.0


2017 Budget 644.9

Development Review




Neighbourhood Planning




Regional Planning




Research & Mapping




Urban Design



Total Expenditure Change —2017 Budget 2,485.5

Schedule X (cont.)



264


Preliminary 2017

Schedules & Tables

City of Saskatoon

Utilities

Water Utility



Growth/Cont Impr

Expenditure Increase: Increased costs in water initiatives program, 2.0 new FTEs (Water system operators), increased equipment maintenance and aggregate material required for water services

670.1

Service Level AdjExpenditure Increase: Increased equipment maintenance for higher compaction standards & increased fleet demands

75.4


Wastewater Utility



Growth/Cont ImprExpenditure Increase: Contractual services for sewer inspections, equipment and fleet costs, contractual services

215.2

Service Level AdjExpenditure Increase: Additional lab equipment (for more In-house testing); and the removal of the HGF cost recovery

42.1


Saskatoon Light & Power


Inflation/Transfers Expenditure Increase 14,678.3Growth/Cont Impr —Service Level Adj —


Storm Water Management



Growth/Cont ImprExpenditure Increase: Increased contract services & fleet services due to demand

78.2


2017 Budget —



Inflation/Transfers Expenditure Increase 674.4Growth/Cont Impr —Service Level Adj 14.7


Schedule X (cont.)



265



TOTAL CIVIC SERVICES


Inflation/Transfers 5,573.1Growth/Cont Impr 3,662.9Service Level Adj 7,398.5


TOTAL UTILTIES


Inflation/Transfers 28,124.2Growth/Cont Impr 963.5Service Level Adj 132.2



Library Property Levy






Inflation/Transfers Expenditure Increase 1,265.4Growth/Cont Impr 375.6Service Level Adj 225.0


TOTAL SASKATOON PUBLIC LIBRARY


Inflation/Transfers 1,265.4Growth/Cont Impr 375.6Service Level Adj 225.0


Schedule X (cont.)



266


Preliminary 2017

Schedules & Tables

City of Saskatoon

Schedule XI - Summary of Pressure Points Not IncludedSchedule XI

Summary of Pressure Points Not Included

Not Included

COMMUNITY SUPPORT

Community Investments and SupportThe annual budget for civic services, which includes special events (such as Taste of Saskatchewan, Fireworks Festival, special runs, etc.) that require civic services, road closures, onsite garbage cans, street sweeping, etc.

110.0(0)

The budget provided for the burial of a deceased person with limited financial means of $35.0 has the potential risk for a shortfall of $15.0 compared to prior actual expenditures.

15.0(0)

CORPORATE ASSET MANAGEMENT

Facilities ManagementCapital renewal needs from the Facility Site Replacement Reserve have been identified at $11.1 million with an annual funding of $790.9 required. The current funding available is $300.0.

490.9(0)

The City currently does not have any dedicated resources with expertise in relation to corporate security initiatives. 1.0 FTE and $100.0 would ensure that safety and security concerns that affect employees, elected officials and the public are adequately addressed and resolved.

100.0(0)

ENVIRONMENTAL HEALTH

Waste HandlingThe Automated Garbage Collection Container Replacement Reserve has a current transfer of $334.2 that has not been adjusted for growth over the past several years and transfers to capital programming and other initiatives have been deferred in order to address this shortfall. An additional $175.8 is required in order to ensure citizens have access to garbage containers and meet the growing demand for this service.

175.8(0)

Landfill revenue has been trending down due to waste diversion initiatives as well as competition from other landfills that have opened in the area. This has resulted in decreased tonnages from over 50,000 in 2012 to approximately 37,500 in 2016. An adjustment of $450.0 to landfill revenue has been included in the 2017 budget, however, it is possible that the impact of this could be greater. Administration will continue to monitor and implement mitigating factors, however, a further adjustment may be required in subsequent years.

—(0)

An Environmental Protection Officer and vehicle for a total possible cost of $103.4 has not been included in the budget. This position is required due to the increased number of waste containers in the city due to Recycling Programs (66,000 to 136,000). This provision would assist in addressing resident and councilor complaints and to provide education and enforcement of the bylaw.

103.4(0)

FIRE SERVICESThe Fire Dispatch Management System has several modules which would greatly improve efficiencies within Saskatoon Fire (training, asset management, mobile CAD), requiring 1.0 FTE and $100.0 for dedicated IT staff to install, test and implement.

100.0(0)

Saskatoon Fire apparatus and various equipment are replaced on an established schedule based on a normal lifespan. Due to decreases in the value of the Canadian Dollar in relation to the US Dollar, apparatus and equipment are scheduled to be used beyond their lifespan. An additional $100.0 contribution to the reserve would offset this change in exchange rate and enable apparatus and equipment to be replaced within a normal lifespan.

100.0(0)

LANDThe 2017 budget does not include an increase to the Land Sales Administrative Fee from 6% or increases to the maximum operations reserve of 1.5 times the operating budget. Due to decreased sales, not increasing this Administration Fee could result in the Land Operations Reserve having insufficient funds to cover operations during an economic downturn. Increasing the Land Administration Fee to 8% and the maximum balance to 2.0 times Saskatoon Land's operating budget would ensure adequate reserve balances going forward.

2,608.5(0)

TRANSPORTATION

Access TransitService level related increased costs to accommodate additional trips for Access Transit customers. $76.8 has not been included for 0.50 FTE Operator and maintenance costs to meet this desired service level.

76.8(0)

267



Bridges, Subways, OverpassesTotal estimated maintenance and inspection costs of $100.0 for growth due to the addition of new structures and sound attenuation walls will be required.† The 2017 budget does not include the full amount and will be phased in over two years with $50.0 in new base funding in 2017 and 2018.

50.0(0)

Graffiti Removal has been transferred to this service line from the Street Signing and Pavement Marking Program which experienced a deficit due to this activity in 2015. The estimated cost of Graffiti Removal is $100.0; within the Bridge Maintenance Program there is only a provision of $70.0 for this purpose, or a $30.0 shortfall. The goal of active removal of graffiti is to reduce vandalism related crimes in our downtown core and neighbourhoods.

30.0(0)

ParkingCurrent funding for parking enforcement is not meeting expected parking enforcement service levels as increases in this budget have not kept up with City growth. Increased dissatisfaction in the community and reductions in parking ticket revenue are some of the risks associated with not including this item. $245.0 would allow parking enforcement to meet expected service levels. Other options include reducing existing residential parking permit areas or redefining service levels and parking bylaw standards.

245.0(0)

Road MaintenanceThe Customer Service and Operations program requires an increase in the operational budget of $53.3 due to a repeating shortfall in the budget for operational equipment costs as well as the cost of photocopiers.

53.3(0)

An operations superintendent (1.0 FTE) for safety with a mill rate impact of $77.2 has not been included in the budget.† This position would be responsible for working directly with the staff and supervisors of Public Works to communicate safety goals and implement procedural changes, as required.† The position provides a field presence and works with supervisors to find solutions for safety issues which will in turn reduce lost time incidents and prevent equipment downtime.

77.2(0)

Transit OperationsFour additional positions required to increase customer satisfaction, comfort and cleanliness of buses. These positions include an Integrated Transportation System (ITS) Technologist, two Labourers and a Supervisor position.

248.4(0)

Total estimated support costs to Transit operations to maintain an appropriate maintenance schedule include 3.5 FTE ($256.1) for a Mechanic Journeyman, a Stores Parts Person, a Service/Utility position and 0.5 for a Body Repairman Journeyman.† Additional operational expenses to support this shift in operations amount to $321.1 including $191.4 contribution to replacement and refurbishment reserves.† This is not included in the 2017 budget; however, operations from the new Transit location will be closely monitored in 2017 and operational costs revisited for the 2018 budget.

577.2(0)

Transportation ServicesTraffic Signal Electrical costs have not kept up to the pace of growth and rates within the City.† $37.5 has been included in the 2017 budget in order to address the total shortfall of $75.0.† The remaining $37.5 has not been included in the 2017 budget and will continue to be phased in in 2018

37.5(0)

To address the aging infrastructure of signalized intersections there is a requirement to increase the maintenance provision of the Traffic Signal Program by $100.0 for materials and labour costs.† A number of older intersections require significant upgrades to both underground and above ground infrastructure.† These upgrades are necessary to maintain or increase the actual level of service and lower the risk for potential deterioration or outright failures with high impact in operations

100.0(0)

Conversion of traffic signals from incandescent bulbs to LED lighting was completed in 2007 resulting in a $100.0 reduction in electricity expenses on an annual basis. These LED signals are now at the end of their operating life (approximately seven to ten years) and require replacement. A phased replacement program has been developed at a cost of $90.0 annually. $42.8 has been added to the 2017 budget, the remaining portion of the phase in will be added to the 2018 budget.

47.2(0)

The Painting and Signing Programs have been facing gradual increases in material needed to meet increasing demands due to the growth of the City and inflationary pressures. $200.0 has not been included in the 2017 budget which would align current sign shop demands with funding levels.

200.0(0)

An In-Service Safety Review was conducted in 2015 to identify improvements required to safety systems along high speed corridors throughout the city, including barriers, guardrail, etc. The review resulted in 385 recommendations at a total estimated cost of $8.2 million. Available funding in 2017 from the Transportation Infrastructure Reserve is $250.0; however high risk locations are estimated at $850.0. Additional funding will be required to address the high risk locations over the next four years.

600.0(0)

Schedule XI (cont.)


Not Included

268


Preliminary 2017

Schedules & Tables

City of Saskatoon

UTILITIES

Waste ServicesThe Compost Depot Utility is currently not full cost recovery as actuals have been trending behind budget for a number of years, impacting reductions in reserve contributions and capital replacements as these dollars are used to offset the compost utility deficit. $230.0 increase and scaling back of operations to a single depot are required to mitigate this issue.

230.0(0)

The Green Cart Program subscription rates are not sufficient to cover the costs of running the program; as a result the Landfill mill rate program covers any deficit in this program and the Landfill program redirecting funds from reserve contributions and expansion of capital programming in order to support the Green Cart Program. An increase in the annual rates would result in the program becoming self-sufficient.

140.2(0)

TOTAL(1) 6,516.4(0)

(1) For further details on the risk and how the Not Included items summarized above are being addressed in the 2017 budget, please see the operating budget summary in each service line.

Schedule XI (cont.)


Not Included

269



Schedule XII - Capital Reserve SufficiencySchedule XII

Capital Reserve Sufficiency

ForecastJan 1/17

2017 BalanceDec/17

2018 BalanceDec/18

2019-2021 BalanceDec/21

UnfundedProjects

TotalDec/21($000's) Source Appl Source Appl Source Appl

Civic Departments:

Access Transit Reserve(2) 59(0) 418(0) (470)(0) 7(0) 253(0) (250)(0) 10(0) 758(0) (750)(0) 18(0) —(0) 18(0)

Active Transportation Reserve 14(0) 500(0) (500)(0) 14(0) 500(0) (500)(0) 14(0) 1,500(0) (1,500)(0) 14(0) (6,400)(0) (6,386)(0)

Animal Services Reserve 68(0) 30(0) —(0) 98(0) 30(0) (60)(0) 68(0) 90(0) (60)(0) 98(0) —(0) 98(0)

Arbor Creek Parks Equip Maint Res

131(0) 1(0) (130)(0) 2(0) —(0) —(0) 2(0) —(0) —(0) 2(0) —(0) 2(0)

Auto Garbage Container Repl 7(0) 334(0) (334)(0) 7(0) 371(0) (371)(0) 7(0) 1,195(0) (1,195)(0) 7(0) —(0) 7(0)

Bridge Major Repairs(7) (149)(0) 10,384(0) (589)(0) 9,646(0) 6,184(0) (15,826)(0) 4(0) 9,552(0) (9,556)(0) —(0) (32,205)(0) (32,205)(0)

Campsite(1, 6) 244(0) 88(0) (100)(0) 232(0) 101(0) —(0) 333(0) 586(0) —(0) 919(0) —(0) 919(0)

Civic Bldgs Comp Mtnce 2,200(0) 7,995(0) (9,381)(0) 814(0) 9,611(0) (9,456)(0) 969(0) 30,292(0) (28,447)(0) 2,814(0) (5,725)(0) (2,911)(0)

Civic Radio Replace & Expansion

—(0) 360(0) (350)(0) 10(0) 360(0) (350)(0) 20(0) 1,140(0) (1,150)(0) 10(0) —(0) 10(0)

Civic Veh & Equip Disp/Acq'n 85(0) —(0) (85)(0) —(0) —(0) —(0) —(0) —(0) —(0) —(0) —(0) —(0)

Civic Vehicles & Equip Repl 2,625(0) 5,281(0) (7,128)(0) 778(0) 5,397(0) (5,692)(0) 483(0) 17,416(0) (17,600)(0) 299(0) —(0) 299(0)

Computer Equipment Repl 250(0) —(0) (225)(0) 25(0) 627(0) (650)(0) 2(0) 2,020(0) (2,000)(0) 22(0) —(0) 22(0)

Corporate Capital Reserves 661(0) 2,551(0) (2,411)(0) 801(0) 2,561(0) (1,691)(0) 1,671(0) 8,210(0) (5,450)(0) 4,431(0) —(0) 4,431(0)

Dedicated Lands 1,814(0) 41(0) (280)(0) 1,575(0) 38(0) —(0) 1,613(0) 118(0) —(0) 1,731(0) —(0) 1,731(0)

Dedicated Roadways 675(0) 15(0) —(0) 690(0) 15(0) —(0) 705(0) 45(0) —(0) 750(0) —(0) 750(0)

Facilities Site Repl —(0) 300(0) (300)(0) —(0) 500(0) (500)(0) —(0) 1,850(0) (1,800)(0) 50(0) (1,400)(0) (1,350)(0)

Fire Apparatus 1,419(0) 844(0) (681)(0) 1,582(0) 869(0) (894)(0) 1,557(0) 2,769(0) (3,863)(0) 463(0) —(0) 463(0)

Fire - Small Equipment Repl 118(0) 260(0) (228)(0) 150(0) 268(0) (369)(0) 49(0) 853(0) (924)(0) (22)(0) —(0) (22)(0)

Forestry Farm Auditorium 21(0) 7(0) —(0) 28(0) 6(0) —(0) 34(0) 19(0) —(0) 53(0) —(0) 53(0)

Forestry Farm Development(1) 31(0) 48(0) (28)(0) 51(0) 48(0) (78)(0) 21(0) 143(0) (82)(0) 82(0) —(0) 82(0)

Forestry Farm Park & Zoo Capital

14(0) 162(0) (150)(0) 26(0) 162(0) (150)(0) 38(0) 486(0) (370)(0) 154(0) —(0) 154(0)

Golf Course Capital Reserve(1) 557(0) 448(0) (350)(0) 655(0) 495(0) (500)(0) 650(0) 1,146(0) (1,420)(0) 376(0) —(0) 376(0)

Grounds Maintenance Equip Repl

214(0) 347(0) (550)(0) 11(0) 400(0) (410)(0) 1(0) 1,200(0) (1,025)(0) 176(0) —(0) 176(0)

Heritage Fund Reserve 141(0) 48(0) (45)(0) 144(0) 48(0) (14)(0) 178(0) 142(0) (44)(0) 276(0) —(0) 276(0)

Infra Expansion - Transp 309(0) 2,016(0) (1,000)(0) 1,325(0) 2,016(0) (1,950)(0) 1,391(0) 6,048(0) (3,960)(0) 3,479(0) (800)(0) 2,679(0)

Infra Repl - Parks 35(0) 963(0) (945)(0) 53(0) 975(0) —(0) 1,028(0) 2,998(0) —(0) 4,026(0) —(0) 4,026(0)

Infra Repl - Storm 2,015(0) 2,696(0) (2,424)(0) 2,287(0) 2,696(0) (1,769)(0) 3,214(0) 8,088(0) (9,309)(0) 1,993(0) —(0) 1,993(0)

Infra Repl - W & S(5) (5,847)(0) 29,179(0) (22,486)(0) 846(0) 30,410(0) (25,858)(0) 5,398(0) 86,292(0) (86,325)(0) 5,365(0) —(0) 5,365(0)

IT Digital Data Res 36(0) 42(0) —(0) 78(0) 42(0) (80)(0) 40(0) 127(0) (90)(0) 77(0) —(0) 77(0)

IT Systems Development 265(0) 781(0) (1,000)(0) 46(0) 154(0) (200)(0) —(0) 372(0) —(0) 372(0) —(0) 372(0)

Landfill Replacement(4) 515(0) 2,485(0) (2,110)(0) 890(0) 2,066(0) (2,150)(0) 806(0) 7,417(0) (13,000)(0) (4,777)(0) (7,000)(0) (11,777)(0)

Leisure Serv Equip Repl(2) 943(0) 387(0) (395)(0) 935(0) 407(0) (120)(0) 1,222(0) 1,220(0) (610)(0) 1,832(0) —(0) 1,832(0)

Park Enhancement Reserve(1, 3) 369(0) 300(0) (405)(0) 264(0) 300(0) (400)(0) 164(0) 900(0) (494)(0) 570(0) —(0) 570(0)

Parking Capital Reserve 283(0) 135(0) (160)(0) 258(0) 135(0) (60)(0) 333(0) 404(0) (375)(0) 362(0) —(0) 362(0)

Parks (Grounds Maint) Equip Acq Res

163(0) 163(0) (300)(0) 26(0) 163(0) (100)(0) 89(0) 490(0) (450)(0) 129(0) —(0) 129(0)

Paved Roadways Infra Reserve 580(0) 30,982(0) (30,496)(0) 1,066(0) 30,982(0) (30,627)(0) 1,421(0) 92,946(0) (91,881)(0) 2,486(0) (200)(0) 2,286(0)

Printing and Mail Equipment Repl

186(0) 20(0) —(0) 206(0) 20(0) —(0) 226(0) 60(0) (136)(0) 150(0) —(0) 150(0)

Public Works Bldgs Civic Facilities

89(0) 15(0) —(0) 104(0) 15(0) —(0) 119(0) 45(0) —(0) 164(0) —(0) 164(0)

River Landing Capital Reserve 299(0) 73(0) —(0) 372(0) 73(0) —(0) 445(0) 220(0) —(0) 665(0) —(0) 665(0)

Saskatoon Light & Power Extension

(4,538)(0) 7,411(0) (5,715)(0) (2,842)(0) 7,709(0) (7,138)(0) (2,271)(0) 21,849(0) (20,179)(0) (601)(0) —(0) (601)(0)

Saskatoon Light & Power Repl 6,729(0) 7,694(0) (9,270)(0) 5,153(0) 7,279(0) (7,270)(0) 5,162(0) 23,099(0) (22,005)(0) 6,256(0) —(0) 6,256(0)

Snow & Ice Mgmt Equip Reserve

267(0) 265(0) (515)(0) 17(0) 265(0) —(0) 282(0) 795(0) —(0) 1,077(0) —(0) 1,077(0)

Street Clean/Sweep Equip Acqu'n Res

158(0) 27(0) —(0) 185(0) 27(0) —(0) 212(0) 81(0) —(0) 293(0) —(0) 293(0)

270


Preliminary 2017

Schedules & Tables

City of Saskatoon

Streetscape - BID(1) 2,763(0) 2,461(0) (3,613)(0) 1,611(0) 2,461(0) (3,196)(0) 876(0) 7,383(0) (5,664)(0) 2,595(0) —(0) 2,595(0)

Streetscape - City Wide(1) 628(0) —(0) (121)(0) 507(0) —(0) —(0) 507(0) —(0) —(0) 507(0) —(0) 507(0)

Traffic Noise Attenuation 2,306(0) 550(0) (2,856)(0) —(0) —(0) —(0) —(0) —(0) —(0) —(0) —(0) —(0)

Traffic Safety Reserve 790(0) 890(0) (1,075)(0) 605(0) 890(0) (890)(0) 605(0) 2,670(0) (2,630)(0) 645(0) (2,710)(0) (2,065)(0)

Trans Infra Reserve 59(0) 3,514(0) (3,465)(0) 108(0) 3,514(0) (3,510)(0) 112(0) 10,542(0) (10,540)(0) 114(0) (7,375)(0) (7,261)(0)

Transit Additional Veh Repl 235(0) 100(0) —(0) 335(0) 100(0) —(0) 435(0) 300(0) (530)(0) 205(0) —(0) 205(0)

Transit Capital Projects 150(0) 957(0) (1,080)(0) 27(0) 957(0) (810)(0) 174(0) 2,871(0) (2,530)(0) 515(0) —(0) 515(0)

Transit Vehicles Repl 303(0) 896(0) (870)(0) 329(0) 896(0) (890)(0) 335(0) 2,687(0) (2,730)(0) 292(0) —(0) 292(0)

Transportation Equip Acquisition Res

126(0) 59(0) —(0) 185(0) 59(0) (50)(0) 194(0) 177(0) (200)(0) 171(0) —(0) 171(0)

Trunked Radio System Infras Repl

325(0) 401(0) (485)(0) 241(0) 489(0) (489)(0) 241(0) 1,740(0) (1,740)(0) 241(0) —(0) 241(0)

Unified Communications Reserve

200(0) 50(0) —(0) 250(0) 50(0) —(0) 300(0) 150(0) —(0) 450(0) —(0) 450(0)

Wastewater Coll & Treat Repl 2,758(0) 2,045(0) (1,706)(0) 3,097(0) 1,875(0) (2,506)(0) 2,466(0) 6,335(0) (7,365)(0) 1,436(0) —(0) 1,436(0)

Wastewater Treatment Capital 1,947(0) 6,560(0) (7,800)(0) 707(0) 10,353(0) (10,380)(0) 680(0) 24,956(0) (24,877)(0) 759(0) —(0) 759(0)

Water Supply Repl 3,226(0) 1,702(0) (3,085)(0) 1,843(0) 1,541(0) (1,404)(0) 1,980(0) 5,711(0) (7,421)(0) 270(0) —(0) 270(0)

Waterworks Capital Projects Res

7,203(0) 6,184(0) (12,277)(0) 1,110(0) 6,772(0) (6,604)(0) 1,278(0) 65,910(0) (66,065)(0) 1,123(0) —(0) 1,123(0)

Subtotal 37,074(0) 142,465(0) (139,969)(0) 39,570(0) 144,535(0) (146,212)(0) 37,893(0) 466,413(0) (458,342)(0) 45,964(0) (63,815)(0) (17,851)(0)

Boards and Commissions:

Albert Comm Centre Repair 1(0) 22(0) —(0) 23(0) 22(0) —(0) 45(0) 69(0) (110)(0) 4(0) —(0) 4(0)

SaskTel Centre Equip Repl 455(0) 350(0) (198)(0) 607(0) 350(0) (73)(0) 884(0) 1,050(0) (414)(0) 1,520(0) —(0) 1,520(0)

SaskTel Centre Fac. Enhancement

2,313(0) 700(0) (585)(0) 2,428(0) 700(0) (325)(0) 2,803(0) 2,350(0) (975)(0) 4,178(0) —(0) 4,178(0)

Remai Modern Art Gallery Cap Equip Repl

2(0) 65(0) (53)(0) 14(0) 65(0) (41)(0) 38(0) 300(0) (172)(0) 166(0) —(0) 166(0)

Police Radio 524(0) 273(0) (585)(0) 212(0) 273(0) (325)(0) 160(0) 2,185(0) (2,035)(0) 310(0) —(0) 310(0)

Police Facility Renovations 498(0) 150(0) (157)(0) 491(0) 150(0) (385)(0) 256(0) 1,200(0) (150)(0) 1,306(0) —(0) 1,306(0)

Police Oper Equip & Tech Adv. 96(0) 1,188(0) (2,058)(0) (774)(0) 1,188(0) (1,428)(0) (1,014)(0) 9,503(0) (9,295)(0) (806)(0) —(0) (806)(0)

Public Library Capital Expan 13,569(0) 339(0) —(0) 13,908(0) 339(0) —(0) 14,247(0) 1,017(0) (2,150)(0) 13,114(0) —(0) 13,114(0)

Public Library Equip Repl 2,355(0) 141(0) (200)(0) 2,296(0) 141(0) (200)(0) 2,237(0) 423(0) (600)(0) 2,060(0) —(0) 2,060(0)

Public Library Francis Morrison Mtnce

1,701(0) 319(0) —(0) 2,020(0) 319(0) —(0) 2,339(0) 957(0) —(0) 3,296(0) —(0) 3,296(0)

Public Library JS Wood Mtnce 211(0) 55(0) (266)(0) —(0) 55(0) —(0) 55(0) 165(0) —(0) 220(0) —(0) 220(0)

Public Library Mayfair Mtnce 55(0) 14(0) —(0) 69(0) 14(0) —(0) 83(0) 42(0) —(0) 125(0) —(0) 125(0)

Public Library Alice Turner Mtnce

688(0) 94(0) —(0) 782(0) 94(0) —(0) 876(0) 282(0) —(0) 1,158(0) —(0) 1,158(0)

Public Library New Central Library

7,820(0) 2,300(0) (50)(0) 10,070(0) 2,300(0) (50)(0) 12,320(0) 6,900(0) (6,350)(0) 12,870(0) —(0) 12,870(0)

Public Library Information Technology

634(0) —(0) (200)(0) 434(0) —(0) (100)(0) 334(0) —(0) —(0) 334(0) —(0) 334(0)

TCU Place Capital Exp 3,775(0) 283(0) —(0) 4,058(0) 285(0) —(0) 4,343(0) 864(0) —(0) 5,207(0) —(0) 5,207(0)

TCU Place Equipment Repl 3,734(0) 535(0) (291)(0) 3,978(0) 540(0) (59)(0) 4,459(0) 1,629(0) (1,923)(0) 4,165(0) —(0) 4,165(0)

Subtotal 38,431(0) 6,828(0) (4,643)(0) 40,616(0) 6,835(0) (2,986)(0) 44,465(0) 28,936(0) (24,174)(0) 49,227(0) 0(0) 49,227(0)

TOTAL RESERVE SUFFICIENCY

75,505(0) 149,293(0) (144,612)(0) 80,186(0) 151,370(0) (149,198)(0) 82,358(0) 495,349(0) (482,516)(0) 95,191(0) (63,815)(0) 31,376(0)

(1) Applications include contributions to operations(2) Subject to operating budget approval(3) Applications include commitment to community cost-shared projects(4) Source includes a portion of tipping fees(5) Includes the Flood Protection Program(6) Applications include contributions to capital projects(7) One time funding of $5.0 million for bridge rehabilitation will be made available from gas tax in 2017 through Major Transportation Funding Plan

Schedule XII (cont.)

Capital Reserve Sufficiency

ForecastJan 1/17

2017 BalanceDec/17

2018 BalanceDec/18

2019-2021 BalanceDec/21

UnfundedProjects

TotalDec/21($000's) Source Appl Source Appl Source Appl

271



Schedule XIII - Funded Capital InvestmentsSchedule XIII

Funded Capital Investments

($000's)2017

Budget2018Plan

2019Plan

2020Plan

2021Plan Total

Arts, Culture and Events Venues

0740 TCU PLACE-EQUIPMENT REPAIR/REPLACEMENTS 291(0) 59(0) 1,299(0) 80(0) 544(0) 2,273(0)

1812 SASKTEL CENTRE-EQUIPMENT PURCHASES 198(0) 73(0) 183(0) 123(0) 108(0) 685(0)

1834 REMAI MODERN-EQUIPMENT PURCHASES 53(0) 41(0) 86(0) —(0) —(0) 180(0)

Arts, Culture and Events Venues 542(0) 173(0) 1,568(0) 203(0) 652(0) 3,138(0)

Community Support

1657 CY-WOODLAWN CEMETERY ROADWAY UPGRADE 150(0) —(0) —(0) —(0) —(0) 150(0)

1963 TU-CORP. ACCESSIBILITY IMPLEMENTATION 500(0) 50(0) —(0) 50(0) —(0) 600(0)

Community Support 650(0) 50(0) 0(0) 50(0) 0(0) 750(0)


0877 AF-TRUNKING RADIO INFRASTRUCTURE REPLACEMENT 485(0) 489(0) 900(0) 420(0) 420(0) 2,714(0)

1135 AF-CIVIC BLDGS COMPREHENSIVE MAINTAINANCE PROGRAM

7,771(0) 9,456(0) 10,348(0) 9,956(0) 8,043(0) 45,574(0)

1356 AF-V&E ADD'L VEHICLES & EQUIPT 815(0) 100(0) 250(0) 100(0) 100(0) 1,365(0)

1357 AF-V&E REPL'T VEHICLES & EQUIPT 7,128(0) 5,692(0) 5,700(0) 5,900(0) 6,000(0) 30,420(0)

1523 AF-TRUNKING RADIO REPLACEMENT 350(0) 350(0) 350(0) 400(0) 400(0) 1,850(0)

1557 TU-OFFICE MOD'NS/FURNITURE REPL/UPGRADES —(0) 50(0) 50(0) 50(0) 50(0) 200(0)

1584 CIVIC OPERATIONS CENTRE 500(0) 8,000(0) 52,000(0) —(0) —(0) 60,500(0)

1929 AF-CSR BUILDING RENOS 85(0) —(0) —(0) —(0) —(0) 85(0)

1934 AF-SPCA BUILDING UPGRADES 100(0) —(0) —(0) —(0) —(0) 100(0)

1943 AF-EMERGENCY BACK-UP POWER SYSTEM 1,500(0) —(0) —(0) —(0) —(0) 1,500(0)

1949 AF-SERVICE SASKATOON-STAFFING ACCOMMODATION 1,550(0) 5,550(0) 5,550(0) 1,550(0) 1,550(0) 15,750(0)

2176 AF-SHAW CENTRE MAJOR REPAIRS 1,870(0) —(0) —(0) —(0) —(0) 1,870(0)

2180 AF-CIVIC FACILITY SITE MAINTENANCE 300(0) 500(0) 600(0) 600(0) 600(0) 2,600(0)

Corporate Asset Management 22,454(0) 30,187(0) 75,748(0) 18,976(0) 17,163(0) 164,528(0)


1083 CP-CORPORATE NETWORK EQUIPMENT REPL —(0) 450(0) 500(0) 550(0) 550(0) 2,050(0)

1364 CP-SERVICE SASKATOON-CITIZEN INPUT/SYSTEMS/STANDARDS/STAFFING

200(0) 200(0) 200(0) 200(0) 200(0) 1,000(0)

1780 CP-CORP NETWORK INFRASTRUCTURE 125(0) 125(0) 125(0) 125(0) 150(0) 650(0)

1829 AF-SERVICE SASKATOON-SYSTEMS 500(0) —(0) —(0) —(0) —(0) 500(0)

1883 CK-ELECTRONIC RECORDS MANAGEMENT —(0) —(0) 85(0) 350(0) 50(0) 485(0)

1884 CK-ELECTRONIC AGENDA & MEETING MGT SYSTM —(0) —(0) 90(0) —(0) —(0) 90(0)

1942 AF-CORPORATE SECURITY PLAN 150(0) —(0) —(0) —(0) —(0) 150(0)

1944 CP-LEARNING MANAGEMENT SYSTEM 280(0) —(0) —(0) —(0) —(0) 280(0)

1977 CP-LOCAL AREA NETWORK & DATA SECURITY 100(0) 75(0) —(0) —(0) —(0) 175(0)

2079 AF-PROPERTY REASSESSMENT —(0) —(0) 100(0) 250(0) 100(0) 450(0)

2368 AF-PRINTING AND MAIL SERVICES-EQUIPMENT —(0) —(0) —(0) 136(0) —(0) 136(0)

2514 AF-CIS SYSTEM 150(0) —(0) —(0) —(0) —(0) 150(0)

272


Preliminary 2017

Schedules & Tables

City of Saskatoon

2515 AF-MULTI-YEAR BUSINESS PLAN AND BUDGET 650(0) —(0) —(0) —(0) —(0) 650(0)

2516 CP-DEVELOP ENTERPRISE MANAGEMENT STRATEGIES 450(0) 200(0) —(0) —(0) —(0) 650(0)

2517 CP-CITY OF SASKATOON BRAND DEVELOPMENT 70(0) —(0) —(0) —(0) —(0) 70(0)

2519 COMMUNITY WINTER CITY STRATEGY DEVELOPMENT 85(0) —(0) —(0) —(0) —(0) 85(0)

2523 CP-CITIZEN WEB STOREFRONT AND CITY INTRANET 550(0) —(0) —(0) —(0) —(0) 550(0)

2524 CP-NAMING AND SPONSORSHIP 50(0) —(0) —(0) —(0) —(0) 50(0)

2531 AF-PORTFOLIO MANAGEMENT SYSTEM REPLACEMENT —(0) —(0) —(0) 300(0) —(0) 300(0)

2622 SO-COMPREHENSIVE GOVERNANCE REVIEW 100(0) —(0) —(0) —(0) —(0) 100(0)

Corporate Governance & Finance 3,460(0) 1,050(0) 1,100(0) 1,911(0) 1,050(0) 8,571(0)


1475 US-AUTO'D GARBAGE CONTAINER REPL 509(0) 371(0) 384(0) 398(0) 413(0) 2,075(0)

1662 CY-ELM TREE INVENTORY 50(0) —(0) —(0) —(0) —(0) 50(0)

2050 US-CONSTRUCTN & DEMOLITION WASTE MGT CTR-RECOVERY PARK

7,000(0) —(0) —(0) —(0) —(0) 7,000(0)

2051 US-LANDFILL OPTIMIZATION 300(0) 700(0) 3,000(0) 6,500(0) 3,500(0) 14,000(0)

2184 US-WASTE CHARACTERIZATION STUDY 225(0) —(0) —(0) —(0) —(0) 225(0)

2518 PUBLIC SPACE RECYCLING 118(0) —(0) —(0) —(0) —(0) 118(0)

2568 US-CIVIC FAC ENERGY & WTR MONITORING 5,000(0) 10,000(0) —(0) —(0) —(0) 15,000(0)

Environmental Health 13,202(0) 11,071(0) 3,384(0) 6,898(0) 3,913(0) 38,468(0)

Fire Services

0582 FR-APPAR-REFURB/REPL/ADD'L 228(0) 369(0) 304(0) 296(0) 324(0) 1,521(0)

1914 FR-NEW STATION-NORTHWEST SASKATOON —(0) —(0) —(0) 500(0) —(0) 500(0)

2373 FR-REPLACEMENT OF STATION NO. 3 5,235(0) —(0) —(0) —(0) —(0) 5,235(0)

2379 FR-APPARATUS REPLACEMENT 681(0) 894(0) 1,935(0) 1,378(0) 550(0) 5,438(0)

2380 FR-FIRE STATION NO. 11-HOLMWOOD —(0) 871(0) —(0) —(0) —(0) 871(0)

2504 FR-NEW EQUIPMENT 590(0) —(0) —(0) —(0) —(0) 590(0)

2508 FIRE-REPLACEMENT OF STATION NO. 5 500(0) 6,500(0) —(0) —(0) —(0) 7,000(0)

Fire Services 7,234(0) 8,634(0) 2,239(0) 2,174(0) 874(0) 21,155(0)

Land Development

0607 PARK DEV-STONEBRIDGE NBRHD 493(0) —(0) —(0) —(0) —(0) 493(0)

0616 LAND DEV'T-PRIM WTRMN-NORTHEAST SECTOR 175(0) 1,195(0) 4,458(0) 12,143(0) 7,019(0) 24,990(0)

0619 LAND DEV'T-ARTL RD-CENTRAL(ROSSMO-PERIMETER RD)

—(0) 4,392(0) —(0) —(0) —(0) 4,392(0)

0625 LAND DEV'T-TR SWR-NORTHEAST SECTOR 200(0) —(0) 6,783(0) —(0) 5,797(0) 12,780(0)

0626 LAND DEV'T-SUBDIVIS'N WARRANTY 595(0) —(0) —(0) —(0) —(0) 595(0)

0627 LAND DEV'T-SUBDIVIS'N FENCING —(0) 146(0) —(0) —(0) —(0) 146(0)

0634 LAND DEV'T-TR SWR-NORTH INDUSTRIAL 250(0) 6,689(0) 3,611(0) 8,770(0) 9,401(0) 28,721(0)

0636 LAND DEV'T-TR SWR-MONTGOMERY PLACE WEST —(0) —(0) —(0) 50(0) —(0) 50(0)

0639 LAND DEV'T-SUBDIVIS'N BUFFERS 61(0) 625(0) 36(0) —(0) —(0) 722(0)

Schedule XIII (cont.)


($000's)2017

Budget2018Plan

2019Plan

2020Plan

2021Plan Total

273



0655 LAND DEV'T-ARTL RD-MCORMOND(E SECT-PERIMETER RD)

6,742(0) 3,934(0) —(0) 3,794(0) 2,481(0) 16,951(0)

0668 PARK DEV-BOULEVARD DEVELOPMENT 150(0) 150(0) 150(0) 150(0) 150(0) 750(0)

0681 LAND DEV'T-ARTL RD-TAYLOR(MCKER-CP TRACK) —(0) —(0) 3,519(0) —(0) 3,207(0) 6,726(0)

0686 LAND DEV'T-PRIM WTRMN-SOUTHEAST SECTOR 50(0) 2,873(0) —(0) —(0) —(0) 2,923(0)

0748 LAND DEV'T-GEN ADMIN-OLD AREAS 86(0) —(0) —(0) —(0) —(0) 86(0)

0778 LAND DEV'T-TR SWR-STONEBRIDGE 244(0) —(0) —(0) —(0) —(0) 244(0)

1057 PARK DEV-IND'L AREA BLVD TREE PLANTING 50(0) 50(0) 50(0) 50(0) 50(0) 250(0)

1400 LAND DEV'T-HAMPTON VILLAGE SUB 110(0) —(0) —(0) —(0) —(0) 110(0)

1403 LAND DEV'T-ROSEWOOD 1,319(0) 784(0) —(0) —(0) —(0) 2,103(0)

1405 LAND DEV'T-EVERGREEN 496(0) —(0) —(0) —(0) —(0) 496(0)

1407 LAND DEV'T-KENSINGTON 512(0) 4,128(0) —(0) —(0) —(0) 4,640(0)

1408 LAND DEV'T-AIRPORT INDUSTRIAL BUS PARK —(0) 1,204(0) —(0) —(0) —(0) 1,204(0)

1410 LAND DEV'T-ELK POINT 423(0) —(0) —(0) —(0) —(0) 423(0)

1411 LAND DEV'T-ASPEN RIDGE 4,425(0) 12,988(0) 4,844(0) —(0) —(0) 22,257(0)

1416 LAND DEV'T-TR SWR-HAMPTON VILLAGE —(0) 11,377(0) —(0) 728(0) —(0) 12,105(0)

1417 LAND DEV'T-TR SWR-BLAIRMORE 150(0) —(0) 7,086(0) —(0) —(0) 7,236(0)

1418 LAND DEV'T-TR SWR-HOLMWOOD 400(0) 50(0) 23,260(0) 17,489(0) —(0) 41,199(0)

1419 LAND DEV'T-BRIGHTON 195(0) 2,932(0) —(0) —(0) —(0) 3,127(0)

1420 LAND DEV'T-INFILL DEVELOPMENTS 430(0) —(0) —(0) —(0) —(0) 430(0)

1424 LAND DEV'T-NEIGHBOURHOOD 1-RIEL SECTOR 400(0) —(0) —(0) —(0) —(0) 400(0)

1435 LAND DEV'T-PRIMARY WATER MAINS-NORTH INDUSTRIAL

250(0) 2,208(0) 1,400(0) 3,187(0) 11,738(0) 18,783(0)

1436 LAND DEV'T-BLAIRMORE PRIMARY WATER MAINS —(0) 4,294(0) 2,173(0) 2,988(0) 26,100(0) 35,555(0)

1437 LAND DEV'T-PRIMARY WATER MAINS-HOLMWOOD SECTOR

—(0) —(0) 4,628(0) 3,209(0) —(0) 7,837(0)

1458 LAND DEV'T-ART RD-CLAYPOOL DR (DALMNY-AIRPRT DR)

—(0) 13,330(0) —(0) —(0) 12,148(0) 25,478(0)

1460 LAND DEV'T-ARTL RD-NEAULT RDWY (22ND-SEC 2) —(0) 3,429(0) 4,504(0) 5,308(0) 7,229(0) 20,470(0)

1464 LAND DEV'T-ART RD-FEDORUK DRIVE —(0) —(0) —(0) 4,579(0) —(0) 4,579(0)

1466 LAND DEV'T-ART RD-WANUSKEWIN RD —(0) 3,298(0) —(0) 3,005(0) —(0) 6,303(0)

1467 LAND DEV'T-ART RD-33RD ST (HUGHES-NEAULT RD) —(0) 4,552(0) —(0) —(0) —(0) 4,552(0)

1468 LAND DEV'T-ART RD-8TH STREET EAST —(0) —(0) —(0) 4,586(0) 3,332(0) 7,918(0)

1474 LAND DEV'T-ESTIMATED FUTURE DIRECT SERVICING PROJECTS

—(0) —(0) 54,702(0) 46,079(0) 52,026(0) 152,807(0)

1568 PARK DEV-ROSEWOOD 1,050(0) 332(0) 1,050(0) 2,760(0) —(0) 5,192(0)

1570 PARK DEV-KENSINGTON 314(0) 2,785(0) 639(0) 700(0) —(0) 4,438(0)

1574 PARK DEV-ASPEN RIDGE 272(0) 1,700(0) 141(0) 1,747(0) 4,393(0) 8,253(0)

1575 PARK DEV-ELK POINT —(0) —(0) —(0) 3,375(0) 4,495(0) 7,870(0)

1576 PARK DEV-BRIGHTON —(0) 1,295(0) 6,489(0) 1,393(0) 4,594(0) 13,771(0)

1663 PARK DEV-N.E. SWALE 500(0) 500(0) 1,870(0) —(0) —(0) 2,870(0)

1769 LAND DEV'T-MARQUIS INDUSTRIAL AREA 882(0) 6,523(0) —(0) —(0) —(0) 7,405(0)



($000's)2017

Budget2018Plan

2019Plan

2020Plan

2021Plan Total

274


Preliminary 2017

Schedules & Tables

City of Saskatoon

2459 LAND DEV'T-SOUTH CASWELL HILL REDEVELOPMENT 1,000(0) 500(0) —(0) —(0) —(0) 1,500(0)

Land Development 22,224(0) 98,263(0) 131,393(0) 126,090(0) 154,160(0) 532,130(0)

Policing

2119 POLICE-RADIO REPLACEMENT 585(0) 325(0) 325(0) 325(0) 325(0) 1,885(0)

2389 POLICE-FLEET ADDITIONS 206(0) 456(0) 170(0) 170(0) 170(0) 1,172(0)

2489 POLICE-FURNITURE REPLACEMENT 50(0) 50(0) 50(0) 50(0) 50(0) 250(0)

2497 POLICE-EQUIPMENT REPLACEMENT 99(0) 74(0) 120(0) 428(0) —(0) 721(0)

2498 POLICE-EQUIPMENT EXPANSION 315(0) —(0) —(0) —(0) —(0) 315(0)

2499 POLICE-TECHNOLOGY REPLACEMENT 924(0) 814(0) 399(0) 1,307(0) 827(0) 4,271(0)

2610 POLICE-TECHNOLOGY EXPANSION 770(0) 150(0) —(0) —(0) —(0) 920(0)

2612 POLICE-COMBINED TRAFFIC SERVICES SASKATCHEWAN VEHICLES

92(0) —(0) —(0) —(0) —(0) 92(0)

2618 POLICE-FACILITY RENOVATION 992(0) 335(0) —(0) —(0) —(0) 1,327(0)

Policing 4,033(0) 2,204(0) 1,064(0) 2,280(0) 1,372(0) 10,953(0)


0677 AF-ALBERT COMM CENTRE RENOS —(0) —(0) 60(0) —(0) 50(0) 110(0)

0679 AF-GROUNDS MTNCE-EQUIPMENT REPL 600(0) 410(0) 265(0) 360(0) 400(0) 2,035(0)

0706 CY-LEIS SERV-FACILITY EQUIP REPL 395(0) 120(0) 245(0) 120(0) 245(0) 1,125(0)

0901 CY-PARK UPGRADES, ENHANCEMENTS & REPAIRS 945(0) —(0) —(0) —(0) —(0) 945(0)

1595 CY-NEIGHBOURHOOD PARKS ENHANCEMENTS 140(0) —(0) —(0) —(0) —(0) 140(0)

1641 CY-PARKS-ARBOR CREEK PARK PEDESTRIAN BRIDGES REPLACEMENT

130(0) —(0) —(0) —(0) —(0) 130(0)

1653 CY-PARK DRAINAGE 100(0) —(0) —(0) —(0) —(0) 100(0)

1658 CY-PARKS NEW SATELLITE MTNC BLDG 1,270(0) 20(0) 250(0) —(0) —(0) 1,540(0)

1664 CY-GORDON HOWE COMPLEX UPGRADES 1,510(0) —(0) —(0) —(0) —(0) 1,510(0)

1876 AF-TENNIS COURT-ACRYLIC SURFACE 50(0) —(0) 50(0) —(0) 50(0) 150(0)

1938 AF-PLAY STRUCTURE UPGRDE AND REPL 450(0) —(0) —(0) —(0) —(0) 450(0)


2101 CY-GOLF COURSE IMPROVEMNTS & EQUIP REPL. 350(0) 500(0) 200(0) 610(0) 610(0) 2,270(0)

2102 CY-SPORTFIELD DEVELOPMENT & IMPROVEMENTS 345(0) 350(0) 345(0) —(0) —(0) 1,040(0)

2130 CY-SATELLITE SKATEBOARD FACILITIES 80(0) —(0) —(0) —(0) —(0) 80(0)

2349 CY-SASKATOON MINOR FOOTBALL FIELD UPGRADE 1,700(0) 750(0) —(0) —(0) —(0) 2,450(0)

2528 CY-DOG PARK DEVELOPMENT —(0) 60(0) —(0) 60(0) —(0) 120(0)



0838 LIBR-EQUIPMENT REPLACEMENT 200(0) 200(0) 200(0) 200(0) 200(0) 1,000(0)

1761 LIBR-NEW CENTRAL LIBRARY CONSTRUCTION —(0) —(0) 6,000(0) 500(0) 2,000(0) 8,500(0)

Saskatoon Public Library 200(0) 200(0) 6,200(0) 700(0) 2,200(0) 9,500(0)



($000's)2017

Budget2018Plan

2019Plan

2020Plan

2021Plan Total

275



Transportation

0583 TR-REPLACE/REFURB BUSES 15,360(0) 890(0) 5,900(0) 4,110(0) 4,120(0) 30,380(0)

0584 TR-ADDITIONAL BUSES —(0) —(0) 530(0) —(0) —(0) 530(0)

0631 TU-TRANSPORTATION SAFETY IMPROVEMENTS 100(0) 100(0) 100(0) 100(0) 100(0) 500(0)

0671 TR-AUXILIARY VEH/EQUIP —(0) 100(0) 100(0) 100(0) 100(0) 400(0)

0837 TU-LANE REHAB & DRAINAGE IMPROV 1,785(0) 1,785(0) 1,785(0) 1,785(0) 1,785(0) 8,925(0)

0948 TU-NEW SIDEWALKS AND PATHWAYS 1,300(0) —(0) —(0) —(0) —(0) 1,300(0)

0959 TU-UPGRADE BOUNDARY ROADS 260(0) 260(0) 260(0) 260(0) 260(0) 1,300(0)

1036 TU-TRAFFIC CONTROL UPGRADES 200(0) 400(0) 400(0) 400(0) 400(0) 1,800(0)

1041 TU-BENCHMARK REHABILITATION —(0) 50(0) —(0) 50(0) —(0) 100(0)

1194 TR-ENGINE OVERHAUL 300(0) 300(0) 300(0) 300(0) 300(0) 1,500(0)

1456 TU-RAILWAY CROSSING SAFETY IMPROVEMENTS 1,200(0) 300(0) 190(0) 200(0) 200(0) 2,090(0)


160(0) 160(0) 160(0) 160(0) 200(0) 840(0)

1505 TU-TRAFFIC SIGNAL INFRASTRUCTURE UPGRADES 375(0) 375(0) 375(0) 375(0) 375(0) 1,875(0)

1506 TU-TRAFFIC SIGNING REPLACE-INFRA 200(0) 300(0) 300(0) 300(0) 300(0) 1,400(0)

1507 TU-GUARDRAILS 120(0) 50(0) 50(0) 50(0) 50(0) 320(0)

1512 TU-NEIGHBOURHOOD TRAFFIC MANAGEMENT 350(0) 200(0) 200(0) 200(0) 250(0) 1,200(0)

1513 TU-PAVEMENT MARKING PROGRAM-INFRA 275(0) 290(0) 290(0) 290(0) 300(0) 1,445(0)

1518 CY-PAY STATION PURCHASES & IMPLEMENTATION 160(0) 60(0) 60(0) 60(0) 60(0) 400(0)

1526 TU-CIRCLE DR BRIDGE REPAIR —(0) —(0) 200(0) 2,240(0) —(0) 2,440(0)

1553 TU-SID BUCKWOLD BRIDGE REPAIRS 300(0) 9,540(0) —(0) —(0) —(0) 9,840(0)

1556 TU-SYSTEM UPGRADES/REPLACEMENTS —(0) 100(0) 100(0) 100(0) 100(0) 400(0)

1561 TU-COLLEGE DRIVE WESTBOUND OVER CPR OVERPASS —(0) —(0) 100(0) 305(0) —(0) 405(0)



2043 TU-CURB REPLACEMENT/REHABILITATION 200(0) 200(0) 200(0) 200(0) 200(0) 1,000(0)

2095 ACCESS TRANSIT-BUS REPLACEMENTS 1,300(0) 260(0) 260(0) 260(0) 260(0) 2,340(0)

2097 TR-BUS SEAT REPLACEMENT 50(0) —(0) 50(0) —(0) 50(0) 150(0)

2100 ACCESS TRANSIT-ADDITIONAL BUSES 130(0) —(0) —(0) —(0) —(0) 130(0)

2233 TU-ADVANCED TRAFFIC MGT SYSTEM 150(0) 150(0) 150(0) 230(0) 230(0) 910(0)

2234 TU-WALKWAY MANAGEMENT 90(0) 90(0) 90(0) 90(0) 90(0) 450(0)

2235 TU-INTERSECTION IMPROVEMENTS 550(0) 500(0) 500(0) 500(0) 500(0) 2,550(0)

2241 TU-TRUCK ENFORCEMENT/EDUCATION 50(0) 50(0) 100(0) —(0) —(0) 200(0)

2257 TU-CIRCLE DR OVER 33RD ST NB/SB —(0) 200(0) 1,924(0) —(0) —(0) 2,124(0)

2259 TU-PW SATELLITE YARDS 200(0) —(0) —(0) —(0) —(0) 200(0)

2265 TU-TRANSPORTATION EQUIPMENT ACQUISITIONS —(0) 50(0) 75(0) 50(0) 75(0) 250(0)

2268 TU-IDYLWYLD DR FWY / 1ST AVE-NB RAMP —(0) 950(0) —(0) —(0) —(0) 950(0)

2269 TU-ACCOMMODATION CONSTRUCTION 100(0) 100(0) 100(0) 100(0) 100(0) 500(0)

2270 TU-PAVED ROADS AND SIDEWALK PRESERVATION 32,096(0) 30,627(0) 30,627(0) 30,627(0) 30,627(0) 154,604(0)




($000's)2017

Budget2018Plan

2019Plan

2020Plan

2021Plan Total

276


Preliminary 2017

Schedules & Tables

City of Saskatoon

2273 TU-108TH ST OVER CIRCLE DRIVE —(0) —(0) —(0) 100(0) 289(0) 389(0)

2317 TR-SHELTERS/BENCHES 200(0) 200(0) 200(0) 200(0) 200(0) 1,000(0)

2318 TR-MAINTENANCE MANAGEMENT SYSTEM 270(0) —(0) —(0) —(0) —(0) 270(0)

2323 TR-RIDERSHIP GROWTH INITIATIVES 200(0) 200(0) 200(0) 200(0) 200(0) 1,000(0)

2392 TU-MCKERCHER DR/COLLEGE DR OVERPASS —(0) —(0) —(0) —(0) 80(0) 80(0)


2395 TU-CIRCLE DRIVE/14TH ST-NB —(0) —(0) —(0) 150(0) 1,026(0) 1,176(0)


2398 TU-ATTRIDGE DR/CIRCLE DR OVERPASS —(0) —(0) —(0) 100(0) 1,500(0) 1,600(0)

2406 TU-MINOR BRIDGE REPAIRS 289(0) 289(0) 289(0) 289(0) 289(0) 1,445(0)

2428 TU-FUNCTIONAL PLANNING STUDIES —(0) 100(0) —(0) —(0) 50(0) 150(0)

2429 CY-LICENSE PLATE RECOGNITION SYSTEM —(0) —(0) 65(0) 65(0) 65(0) 195(0)

2433 TU-8TH STREET & CPR GRADE SEPARATION —(0) —(0) —(0) 35,000(0) —(0) 35,000(0)

2436 TU-CORRIDOR PLANNING STUDIES 100(0) 100(0) —(0) —(0) —(0) 200(0)

2446 TU-PEDESTRIAN CROSSING IMPROVEMENTS 200(0) 100(0) 100(0) 100(0) 100(0) 600(0)

2447 TU-33RD ST PEDEST'N CORRIDOR MASTER PLAN —(0) 500(0) —(0) —(0) —(0) 500(0)

2448 TU-INTELLIGENT TRANSPORTATION SYSTEM 150(0) 200(0) 200(0) 200(0) 200(0) 950(0)

2468 TU-ACTIVE TRANSPORTATION PLAN IMPLEMENTATION 500(0) 500(0) 500(0) 500(0) 500(0) 2,500(0)

2588 ACCESS TRANSIT-BUS ADD ON 50(0) —(0) —(0) —(0) —(0) 50(0)

2589 TR-TECHNOLOGY PLAN 60(0) 100(0) 100(0) 100(0) 100(0) 460(0)

Transportation 59,630(0) 55,823(0) 48,055(0) 83,396(0) 47,681(0) 294,585(0)


1573 CY-CSO-COMPREHENSIVE REVIEW STUDY —(0) 50(0) —(0) —(0) —(0) 50(0)

2034 CY-LAP & NBHD SAFETY IMPLEMENTATION 210(0) —(0) —(0) —(0) —(0) 210(0)

2162 CY-URBAN DESIGN-BIDS 2,500(0) 2,000(0) 1,000(0) 1,000(0) 100(0) 6,600(0)

2169 CY-BLDG STANDARDS PROGRAM ENHANCEMENTS 200(0) 175(0) 175(0) 75(0) —(0) 625(0)

2390 CY-NATURAL AREAS STRATEGY & GREEN STORM WATER MANAGEMENT

100(0) —(0) —(0) —(0) —(0) 100(0)


11,250(0) —(0) —(0) —(0) —(0) 11,250(0)

2604 CY-DRAINAGE REGULATION 125(0) 125(0) —(0) —(0) —(0) 250(0)

Urban Planning and Development 14,385(0) 2,350(0) 1,175(0) 1,075(0) 100(0) 19,085(0)

Utilities

0687 WWT-ASSET REPLACEMENT 1,706(0) 2,506(0) 2,942(0) 1,477(0) 2,946(0) 11,577(0)

0720 SL&P-CAPACITOR INSTALLATIONS —(0) 150(0) —(0) —(0) —(0) 150(0)

0724 SL&P-REVENUE METER-NEW & REPLACEMENT 3,500(0) 250(0) 250(0) 250(0) 250(0) 4,500(0)

0736 SL&P-CUSTOMER UPGRADES AND EXTENSIONS 2,300(0) 2,400(0) 2,400(0) 2,600(0) 2,860(0) 12,560(0)

0825 SL&P-STREET LIGHT UPGRADES 160(0) 160(0) 265(0) 265(0) 365(0) 1,215(0)

1016 SL&P-NEIGHBOURHOOD STREET LIGHT UPGRDS —(0) 200(0) —(0) 200(0) —(0) 400(0)

1018 SL&P-MONITORING SYSTEM UPGRADE (SCADA) 150(0) 150(0) 150(0) 750(0) —(0) 1,200(0)



($000's)2017

Budget2018Plan

2019Plan

2020Plan

2021Plan Total

277



1019 SL&P-SUBSTATION UPGRADE-W. J. BUNN —(0) 50(0) 500(0) 500(0) 2,000(0) 3,050(0)

1054 WTP-ASSET REPLACEMENT 3,085(0) 1,404(0) 665(0) 3,392(0) 3,364(0) 11,910(0)

1055 WTP-AUTOMATIC METER READING CONV 2,600(0) 2,704(0) 2,812(0) —(0) —(0) 8,116(0)

1174 SL&P-STREET LIGHTS-LAND DEVELOPMENT 1,500(0) 1,500(0) 1,500(0) 1,500(0) 1,500(0) 7,500(0)

1210 WTP-FILTER PLANT UPGRADE/EXPANSION —(0) 832(0) 7,788(0) —(0) —(0) 8,620(0)

1243 WWT-LIFT STATION UPGRADES 3,064(0) 808(0) 1,105(0) 1,687(0) 1,755(0) 8,419(0)

1251 SL&P-SUBSTATION-138 kV SWITCHING 200(0) 50(0) 50(0) 50(0) 50(0) 400(0)

1255 SL&P-DISTRIBUTION-EQUIPMENT UPGRADE 200(0) 300(0) 200(0) 100(0) —(0) 800(0)

1257 SL&P-SUBSTATION SECURITY IMPROVEMENTS —(0) 120(0) 120(0) 120(0) 120(0) 480(0)

1268 SL&P-NETWORK VAULTS —(0) —(0) 1,250(0) 1,250(0) —(0) 2,500(0)

1269 SL&P-NORTH DOWNTOWN DEVELOPMENT —(0) —(0) —(0) 720(0) 720(0) 1,440(0)

1272 SL&P-BUILDINGS & GROUNDS —(0) 375(0) 250(0) 250(0) 400(0) 1,275(0)

1281 SL&P-SUSTAIN POWER GENERATION OPTIONS 220(0) 200(0) 200(0) 200(0) 200(0) 1,020(0)

1282 SL&P-STREET LIGHTS-MITIGATION 870(0) 870(0) 770(0) 780(0) 780(0) 4,070(0)

1283 SL&P-15KV FDR UPGRADE-RIVER CROSSING 180(0) —(0) —(0) —(0) —(0) 180(0)

1286 SL&P-ELEC SYS PLANNING STUDIES —(0) 205(0) —(0) 205(0) —(0) 410(0)

1295 SL&P-NETWORK-MAJOR ASSETS 200(0) 200(0) —(0) 400(0) —(0) 800(0)

1296 SL&P-NETWORK-CIVIL INFRASTRUCTURE 300(0) 300(0) 300(0) 300(0) 300(0) 1,500(0)

1297 SL&P-NETWORK-PRIMARY LINES 200(0) 600(0) 500(0) —(0) 200(0) 1,500(0)

1298 SL&P-NETWORK-SECONDARY LINES 60(0) 60(0) 60(0) —(0) —(0) 180(0)

1299 SL&P- NETWORK-PROTECTION & CONTROL 260(0) 260(0) 260(0) 260(0) 260(0) 1,300(0)

1301 SL&P-SUBSTATION COMMUNICATION UPGRADE 250(0) 500(0) 500(0) —(0) —(0) 1,250(0)

1303 SL&P-AVE C FEEDER #2-TRAFFIC BRIDGE 150(0) —(0) —(0) —(0) —(0) 150(0)

1305 SL&P-FEEDER UPGRADES/REPLACEMENT 1,875(0) 1,875(0) 1,875(0) 1,875(0) 1,875(0) 9,375(0)

1308 SL&P-15 KV CONV-INTERMED SUBSTATIONS 1,200(0) 1,400(0) 950(0) 1,000(0) 1,000(0) 5,550(0)

1310 SL&P-UTILITY-RESEARCH & DEVELOPMENT 165(0) 155(0) 145(0) 145(0) 145(0) 755(0)

1315 SL&P-138 KV TRANSMISSION LINE UPGRADE 2,150(0) 2,150(0) 2,150(0) 2,150(0) 2,150(0) 10,750(0)

1316 SL&P-TRANSMIS POLE/STRUCTURE UPGRADES 150(0) 120(0) 120(0) —(0) 100(0) 490(0)

1326 SL&P-SUBSTATION MONITORING SYS UPGRADE 250(0) 200(0) 250(0) 200(0) 250(0) 1,150(0)

1329 SL&P-SUBSTATION RELAY UPGRADES 500(0) 500(0) 500(0) 500(0) 500(0) 2,500(0)

1332 SL&P-SUBSTATION SERVICE LIFE EXTENSION 400(0) 300(0) 300(0) 300(0) 300(0) 1,600(0)

1333 SL&P-SUBSTATION UPGRADE-AVE. C —(0) 500(0) —(0) —(0) —(0) 500(0)

1350 SL&P-SUBSTATION BUILDING & GROUND RENO —(0) 150(0) 100(0) 100(0) —(0) 350(0)

1353 SL&P-EQUIPMENT UPGRADE & REPLACEMENT 112(0) 635(0) 185(0) 635(0) 235(0) 1,802(0)

1493 TU-EAST RIVERBANK STABILIZATION 1,035(0) 350(0) 359(0) 368(0) 377(0) 2,489(0)

1615 TU-WATER DISTRIBUTION 27,789(0) 16,735(0) 15,670(0) 16,309(0) 16,983(0) 93,486(0)

1616 TU-WASTE WATER COLLECTION 7,011(0) 5,109(0) 5,235(0) 5,366(0) 5,498(0) 28,219(0)

1617 TU-PRIMARY WATER MAINS 1,949(0) 1,997(0) 5,000(0) 4,998(0) 4,998(0) 18,942(0)

1618 TU-SANITARY SEWER TRUNKS 1,837(0) 1,883(0) 1,929(0) 1,978(0) 2,027(0) 9,654(0)

1619 TU-STORM SEWER TRUNK AND COLLECTION 1,124(0) 1,150(0) 5,163(0) 1,180(0) 1,209(0) 9,826(0)

1621 TU-STORM SEWER POND PRESERVATION 125(0) 127(0) 131(0) 133(0) 137(0) 653(0)

1677 TU-STORM WATER MGMT UTILITY BILLING 78(0) 80(0) 82(0) 84(0) 86(0) 410(0)



($000's)2017

Budget2018Plan

2019Plan

2020Plan

2021Plan Total

278


Preliminary 2017

Schedules & Tables

City of Saskatoon

2197 WTP-WATER CONSERVATION INITIATIVE 450(0) 468(0) 541(0) —(0) —(0) 1,459(0)

2214 WTP-WATER SYSTEM ASSESSMENT —(0) —(0) —(0) 187(0) —(0) 187(0)

2219 WTP-N.E. SECTOR RESERVOIR —(0) —(0) —(0) 4,499(0) 19,303(0) 23,802(0)

2220 WTP-FILTER PLANT UNDERDRAIN UPGRADE 2,667(0) 1,040(0) 1,082(0) —(0) —(0) 4,789(0)

2224 WWT-LIQUID WASTE HAULERS STATION 4,500(0) —(0) —(0) —(0) —(0) 4,500(0)

2230 WWT-EXPECTED UPGRADES 500(0) 520(0) 541(0) 2,812(0) 2,925(0) 7,298(0)

2255 TU-W&S CAPACITY ANALYSIS FOR REDEVELOPMENT AND MASTER PLANNING

100(0) 100(0) 100(0) 100(0) 100(0) 500(0)

2272 WTP-AUXILIARY EQUIPMENT 160(0) —(0) —(0) —(0) —(0) 160(0)

2275 WTP-PLANT FACILITY ACCESS UPGRADE —(0) —(0) —(0) —(0) 877(0) 877(0)

2558 WTP-CLARIFIER TUBE SETTLERS —(0) —(0) 9,734(0) —(0) —(0) 9,734(0)

2559 WTP-SAND SEPARATORS 4,000(0) —(0) —(0) —(0) —(0) 4,000(0)

2561 WTP-EXPECTED UPGRADES —(0) 1,560(0) —(0) 5,624(0) 1,170(0) 8,354(0)

2562 WTP-CLARIFIER CONSTRUCTION —(0) —(0) —(0) —(0) 1,290(0) 1,290(0)

2563 WTP-LOW LIFT UPGRADE —(0) —(0) —(0) —(0) 4,679(0) 4,679(0)

2565 WTP-TRANSFER PUMPING & ELECTRICAL UPGRADES 13,550(0) —(0) —(0) —(0) —(0) 13,550(0)

2567 WWTP-RELINING CELL 2,000(0) 3,640(0) —(0) —(0) —(0) 5,640(0)

2571 WTP-CHLORINE ROOM CAPACITY UPGRADE —(0) —(0) 2,974(0) 3,093(0) —(0) 6,067(0)

2577 WWTP-PEP 6TH PUMP 386(0) —(0) —(0) —(0) —(0) 386(0)

2578 WWTP-DOWNSTREAM USER STUDY —(0) 312(0) —(0) —(0) —(0) 312(0)

2579 WWTP-DIGESTER TANK 4 8,000(0) 15,600(0) —(0) —(0) —(0) 23,600(0)

2580 WWTP-DIGESTER CLEANING FACILITY —(0) —(0) 2,163(0) —(0) —(0) 2,163(0)

2581 WWTP-FACILITY UPGRADE N40/WWTP —(0) —(0) —(0) —(0) 9,359(0) 9,359(0)

2585 WWTP-BIOREACTOR EXPANSION —(0) —(0) —(0) 2,812(0) 12,918(0) 15,730(0)

Utilities 105,218(0) 75,810(0) 82,116(0) 73,704(0) 108,561(0) 445,409(0)

TOTAL FUNDED CAPITAL PROJECTS 261,447(0) 288,225(0) 355,577(0) 318,607(0) 339,331(0) 1,563,187(0)



($000's)2017

Budget2018Plan

2019Plan

2020Plan

2021Plan Total

279



Schedule XIV - Unfunded Capital InvestmentsSchedule XIV


($000's)2017

Budget2018Plan

2019Plan

2020Plan

2021Plan Total

Community Support

1650 CY-NEW MUNICIPAL CEMETERIES 80(0) —(0) —(0) —(0) —(0) 80(0)

1657 CY-WOODLAWN CEMETERY ROADWAY UPGRADE —(0) 150(0) 160(0) —(0) —(0) 310(0)

1963 TU-CORP. ACCESSIBILITY IMPLEMENTATION 75(0) 275(0) 325(0) 550(0) 200(0) 1,425(0)

Community Support 155(0) 425(0) 485(0) 550(0) 200(0) 1,815(0)


1584 CIVIC OPERATIONS CENTRE —(0) —(0) —(0) 47,500(0) —(0) 47,500(0)

2180 AF-CIVIC FACILITY SITE MAINTENANCE 1,100(0) 300(0) —(0) —(0) —(0) 1,400(0)

2296 AF-LIONS ARENA PARKING REDEVELOPMENT & SEWER UPGRADE

1,100(0) —(0) —(0) —(0) —(0) 1,100(0)

2298 AF-CAIRNS GRANDSTAND & CLUBHOUSE REPLACEMENT

—(0) 4,000(0) —(0) —(0) —(0) 4,000(0)

Corporate Asset Management 2,200(0) 4,300(0) 0(0) 47,500(0) 0(0) 54,000(0)


1829 AF-SERVICE SASKATOON-SYSTEMS —(0) 5,750(0) 5,780(0) 5,970(0) —(0) 17,500(0)

2622 SO-COMPREHENSIVE GOVERNANCE REVIEW —(0) 50(0) —(0) —(0) —(0) 50(0)

Corporate Governance & Finance 0(0) 5,800(0) 5,780(0) 5,970(0) 0(0) 17,550(0)

Environmental Health2050 US-CONSTRUCTN & DEMOLITION WASTE MGT CTR-RECOVERY PARK

2,500(0) 4,500(0) —(0) —(0) —(0) 7,000(0)

Environmental Health 2,500(0) 4,500(0) 0(0) 0(0) 0(0) 7,000(0)

Fire Services

2505 FR-STATION NO. 4 AND MAINTENANCE / MECHANICAL —(0) —(0) —(0) 10,000(0) —(0) 10,000(0)

2507 FIRE-BUSINESS CONTINUITY EMO 150(0) —(0) —(0) —(0) —(0) 150(0)

Fire Services 150(0) 0(0) 0(0) 10,000(0) 0(0) 10,150(0)

Land Development

0704 LAND DEV'T-TR SWR-SOUTHEAST SECTOR —(0) 2,350(0) —(0) —(0) —(0) 2,350(0)

1409 LAND DEV'T-NORTH DOWNTOWN —(0) 500(0) 500(0) 6,900(0) 100(0) 8,000(0)

2459 LAND DEV'T-SOUTH CASWELL HILL REDEVELOPMENT —(0) —(0) 1,500(0) —(0) —(0) 1,500(0)

Land Development 0(0) 2,850(0) 2,000(0) 6,900(0) 100(0) 11,850(0)


1627 CY-CITY ENTRANCEWAY/ EXPRESSWAY LANDSCAPING —(0) 350(0) 350(0) 350(0) 350(0) 1,400(0)

1635 CY-DIEFENBAKER PARK MASTER PLAN —(0) —(0) 210(0) —(0) —(0) 210(0)

1658 CY-PARKS NEW SATELLITE MTNC BLDG 255(0) —(0) —(0) —(0) —(0) 255(0)

1938 AF-PLAY STRUCTURE UPGRDE AND REPL 450(0) 675(0) 675(0) 675(0) 675(0) 3,150(0)

1939 AF-PADDLING/SPRAY POOL REPLACEMENTS —(0) 800(0) —(0) 800(0) —(0) 1,600(0)

280


Preliminary 2017

Schedules & Tables

City of Saskatoon

1940 AF-GREENHOUSE REPLACEMENT 150(0) 1,350(0) —(0) —(0) —(0) 1,500(0)


2114 CY-VICTORIA PARK-UPGRADES —(0) 440(0) 400(0) 330(0) —(0) 1,170(0)

2349 CY-SASKATOON MINOR FOOTBALL FIELD UPGRADE —(0) 250(0) —(0) —(0) —(0) 250(0)

2352 CY-PERMANENT BOAT LAUNCH SITE —(0) 140(0) —(0) —(0) —(0) 140(0)

2353 CY-CHIEF WHITECAP PARK DEVELOPMENT 400(0) 535(0) 460(0) 260(0) —(0) 1,655(0)

2469 CY-PERMANENT WASHROOMS-SPECIAL USE PARKS —(0) —(0) 570(0) —(0) —(0) 570(0)

2471 CY-KINSMEN PARK & AREA-MASTER PLAN —(0) 2,880(0) —(0) —(0) —(0) 2,880(0)

2474 CY-HUDSON BAY AREA DISTRICT PARKS —(0) 70(0) 1,690(0) 1,750(0) 2,240(0) 5,750(0)

2476 CY-NEW RECREATION COMPLEX —(0) —(0) —(0) 3,500(0) 17,500(0) 21,000(0)

2528 CY-DOG PARK DEVELOPMENT 250(0) 50(0) —(0) 50(0) —(0) 350(0)

2600 CY-CITY CENTRE AREA INDOOR RECREATION FACILITY —(0) 1,000(0) 1,000(0) 9,800(0) 10,000(0) 21,800(0)


Transportation

0832 CY-CENTER MEDIAN REHABILITATION —(0) 200(0) 200(0) 200(0) 200(0) 800(0)

0948 TU-NEW SIDEWALKS AND PATHWAYS —(0) 350(0) 350(0) 350(0) 350(0) 1,400(0)

0959 TU-UPGRADE BOUNDARY ROADS —(0) 140(0) 140(0) 140(0) 140(0) 560(0)


400(0) 400(0) 400(0) 400(0) 360(0) 1,960(0)

1506 TU-TRAFFIC SIGNING REPLACE-INFRA 175(0) 75(0) 100(0) 100(0) 100(0) 550(0)

1507 TU-GUARDRAILS —(0) 75(0) 75(0) 75(0) 75(0) 300(0)

1512 TU-NEIGHBOURHOOD TRAFFIC MANAGEMENT —(0) 150(0) 150(0) 150(0) 100(0) 550(0)

1513 TU-PAVEMENT MARKING PROGRAM-INFRA 85(0) 110(0) 110(0) 110(0) 100(0) 515(0)

1526 TU-CIRCLE DR BRIDGE REPAIR —(0) —(0) —(0) 2,130(0) —(0) 2,130(0)

1527 TU-UNIVERSITY BRIDGE REHAB —(0) —(0) —(0) —(0) 18,000(0) 18,000(0)

1528 TU-SPADINA CRES BRIDGE —(0) 566(0) —(0) —(0) —(0) 566(0)

1561 TU-COLLEGE DRIVE WESTBOUND OVER CPR OVERPASS 234(0) —(0) —(0) 1,409(0) —(0) 1,643(0)

1562 TU-COLLEGE DRIVE EASTBOUND OVER CPR OVERPASS 343(0) —(0) —(0) —(0) —(0) 343(0)

1638 TU-BACK LANE TREE TRIMMING 50(0) 50(0) 50(0) 50(0) 50(0) 250(0)

1893 TU-IDYLWYLD DRIVE/51ST ST OVERPASS REHAB 1,633(0) —(0) —(0) —(0) —(0) 1,633(0)



2037 TU-SNOW MANAGEMENT FACILITIES —(0) 7,729(0) 50(0) 150(0) 18,650(0) 26,579(0)

2040 TU-UNDERWATER PIER INSPECTIONS 105(0) —(0) —(0) —(0) —(0) 105(0)

2044 TU-GRAVEL STREETS UPGRADES 1,000(0) 1,000(0) 1,000(0) 1,000(0) 1,000(0) 5,000(0)

2251 CY-IMPOUND LOT —(0) 100(0) 1,640(0) —(0) —(0) 1,740(0)

2259 TU-PW SATELLITE YARDS —(0) 6,082(0) 50(0) 100(0) 2,401(0) 8,633(0)


2273 TU-108TH ST OVER CIRCLE DRIVE —(0) —(0) —(0) —(0) 911(0) 911(0)

2392 TU-MCKERCHER DR/COLLEGE DR OVERPASS 327(0) —(0) —(0) —(0) —(0) 327(0)




($000's)2017

Budget2018Plan

2019Plan

2020Plan

2021Plan Total

281



2395 TU-CIRCLE DRIVE/14TH ST-NB —(0) —(0) —(0) —(0) 893(0) 893(0)


2397 TU-CIRCLE DRIVE/8TH ST-NB/SB —(0) —(0) 1,306(0) —(0) —(0) 1,306(0)

2401 TU-PEDESTRIAN CROSSING STRUCTURES —(0) 347(0) —(0) —(0) —(0) 347(0)

2402 TU-HIGHWAY 16 EASTBOUND OVER HIGHWAY 11 OVERPASS

155(0) —(0) —(0) —(0) —(0) 155(0)

2403 TU-CPR OVER CIRCLE DRIVE EAST OVERPASS —(0) 164(0) —(0) —(0) —(0) 164(0)

2425 TU-UNDERGROUND ENCROACHMENTS 100(0) 100(0) —(0) —(0) —(0) 200(0)

2434 TU-HWY 11 & HWY 16 CLOVERLEAF —(0) —(0) —(0) —(0) 93,000(0) 93,000(0)

2446 TU-PEDESTRIAN CROSSING IMPROVEMENTS —(0) 50(0) 50(0) 50(0) 50(0) 200(0)

2468 TU-ACTIVE TRANSPORTATION PLAN IMPLEMENTATION —(0) 750(0) 750(0) 750(0) 750(0) 3,000(0)

2550 TU-WEST/CENTRAL MULTI-USE CORRIDOR 400(0) 400(0) 400(0) 400(0) 400(0) 2,000(0)

Transportation 5,607(0) 23,245(0) 7,996(0) 60,814(0) 191,680(0) 289,342(0)


1508 CY-CITY ENTRANCE SIGNS —(0) 150(0) —(0) 150(0) —(0) 300(0)

2034 CY-LAP & NBHD SAFETY IMPLEMENTATION —(0) 210(0) 210(0) 210(0) 210(0) 840(0)

2166 CY-URBAN DESIGN-CITY-WIDE —(0) 4,000(0) —(0) —(0) —(0) 4,000(0)


—(0) 1,475(0) 2,720(0) 8,450(0) 1,410(0) 14,055(0)

Urban Planning and Development 0(0) 5,835(0) 2,930(0) 8,810(0) 1,620(0) 19,195(0)

TOTAL UNFUNDED CAPTIAL PROJECTS 12,242(0) 55,920(0) 24,696(0) 158,059(0) 224,515(0) 475,432(0)



($000's)2017

Budget2018Plan

2019Plan

2020Plan

2021Plan Total

282


Preliminary 2017

Schedules & Tables

City of Saskatoon

Schedule XV - Reserve for Capital ExpendituresSchedule XV

Reserve for Capital Expenditures

RCE FUNDED ($000's)2017Cost

2017Budget

2018Cost

2018UnFunded

2019Cost

2019Unfunded

2020Cost

2020Unfunded

2021Cost

2021Unfunded

Operating Impact

2018 2019 2020

2541 CY-GROWTH PLAN TO HALF A

MILLION IMPLEMENTATION*1,425(0) 750(0) 1,475(0) 1,475(0) 2,720(0) 1,620(0) 8,450(0) 1,450(0) 1,410(0) 1,410(0) 0 0 0

1829 AF-SERVICE SASKATOON-SYSTEMS* 500(0) 500(0) 5,750(0) —(0) 5,780(0) —(0) 5,970(0) —(0) —(0) —(0) 0 2,100 0

2515 AF-MULTI-YEAR BUSINESS PLAN AND

BUDGET*650(0) 650(0) —(0) —(0) —(0) —(0) —(0) —(0) —(0) —(0) 0 0 0

2349 CY-SASKATOON MINOR FOOTBALL

FIELD UPGRADE*1,700(0) 350(0) 1,000(0) 250(0) —(0) —(0) —(0) —(0) —(0) —(0) 28 0 0

2034 CY-LAP & NBHD SAFETY

IMPLEMENTATION*210(0) 210(0) 210(0) 210(0) 210(0) 210(0) 210(0) 210(0) 210(0) 210(0) 0 0 0

2517 CP-CITY OF SASKATOON BRAND

DEVELOPMENT*70(0) 70(0) —(0) —(0) —(0) —(0) —(0) —(0) —(0) —(0) 0 0 0

2519 COMMUNITY WINTER CITY

STRATEGY DEVELOPMENT*85(0) 85(0) —(0) —(0) —(0) —(0) —(0) —(0) —(0) —(0) 0 0 0

2622 SO-COMPREHENSIVE GOVERNANCE

REVIEW*100(0) 100(0) 50(0) 50(0) —(0) —(0) —(0) —(0) —(0) —(0) 0 0 0

2518 PUBLIC SPACE RECYCLING* 118(0) 118(0) —(0) —(0) —(0) —(0) —(0) —(0) —(0) —(0) 0 0 0

2524 CP-NAMING AND SPONSORSHIP** 50(0) 50(0) —(0) —(0) —(0) —(0) —(0) —(0) —(0) —(0) 0 0 0

1657 CY-WOODLAWN CEMETERY

ROADWAY UPGRADE*150(0) 150(0) 150(0) 150(0) 160(0) 160(0) —(0) —(0) —(0) —(0) 0 0 0

1934 AF-SPCA BUILDING UPGRADES 100(0) 100(0) —(0) —(0) —(0) —(0) —(0) —(0) —(0) —(0) 0 0 0

TOTAL RCE FUNDED REQUESTS ($4.513 million)

5,158(0) 3,133(0) 8,635(0) 2,135(0) 8,870(0) 1,990(0) 14,630(0) 1,660(0) 1,620(0) 1,620(0) 28 2,100 0

Remaining 0(0) 1,380(0) 0(0) 0(0) 0(0) 0(0) 0(0) 0(0) 0(0) 0(0)

* Identified as projects supporting the City's Strategic Plans 4 Year Priorities** Identified as projects supporting the City's Strategic Plans 10 Year Strategies

283



Schedule XVI - Prepaid Land Development Reserve Sufficiency ForecastSchedule XVI

Prepaid Land Development Reserve Sufficiency Forecast

ArterialRoad Levy

TrunkSewer Levy

PrimaryWtrMn Levy

WWtrLift STN

Inter-Change

Direct

Services2Planning

Levy

Parks & Rec.Levy

IndustrialParks

Comm.Center Levy Total

Opening 2017 Balance 25,927(0) (53,327)(0) (3,405)(0) (9,254)(0) (13,657)(0) 54,299(0) 143(0) 8,695(0) 1,554(0) 7,156(0) 18,131(0)

Inflows:

Lot Sales & Other Transfers 8,185(0) 10,083(0) 2,339(0) 523(0) 1,969(0) 16,559(0) 244(0) 5,597(0) 43(0) 2,426(0) 47,968(0)

Redevelopment Levy —(0) —(0) —(0) —(0) —(0) 3,000(0) —(0) —(0) —(0) —(0) 3,000(0)

Outflows:

Transfers to Operating —(0) —(0) —(0) —(0) —(0) —(0) (246)(0) —(0) —(0) —(0) (246)(0)

Capital Expenses (6,742)(0) (1,000)(0) (475)(0) (244)(0) —(0) (6,117)(0) —(0) (3,549)(0) (50)(0) (1,900)(0) (20,077)(0)

ENDING 2017 BALANCE(1) 27,370(0) (44,244)(0) (1,541)(0) (8,975)(0) (11,688)(0) 67,741(0) 141(0) 10,743(0) 1,547(0) 7,682(0) 48,776(0)

(1) The Prepaid Land Development Reserve Sufficiency Forecast encompasses the 2017 Development Plan to be submitted to City Council.(2) Direct Services balance is temporarily funding $15,015,000 of redevelopment services with reimbursement established per year from a utility charge. The net balance in

2017 is expected to be $12,315,000. The net balance consists of the 2016 opening balance of $15,015,000 with additions of $0 and expected repayment of $2,700,000.

284

City of Saskatoon

2017 PRELIMINARY

CAPITAL PROJECT DETAILS

FOR CITY COUNCIL REVIEW, NOVEMBER 30, DECEMBER 1 & 2, 2016

The projects contained in this section are sorted by project number order. An index is included at the back of the section that cross references the Business Lines these projects are budgeted within.

- 287 -

Fire Services Preliminary 2017

Project Description This project provides the replacement, refurbishment, and/or addition of fire fighting equipment, in accordance with the CapitalReserves Bylaw.

General Comments The estimates include the replacement of Self Contained Breathing Apparatus (SCBA) ($24,000), Radio equipment ($97,000), thermalimaging camera ($12,000), Rescue Tools ($22,000), EMS Defibrillator and equipment ($2,000), water rescue equipment including divepacks, regulators, vests ($12,000), dangerous goods equipment including detectors, monitors, chemicals ($24,000), technicalequipment including high angle rescue, trench rescue, HUSAR rescue ($11,000), and apparatus equipment including nozzles, sawzalls,airbags ($23,000) from the small equipment reserve.

The estimated reserve balance at the end of 2017 is $152,000.

0582 FR-APPAR-REFURB/REPL/ADD'LProject Status Open Year Identified 2010

Project Type EQUIPMENT REPLACEMENT Manager Glenn Ledray

Asset Type Fire Apparatus Est. End Date -

Project DetailExpenditure/Funding (000's)

Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSFire Small Equipment Replacement 228.0 369.0 304.0 296.0 324.0Total 228.0 369.0 304.0 296.0 324.0FINANCING DETAILSFIRE SMALL EQUIPMENT REPL RESERVE 228.0 369.0 304.0 296.0 324.0Total 228.0 369.0 304.0 296.0 324.0

IncrementalOperating Impacts (000's)

Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

Net Dollar Impact 0.0 0.0 0.0 0.0 0.0FTEs 0.0 0.0 0.0 0.0 0.0

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Transportation Preliminary 2017

Project Description This project provides for the scheduled replacement and/or refurbishment of existing buses in order to maintain an in-service fleetsize of 161 buses. This will be accomplished by purchasing replacement buses and by refurbishing buses when it makes economicsense to do so.

General Comments In an effort to achieve its target average fleet age of 7 years, Transit put forward a report called "Building Better Transit: an AssetManagement Plan for Transit and Access Transit Fleet" and was adopted by City Council in July 2016. With the annoucement of theGrowing the Middle Class Infrastructure Plan by the Federal Government, City Council approved the Public Transit Infrastructure Fundstrategy in principle to purchase up to 40 conventional buses over the period 2016 to 2018. In 2016, an order of up to 15 Transit low-floor buses at an estimated cost of $7.95 million was placed and expected for delivery in 2017.

In 2017, Transit is planning to purchase up to 29 buses based on service needs with a combination of regular size low-floor and 30foot buses worth $14.49 million.

A conventional (low floor) bus is estimated at $530,000 and an articulated bus at $800,000. Refurbishments are estimated at $87,000per bus.

Special NoteThe Other funding sources identified in this project include: 1) For 2017 budget, $7.245 million is the City's matching contribution forthe Public Transit Infrastructure Fund which will be funded from a reallocation of utility dividend from Building Canada funded utilityprojects; 2) For 2019-2021 plans, the funding stragtegy consists mainly of government funding, borrowing, and operatingcontributions which is tracked through the Major Transportation Infrastructure Funding Plan.

0583 TR-REPLACE/REFURB BUSESProject Status Open Year Identified 2009

Project Type EQUIPMENT REPLACEMENT Manager Paul Bracken

Asset Type Transit Buses Est. End Date -


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSFunded Bus Refurbishment 870.0 890.0 900.0 910.0 920.0Funded Bus Replacement/Refurbs 14,490.0 0.0 5,000.0 3,200.0 3,200.0Total 15,360.0 890.0 5,900.0 4,110.0 4,120.0FINANCING DETAILSOTHER 7,245.0 0.0 5,000.0 3,200.0 3,200.0PTIF - FEDERAL 7,245.0 0.0 0.0 0.0 0.0TRANSIT VEHICLE REPLACEMENT RESERVE 870.0 890.0 900.0 910.0 920.0Total 15,360.0 890.0 5,900.0 4,110.0 4,120.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


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Project Description This project provides for the expansion of the in-service fleet to provide new service to new and existing subdivisions, the Universityof Saskatchewan, high schools, or to provide additional service on routes with capacity problems.

General Comments The current cost of a new articulated bus is $800,000 and the cost of a new conventional (low floor) bus is $530,000.

0584 TR-ADDITIONAL BUSESProject Status Open Year Identified 2010

Project Type GROWTH AND CAPITAL EXPANSION Manager Paul Bracken



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSAdditional Buses Purchases 0.0 0.0 530.0 0.0 0.0Total 0.0 0.0 530.0 0.0 0.0FINANCING DETAILSTRANSIT ADDITIONAL VEHICLES RESERVE 0.0 0.0 530.0 0.0 0.0Total 0.0 0.0 530.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


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Land Development Preliminary 2017

Project DescriptionThis project involves the development of neighbourhood parks in Stonebridge. Estimates for amenities to be installed by the privateowner are not shown.

General CommentsConstruction of two linear parks and completion of a section of the Village Square are planned for 2017.

Operating Impact$14,600 in 2019 for Park Maintenance

Prior Budget Approval$318,000 for the design and partial construction of the Village Square

$ 39,000 for design of two linear parks

0607 PARK DEV-STONEBRIDGE NBRHDProject Status Open Year Identified 2009

Project Type PREPAID LAND DEVELOPMENT Manager Bruce Laing

Asset Type Parks and Open Spaces Est. End Date -


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSLinear Parks 373.0 0.0 0.0 0.0 0.0Village Square 120.0 0.0 0.0 0.0 0.0Total 493.0 0.0 0.0 0.0 0.0FINANCING DETAILSPARKS AND RECREATION LEVY (NBHD) 493.0 0.0 0.0 0.0 0.0Total 493.0 0.0 0.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


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Project Description This project involves the extension of primary water mains to the University Heights and North East Sectors. These primaries willfacilitate approximately 1,200 hectares of staged development in the North East Sector in the near future. In the long term theseprimaries will also facilitate approximately 1,800 hectares of development in the East Sector.

Notes:Primary water mains required for any given neighbourhood may also be required for subsequent neighbourhood

SECTION * LENGTH (m) SIZE (mm) YEAR(s)

AB 5,620 750 1982/84 Complete

BB 910 750 1984/85/86 Complete

AE 1,610 600 1987 Complete

BC 600 900 2000 Complete

CF 2,000 1,050 2009 (Required for Evergreen)

KH 4,800 1,050 1998/99/2000 Complete

HF 3,200 1,050 2017 & Beyond (Required for Neighbourhood#2) Fill Main

LF 3,100 600 2011/2013 (West portion required for Evergreen)

FF 945 1,050 2012 (East portion of Evergreen)

MM 600 1,050 2014 (Required for UHII & NE Sector)

MNN1 930 1,050 2015 (Required for UHII & NE Sector)

NP 170 600 2015 (Required for UHII & NE Sector)

N1N2 360 600 2017 (Required for UHII & NE Sector)

N2N 300 600 2018 (Required for UHII & NE Sector)

PP1 660 600 2018 (Required for UHIII & NE Sector)

LK 670 600 2019 (Required for UHIII & NE Sector)

KPP1 4,085 600 Beyond 2021 (Required for UHIII & NE Sector)

HL 1,150 600 1998/2011 (Required for Evergreen

CO 1,500 1,050 2013 (Required for East Sector)

AA Isolate NE sector water system at College 2003 Complete

Drive to improve control of water pressures east of Preston Avenue

* A map indicating the location of the sections is available from the Transportation and Utilities Department upon request.

Note: As neighbourhood concept plans are approved, the route, the length, and diameter of some segments, and therefore theestimated cost will be updated.

0616 LAND DEV'T-PRIM WTRMN-NORTHEAST SECTORProject Status Open Year Identified 2009

Project Type PREPAID LAND DEVELOPMENT Manager Daryl Schmidt

Asset Type Est. End Date -


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSCO-McOrmond-Attridge to HWY 5 175.0 0.0 0.0 0.0 0.0Fill Mains-Cent/NE Res aka Evergreen (now Land Dev project) 0.0 0.0 3,245.0 4,499.0 0.0Fill Mains-Cent/PMW's - Acadia/Zone 0.0 0.0 0.0 6,749.0 7,019.0LK - Central - Fedoruk to Perimeter 0.0 0.0 1,213.0 0.0 0.0MM',M'N'N1P, N1N2,N1N/PP' McOrmond-Fedoruk North to Perimeter Rd. 0.0 1,195.0 0.0 895.0 0.0Total 175.0 1,195.0 4,458.0 12,143.0 7,019.0FINANCING DETAILSPRIMARY WATERMAIN RES 175.0 1,195.0 1,213.0 895.0 0.0WATERWORKS CAPITAL PROJECTS RESERVE 0.0 0.0 3,245.0 11,248.0 7,019.0Total 175.0 1,195.0 4,458.0 12,143.0 7,019.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 292 -


Project Description This project involves the design and construction of the extension of Central Avenue from Rossmo Road to the proposed PerimeterRoad. Central Avenue is the main North-South arterial providing access to future development East of the river and North of AttridgeDrive.

General Comments The Somers Road/Fedoruk section of this arterial began in 2013 and is planned to be completed in 2018.

Prior Budget Approvals $3,430,000

0619 LAND DEV'T-ARTL RD-CENTRAL(ROSSMO-PERIMETER RD)Project Status Open Year Identified 2009




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSSomers Road/Fedoruk 0.0 4,392.0 0.0 0.0 0.0Total 0.0 4,392.0 0.0 0.0 0.0FINANCING DETAILSARTERIAL ROAD RESERVE 0.0 4,392.0 0.0 0.0 0.0Total 0.0 4,392.0 0.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021



Project Description This project involves the extension of the storm and sanitary trunk sewers north, south, and east from the Saguenay Drive rivercrossing to facilitate approximately 1,200 hectares of staged development in the northeast sector in the near future. In the long term,these trunks will also facilitate approximately 1,800 hectares of development in the east Sector.

General Comments Notes: Trunks required for any given neighbourhood may also be required for subsequent neighbourhoods. Changing the order ofdevelopment will not necessarily delay a given project.

SECTION LENGTH (m) SIZE (mm) YEAR(s)

River to A - 3050/1,200 1980/84 Complete

AA' Isolate NE sector 900 3,050/1,200 1984/85 Complete

water system at College

AB 300 1800/525 1986 Complete

AC 650 3,050/1,200 2000 Complete

B-Erindale Basin - - 1987/88/89 (Required for Evergreen)

C'D 1,450 3,050/1,200 2012 (Reqd for east Sector)

CE 630 1,800/450 2003/2004 (Reqd for Willow Grove,Complete)

E-Willowgrove North Basi 3,100 - 2005 (Reqd for North Willow Grove, Complete)

EE-Phase I 570 1,650 2005 (Reqd for North Willow Grove, Complete)

EE-Phase II 710 1,350 2006 (Reqd for North Willow Grove, Complete)

F-Willowgrove South Basin - - 2003/2008 (Reqd for South Willow Grove, Complete)

GH 950 1,800/750 1987 Complete

HI 525 1,500/675 1997 Complete

IJ 350 1,050/600 1997 Complete

JJ 200/820 1,350/600 1998 Complete

ABCD 1,700 1,350/600 2009/2012 (Reqd for Evergreen, Complete)

Pond #1 - 2009 (Reqd for Evergreen, Complete)

Pond #1 to River 1,400 1,500 2009 (Reqd for Evergreen, Complete)

Lift Station - 2013 (Reqd for UH2)

Force Main - MI 3,582 450 2013 (Reqd for UH2)

Stm Tr-S. Willow Grove Open Channel 2008 (Reqd for South Willow Grove, Complete)

Pond 2 - - 2015 (Reqd for UH2)

MN/MO-O'/MN' 1,690 375/450/525/600 2014 & Beyond (Reqd for UH2)

-San Trunks

ST, TU, TV Stm Trunk 2,350 1,350/1,800 2013 & Beyond (Reqd for UH2)

FGG' - Force Main San 1,600 450 2019 (Reqd UH3, & UH4)

Temp. LS San - - 2019 (Reqd. for UH3)

FGHH' - Trunk San 2,475 450/750 2019/2021 (Reqd for UH3)

EF - River Xing San - - 2021 & Beyond (River Crossing reqd. for UH3/UH4/FG)

HH'/H'I ST 1,730 1350/1500/1800 2020/2021 (Reqd. for UH3)

Pond 3 ST - - 2020 (Reqd. for UH3)

FJKL San 2,500 900/1,200 Beyond 2021 (Reqd. for UH3 & UH4)

OPQR/QXY/WT' ST 5,630 1350/1500/1800/2100 Beyond 2021 (Reqd. for UH3 & UH4)

Pond4 ST - - Beyond 2021 (Reqd. for UH3) @ North of NE Swale

Pond 5 ST - - Beyond 2021 Reqd. for UH3/UH4

* A map indicating the location of the sections is available from the Transportation & Utilities Department upon request.

0625 LAND DEV'T-TR SWR-NORTHEAST SECTORProject Status Open Year Identified 2009



- 293 -

Land Development Preliminary 2017Prior Budget Approvals$90,259,000


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSFGH/HH' - Sanitary/Lift/Forcemain 0.0 0.0 6,783.0 0.0 2,700.0HH'/H'I - Storm/Pond 3 0.0 0.0 0.0 0.0 3,097.0San Trunks - UH2 - MN,MM', MOO' 200.0 0.0 0.0 0.0 0.0Total 200.0 0.0 6,783.0 0.0 5,797.0FINANCING DETAILSTRUNK SEWER RESERVE 200.0 0.0 6,783.0 0.0 5,797.0Total 200.0 0.0 6,783.0 0.0 5,797.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 294 -

- 295 -


Project Description This project involves warranty work in prepaid subdivisions.

General Comments In this project, funding is provided for warranty construction after the issuance of the final acceptance certificate. Funding from theProperty Realized Reserve is used for reconstruction of sidewalks in City development areas that are damaged during homeconstruction.

Prior Budget Approvals$4,509,000

0626 LAND DEV'T-SUBDIVIS'N WARRANTYProject Status Open Year Identified 2009




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSConstruction 595.0 0.0 0.0 0.0 0.0Total 595.0 0.0 0.0 0.0 0.0FINANCING DETAILSPROPERTY REALIZED RES 100.0 0.0 0.0 0.0 0.0WARRANTY RESERVE 495.0 0.0 0.0 0.0 0.0Total 595.0 0.0 0.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 296 -


Project Description This project involves the construction of fencing relating to various prepaid subdivisions.

General Comments Fencing is constructed in various prepaid subdivisions as development of the neighbourhood progresses.

0627 LAND DEV'T-SUBDIVIS'N FENCINGProject Status Open Year Identified 2009




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSFencing - Rosewood 0.0 59.0 0.0 0.0 0.0Fencing-Brighton 0.0 31.0 0.0 0.0 0.0Fencing-Kensington 0.0 56.0 0.0 0.0 0.0Total 0.0 146.0 0.0 0.0 0.0FINANCING DETAILSFENCING RESERVE 0.0 146.0 0.0 0.0 0.0Total 0.0 146.0 0.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 297 -


Project Description This project includes various transportation safety improvements throughout the City including intersection and right-of-wayimprovements, safety messages and the management and implementation of the Road Safety Action Plan.

General Comments This project supports the City of Saskatoon's long-term 'Moving Around' strategy as traffic safety devices provide safety to motorists,cyclists and pedestrians.

Details on the program proposed for the budget year will be presented in an administrative report prior to, or concurrent with, theCouncil budget meeting.

0631 TU-TRANSPORTATION SAFETY IMPROVEMENTSProject Status Open Year Identified 2009

Project Type INFRASTRUCTURE MAINTENANCE Manager Shirley Matt



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSCONSTRUCTION 100.0 100.0 100.0 100.0 100.0Total 100.0 100.0 100.0 100.0 100.0FINANCING DETAILSTRAFFIC SAFETY RESERVE 100.0 100.0 100.0 100.0 100.0Total 100.0 100.0 100.0 100.0 100.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021



Project Description This project involves the extension of the sanitary trunk sewers from the pollution control plant to service the Marquis IndustrialArea. These Trunks are required to serve new and existing industrial areas in the northern part of the City. This project also includesStorm Trunks and Storm Ponds.

General Comments This strategy will provide trunk services to the area bounded by the perimeter highway, 1/2 mile west of idylwyld Drive and north of60th Street.


Wetland Design Industrial - - 2006 Engineering Consultant to propose Wetland SysteM

AB 613 1500/3050 2006 Complete

BC 400 1200/2400 2006 Complete

CD 673 1200/2100-2400 2006 Complete

DD'/D'EFN 1,020 1050/1050-1200 2011/2012 Complete

FG 1,000 1050 2013 Complete

DT Pond #2 - - 2012 (Conversion of Existing Wetland to 12.1 haWet Pond)

HN 470 1350 2013

EI 887 900/1500 2019

IJ St. 500 1050 2021 Requd for area west of Faithfull

IK San 825 1050 2021 Requd for area N of 71st Street

BC'CD' 900 1050/2100 2014

BI 640 1050/2100 2009

STM Pond #1 - Dry pond 2009

D'E San 830 750 2018

D'E St. 830 1800 2018

D'K San 2,100 900 2021 West of CN

D'S St. 1,200 900 2021 West of CN to Swale

SL St. 2,000 1050 Beyond 2021 Reqd for area west of swale

KL San 1,400 1200 Beyond 2021 Reqd for area west of swale

LL' San 800 450 Beyond 2021 Sanitary Trunk

EF San 1,165 750 2020 Sanitary Trunk east of Wanuskewin

EFF' St. 1,550 600 2020 Storm Trunk east of Wanuskewin

Pond 11 St. - - 2020

FF' San 800 600 Beyond 2021

FF' St. 800 600 Beyond 2021

Pond 12 St. - - Beyond 2021

STM Pond #4 - 3.38ha Dry P 2013 North of 71st



0634 LAND DEV'T-TR SWR-NORTH INDUSTRIALProject Status Open Year Identified 2009




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSD'E - Sanitary & Storm Trunk - N of CNH 50.0 6,589.0 0.0 0.0 0.0D'K - San & Stm - West of Arthur Rose 0.0 0.0 0.0 0.0 7,126.0EF - SAN/EFF"STM/POND II 0.0 0.0 0.0 8,770.0 0.0

- 298 -


EI - Faithfull E - Marquis to 71st 0.0 100.0 3,611.0 0.0 0.0FG 200.0 0.0 0.0 0.0 0.0IJ/IK - San & Stm (71st & Idylwyld) 0.0 0.0 0.0 0.0 2,275.0Total 250.0 6,689.0 3,611.0 8,770.0 9,401.0FINANCING DETAILSTRUNK SEWER RESERVE 250.0 6,689.0 3,611.0 8,770.0 9,401.0Total 250.0 6,689.0 3,611.0 8,770.0 9,401.0IncrementalOperating Impacts (000's)

Budget2017

Plan2018

Plan2019

Plan2020

Plan2021



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

- 299 -

- 300 -


Project DescriptionThis project involves the construction of the storm and sanitary trunk sewer systems to serve new development in Montgomery

Place West. The storm sewer component (AB) may be combined with future servicing of the West Sector.

General CommentsSECTION * LENGTH (m) SIZE (mm) YEAR(s)

A- Stormwater - - Beyond 2021

Storage Basin

AB 2,200 600 Beyond 2021

DE - Sewage Lift 620 200 Beyond 2021

Station & Forcemain


Prior Budget Approvals$72,000

0636 LAND DEV'T-TR SWR-MONTGOMERY PLACE WESTProject Status Open Year Identified 2009




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSStm Wtr Storage Basin A 0.0 0.0 0.0 50.0 0.0Total 0.0 0.0 0.0 50.0 0.0FINANCING DETAILSTRUNK SEWER RESERVE 0.0 0.0 0.0 50.0 0.0Total 0.0 0.0 0.0 50.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 301 -


Project Description This project involves the construction of buffer strips adjacent to prepaid subdivisions.

General CommentsConstruction of buffer strips may include grading, topsoil, seeding and shelter belts. This project also involves reimbursement forcosts incurred by the developer for berm construction.


0639 LAND DEV'T-SUBDIVIS'N BUFFERSProject Status Open Year Identified 2009




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSBuffers - Brighton 0.0 118.0 0.0 0.0 0.0Buffers - Elk Point 0.0 20.0 0.0 0.0 0.0Buffers - Kensington 61.0 277.0 36.0 0.0 0.0Buffers - Rosewood 0.0 210.0 0.0 0.0 0.0Total 61.0 625.0 36.0 0.0 0.0FINANCING DETAILSBUFFER RESERVE 61.0 625.0 36.0 0.0 0.0Total 61.0 625.0 36.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 302 -


Project Description This project involves the design and construction of a North-South arterial roadway extending to the future commuter bridgecrossing. This roadway is the main North-South arterial that will provide access to the University Heights Suburban area and theHolmwood Sector. In the long term, this roadway will form part of the roadway network feeding the proposed Perimeter Road.

General Comments The construction in 2003 included a joint project with the Ministry of Highways and Infrastructure to upgrade the intersection ofMcOrmond Road and Highway 5.


0655 LAND DEV'T-ARTL RD-MCORMOND(E SECT-PERIMETER RD)Project Status Open Year Identified 2009




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILS6th Collector to 8th Street 0.0 0.0 0.0 0.0 2,481.0Brighton Blvd to Brighton Common 0.0 3,934.0 0.0 0.0 0.0Brighton Common to 6th Collector 0.0 0.0 0.0 3,794.0 0.0Fedoruk to Feheregyhazi/Swale 6,742.0 0.0 0.0 0.0 0.0Total 6,742.0 3,934.0 0.0 3,794.0 2,481.0FINANCING DETAILSARTERIAL ROAD RESERVE 6,742.0 3,934.0 0.0 3,794.0 2,481.0Total 6,742.0 3,934.0 0.0 3,794.0 2,481.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 303 -


Project DescriptionThe Community Tree Planting Program (CTPP) involves planting trees on boulevards adjacent to serviced lots and on separateboulevards where planting set-back requirements are met.

General CommentsThe project involves investigating planting requests, identifying appropriate plant sites, site preparation including soil amendments ifrequired, tree planting, and three year establishment maintenance of trees in new residential neighbourhoods. It also includessupplemental establishment maintenance, as required, on approved tree planting by developers in new neighbourhoods.

Operating Impact$9,400 in 2020 (average annual life cycle cost of 175 trees at $53.50 per tree)

0668 PARK DEV-BOULEVARD DEVELOPMENTProject Status Open Year Identified 2009

Project Type PREPAID LAND DEVELOPMENT Manager Michelle Chartier



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSConstruction 150.0 150.0 150.0 150.0 150.0Total 150.0 150.0 150.0 150.0 150.0FINANCING DETAILSPARKS AND RECREATION LEVY (MULTI-DISTRICT) 150.0 150.0 150.0 150.0 150.0Total 150.0 150.0 150.0 150.0 150.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 304 -


Project Description This project involves the ongoing purchase/upgrade/replacement of non-fleet Transit System vehicles and equipment in accordancewith the Capital Reserves Bylaw.

General CommentsTransit is moving to the Civic Operations Centre (Project 1584) and the auxiliary equipment required by Transit has been included inProject 1584; therefore no funding request for this project in 2017.

0671 TR-AUXILIARY VEH/EQUIPProject Status Open Year Identified 2009




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSEquipment Purchase 0.0 100.0 100.0 100.0 100.0Total 0.0 100.0 100.0 100.0 100.0FINANCING DETAILSTRANSIT CAPITAL PROJECTS RESERVE 0.0 100.0 100.0 100.0 100.0Total 0.0 100.0 100.0 100.0 100.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 305 -

Recreation and Culture Preliminary 2017

Project Description This project involves identifying and completing the necessary major repair or replacement expenditures as required by the Facility'sComprehensive Maintenance Program.

General CommentsCurrent emergent needs include roofing access improvements and building envelope capital renewal. Planning for portions of thismajor renewal will require project funding to accrue until sufficient funding is in place.

0677 AF-ALBERT COMM CENTRE RENOSProject Status Open Year Identified 2009

Project Type INFRASTRUCTURE MAINTENANCE Manager David Hude

Asset Type Buildings Est. End Date -


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSRepairs 0.0 0.0 60.0 0.0 50.0Total 0.0 0.0 60.0 0.0 50.0FINANCING DETAILSALBERT MAJOR REPAIR RES 0.0 0.0 60.0 0.0 50.0Total 0.0 0.0 60.0 0.0 50.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 306 -


Project Description This project involves the purchase of replacement equipment in accordance with Capital Reserves Bylaw #6774. Replacements arerequired as the units have reached or passed their scheduled life spans and are experiencing unacceptable maintenance and repaircosts, excessive downtime and/or a loss in productivity.

General Comments The pieces of equipment to be replaced will be disposed of by public auction, by public tender or as trade-ins. The pieces ofequipment scheduled for replacement are as follows:

Auger - $2,500

Aerator - $12,000

Backhoe - $100,000

3x Blower - $900

Chainsaw - gas (0-50 cc) - $650

Chainsaw - gas (0-50 cc) - $1,000

Metal Detector - $1,200

3 x Mini-Haul Truck - $40,500

Rototiller - 2.5 HP - $900

Sprayer - $2,000

Sweeper - vacuum - $80,000

2 x Trailer (2 axle) - $17,000

Tree Spade - large - $21,000

Water Cannon - $4,000

21 x Weed Trimmer - $12,600

Tractor 40-50 HP - $50,000

Tractor - over 60 HP - $67,000

Mower 6' - 4 wheel Drive - $30,000

Mower 36" walk behind - $3,500

Mower 11' - $67,800

Stump Cutter - $35,000

0679 AF-GROUNDS MTNCE-EQUIPMENT REPLProject Status Open Year Identified 2009

Project Type EQUIPMENT REPLACEMENT Manager Jason Kennon

Asset Type Parks Equipment Est. End Date -


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSEquipment Purchase 550.0 410.0 265.0 360.0 400.0Small Equipment Replacement Review 50.0 0.0 0.0 0.0 0.0Total 600.0 410.0 265.0 360.0 400.0FINANCING DETAILSGROUNDS MAINTENANCE EQUIPMENT RES 550.0 410.0 265.0 360.0 400.0OPERATING FUND CONTRIBUTION 50.0 0.0 0.0 0.0 0.0Total 600.0 410.0 265.0 360.0 400.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


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Project Description This project involves the extension of Taylor Street East of McKercher Drive to the Canadian Pacific Railway (CPR) tracks. This isrequired to provide access to the Lakeview, Lakeridge, Lakewood, Briarwood and Rosewood subdivisions and is the only East-Westarterial roadway South of 8th Street.

General Comments Additional construction for Rosewood Gate to CPR tracks section is planned for 2019 and beyond.


0681 LAND DEV'T-ARTL RD-TAYLOR(MCKER-CP TRACK)Project Status Open Year Identified 2009




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSRosewood Gate North to Rosewood Drive 0.0 0.0 3,519.0 0.0 3,207.0Total 0.0 0.0 3,519.0 0.0 3,207.0FINANCING DETAILSARTERIAL ROAD RESERVE 0.0 0.0 3,519.0 0.0 3,207.0Total 0.0 0.0 3,519.0 0.0 3,207.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


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Project DescriptionThis project involves the extension of primary water mains to the area East of Boychuk Drive and South of 8th Street. These primarieswill facilite the development of residential neighbourhoods in the South East Sector and the Lakewood Suburban Centre.


AB 530/550 1,050 1989 & 1996 Complete

BC 240 600 1996 Complete

BD 1,200 1,050 2005 & 2009 Complete

DD 505 1,050 2009 Complete

DE 955 1,050 2018 (Required for Rosewood)


Prior Budget Approvals$2,958,000 - Prior years' approvals reflect the Weyakwin/Briarvale section

0686 LAND DEV'T-PRIM WTRMN-SOUTHEAST SECTORProject Status Open Year Identified 2009




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSD'E - Taylor - Rosewood Gate N to Rosewood E 50.0 2,873.0 0.0 0.0 0.0Total 50.0 2,873.0 0.0 0.0 0.0FINANCING DETAILSPRIMARY WATERMAIN RES 50.0 2,873.0 0.0 0.0 0.0Total 50.0 2,873.0 0.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


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Utilities Preliminary 2017

Project Description This project involves the replacement of deteriorating Wastewater Treatment Plant assets (in accordance with the Capital ReservesBylaw) that have reached the end of their useful life. The assets are replaced by similar equipment or equipment with a similarfunction.

General CommentsThe asset group defined by the project are subject to a review to determine condition and eligibility. The project includes an itemlabelled Existing System Replacements. This provides funding for assets that experience premature failure and require immediatereturn to service.

0687 WWT- ASSET REPLACEMENTProject Status Open Year Identified 2009

Project Type EQUIPMENT REPLACEMENT Manager Larry Schultz



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSBioreactors - Pumps & Processes 516.0 0.0 1,109.0 0.0 0.0Digester - Pumps 75.0 78.0 81.0 84.0 2,457.0Fermentor - Pumps & Processes 360.0 62.0 195.0 67.0 105.0Grit & Screen - Pump and Processes 120.0 94.0 573.0 607.0 58.0Heating Bldg - Pumps/Piping/Processes 350.0 260.0 108.0 112.0 0.0Other - Labs, Server 160.0 260.0 0.0 0.0 0.0PEP - Pumps 0.0 0.0 0.0 67.0 70.0Primary Basins - Pumps & Processes 2 125.0 577.0 135.0 181.0 188.0Sec Clarifiers - Pumps & Processes 0.0 634.0 595.0 56.0 0.0Thickener - Pumps 0.0 104.0 0.0 191.0 68.0Utility Building 0.0 437.0 146.0 0.0 0.0UV - Processes & Electrical 0.0 0.0 0.0 112.0 0.0Total 1,706.0 2,506.0 2,942.0 1,477.0 2,946.0FINANCING DETAILSSEWAGE COLL & TRTMNT REPL RES 1,706.0 2,506.0 2,942.0 1,477.0 2,946.0Total 1,706.0 2,506.0 2,942.0 1,477.0 2,946.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


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Project Description This project involves the extension of the trunk sewers on Boychuk Drive from 8th Street to the area bounded by 8th Street on the

North, to Highway 16 on the South, Circle Drive on the West, and CPR on the East.


AB 1580 1600/1200 1988/93/94/95

AC Stormwater Storage - - 1988/1994

Basin & Lift Station

EF Stormwater Storage - - 1988/95/97/98

Basin

H Hyde Wetlands East - - 2009 (Reqd for east portion of Rosewood)

HJ Storm Trunk 300 500 2009 (Reqd for wst & east portion of Rosewood)

BE Lakewood San Trunk 800 600 1999/2001 (Reqd for Suburban Ctr West)

DE San Trunk 1,500 300/450 2008 (Kingsmere lift to Lakewood Lift Station)

E Lift Station Stage II - - 2004 (reqd for suburban Ctr east)

EJ San Trunk 900 75/450/525 2004/2009 Reqd for suburban Ctr E & east portion of Rosewood nbrhd)

B Trounce Pond - - 1996/2000/2001/2003

EO Boychuk Forcemain - - 2014 (Reqd for Rosewood) - Lakewood Lift Station to Moncton

G Hyde Wetlands West 150 1500 2004/2008 (reqd for west portion of Rosewood neighbourhood)

E Lift Station Stage II - - - (No longer reqd)

KE Storm Trunk 200 1500 2001

Drainage Master plan - - 2001

Pond M- Taylor Street - - 2010 (Reqd for east portion of Rosewood neighbourhood)

Pond N - Briarwood Swale - - 2010 (Reqd for east portion of Rosewood neighbourhood)

E Boychuk Storage Tanks - - 2018 Required for Rosewood Wet Weather Flows

Wet weather Storage Tank San -

* A map indicating the location of the trunk sections, stormwater storage basins, and lift stations are available from theTransportation and Utilities Department upon request.


0704 LAND DEV'T-TR SWR-SOUTHEAST SECTORProject Status Open Year Identified 2009




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSE-Boychuk Storage Tanks 0.0 2,350.0 0.0 0.0 0.0Total 0.0 2,350.0 0.0 0.0 0.0FINANCING DETAILSUNFUNDED MAJOR PROJECTS 0.0 2,350.0 0.0 0.0 0.0Total 0.0 2,350.0 0.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


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Project Description This project involves the replacement of major pieces of equipment for the Recreation and Community Development Division of theCommunity Services Department, in accordance with the Capital Reserves Bylaw.

General Comments The 2017 budget includes the replacement of recreation, fitness and aquatic equipment at the indoor leisure facilities, thereplacement of the Zamboni at Archibald Arena and upgrade of software and timing equipment associated to the score clock at theShaw Centre.

Operating Impact 2018: $20,000 increase in the contribution to the Leisure Services Equipment Replacement Reserve to increase the provision for thefuture replacement of the score clock at the Shaw Centre.

0706 CY-LEIS SERV-FACILITY EQUIP REPLProject Status Open Year Identified 2009

Project Type EQUIPMENT REPLACEMENT Manager Dylan Czarnecki



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSEquipment Purchase 125.0 120.0 120.0 120.0 120.0Upgrade Software and Timing Equipment ñ Shaw Score Clock 150.0 0.0 0.0 0.0 0.0Zambonis 120.0 0.0 125.0 0.0 125.0Total 395.0 120.0 245.0 120.0 245.0FINANCING DETAILSLEISURE SERVICES EQUIPMENT REPL RES 395.0 120.0 245.0 120.0 245.0Total 395.0 120.0 245.0 120.0 245.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


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Project DescriptionThe objective of this project is to provide power factor correction to reduce the peak electrical demand of the electrical distributionsystem. The installation of capacitors reduces power demands and the associated cost of bulk power purchases. With the completionof the Smart Meter installations, more information on voltage at the customer end-points will be available and allow for a moresystematic approach to demand reduction and power delivery efficiencies.

General CommentsTraditionally, capacitor banks are installed on the electric distribution lines to offset power characteristics from transformers, motors,and other loads that result in less efficient power delivery. There are a variety of approaches available depending on the operatingrequirements, real-time data available, and economic conditions. This project will include a review of these requirements and use theavailable data to determine a more optimal system operating condition that could result in significant savings to the utility. Typicalsystem improvements result in reduction of line losses from 2% to 5%.

0720 SL&P - CAPACITOR INSTALLATIONSProject Status Open Year Identified 2009

Project Type ELECTRICAL AND STREET LIGHTING Manager Mehrnoosh Janbakhsh



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSVolt/Var Demand Reduction 0.0 150.0 0.0 0.0 0.0Total 0.0 150.0 0.0 0.0 0.0FINANCING DETAILSELECTRICAL DISTRIBUTION EXTENSION RES 0.0 150.0 0.0 0.0 0.0Total 0.0 150.0 0.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


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Project DescriptionThis project is for the installation of electrical revenue meters. The electronic meters being installed provide greater accuracy andcomply with Measurement Canada requirements. They also provide the opportunity for the collection of additional engineering datato enhance the operation of the electric system (part of a Smart Grid implementation).

General CommentsMany of the revenue meters currently in service use older electromechanical technology. The accuracy of an electromechanicalmeter declines as the mechanical components wear out. As a result, the amount of power registered by the meter is less than isactually used. When meters fail to meet Measurement Canada accuracy standards, replacement is mandatory.

Electronic meters (referred to as 'smart' meters) will replace all the existing electromechanical meters and form the basis ofSaskatoon Light & Power's Advanced Metering Infrastructure (AMI) system. The smart meters are able to securely send revenuemetering data and other engineering information to a central location for verification, analysis and billing. The engineering data canprovide status information which can be used to detect power disturbances, outages and restoration.

Since 2008, approximately 70% of the 59,000 meters have been upgraded. The upgrades are planned to be complete by the end of2017. After 2017, funding is required to maintain the upgraded population of meters and to meet the demand for new meteredelectric services.

0724 SL&P - REVENUE METER - NEW & REPLACEMENTProject Status Open Year Identified 2010

Project Type EQUIPMENT REPLACEMENT Manager Moussa Fadlelmawla



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSMeters - Growth & maintenance 0.0 250.0 250.0 250.0 250.0New Meters 3,500.0 0.0 0.0 0.0 0.0Total 3,500.0 250.0 250.0 250.0 250.0FINANCING DETAILSELECTRICAL DISTRIBUTION EXTENSION RES 500.0 250.0 250.0 250.0 250.0ELECTRICAL DISTRIBUTION REPLACEMENT RES 3,000.0 0.0 0.0 0.0 0.0Total 3,500.0 250.0 250.0 250.0 250.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


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Project DescriptionThis project is for upgrades and extensions of the electrical distribution system due to customer demand for new electrical service orelectrical load growth. The load types include residential, industrial, commercial, and institutional throughout the electrical servicearea of Saskatoon Light & Power.

General CommentsThe budget for this project is developed from a generalized expectation of demand for new services and upgrades to existing services.Project funding includes contributions from the customer and an investment from Saskatoon Light & Power based on anticipatedrevenue increase.

The electrical facilities normally provided under this project are an electric transformer and cabling from the primary system to thepoint of service. The work required for a particular service may extend beyond the property being served. However, the scope ofwork is expected to remain within the immediate locale of that service. The extent of the required construction may be affected bywork identified in other active capital projects.

0736 SL&P - CUSTOMER UPGRADES AND EXTENSIONSProject Status Open Year Identified 2009

Project Type ELECTRICAL AND STREET LIGHTING Manager Ashish Pattanashetty



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSCustomer Connections 2,300.0 2,400.0 2,400.0 2,600.0 2,860.0Total 2,300.0 2,400.0 2,400.0 2,600.0 2,860.0FINANCING DETAILSELECTRICAL DISTRIBUTION EXTENSION RES 950.0 1,050.0 1,050.0 1,100.0 1,250.0ELECTRICAL DISTRIBUTION REPLACEMENT RES 500.0 500.0 500.0 600.0 610.0SL&P CUSTOMER CONTRIBUTION 850.0 850.0 850.0 900.0 1,000.0Total 2,300.0 2,400.0 2,400.0 2,600.0 2,860.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


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Arts, Culture and Events Venues Preliminary 2017

Project Description This project provides for the repair or replacements of TCU Place equipment.

General Comments Building repairs are not part of this project and are provided for under the Civic Buildings Comprehensive Maintenance Reserve,which is under the jurisdiction of the Facilities Management service line within the Corporate Asset Management business line.

0740 TCU PLACE-EQUIPMENT REPAIR/REPLACEMENTSProject Status Open Year Identified 2010

Project Type EQUIPMENT REPLACEMENT Manager Bob Korol



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSCaretaking and Maintenance 52.0 6.0 0.0 16.0 44.0Computer 43.0 53.0 183.0 55.0 0.0Furnishings and Misc 0.0 0.0 559.0 9.0 233.0Kitchen 0.0 0.0 67.0 0.0 100.0Lighting 126.0 0.0 323.0 0.0 111.0Sound 0.0 0.0 167.0 0.0 56.0Theatre 70.0 0.0 0.0 0.0 0.0Total 291.0 59.0 1,299.0 80.0 544.0FINANCING DETAILSTCU PLACE EQUIPMENT RESERVE 291.0 59.0 1,299.0 80.0 544.0Total 291.0 59.0 1,299.0 80.0 544.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


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Project Description This project involves the general administration related to the completion of work in old prepaid areas.

General CommentsThis project includes the preparation of as-built drawings, an update of the aerial photographs of old prepaid areas, an analysis of theoperation of existing storm water drainage ponds and final inspections.

0748 LAND DEV'T-GEN ADMIN-OLD AREASProject Status Open Year Identified 2009




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSGeneral Admin 86.0 0.0 0.0 0.0 0.0Total 86.0 0.0 0.0 0.0 0.0FINANCING DETAILSGEN PPD SERVICES-GENERAL 86.0 0.0 0.0 0.0 0.0Total 86.0 0.0 0.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021



Project DescriptionThis project involves the extension of the trunk sewers to the proposed South Bridge and development of the Stonebridgeneighbourhood. It will also improve storm sewer services to the Avalon and Adelaide extensions.

This project is subject to further review of servicing and cost implications as well as approval of an overall neighbourhood conceptplan.

General CommentsOther funding is from Developers for retrofit/reconstruction of existing services.


A - Stonebridge Neighbourhood Lift - - 2009 (Reqd for east- design reqd. to size FM)

Station

AB Preston Forcemain-CNR to Arlington 1,800 375 - Cancelled

BC Preston Forcemain-Arlington to 8th 2,400 375 - Cancelled

DE - Preston Twinning-College to 1,600 600 - Cancelled

115th St

F- Jasper Ave Lift Station Upgrade - - 2009 (Reqd for West)

J- Stonebridge east Pond - - 2007/2009 (Reqd for east)

Neighbourhood

GH- Storm Trunk River to Lorne 1,700 Swale 2006/2010

HL- Storm Trunk-Lorne to brand 1,640 1350/1500 2010

IJ- Storm Forcemain-Preston to 2,100 625 2006/2008 (Reqd for east)

Clarence Neighbourhood

IK- Clarence Storm trunk-Circle to 350 600 2005/2007 (Reqd for west)

Melville Neighbourhood

AP- Forcemain-Preston to 2,800 350 2007 (Reqd for west)

Brand neighbourhood

FM- Forcemain-Jasper to Taylor 2,180 450 2009 (No longer reqd)

Neighbourhood

N- Lorne Ave Lift Station Upgrade - - - (To be handled under

separate project)

NO- Forceman-Lorne Lift to 20 & - - - (To be handled under

Spadina separate project)

J- Storm sewer lift station - - 2009 Funded from TSR (Reqd

for East neighbourhood)

PF- Forcemain - Brand to Jasper 1,040 350 2015 After South River

Crossing

PR- Melville-Stonebridge res. to 280 375 2005 (Reqd for west)

comm. Neighbourhood

RI- Melville-Stonebridge comm. 510 1200/1350/375ss 2005/2007 (Reqd for west)

to Clarence Neighbourhood

IL- Melville-Clarence to 680 900st/450ss 2006 (Reqd for west)

Brand Neighbourhood

QR- Storm-West Pond to 400 750 2006 (Reqd for west)

Melville Neighbourhood

Q- Stonebridge West Pond - - 2005 (Reqd for west neighbourhood)

SA- Sanitary East of Preston 700 375/450 2008 (Reqd for east)

Neighbourhood

0778 LAND DEV'T-TR SWR-STONEBRIDGEProject Status Open Year Identified 2009



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Land Development Preliminary 2017* A map indicating the location of the trunk sections, stormwater storage basins, and lift stations are available from theTransportation and Utilities Services Department upon request.



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSA - Sewage Pumping Station 60.0 0.0 0.0 0.0 0.0F-Jasper Ave. Sewage Pump Stn 184.0 0.0 0.0 0.0 0.0Total 244.0 0.0 0.0 0.0 0.0FINANCING DETAILSWASTEWATER LIFT STATION RES 244.0 0.0 0.0 0.0 0.0Total 244.0 0.0 0.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


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- 319 -


Project DescriptionThis project involves the upgrading of street lighting on roadways (not associated with roadway projects).

General CommentsThe lighting upgrades are typically in response to public safety issues regarding roadway intersection, railway crossings and mid-blocklighting. Provision is also made for unanticipated requests by City Council, Saskatoon Police Service or special interest groups forlighting upgrades related to public safety concerns requiring immediate attention.

0825 SL&P - STREET LIGHT UPGRADESProject Status Open Year Identified 2010

Project Type ELECTRICAL AND STREET LIGHTING Manager Gord Stushnoff



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSLED Conversion 100.0 100.0 200.0 200.0 300.0Lighting Upgrade 60.0 60.0 65.0 65.0 65.0Total 160.0 160.0 265.0 265.0 365.0FINANCING DETAILSELECTRICAL DISTRIBUTION EXTENSION RES 70.0 70.0 85.0 85.0 95.0ELECTRICAL DISTRIBUTION REPLACEMENT RES 90.0 90.0 180.0 180.0 270.0Total 160.0 160.0 265.0 265.0 365.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


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Project Description This project involves the redevelopment of various centre medians along major arterial streets. The work consists of curbreplacements where required, hard surfacing, installation of irrigation systems, tree planting and flower pots.

General Comments Priorities are established annually in consultation with the various divisions of the Community Services and Transportation andUtilities Departments. Prior years actual costs have been apportioned approximately 75% for curb and utility replacements, and 25%for landscaping.

0832 CY-CENTER MEDIAN REHABILITATIONProject Status Open Year Identified 2009

Project Type INFRASTRUCTURE REPLACEMENT Manager Bruce Laing



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSStreet Medians 0.0 200.0 200.0 200.0 200.0Total 0.0 200.0 200.0 200.0 200.0FINANCING DETAILSUNFUNDED TRANSPORTATION INFRA RES 0.0 200.0 200.0 200.0 200.0Total 0.0 200.0 200.0 200.0 200.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


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Project Description This project involves lane rehabilitation on both paved lanes and gravelled lanes. Rehabilitation is to the original service level of loadcapacity, ride, drainage and grade elevation.

General Comments A more selective process has been implemented to rehabilitate gravel lanes which involves a localized reconstruction program.

0837 TU-LANE REHAB & DRAINAGE IMPROVProject Status Open Year Identified 2009

Project Type INFRASTRUCTURE REPLACEMENT Manager Mitchell Parker



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSDrainage Improvement 127.0 127.0 127.0 127.0 127.0Gravelled Lanes 1,000.0 1,000.0 1,000.0 1,000.0 1,000.0Paved Lanes 658.0 658.0 658.0 658.0 658.0Total 1,785.0 1,785.0 1,785.0 1,785.0 1,785.0FINANCING DETAILSINFRA RES-TRANSPORTATION 1,785.0 1,785.0 1,785.0 1,785.0 1,785.0Total 1,785.0 1,785.0 1,785.0 1,785.0 1,785.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


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Saskatoon Public Library Preliminary 2017

Project Description This project involves the replacement of equipment associated with the Public Library in accordance with Policy 03-019 (EquipmentReserve Fund - Public Library).

0838 LIBR-EQUIPMENT REPLACEMENTProject Status Open Year Identified 2009

Project Type EQUIPMENT REPLACEMENT Manager Laura Warner



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSEquipment Purchase 200.0 200.0 200.0 200.0 200.0Total 200.0 200.0 200.0 200.0 200.0FINANCING DETAILSPUBLIC LIBRARY EQUIP REPL RES 200.0 200.0 200.0 200.0 200.0Total 200.0 200.0 200.0 200.0 200.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


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Corporate Asset Management Preliminary 2017

Project Description This project involves the upgrade and maintenance of the core infrastructure for the City's trunked radio system. The trunking systeminfrastructure is a corporate resource that is shared by all user departments. The system provides radio communications for Police,Fire, Transportation and Utilities, and other civic departments.

General Comments This project includes the purchase of equipment for planned repairs and replacements of existing infrastructure components of theCity's trunked radio system, in accordance with Capital Reserves Bylaw #6774.

This project provides funding for the design and subsequent construction of infrastructure components and equipment to meet theneeds identified in the design phase. Planned expansion of additional repeater towers throughout the City's growingneighbourhoods.

0877 AF-TRUNKING RADIO INFRASTRUCTURE REPLACEMENTProject Status Open Year Identified 2009

Project Type SUPPORT SYSTEMS Manager Del Ehlert

Asset Type Communication systems Est. End Date -


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSConstruction 0.0 0.0 500.0 0.0 0.0Design 50.0 50.0 0.0 0.0 0.0Infrastructure Replacement 435.0 439.0 400.0 420.0 420.0Total 485.0 489.0 900.0 420.0 420.0FINANCING DETAILSTRUNKED RADIO SYS INFRAS REPL RES 485.0 489.0 900.0 420.0 420.0Total 485.0 489.0 900.0 420.0 420.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


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Project Description This project involves the upgrade, enhancement and repairs of parks throughout the City. Landscape upgrades and enhancementsinclude:

- additional plantings;

- irrigation system replacement;

- installation of subsurface drainage systems;

- lighting;

- site furniture;

- play equipment.

General Comments Funding identified in 2017 will reduce the current backlog of park renewal and rehabilitation requirements associated with drainage,pathways and irrigation park infrastructure. The following parks will be upgraded in 2017:

- Rochdale: Irrigation, drainage, and pathway upgrades

- St. Andrews: Drainage and catch basin upgrades

- Lakeview: Pathway upgrades

In addition to the park upgrades, Park infrastructure condition assessments will continue to be done to assist in determing futurepriorities for park upgrades, enhancements and repairs.

Future budget allocations will be determined in accordance with the Parks Asset Management Plan report recommendationsexpected in late 2016.

0901 CY-PARK UPGRADES, ENHANCEMENTS & REPAIRSProject Status Open Year Identified 2009

Project Type GROWTH AND CAPITAL EXPANSION Manager Bruce Laing



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSLakeview Park Development 175.0 0.0 0.0 0.0 0.0Park Assessments 50.0 0.0 0.0 0.0 0.0Rochdale Park Development 660.0 0.0 0.0 0.0 0.0St. Andrews Park Development 60.0 0.0 0.0 0.0 0.0Total 945.0 0.0 0.0 0.0 0.0FINANCING DETAILSINFRASTRUCTURE RESERVE - PARKS 945.0 0.0 0.0 0.0 0.0Total 945.0 0.0 0.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


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Project Description This project involves the design and construction of new sidewalks or pathways adjacent to existing arterial roadways, collector roadsor local streets.

General Comments Currently, there are numerous outstanding sidewalk/pathway locations requested by residents, some dating back to 2007, at a totalcombined length of over 8,000 metres and an estimated cost exceeding $3.5 million. Priority for construction is given to locationsadjacent to schools and parks, locations with no sidewalks on either side, and locations identified by the Neighbourhood TrafficReview and Corridor Study processes.

2017 Budget will focus on sidewalk construction to improve access to transit corridors.

Details on the program proposed for the budget year will be presented in an administrative report prior to, or concurrent withCouncil budget meeting.

Special NoteThe Other funding source identified in this project is the City's matching contribution of $650,000 for the Public Transit InfrastructureFund. This funding will be from a reallocation of utility dividend from Building Canada funded utility projects.

0948 TU-NEW SIDEWALKS AND PATHWAYSProject Status Open Year Identified 2009

Project Type INFRASTRUCTURE REPLACEMENT Manager Shirley Matt



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSConstruction 1,300.0 350.0 350.0 350.0 350.0Total 1,300.0 350.0 350.0 350.0 350.0FINANCING DETAILSOTHER 650.0 0.0 0.0 0.0 0.0PTIF - FEDERAL 650.0 0.0 0.0 0.0 0.0UNFUNDED ACTIVE TRANSPORTATION RESERVE 0.0 350.0 350.0 350.0 350.0Total 1,300.0 350.0 350.0 350.0 350.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


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Project Description This project involves the upgrading of interim stage gravel roads throughout the City. Treatments could include seal treatment,recycled asphalt, temporary hard surfacing, ditch grading and culvert installation.

General Comments Boundary roads are the roads that are between the built up area of the City and the municipal boundary. Most of these roadways aregravel rural grid roads. The size of the boundary roadway network has grown significantly with recent increases in the municipalboundary.

0959 TU-UPGRADE BOUNDARY ROADSProject Status Open Year Identified 2009




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSConstruction 260.0 400.0 400.0 400.0 400.0Total 260.0 400.0 400.0 400.0 400.0FINANCING DETAILSINFRA RES-TRANSPORTATION 260.0 260.0 260.0 260.0 260.0UNFUNDED TRANSPORTATION INFRA RES 0.0 140.0 140.0 140.0 140.0Total 260.0 400.0 400.0 400.0 400.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


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Project DescriptionThis project involves upgrading of street lighting in established neighbourhoods. The purpose is to improve the lighting in olderestablished neighbourhoods to match those of neighbourhoods being developed now.

General CommentsThe layout of street lights in established neighbourhoods is essentially a light at the street corners and one light at midblock. Thisproject will improve the lighting level for the entire block. The light now at midblock will be relocated and a new light installed. Thetwo midblock lights will be approximately evenly spaced in the block. There are variations of street layouts such as centre medians,non-grid layouts, and street width variations where the upgraded lighting layout will be more complicated.

Timing for neighbourhoods is dependent upon a variety of factors including other streetscape projects, neighbourhood trafficpatterns, and roadways projects. The following areas are proposed for upgrades to the neighbourhood street lighting: Sutherland,Adelaide/Churchill, North Park, Avalon, Nutana Park, C.N. Industrial, North Industrial, Southwest Industrial, Central Industrial, WestIndustrial, University Heights Industrial, and Airport Business Park.

Periodic reassessment of the project will occur to determine specific neighbourhoods for the budget year.

1016 SL&P - NEIGHBOURHOOD STREET LIGHT UPGRDSProject Status Open Year Identified 2010




Budget2017

Plan2018

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GROSS COST DETAILSNeighbourhood Lighting Upgrade 0.0 200.0 0.0 200.0 0.0Total 0.0 200.0 0.0 200.0 0.0FINANCING DETAILSELECTRICAL DISTRIBUTION EXTENSION RES 0.0 160.0 0.0 160.0 0.0ELECTRICAL DISTRIBUTION REPLACEMENT RES 0.0 40.0 0.0 40.0 0.0Total 0.0 200.0 0.0 200.0 0.0


Budget2017

Plan2018

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Project DescriptionThis project is for a Smart Grid Control System for Saskatoon Light & Power (SL&P). The Smart Grid Control System is a hardware andsoftware platform used for the remote operation of the power grid. The system is based around a Supervisory Control and DataAcquisition (SCADA) system with various additional modules that augment the system and integrate with other smart gridcomponents. A complete Smart Grid Control System is complex and many components are dependent upon other base systems. Theimplementation will start with the replacement of the existing SCADA system followed by integration with the GIS and AMI data andsystems.

General CommentsA new Smart Grid Control System is needed for SL&P to build a smarter energy infrastructure and an advanced energy deliverysystem. SL&P's existing SCADA system has diminishing vendor support and is not compatible with long term smart grid strategies suchas integration with the City's Advanced Metering Infrastructure (AMI) and Geographic Information System (GIS). A new Smart GridControl System will have state-of-the-art master station hardware and software and workstation software interfaced with existingfield Remote Terminal Units. The new system will leverage existing field devices and integrate with GIS and AMI assets. Long termplans are to continue investing in new technologies and implement system optimization modules that improve the way energy isdelivered. These will be coupled with new technologies for data acquisition, control and flexibility. The final phases are to implementoutage detection, management, and restoration modules to create a dynamic and more secure power grid and more rapid outageresponse.

1018 SL&P - MONITORING SYSTEM UPGRADE (SCADA)Project Status Open Year Identified 2011

Project Type ELECTRICAL AND STREET LIGHTING Manager Don McPhee



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSScada System Upgrade 150.0 150.0 150.0 750.0 0.0Total 150.0 150.0 150.0 750.0 0.0FINANCING DETAILSELECTRICAL DISTRIBUTION EXTENSION RES 90.0 90.0 90.0 250.0 0.0ELECTRICAL DISTRIBUTION REPLACEMENT RES 60.0 60.0 60.0 500.0 0.0Total 150.0 150.0 150.0 750.0 0.0


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Project DescriptionThis project provides for the replacement of the existing outdoor shelter clad switchgear and additional transformation capacity atthe W.J. Bunn Substation, near the Saskatoon Forestry Farm Park and Zoo.

General CommentsDevelopment within the Saskatoon Light & Power service area for W.J. Bunn Substation has been forecast to exceed the capacity ofthe existing substation. The existing shelter clad switchgear was installed in 1983 and is nearing the end of its useful life. Additionalfeeders may be needed in addition to refurbishing/replacing the remaining original equipment. Load growth is being monitored witha detailed design expected to begin in 2018.

1019 SL&P - SUBSTATION UPGRADE - W. J. BUNNProject Status Open Year Identified 2012

Project Type ELECTRICAL AND STREET LIGHTING Manager Trevor Bell



Budget2017

Plan2018

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Plan2020

Plan2021

GROSS COST DETAILSWJ Bunn Switchgear 0.0 50.0 500.0 500.0 0.0WJ Bunn Transformers 0.0 0.0 0.0 0.0 2,000.0Total 0.0 50.0 500.0 500.0 2,000.0FINANCING DETAILSELECTRICAL DISTRIBUTION EXTENSION RES 0.0 50.0 250.0 250.0 0.0ELECTRICAL DISTRIBUTION REPLACEMENT RES 0.0 0.0 250.0 250.0 2,000.0Total 0.0 50.0 500.0 500.0 2,000.0


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Project Description This project upgrades existing traffic controls at one or more locations per year. Upgrades may include installation of new trafficsignals or roundabouts or upgrades to existing signals.

General Comments This project supports the City of Saskatoon's long-term 'Moving Around' strategy by providing improved traffic controls for all roadusers to safely move through an intersection.

Details on the program proposed for the budget year will be presented in an administrative report prior to, or concurrent with theCouncil budget meeting.

1036 TU-TRAFFIC CONTROL UPGRADESProject Status Open Year Identified 2009

Project Type GROWTH AND CAPITAL EXPANSION Manager Goran Lazic



Budget2017

Plan2018

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GROSS COST DETAILSConstruction 200.0 400.0 400.0 400.0 400.0Total 200.0 400.0 400.0 400.0 400.0FINANCING DETAILSTRANSP INFRAS EXPANSION 200.0 400.0 400.0 400.0 400.0Total 200.0 400.0 400.0 400.0 400.0


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Project Description This project encompasses the construction, replacement and maintenance of a network of benchmark monuments within the Citythat provide essential horizontal and vertical control for private and public construction purposes.

General Comments Included under the terms of this project are:

- Establishing and maintaining an electronic benchmark database layer within the Enterprise GIS framework

- Providing auxiliary GPS definitions for the benchmark network

- Replacement of damaged or destroyed monuments

- Regular inspection of monuments for condition assessment

- Vertical control verification

- Development and maintenance of information distribution and tracking formats

1041 TU-BENCHMARK REHABILITATIONProject Status Open Year Identified 2009

Project Type INFRASTRUCTURE REPLACEMENT Manager Todd Kuntz



Budget2017

Plan2018

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GROSS COST DETAILSConstruction 0.0 50.0 0.0 50.0 0.0Total 0.0 50.0 0.0 50.0 0.0FINANCING DETAILSGENERAL PPD SERV-ENGINEERING 0.0 16.0 0.0 16.0 0.0INFRA RES-WTR & SAN SWR 0.0 34.0 0.0 34.0 0.0Total 0.0 50.0 0.0 50.0 0.0


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Project Description This project involves the replacement of deteriorating Water Treatment Plant assets (in accordance with the Capital Reserves Bylaw)that have reached the end of their useful life. The assets are replaced by similar equipment or equipment with a similar function.

General CommentsThe asset group defined by the project are subject to a review to determine condition and eligibility.

1054 WTP-ASSET REPLACEMENTProject Status Open Year Identified 2009




Budget2017

Plan2018

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GROSS COST DETAILSAcadia Reservoir Structural Repair 0.0 0.0 433.0 0.0 0.0Chemical Feeding System 60.0 0.0 81.0 0.0 0.0Electrical/Mechanical Replacements 0.0 0.0 0.0 675.0 0.0Filter Plant Refurbishment 1,950.0 0.0 0.0 619.0 1,182.0Low Lift Pumping 0.0 0.0 0.0 2,098.0 2,182.0Plant HVAC 1,075.0 1,144.0 97.0 0.0 0.0Screen Chamber 0.0 0.0 54.0 0.0 0.0West Basin 0.0 260.0 0.0 0.0 0.0Total 3,085.0 1,404.0 665.0 3,392.0 3,364.0FINANCING DETAILSWATER SUPPLY REPL RES 3,085.0 1,404.0 665.0 3,392.0 3,364.0Total 3,085.0 1,404.0 665.0 3,392.0 3,364.0


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Project DescriptionAn AMI system is used to transmit electricity and water consumption data from the individual meters to the utilities. An AMI systemuses smart electricity and water meters that measure and record actual power and water usage by time intervals throughout the day.The information is then transmitted wirelessly over a secure network to a central database, which allows for remote meter reading.

Greenhouse gas emissions and labour costs tied to manual meter reading would also be reduced. It is estimated that 35 tonnes ofCO2e tied to vehicle use would be reduced each year, and reductions from decreased water use are estimated at 3,300 tonnes CO2ethe equivalent of removing over 685 vehicles from Saskatoon roads each year.

General CommentsInvestigation has confirmed an AMI system offers many benefits for our customers and the City. Customers would receive monthlybills based on the actual amount of water they use. This would eliminate reliance on estimated usage between meter readings, andhelp residents manage their water use and detect unusual consumption patterns which could impact their bill. An AMI system meansthe City will benefit from more precise metering and reduced revenue losses caused by meter failure.

In order to take advantage of the many benefits of the AMI system, Saskatoon Water will accelerate its meter and communicationmodule deployment program to be completed by 2019.

Customers who have already received their new smart meters will have their meters read electronically and will begin receivingmonthly bills based on actual, not estimated, usage by the end of 2015. As the deployment of smart meters continues, the balance ofcustomers will be converted to the AMI system.

Special NoteThis project is subject to a Public Notice Hearing for borrowing.

Operating ImpactTotal capital costs are estimated at $24.3 million and system operation costs are estimated at $22.1 million. Over a 20-year period,the total projected savings are estimated to be $76.1 million. The project is expected to pay for itself within 11.43 years with aninternal rate of return of 11 per cent.

1055 WTP-AUTOMATIC METER READING CONVProject Status Open Year Identified 2009

Project Type SUPPORT SYSTEMS Manager Collin Hoffman



Budget2017

Plan2018

Plan2019

Plan2020

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GROSS COST DETAILSAutomatic Meter Reading Conversion 2,600.0 2,704.0 2,812.0 0.0 0.0Total 2,600.0 2,704.0 2,812.0 0.0 0.0FINANCING DETAILSBORROWING 315.0 0.0 2,531.0 0.0 0.0OPERATING BUDGET DOWNPAYMENT 35.0 0.0 281.0 0.0 0.0WATERWORKS CAPITAL PROJECTS RESERVE 2,250.0 2,704.0 0.0 0.0 0.0Total 2,600.0 2,704.0 2,812.0 0.0 0.0


Budget2017

Plan2018

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Project Description The Industrial Tree Planting Program involves planting 60-75mm basket trees on boulevards adjacent to serviced lots in industrialareas where planting set-back requirements are met.

General CommentsThe project involves investigating planting requests, identifying appropriate plant sites, tree planting, and three year establishmentmaintenance of trees in industrial areas.

Operating Impact $4,000 in 2020 (average annual lifecycle cost of 75 trees at $53.50 per tree)

1057 PARK DEV-IND'L AREA BLVD TREE PLANTINGProject Status Open Year Identified 2009




Budget2017

Plan2018

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Plan2021

GROSS COST DETAILSConstruction 50.0 50.0 50.0 50.0 50.0Total 50.0 50.0 50.0 50.0 50.0FINANCING DETAILSINDUSTRIAL PARK DEVELOPMENT RES 50.0 50.0 50.0 50.0 50.0Total 50.0 50.0 50.0 50.0 50.0


Budget2017

Plan2018

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Corporate Governance and Finance Preliminary 2017

Project Description This project provides for the replacement/upgrading of corporate servers for the ongoing operation of the corporate local areanetwork, corporate Internet access and the corporate database server environment. With ongoing demand for storage, additionalbackup capacity is required and the replacement of aging servers that no longer meet the corporation's needs will continue.

General Comments This project will enable the City to keep the client/server hardware environment operating at an acceptable level of performance andto ensure there are adequate backup facilities.

1083 CP-CORPORATE NETWORK EQUIPMENT REPLProject Status Open Year Identified 2010

Project Type EQUIPMENT REPLACEMENT Manager Robert Moncur

Asset Type Network Est. End Date -


Budget2017

Plan2018

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GROSS COST DETAILSElectronic Equipment Replacement 0.0 450.0 500.0 550.0 550.0Total 0.0 450.0 500.0 550.0 550.0FINANCING DETAILSCOMPUTER EQUIPMENT REPL RES 0.0 450.0 500.0 550.0 550.0Total 0.0 450.0 500.0 550.0 550.0


Budget2017

Plan2018

Plan2019

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Project DescriptionThis project involves planned expenditures from the Civic Buildings Comprehensive Maintenance Reserve for major replacements andrepairs in accordance with the comprehensive maintenance program.

General CommentsA comprehensive maintenance program includes a preventative maintenance element and identifies a scheduled refurbishment ofthe major components of the facilities infrastructure. The preventative maintenance is necessary to ensure facilities are maintainedto established standards. The scope of the work involves all major categories of the infrastructure (i.e. electrical, mechanical,carpentry and painting).

The facilities covered under the program are identified below:

Boards - TCU Place, Mendel Art Gallery & Conservatory, SaskTel Centre, River Landing, Libraries located in the Leisure Centers andvarious parks along the river bank.

Offices - City Hall, Civic Square East, John Deere Building and Saskatoon Police Service Building.

Pools - All indoor and outdoor pools except Shaw Centre.

Program Facilities - Vic Rempel Yards, all Fire Halls, Derrick Carrol Building, Transit Buildings, Electronics and Sign Shop, WoodlawnCemetery, SPCA and satellite facilities.

Recreation Facilities - All Arenas, Saskatoon Field House, Forestry Farm Park & Zoo, Gordie Howe Complex, golf course club houses, aswell as recreation units, washrooms and other storage buildings in those parks that do not have pools or any other water feature.

Maintenance Support - Facility management programs.

Shaw Centre & Parks with Aquatic Features - Shaw Centre, as well as recreation units, washrooms and other storage buildings inthose parks that have pools or any other water feature.

Special NoteThe Canada 150 Community Infrastructure Program combined with the CBCM will provide $620,000 ($50,000 in 2016) in a jointinitiative to replace the roof at the White Buffalo Youth Lodge. The replacement of the roof ensures the facility remains a viablemultipurpose community facility for community programming and to be able to host local and national events.

1135 AF-CIVIC BLDGS COMPREHENSIVE MAINTAINANCE PROGRAMProject Status Open Year Identified 2009

Project Type INFRASTRUCTURE MAINTENANCE Manager Troy LaFreniere



Budget2017

Plan2018

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Plan2020

Plan2021

GROSS COST DETAILSAsbestos Assessment and Abatement 500.0 425.0 75.0 75.0 75.0Boards and Agencies 1,780.0 1,818.0 2,704.0 2,585.0 2,278.0Maintenance Support 250.0 235.0 235.0 235.0 255.0Offices 679.0 1,124.0 939.0 1,120.0 561.0Pools 997.0 2,234.0 2,618.0 1,830.0 1,988.0Program Facilities 545.0 1,227.0 1,451.0 1,682.0 903.0Recreation Facilities 1,823.0 1,832.0 1,832.0 1,941.0 893.0Shaw Centre and Parks with Aquatic Features 627.0 561.0 494.0 488.0 1,090.0WBYL - Roof Replacement 570.0 0.0 0.0 0.0 0.0Total 7,771.0 9,456.0 10,348.0 9,956.0 8,043.0FINANCING DETAILSCANADA 150 INFRA PROGRAM 310.0 0.0 0.0 0.0 0.0CIVIC BLDGS COMPR MTNCE 7,461.0 9,456.0 10,348.0 9,956.0 8,043.0Total 7,771.0 9,456.0 10,348.0 9,956.0 8,043.0


Budget2017

Plan2018

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Project DescriptionThis project reflects the gross costs of installing street lighting in prepaid subdivisions in Saskatoon and identifies Saskatoon Light &Power's capital reserve funding contribution.

General CommentsOn an annual basis this project is adjusted to reflect land development plans.

1174 SL&P - STREET LIGHTS - LAND DEVELOPMENTProject Status Open Year Identified 2009




Budget2017

Plan2018

Plan2019

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Plan2021

GROSS COST DETAILSStreet Ltg - Neighbourhood Development 1,500.0 1,500.0 1,500.0 1,500.0 1,500.0Total 1,500.0 1,500.0 1,500.0 1,500.0 1,500.0FINANCING DETAILSCOST RECOVERY PPD LAND DEVELOPMENT 1,372.0 1,372.0 1,372.0 1,372.0 1,372.0ELECTRICAL DISTRIBUTION EXTENSION RES 128.0 128.0 128.0 128.0 128.0Total 1,500.0 1,500.0 1,500.0 1,500.0 1,500.0


Budget2017

Plan2018

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Project Description This project involves the ongoing overhaul of transit bus engines.

General Comments To maintain the existing fleet 15 engine overhauls are required on an annual basis. The life expectancy of an overhauled engine iseight to nine years.

1194 TR- ENGINE OVERHAULProject Status Open Year Identified 2009

Project Type INFRASTRUCTURE MAINTENANCE Manager Paul Bracken

Asset Type Transit Repair shop Est. End Date -


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSEngine Overhaul 300.0 300.0 300.0 300.0 300.0Total 300.0 300.0 300.0 300.0 300.0FINANCING DETAILSTRANSIT CAPITAL PROJECTS RESERVE 300.0 210.0 210.0 210.0 210.0US - CAPITAL RESERVE 0.0 90.0 90.0 90.0 90.0Total 300.0 300.0 300.0 300.0 300.0


Budget2017

Plan2018

Plan2019

Plan2020

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Project DescriptionThis project involves the design and construction of additional filtration capacity to meet the Phase 2 peak day design flow of 300MLD identified in the 2009 Long Term Capital Development and Expansion Plan (LTCDEP).

General CommentsAdditional filtration will be required following the clarifier construction in Project 2562 (WTP-Clarifier Construction). The LTCDEPidentified increased clarifier capacity to meet the Phase 1 peak design flow of 245 MLD.


1210 WTP - FILTER PLANT UPGRADE/EXPANSIONProject Status Open Year Identified 2014

Project Type GROWTH AND CAPITAL EXPANSION Manager Larry Schultz

Asset Type Water Treatment Plant Est. End Date -


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSFilter Plant Upgrade 0.0 832.0 7,788.0 0.0 0.0Total 0.0 832.0 7,788.0 0.0 0.0FINANCING DETAILSBORROWING 0.0 0.0 6,559.0 0.0 0.0OPERATING BUDGET DOWNPAYMENT 0.0 0.0 729.0 0.0 0.0WATERWORKS CAPITAL PROJECTS RESERVE 0.0 832.0 500.0 0.0 0.0Total 0.0 832.0 7,788.0 0.0 0.0


Budget2017

Plan2018

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Project DescriptionThe lift station upgrades are a continuation of work from past years. There are about 30 lift stations in the City of Saskatoon withmany being decades old and in need of upgrades. The project involves some design and then construction based on a priority list ofimportance and need. As lift stations are a critical part of the wastewater process to prevent sewer backups, the mechanical andelectrical systems must be upgraded to ensure they continue working. The control system at the WWTP has been upgraded and nowthe controls for each lift station must be changed to meet this new standard.

General CommentsWork for 2017 includes general concrete repair and pump and valve replacement at the Spadina lift station. This work follows thecompletion of the 2016 full flow bypass project at the Spadina site. Ongoing mechanical replacements are scheduled for otherlocations in the lift station network.

Special NoteThis project is subject to a Public Notice Hearing for Borrowing.

1243 WWT- LIFT STATION UPGRADESProject Status Open Year Identified 2009

Project Type INFRASTRUCTURE REPLACEMENT Manager Ross Elliott



Budget2017

Plan2018

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Plan2020

Plan2021

GROSS COST DETAILSLift Station Upgrades 3,064.0 808.0 1,105.0 1,687.0 1,755.0Total 3,064.0 808.0 1,105.0 1,687.0 1,755.0FINANCING DETAILSBORROWING 0.0 0.0 0.0 0.0 254.0OPERATING BUDGET DOWNPAYMENT 0.0 0.0 0.0 0.0 28.0WASTEWATER TRTMNT CAP RES 3,064.0 808.0 1,105.0 1,687.0 1,473.0Total 3,064.0 808.0 1,105.0 1,687.0 1,755.0


Budget2017

Plan2018

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Project Description This project is for the installation and renovation of high voltage switches and breakers for the 138 kV bulk power system.

General CommentsThe existing configuration for the 138 kV bulk power system relies heavily on SaskPower's protection system to clear system faults onthe 138 kV transmission circuits. As such, for a transmission power disruption (most commonly lightning strikes), the entiretransmission line experiences the outage. By adding breakers at strategic points, the number of customers affected by a transmissionoutage event will be limited to a smaller area and power can be restored quicker. Renovation of existing switches and breakers maybe required to accommodate these changes and to ensure reliable operation of the devices.

1251 SL&P - SUBSTATION - 138 kV SWITCHING Project Status Open Year Identified 2015

Project Type ELECTRICAL AND STREET LIGHTING Manager Gavrilo Saric

Asset Type Electrical Substations Est. End Date -


Budget2017

Plan2018

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Plan2021

GROSS COST DETAILSSubstation 138kV Switches 200.0 50.0 50.0 50.0 50.0Total 200.0 50.0 50.0 50.0 50.0FINANCING DETAILSELECTRICAL DISTRIBUTION EXTENSION RES 100.0 25.0 25.0 25.0 25.0ELECTRICAL DISTRIBUTION REPLACEMENT RES 100.0 25.0 25.0 25.0 25.0Total 200.0 50.0 50.0 50.0 50.0


Budget2017

Plan2018

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Project Description This project is for the upgrade and installation of various types of electrical distribution equipment on existing underground andoverhead systems. Typical equipment includes switches, capacitors, transformers, pedestals, and fault indicators. As existingdistribution equipment reaches end of life and when safer equipment is available, equipment will be replaced or upgraded. Work willbe coordinated with other distribution projects and priorities established based on safety implications, system performance, andother risk factors.

Installation of equipment on new line construction or voltage upgrades will be part of those specific projects. This project does notinclude the downtown secondary network system.

General CommentsWith development of the SL&P communication networks and control (SCADA) systems there is opportunity to upgrade existing fielddevices to ones with communication capabilities that allow for remote control, monitoring, and data acquisition. This will improve theefficiency of day-to-day operations and can also reduce the safety hazards associated with equipment operation and speedrestoration times in the event of outages.

1255 SL&P - DISTRIBUTION - EQUIPMENT UPGRADEProject Status Open Year Identified 2016

Project Type ELECTRICAL AND STREET LIGHTING Manager Brendan Lemke



Budget2017

Plan2018

Plan2019

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Plan2021

GROSS COST DETAILSDISTRIBUTION- EQUIPMENT UPGRADE 200.0 300.0 200.0 100.0 0.0Total 200.0 300.0 200.0 100.0 0.0FINANCING DETAILSELECTRICAL DISTRIBUTION EXTENSION RES 80.0 180.0 80.0 100.0 0.0ELECTRICAL DISTRIBUTION REPLACEMENT RES 120.0 120.0 120.0 0.0 0.0Total 200.0 300.0 200.0 100.0 0.0


Budget2017

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Project DescriptionThis project provides for security improvements at SL&P facilities.

General CommentsRecent copper theft and vandalism incidents have occurred at SL&P substations. To combat this, video monitoring has been put inplace at key and vulnerable substation facilities. Improved monitoring capabilities and monitoring at additional locations, as well ascard access functions, are required for future security improvements. Other considerations to prevent copper theft include the use ofa copper clad steel (which has essentially no salvage value) instead of the normal copper used in substation grounding.

1257 SL&P - SUBSTATION SECURITY IMPROVEMENTSProject Status Open Year Identified 2012




Budget2017

Plan2018

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GROSS COST DETAILSS/S - Accessories/Security/CCTV 0.0 120.0 120.0 120.0 120.0Total 0.0 120.0 120.0 120.0 120.0FINANCING DETAILSELECTRICAL DISTRIBUTION EXTENSION RES 0.0 70.0 70.0 70.0 70.0ELECTRICAL DISTRIBUTION REPLACEMENT RES 0.0 50.0 50.0 50.0 50.0Total 0.0 120.0 120.0 120.0 120.0


Budget2017

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Project Description New vault projects consist of the installation of new underground electrical network vaults complete with transformers, protectors,moulded-vacuum interrupters, control (RTU) cabinets, and all ancillary equipment. A quantity of ducts and manholes may also beconstructed depending on the area and customer requirements. All new vault projects are confined to the boundaries of the network,and each project will be confined to a street that is delineated by two intersecting streets.

General CommentsUnderground electrical network vault construction is unique to the downtown area and is a highly reliable distribution system. Theconstruction of new vaults depends upon the addition of new customers to the network, or the transferring of existing customersfrom the overhead electrical system to the underground network. Planning studies indicate that a number of new vaults may berequired within the next 10 years to meet the forecasted customer electrical loads downtown.

This project will be reviewed periodically and assessed based on customer growth in the downtown area.

1268 SL&P - NETWORK VAULTSProject Status Open Year Identified 2012

Project Type ELECTRICAL AND STREET LIGHTING Manager Vince Chan



Budget2017

Plan2018

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GROSS COST DETAILSVault 21 0.0 0.0 1,250.0 1,250.0 0.0Total 0.0 0.0 1,250.0 1,250.0 0.0FINANCING DETAILSELECTRICAL DISTRIBUTION EXTENSION RES 0.0 0.0 1,250.0 950.0 0.0ELECTRICAL DISTRIBUTION REPLACEMENT RES 0.0 0.0 0.0 300.0 0.0Total 0.0 0.0 1,250.0 1,250.0 0.0


Budget2017

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Project DescriptionThe project provides the Electrical Distribution System for electrical service to the area known as the North Downtown. The areawhich this project will cover may extend beyond the area being consider by the City's Urban Planning Groups. The boundaries underUrban Planning are shown in the North Downtown Master Plan.

This project will put in place the electrical distribution infrastructure necessary to provide service to the North Downtown includingthat area which would be a natural extension of the system supply. This will include all duct lines, structures, cables and facilities forthe primary distribution and the secondary mains. The actual electrical service to a property will be charged to another project.

General CommentsElectrical distribution new construction and upgrades will include all the area described in the North Downtown Master Plan and thenatural extension of the electrical system into adjoining property. Consequently, the area covered by this project has an approximateboundary of 23rd Street on the South side, Idylwyld Drive on the West, 33rd Street on the North side, and 3rd Avenue on the Eastside.

Charges to this project will include all work required inside the Master Plan boundary and the natural extension into surroundingneighbourhoods and commercial property. Also, new and upgraded facilities up to but not including the supply substation(s) whichprovide the electrical service to the North Downtown are part of this project.

1269 SL&P - NORTH DOWNTOWN DEVELOPMENTProject Status Open Year Identified 2012

Project Type GROWTH AND CAPITAL EXPANSION Manager Brendan Lemke



Budget2017

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GROSS COST DETAILSElec Lines - North Downtown Development 0.0 0.0 0.0 720.0 720.0Total 0.0 0.0 0.0 720.0 720.0FINANCING DETAILSELECTRICAL DISTRIBUTION EXTENSION RES 0.0 0.0 0.0 400.0 400.0ELECTRICAL DISTRIBUTION REPLACEMENT RES 0.0 0.0 0.0 100.0 100.0SL&P CUSTOMER CONTRIBUTION 0.0 0.0 0.0 220.0 220.0Total 0.0 0.0 0.0 720.0 720.0


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Project DescriptionThis project covers the building and grounds for the Electrical Operations Centre (322 Brand Road) and the Electrical Service Centre(619 Avenue N South). Renovation and expansion is required at the Electrical Operations Centre for infrastructure improvements andto meet operational requirements. The Electrical Service Centre was leased in 2008 and renovations are required to meet theexpected usage.

General CommentsOffice layouts, washrooms, change rooms, workstations, and storage need to change to better match the present business operationand staffing levels. Heating, ventilation, electrical and other systems are in need of renewal or replacement.

The Electrical Service Centre is used for storage and training. The majority of renovations to meet the space usage requirements arenow complete. The lease has been renewed with intent to review the requirements for a permanent facility. The development of theCity's Civic Operations Centre will likely affect this project.

1272 SL&P - BUILDINGS & GROUNDSProject Status Open Year Identified 2009

Project Type INFRASTRUCTURE MAINTENANCE Manager Kevin Hudson



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSBldgs/Grnds - Operation Centre 0.0 250.0 250.0 250.0 400.0Bldgs/Grnds - Training Service Centre 0.0 125.0 0.0 0.0 0.0Total 0.0 375.0 250.0 250.0 400.0FINANCING DETAILSELECTRICAL DISTRIBUTION EXTENSION RES 0.0 100.0 50.0 50.0 75.0ELECTRICAL DISTRIBUTION REPLACEMENT RES 0.0 275.0 200.0 200.0 325.0Total 0.0 375.0 250.0 250.0 400.0


Budget2017

Plan2018

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Project DescriptionThis project investigates new power supply options for Saskatoon Light & Power. It will cover the cost of consulting services toprepare cost benefit analyses of various power supply options and green power. It also provides funding to review power generationalternatives in general. This may include coordination with electrical energy consumers to curtail excess consumption or energyreturned to the electrical system by a consumer.

General CommentsSpecific projects are expected to have joint funding from the Saskatoon Light & Power reserves and others. Other sources of fundingmay consist of green loans, SaskPower grants, and partnerships with other agencies which may include other corporate entities.

1281 SL&P - SUSTAIN POWER GENERATION OPTIONSProject Status Open Year Identified 2009

Project Type ELECTRICAL AND STREET LIGHTING Manager Nathan Ziegler



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSInvestigate New Power Supply 100.0 200.0 200.0 200.0 200.0LFG Air-Fuel Ratio Controller 120.0 0.0 0.0 0.0 0.0Total 220.0 200.0 200.0 200.0 200.0FINANCING DETAILSELECTRICAL DISTRIBUTION EXTENSION RES 160.0 200.0 200.0 200.0 200.0LANDFILL REPLACEMENT RESERVE 60.0 0.0 0.0 0.0 0.0Total 220.0 200.0 200.0 200.0 200.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


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Project DescriptionThis project provides for the inspection and mitigation required for steel street light poles and related street light equipmentthroughout the city. Poles will be repaired when practical, otherwise they will be replaced. The scope of this project includes repairsand replacement to the concrete base and the steel pole as well as to street light controllers and deteriorated wiring.

General CommentsDeterioration of steel lighting poles and equipment is primarily a result of corrosion. The corrosion of particular concern is at the baseof the pole where the mechanical loading is the greatest. Periodic inspections of the street lights will be performed to determine theircondition. The objective will be to deal with the most serious corrosion deterioration first.

Motor vehicle incidents are also a significant cause of pole failures. Insurance money will be collected where possible in these cases.

1282 SL&P - STREET LIGHTS - MITIGATIONProject Status Open Year Identified 2009




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSSt. Lights - Steel Pole - Traffic Cause 620.0 620.0 620.0 630.0 630.0St. Lights - Steel Pole Mitigation 250.0 250.0 150.0 150.0 150.0Total 870.0 870.0 770.0 780.0 780.0FINANCING DETAILSELECTRICAL DISTRIBUTION EXTENSION RES 105.0 105.0 105.0 110.0 110.0ELECTRICAL DISTRIBUTION REPLACEMENT RES 560.0 560.0 460.0 460.0 460.0SL&P CUSTOMER CONTRIBUTION 205.0 205.0 205.0 210.0 210.0Total 870.0 870.0 770.0 780.0 780.0


Budget2017

Plan2018

Plan2019

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- 349 -


Project DescriptionThis project is for upgrades to the 15kV overhead electric distribution line that crosses the river between the University ofSaskatchewan and Queen Street just north of the University Bridge.

General CommentsThe poles, conductors and apparatus associated with the crossing are nearing their life expectancy and need replacement.Consideration will be given to both overhead and underground replacement solutions. The project work will be coordinated with theMeewasin Valley Authority.

1283 SL&P - 15KV FDR UPGRADE - RIVER CROSSINGProject Status Open Year Identified 2011

Project Type ELECTRICAL AND STREET LIGHTING Manager Joe Lee



Budget2017

Plan2018

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Plan2021

GROSS COST DETAILS14.4Kv Queen St. River Crossing 180.0 0.0 0.0 0.0 0.0Total 180.0 0.0 0.0 0.0 0.0FINANCING DETAILSELECTRICAL DISTRIBUTION EXTENSION RES 50.0 0.0 0.0 0.0 0.0ELECTRICAL DISTRIBUTION REPLACEMENT RES 50.0 0.0 0.0 0.0 0.0SL&P CUSTOMER CONTRIBUTION 80.0 0.0 0.0 0.0 0.0Total 180.0 0.0 0.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 350 -


Project DescriptionThis project will fund studies of the electrical distribution system where the services of consulting firms are required.

General CommentsSaskatoon Light & Power will undertake planning studies on multiple subject matters utilizing the services of consulting firms whereapplicable. It is expected that consulting firms will bring to SL&P experience gained from performing similar studies for otherelectrical utilities.

1286 SL&P - ELEC SYS PLANNING STUDIESProject Status Open Year Identified 2014

Project Type ELECTRICAL AND STREET LIGHTING Manager Kevin Hudson



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSElectrical Systems Planning Studies 0.0 205.0 0.0 205.0 0.0Total 0.0 205.0 0.0 205.0 0.0FINANCING DETAILSELECTRICAL DISTRIBUTION EXTENSION RES 0.0 75.0 0.0 75.0 0.0ELECTRICAL DISTRIBUTION REPLACEMENT RES 0.0 130.0 0.0 130.0 0.0Total 0.0 205.0 0.0 205.0 0.0


Budget2017

Plan2018

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Project Description This project involves the purchase, installation, maintenance, refurbishment, and upgrade costs associated with all major assets inthe electrical network, including network transformers, network protectors, and network moulded-vacuum interrupters (MVIs).

All new major assets attached to a new vault project will be budgeted and purchased through the specific new vault project.

General CommentsSaskatoon Light & Power currently owns and maintains approximately 50 network transformers, network protectors, and networkinterrupters. Future costs will include:

- Refurbishing or replacing end-of-life electrical assets

- Upgrading electrical assets with new sensor technologies

1295 SL&P - NETWORK - MAJOR ASSETSProject Status Open Year Identified 2015




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSNETWORK - MAJOR ASSETS 200.0 200.0 0.0 400.0 0.0Total 200.0 200.0 0.0 400.0 0.0FINANCING DETAILSELECTRICAL DISTRIBUTION EXTENSION RES 25.0 25.0 0.0 50.0 0.0ELECTRICAL DISTRIBUTION REPLACEMENT RES 175.0 175.0 0.0 350.0 0.0Total 200.0 200.0 0.0 400.0 0.0


Budget2017

Plan2018

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- 352 -


Project Description This project involves the installation and maintenance of all network civil structures, including vaults, manholes, and ducts. Structuralupgrades and sidewalk/street reconditioning are within the scope of this project.

All civil work attached to a new vault project will be budgeted and purchased through the specific new vault project.

General CommentsSaskatoon Light & Power currently owns and maintains 20 network vaults, 65 manholes, and approximately 300km of duct within theboundaries of the Central Business District. Many of these assets were first installed in 1966, and the network has since expanded toaccommodate downtown development.

General deterioration of the network civil structures necessitates repair and upgrades to meet current standards and to ensure publicand worker safety. All network civil structures will be inspected to determine the severity of the deterioration and to develop aschedule that prioritizes repairs. It is expected that a minimum of two vaults per year will require upgrading or major maintenance.

1296 SL&P - NETWORK - CIVIL INFRASTRUCTUREProject Status Open Year Identified 2015




Budget2017

Plan2018

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GROSS COST DETAILSNETWORK - CIVIL INFRASTRUCTURE UPGRADES 300.0 300.0 300.0 300.0 300.0Total 300.0 300.0 300.0 300.0 300.0FINANCING DETAILSELECTRICAL DISTRIBUTION EXTENSION RES 50.0 50.0 50.0 50.0 50.0ELECTRICAL DISTRIBUTION REPLACEMENT RES 250.0 250.0 250.0 250.0 250.0Total 300.0 300.0 300.0 300.0 300.0


Budget2017

Plan2018

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Project Description This project involves the installation, connection, and maintenance of electrical primary feeder cables in the network system. Toaccommodate load growth, enhance reliability, and to assist with maintenance and scheduling in the network, a fourth feeder will beinstalled from both substations to each downtown vault. In addition to the additional cables, existing primary cables and cable spliceswill be remediated upon engineering assessment.

All new primary cables attached to a new vault project will be budgeted and purchased through the specific new vault project.

General CommentsThe entire downtown network is powered by three primary (14.4kV) feeder cables from the Avenue C Substation and three primaryfeeder cables from the North Central Substation. From both substations, these cables are brought to every vault in the CentralBusiness District.

1297 SL&P - NETWORK - PRIMARY LINESProject Status Open Year Identified 2015




Budget2017

Plan2018

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GROSS COST DETAILSNETWORK - PRIMARY LINES 200.0 600.0 500.0 0.0 200.0Total 200.0 600.0 500.0 0.0 200.0FINANCING DETAILSELECTRICAL DISTRIBUTION EXTENSION RES 100.0 300.0 400.0 0.0 100.0ELECTRICAL DISTRIBUTION REPLACEMENT RES 100.0 300.0 100.0 0.0 100.0Total 200.0 600.0 500.0 0.0 200.0


Budget2017

Plan2018

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- 354 -


Project DescriptionThis project involves the installation, connection, and maintenance of secondary cables in the network distribution system, excludingnew customer connections to the network. The scope of this project includes, but is not limited to, the sectionalizing, tying, orinstalling secondary switches between spot-networks, upgrades to vault and ring main bus cable, and upgrades to network servicesthat require a higher cable capacity.

General CommentsThe majority of the downtown core businesses and facilities are serviced by the network distribution system. The network is currentlycomprised of 20 vaults, with each vault containing 2-3 transformers. A spot network is a group of vaults that are connected by theirsecondary cables, ensuring reliable power to the customers who are also supplied from the network via secondary cables.

The existing spot-networks of the downtown network distribution system will be sectionalized. Restructuring the network systeminto a greater number of smaller spot-networks will lower the fault currents, provide a greater level of safety to workers and thepublic, and increase system reliability. Spot-networks may also be temporarily tied together, or connected by a secondary switch, inorder to complete certain work.

All secondary cable work pertaining to new customers will be budgeted in a separate customer project. Existing customers thatrequire an upgrade may be processed through this project.

1298 SL&P - NETWORK - SECONDARY LINESProject Status Open Year Identified 2015




Budget2017

Plan2018

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Plan2021

GROSS COST DETAILSNETWORK - SECONDARY LINES 60.0 60.0 60.0 0.0 0.0Total 60.0 60.0 60.0 0.0 0.0FINANCING DETAILSELECTRICAL DISTRIBUTION EXTENSION RES 40.0 40.0 40.0 0.0 0.0ELECTRICAL DISTRIBUTION REPLACEMENT RES 20.0 20.0 20.0 0.0 0.0Total 60.0 60.0 60.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 355 -


Project DescriptionThis project provides for all protective, communicative, or controlling devices for the downtown underground electrical networksystem. This includes control (RTU) cabinets, protector relays, fuses, cable protectors, modelling software, and all engineering designcosts within the network system.

All new protective, communicative, or controlling devices attached to a new vault project will be budgeted and purchased throughthe specific new vault project.

General CommentsThe downtown network distribution system requires multiple levels of protection and coordination to ensure safety and reliability.Controllers and communicative devices will be implemented in each vault in order to remotely (SCADA) monitor customer loads andvault data, and to control large assets by utilizing protective devices such as interrupters and protector relays. Each vault requires acontrol (RTU) cabinet to allow the operations staff to fully control and monitor the vault equipment.

1299 SL&P - NETWORK - PROTECTION & CONTROLProject Status Open Year Identified 2015




Budget2017

Plan2018

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Plan2021

GROSS COST DETAILSNETWORK- PROTECTION & CONTROL 260.0 260.0 260.0 260.0 260.0Total 260.0 260.0 260.0 260.0 260.0FINANCING DETAILSELECTRICAL DISTRIBUTION EXTENSION RES 180.0 180.0 180.0 180.0 180.0ELECTRICAL DISTRIBUTION REPLACEMENT RES 80.0 80.0 80.0 80.0 80.0Total 260.0 260.0 260.0 260.0 260.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 356 -


Project DescriptionThis project provides for an upgrade to the communication system between remotely located substations and interrupters and themaster control facility located at the Brand Road Operations Center.

General CommentsExisting remote terminal units at substations and at remote switches are aging. Communication difficulties and failures are occurring.The installation of wireless and fiber optic Ethernet equipment will improve communication reliability.

1301 SL&P - SUBSTATION COMMUNICATION UPGRADEProject Status Open Year Identified 2011

Project Type GROWTH AND CAPITAL EXPANSION Manager Gavrilo Saric



Budget2017

Plan2018

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Plan2021

GROSS COST DETAILSElec - S/S - Station RTU Upgrade Comm 250.0 500.0 500.0 0.0 0.0Total 250.0 500.0 500.0 0.0 0.0FINANCING DETAILSELECTRICAL DISTRIBUTION EXTENSION RES 100.0 200.0 200.0 0.0 0.0ELECTRICAL DISTRIBUTION REPLACEMENT RES 150.0 300.0 300.0 0.0 0.0Total 250.0 500.0 500.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 357 -


Project DescriptionThis project involves changes to the electrical primary distribution lines crossing the Traffic Bridge (Avenue C Substation Feeder 2).With reconstruction of the Traffic Bridge, the feeder will need to be temporarily relocated and reinstalled once bridge construction iscomplete.

General CommentsAvenue C Feeder 2 is one of several 15 kV feeders that supplies power to the Main Street substation. This feeder is also criticallyimportant as a backup source to loads in Nutana, Buena Vista and Exhibition area. Work will be coordinated with the schedule forreconstruction of the Traffic Bridge.

1303 SL&P - AVE C FEEDER #2 - TRAFFIC BRIDGEProject Status Open Year Identified 2011

Project Type INFRASTRUCTURE MAINTENANCE Manager Dave McKinna



Budget2017

Plan2018

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Plan2021

GROSS COST DETAILSAve C - Fdr #2 - Mitigation 150.0 0.0 0.0 0.0 0.0Total 150.0 0.0 0.0 0.0 0.0FINANCING DETAILSELECTRICAL DISTRIBUTION REPLACEMENT RES 150.0 0.0 0.0 0.0 0.0Total 150.0 0.0 0.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 358 -


Project DescriptionThis project includes the upgrading, replacement, and extension of primary and secondary electrical circuits. This project is toenhance/maintain system reliability, and maintain service within the existing distribution area. The primary objective is to repair thecritical deficiencies found through inspections of the existing electrical distribution system.

A component of this project provides for switches at the junction points between feeders and load transfer points. The purpose ofthese switches is to provide faster transfer capability, reducing restoration time following a power outage.

Excluded from the scope of this project are extensions of the distribution system for new electrical services.

General CommentsDistribution system line inspections will identify system assets which need major maintenance or replacement in the budget year.Additionally, work performed by other utilities such as Shaw Cable or SaskTel may provide opportunities to complete upgrades.Consequently, this project scope is general. Typical work includes pole replacements, line upgrades and underground cablereplacement.

1305 SL&P - FEEDER UPGRADES/REPLACEMENTProject Status Open Year Identified 2009




Budget2017

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Plan2021

GROSS COST DETAILSFeeder Upgrades Construction 1,800.0 1,800.0 1,800.0 1,800.0 1,800.0Telecom Upgrades 75.0 75.0 75.0 75.0 75.0Total 1,875.0 1,875.0 1,875.0 1,875.0 1,875.0FINANCING DETAILSELECTRICAL DISTRIBUTION EXTENSION RES 475.0 375.0 375.0 375.0 375.0ELECTRICAL DISTRIBUTION REPLACEMENT RES 1,350.0 1,450.0 1,450.0 1,450.0 1,450.0SL&P CUSTOMER CONTRIBUTION 50.0 50.0 50.0 50.0 50.0Total 1,875.0 1,875.0 1,875.0 1,875.0 1,875.0


Budget2017

Plan2018

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- 359 -


Project DescriptionThe objective of this project is to progressively convert the existing 4.16kV primary electric distribution to 14.4kV distribution. Thereare 14, 4.16kV intermediate substation service areas that supply over 30 different neighbourhoods.

This project is related to Project Number 1332 - SL&P - Substation Service Life Extension and does not include work within existingsubstations.

General CommentsVoltage conversions are a means of providing additional system capacity within the same equipment footprint. As such, the timing ofvoltage conversions is linked to the load growth in a specific area. Densification projects, infill development and other land usechanges may have significant impact on the requirement and schedule for voltage conversions.

Timing of voltage conversions is generally driven by the combination of system load growth and the age/condition of the pole,transformer, and cable assets. Conversions are typically performed in stages and may be triggered by the addition of new largecustomers/loads on the electric system.

1308 SL&P - 15 KV CONV - INTERMED SUBSTATIONSProject Status Open Year Identified 2011




Budget2017

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GROSS COST DETAILSGarfield 4.16/14.4 Kv conversion 1,200.0 1,400.0 950.0 1,000.0 1,000.0Total 1,200.0 1,400.0 950.0 1,000.0 1,000.0FINANCING DETAILSELECTRICAL DISTRIBUTION EXTENSION RES 400.0 600.0 250.0 300.0 300.0ELECTRICAL DISTRIBUTION REPLACEMENT RES 800.0 800.0 700.0 700.0 700.0Total 1,200.0 1,400.0 950.0 1,000.0 1,000.0


Budget2017

Plan2018

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- 360 -


Project DescriptionThis project will fund Saskatoon Light & Power's participation in research and development. Activity is primarily directed through theCentre for Energy Advancement Through Technological Innovation (CEATI) International in cooperation with other electric utilities.

General CommentsResearch is directed through the following technical areas: Distribution Assets Life Cycle Management (DALCM) and Life CycleManagement of Substations Equipment and Apparatus (LCMSEA). These groups identify and manage research and developmentprojects that include smart grid, grounding and lightning, protection and coordination, and transmission line assets. The participantsof the interest groups co-fund these projects.

Saskatoon Light & Power co-funds research and development with other Canadian, American, and international electric utilities.Some of these utilities are: SaskPower, Manitoba Hydro, Hydro One, Fortis, EpCor, Enmax, BC Hydro, Toronto Hydro, Hydro Quebec,Newfoundland Power, American Electric Power, Duke Energy, Consolidated Edison New York, and others.

1310 SL&P - UTILITY - RESEARCH & DEVELOPMENTProject Status Open Year Identified 2010




Budget2017

Plan2018

Plan2019

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GROSS COST DETAILSR & D Dist & Trans 90.0 90.0 90.0 90.0 90.0R & D Station & Apparatus 75.0 65.0 55.0 55.0 55.0Total 165.0 155.0 145.0 145.0 145.0FINANCING DETAILSELECTRICAL DISTRIBUTION EXTENSION RES 165.0 155.0 145.0 145.0 145.0Total 165.0 155.0 145.0 145.0 145.0


Budget2017

Plan2018

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Project DescriptionSaskatoon Light & Power is currently supplied by five transmission lines at 138kV. These transmission lines are the conduits for bulkpower supply to the nine major substations. This project provides for the expansion of the transmission capacity and operationalflexibility required to continue to support load growth and system operation requirements for Saskatoon Light & Power.

Planned project components include the addition of a new transmission line from the North side of the franchise area and a newtransmission connection centrally between Avenue C Substation and North Central Substation. There are also long termrequirements for upgrades to the existing transmission lines to increase capacity.

General CommentsThe objective for Saskatoon Light & Power is to have transmission backup capacity from various sources. In particular, the northsupply is needed for risk mitigation since all the other transmission lines originate from a single source at the SaskPower QueenElizabeth Switching Station.

SaskPower has long range plans for multiple transmission lines around Saskatoon, including an additional switching station nearMartensville. This provides Saskatoon Light & Power an opportunity for another 138kV supply point in the northwest sector.

1315 SL&P - 138 KV TRANSMISSION LINE UPGRADEProject Status Open Year Identified 2009

Project Type ELECTRICAL AND STREET LIGHTING Manager Joe Lee



Budget2017

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GROSS COST DETAILS138kV Line - North Supply 2,150.0 2,150.0 2,150.0 2,150.0 2,150.0Total 2,150.0 2,150.0 2,150.0 2,150.0 2,150.0FINANCING DETAILSELECTRICAL DISTRIBUTION EXTENSION RES 1,300.0 1,300.0 1,300.0 1,300.0 1,300.0ELECTRICAL DISTRIBUTION REPLACEMENT RES 850.0 850.0 850.0 850.0 850.0Total 2,150.0 2,150.0 2,150.0 2,150.0 2,150.0


Budget2017

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- 362 -


Project DescriptionSaskatoon Light & Power operates transmission lines at 138,000 Volts. There are four basic construction types which are wood pole,steel monopole, steel lattice tower, and underground insulated cable. This project is for repair, refurbishing, and replacement of thestructural components of these lines. The typical problems are corrosion, metal failure, and insulator deterioration.

General CommentsThe failure of a transmission line has significant consequences, impairing the ability to supply bulk power via the transmission system.While rapid deterioration of components is not expected, remedial action is required to ensure continuous reliable operation of thebulk power supply system. A variety of techniques for assessment, maintenance, and remediation of the system components will beemployed.

1316 SL&P - TRANSMIS POLE/STRUCTURE UPGRADESProject Status Open Year Identified 2009




Budget2017

Plan2018

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GROSS COST DETAILS138 Kv Insulator Mitigation 50.0 0.0 0.0 0.0 100.0138 Kv Transmission Foundation 100.0 120.0 120.0 0.0 0.0Total 150.0 120.0 120.0 0.0 100.0FINANCING DETAILSELECTRICAL DISTRIBUTION EXTENSION RES 10.0 0.0 0.0 0.0 20.0ELECTRICAL DISTRIBUTION REPLACEMENT RES 140.0 120.0 120.0 0.0 80.0Total 150.0 120.0 120.0 0.0 100.0


Budget2017

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Project DescriptionThis project puts in place a communication network and the supporting communication equipment for the electrical distributionsystem.

General CommentsA fiber optic communication network is being expanded to permit high speed data transmission from the electrical substation andremote equipment to the central SCADA (System Control And Data Acquisition) system. The SCADA facilities are located at the SL&POperations Centre. The substations and certain distribution equipment report their status along with other engineering informationand have remote control capability.

The scope of this project is for the provision of the fiber optic system inclusive of head end equipment and intermediate equipment.

1326 SL&P - SUBSTATION MONITORING SYS UPGRADEProject Status Open Year Identified 2009




Budget2017

Plan2018

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GROSS COST DETAILSCommunication Equipment 50.0 0.0 50.0 0.0 50.0Communication Network 200.0 200.0 200.0 200.0 200.0Total 250.0 200.0 250.0 200.0 250.0FINANCING DETAILSELECTRICAL DISTRIBUTION EXTENSION RES 250.0 200.0 250.0 200.0 250.0Total 250.0 200.0 250.0 200.0 250.0


Budget2017

Plan2018

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Project DescriptionThis project involves upgrades to electrical substation protective relaying equipment. Many substations are using electromechanicalrelays for detection of system disturbances and operation of the protective equipment. These relays are subject to mechanical wearand degradation over time. Other substations are using microprocessor-based protective relays that have reached end of life.

This project will provide for the replacement of these relays and any associated upgrades to related substation equipment andcommunication systems. Periodic testing and in-service performance will be used to determine the priority for the upgrades. Workmay be accelerated or delayed based on other project work planned for specific substations.

General CommentsThe extended capabilities of microprocessor-based relays also allow for implementation of more comprehensive protection schemesresulting in better protection of personnel and equipment. These relays have metering and remote communication capabilities thatcan be used for additional functions. This project is part of the overall strategy for substation protection, on-line monitoring, andSCADA control.

1329 SL&P - SUBSTATION RELAY UPGRADESProject Status Open Year Identified 2012




Budget2017

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GROSS COST DETAILSSubstation Relay Upgrades 500.0 500.0 500.0 500.0 500.0Total 500.0 500.0 500.0 500.0 500.0FINANCING DETAILSELECTRICAL DISTRIBUTION EXTENSION RES 100.0 100.0 100.0 100.0 100.0ELECTRICAL DISTRIBUTION REPLACEMENT RES 400.0 400.0 400.0 400.0 400.0Total 500.0 500.0 500.0 500.0 500.0


Budget2017

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Project DescriptionThis project covers reliably extending the service life of existing bulk power substations and medium voltage substations. Theapparatus and equipment installed in an electrical substation is expected to be in service in excess of 40 years. Major systemapparatus and equipment can be expected to fail over its service life and particularly as useful/economic life is nearing its end or hasbeen exceeded. It is unreasonable to allow such failures to compromise general system reliability. Equipment failure for similar assetsis typically random, so sufficient redundancy and reliable protective equipment must be in place.

General CommentsPlanned substation upgrades and replacements are covered by specific projects. Minor failures are covered through funding fromoperating budgets.

The typical work covered by this project would include but is not limited to the following:

- Repairs to power transformers which may include components such as online tap changers, bushings, seals and gaskets;

- Repairs to switchgear, communication, metering, protective equipment, etc.;

- Repairs to the substation infrastructure which may include the building and yards with the various system structures andcomponents;

- Repairs to the utilities serving the substation which includes electrical, water, sewer, etc.

These repairs may be required at more than one substation in the budget year.

1332 SL&P - SUBSTATION SERVICE LIFE EXTENSIONProject Status Open Year Identified 2009




Budget2017

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GROSS COST DETAILSBulk Power S/S Mitigation 250.0 150.0 150.0 150.0 150.0Medium Voltage S/S Mitigation 150.0 150.0 150.0 150.0 150.0Total 400.0 300.0 300.0 300.0 300.0FINANCING DETAILSELECTRICAL DISTRIBUTION EXTENSION RES 150.0 50.0 50.0 50.0 50.0ELECTRICAL DISTRIBUTION REPLACEMENT RES 250.0 250.0 250.0 250.0 250.0Total 400.0 300.0 300.0 300.0 300.0


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Project DescriptionThis substation is the primary service for electrical power to the Central Business District, Nutana, Riversdale, and portions of otheradjacent neighbourhoods. It is proposed to do a major upgrade of this substation which will include infrastructure, building andequipment, and major electrical assets. Consideration will be made for increased capacity to meet expected load growth.

General CommentsThe Avenue C Substation was originally constructed in 1980. A number of incremental upgrades have been completed at thissubstation over its lifetime. Condition is being monitored to determine the timing for major upgrades, as well as changes to servicerequirements and operating conditions. Timelines for this project may need to be accelerated depending on property development inthe service area.

This project is to be coordinated with the following:

- Capital Project 1315 SL&P - 138kV Transmission Line Upgrade;

- Capital Project 1352 SL&P - Life Cycle Management;

- Capital Project 1304 SL&P - Elec S/S - North Central; and

- Other Capital Projects dealing the electrical distribution from Avenue C Substation.

1333 SL&P - SUBSTATION UPGRADE - AVE. CProject Status Open Year Identified 2009




Budget2017

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GROSS COST DETAILSElec Substn - Ave C - 14.4 kV Dist 0.0 500.0 0.0 0.0 0.0Total 0.0 500.0 0.0 0.0 0.0FINANCING DETAILSELECTRICAL DISTRIBUTION EXTENSION RES 0.0 500.0 0.0 0.0 0.0Total 0.0 500.0 0.0 0.0 0.0


Budget2017

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Project DescriptionThis project involves renovation of electrical substation infrastructure not directly associated with the electrical distribution. Thisincludes the building foundation, structures, security and access system, fencing, etc.

General CommentsThere is significant infrastructure associated with substations that is physically different than the electrical utility equipment. Thisproject will require periodic inspections by a qualified consultant to determine corrective actions for each substation. Majorrestoration work will be identified through the inspection and remedial work scheduled in subsequent years. Minor ongoingsubstation infrastructure maintenance will be charged to the operating budget.

1350 SL&P - SUBSTATION BUILDING & GROUND RENOProject Status Open Year Identified 2009




Budget2017

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Plan2020

Plan2021

GROSS COST DETAILSSubstation Assessment 0.0 50.0 0.0 0.0 0.0Substation Infrastructure 0.0 100.0 100.0 100.0 0.0Total 0.0 150.0 100.0 100.0 0.0FINANCING DETAILSELECTRICAL DISTRIBUTION REPLACEMENT RES 0.0 150.0 100.0 100.0 0.0Total 0.0 150.0 100.0 100.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 368 -


Project DescriptionThis project provides for the planned purchase of vehicles and equipment required for electric system construction and maintenance.Saskatoon Light & Power employs the use of various vehicles, trailers and mobile equipment for overhead and undergroundconstruction and maintenance. In addition, other equipment is necessary to support operations at the SL&P Operations Centre andthe SL&P Service Centre.

The equipment covered by this project would include the following:

- Costly test equipment which may be portable or located at either the Operations Centre or Service Centre;

- Line equipment including trailers, trailers with motorized equipment, or self-propelled equipment;

- Costly motorized equipment such as front end loaders, fork lifts, sweepers, etc.;

- Vehicles - expanding the SL&P fleet (Capital funding for acquisition).

General CommentsThis equipment is normally durable in nature. This project covers major refurbishing needed to maximize useful life. This project alsocovers replacement cost for the equipment directly under the control of SL&P.

1353 SL&P - EQUIPMENT UPGRADE & REPLACEMENTProject Status Open Year Identified 2009

Project Type ELECTRICAL AND STREET LIGHTING Manager Don McPhee



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSMobile Equipment 0.0 300.0 0.0 300.0 0.0Test Equipment 0.0 135.0 135.0 135.0 185.0Vehicles 112.0 200.0 50.0 200.0 50.0Total 112.0 635.0 185.0 635.0 235.0FINANCING DETAILSELECTRICAL DISTRIBUTION EXTENSION RES 112.0 360.0 185.0 360.0 235.0ELECTRICAL DISTRIBUTION REPLACEMENT RES 0.0 275.0 0.0 275.0 0.0Total 112.0 635.0 185.0 635.0 235.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 369 -


Project Description This project provides for the purchase of additional fleet vehicles and equipment in accordance with Section 18.1 of the CapitalReserves Bylaw #6774. These vehicles or pieces of equipment have been requested by various departments as additions to theprevious years' permanently assigned complement which are required due to increased demand resulting from the City's growthand/or to provide improved service.

Bylaw #6774 also states that funds may be used to finance the purchase or construction of capital assets required to maintain thefleet.

General Comments Where applicable, this project is subject to City Council's approval for the rental of the equipment in the appropriate departmentalOperating Budget.

The units to be purchased are as follows: (Parks Grounds Maintenance Equipment Acquisition Reserve)

Gator- 4 wheel Drive - $16,000

Groomer/Landscaper - $6,000

Tractor under 40 HP - $28,000

Tractor 40-50 HP - $50,000

Front End Loader Attachment - $15,000

2x 6' Mower (4x4) - $40,000

14' Out-front Mower Attachment - $18,000

Sweeper (Mounted) - $12,000

Tractor 50-60 HP - $60,000

Turf Sweeper - $55,000

1356 AF-V&E ADD'L VEHICLES & EQUIPTProject Status Open Year Identified 2009

Project Type GROWTH AND CAPITAL EXPANSION Manager Jason Kennon

Asset Type V&E vehicles Est. End Date -


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSParks Equipment Purchase 300.0 100.0 250.0 100.0 100.0Snow & Ice Equipment Acquisition 515.0 0.0 0.0 0.0 0.0Total 815.0 100.0 250.0 100.0 100.0FINANCING DETAILSPARKS GROUNDS MTCE EQUIP ACQ RES 300.0 100.0 250.0 100.0 100.0SNOW & ICE MGT EQUIP ACQUISITION 515.0 0.0 0.0 0.0 0.0Total 815.0 100.0 250.0 100.0 100.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 370 -


Project Description This project involves the purchase of replacement fleet vehicles and equipment in accordance with Capital Reserves Bylaw #6774.Replacements are required as the units are experiencing unacceptable maintenance and repair costs, excessive downtime, and/or aloss in productivity, and have reached or passed their scheduled life spans.

General Comments The units to be replaced will be disposed of as trades, by public auction, or by public tender. The units scheduled for replacement,within reserve funding available, are as follows:

1 - Minivan - $30,000

4 - 1/4 Ton Truck - $180,000

6 - 1/2 Ton Truck - $218,000

1 - 3/4 Ton Truck - $40,000

11 - 1 Ton Truck - $730,000

3 - SUV's - $90,000

2 - Heavy Cube Van - $400,000

3 - Garbage Trucks - $1,020,000

3 - Bucket Truck - $900,000

3 - Wheel Loader - $1,000,000

3 - Motor Grader - $260,000

1 - Wheeled Excavator - $400,000

1 - Packer - $150,000

3 - Trackless Backhoe - $460,000

2 - Sweeper - $550,000

23 - Police Units - $700,000

1357 AF-V&E REPL'T VEHICLES & EQUIPTProject Status Open Year Identified 2009

Project Type EQUIPMENT REPLACEMENT Manager Jason Kennon

Asset Type V&E vehicles Est. End Date -


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSEquipment Purchase 7,128.0 5,692.0 5,700.0 5,900.0 6,000.0Total 7,128.0 5,692.0 5,700.0 5,900.0 6,000.0FINANCING DETAILSVEHICLE EQUIPMENT REPLACE RESERVE 7,128.0 5,692.0 5,700.0 5,900.0 6,000.0Total 7,128.0 5,692.0 5,700.0 5,900.0 6,000.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 371 -


Project Description Capital Projects 1364 - CP Service Saskatoon-Citizen Input/Systems/Standards/Staffing, 1829 - AF Service Saskatoon-Systems, 1942 -AF Corporate Security Plan, and 1949 - AF Service Saskatoon-Staffing Accommodation are inter-related to each other in regards tomaking the necessary changes to the 1st (main) floor of City Hall and applicable technology requirements to accommodate the visionof the new Service Saskatoon customer service area. Each Capital Project is integral to the success of establishing the 'one-stop'customer experience at the service level kiosks applying the new Service Saskatoon model of enhanced customer service.

Service Saskatoon is the overall strategy for the City to provide responsive and reliable services to citizens. One of the plannedinitiatives under the provision of personalized access is the implementation of a 311/Customer Relationship Management System.311 is a coordinated approach to responding to citizens' phone calls and inquiries on programs and services. It is an easy-to-remember telephone number that provides citizens with simplified access to non-emergency government services. It eliminates theneed for a caller to understand which department provides a service and finding a number for that service. CRM is a softwareapplication that is used to track interactions with residents on an ongoing basis and manages data and information effectively. The311/CRM will be integrated with the digital strategy the City is currently developing.

General CommentsThe 2017 continued costs include a variety of processes, technology and support in order to continue the transition of 200 services inPublic Works to the Service Saskatoon 311/CRM model. The model consists of four key pillars:

1) Citizen Input - A Citizen First approach to the design and delivery of services;

2) Staffing - Ensure dedicated customer service staff are trained, equipped and ready to respond;

3) Systems - Citizens will have easy access to information including the ability to request services and track the progress from start tofinish;

4) Standards - Commitment to deliver quality and consistent service to every citizen, every time.

1364 CP-SERVICE SASKATOON-CITIZEN INPUT/SYSTEMS/STANDARDS/STAFFINGProject Status Open Year Identified 2015

Project Type SUPPORT SYSTEMS Manager Rob Gilhuly



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSProject Implementation 200.0 200.0 200.0 200.0 200.0Total 200.0 200.0 200.0 200.0 200.0FINANCING DETAILSCORPORATE CAPITAL RESERVE 200.0 200.0 200.0 200.0 200.0Total 200.0 200.0 200.0 200.0 200.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 372 -


Project Description This project involves the construction of municipal services on City-owned and privately-owned land.

General CommentsFunding from the Property Realized Reserve is to be used for advancing the landscaping of the linear park on the West side of theneighbourhood North of McKague Crescent, installation of a black aluminum fence along the park, landscaping the dry pond to theEast of the linear park and between McClocklin Road and Hampton Circle, landscaping the buffer on the South side of McClocklinRoad West of Junor Avenue, completion of the village square, seeding to grass the vacant school and community centre site,maintenance of the basement excavation stockpile site, relocation of dirt piles and topsoil, park storm sewer and additional utilitycharges.


1400 LAND DEV'T-HAMPTON VILLAGE SUBProject Status Open Year Identified 2009




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILS2009 - E3 - City (Hargreaves) 110.0 0.0 0.0 0.0 0.0Total 110.0 0.0 0.0 0.0 0.0FINANCING DETAILSGENERAL PPD SERV-ENGINEERING 110.0 0.0 0.0 0.0 0.0Total 110.0 0.0 0.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


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Project Description This project involves the construction of municipal services on City-owned and privately owned land.

General Comments Prior years funding from the Property Realized Reserve is for the completion of the neighbourhood concept plan, preliminaryengineering design and site grading for rubble disposal as well as utilities not provided for in land development rates and for otherneighbourhood enhancements.

Year City Lots Private Lots

2017 - 243

2018 - 200


1403 LAND DEV'T-ROSEWOODProject Status Open Year Identified 2009




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILS2010 - C1 - Priv (East of Rosewood Gate N.) 805.0 400.0 0.0 0.0 0.02016 - F1 - Priv(Rosewood Commercial) 58.0 8.0 0.0 0.0 0.02017 - E1 Private (SE of Olson Lane East, S of Rosewood Blvd East) 456.0 376.0 0.0 0.0 0.0Total 1,319.0 784.0 0.0 0.0 0.0FINANCING DETAILSGENERAL PPD SERV-ELEC-CITY 420.0 260.0 0.0 0.0 0.0GENERAL PPD SERV-ENGINEERING 233.0 74.0 0.0 0.0 0.0GENERAL PREPAID SVCES-ELEC-SPC 666.0 450.0 0.0 0.0 0.0Total 1,319.0 784.0 0.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 374 -


Project Description This project involves the construction of municipal services on City-owned land.

General CommentsPrior years funding from the Property Realized Reserve is for the topographical survey of the land in this proposed neighbourhood,the preliminary engineering design, other required engineering and environmental studies, preliminary design work on theneighbourhood concept plan, walkout basement grading and other enhanced services.

Year City Lots Private

2016 19.20ac 6.25ac

Special NoteIn 2010, the project included the construction of Lowe Road from Nelson Road to the Evergreen neighourhood.


1405 LAND DEV'T-EVERGREENProject Status Open Year Identified 2009




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILS2012 - D1 City (East of McOrmond) 16.0 0.0 0.0 0.0 0.0Earthfill & Enhanced Features 480.0 0.0 0.0 0.0 0.0Total 496.0 0.0 0.0 0.0 0.0FINANCING DETAILSPRR-LAND DEVELOPMENT 496.0 0.0 0.0 0.0 0.0Total 496.0 0.0 0.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 375 -


Project Description This project is for the construction of all municipal services on City-owned and private land for the development of the Kensingtonneighbourhood.

General CommentsProperty Realized Reserve funding is for enhanced neighbourhood services, walkout basement grading, wet pond landscaping/irrigation and Kensington Village Centre streetscape design.


2017 - 88

2018 - -

2019 110 -


1407 LAND DEV'T-KENSINGTONProject Status Open Year Identified 2009




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILS2013 - B1 - Private (South of new 33rd) 18.0 0.0 0.0 0.0 0.02013 - C2 - City (McArthur, Nightingale) 377.0 0.0 0.0 0.0 0.02014 - A3 - City (Antonini, Kens Blvd, Nightingale) 56.0 4,128.0 0.0 0.0 0.0Earth Fill & Enhanced Features 61.0 0.0 0.0 0.0 0.0Total 512.0 4,128.0 0.0 0.0 0.0FINANCING DETAILSGENERAL PPD SERV-ELEC-CITY (47.0) 130.0 0.0 0.0 0.0GENERAL PPD SERV-ENGINEERING 0.0 3,770.0 0.0 0.0 0.0GENERAL PREPAID SVCES-ELEC-SPC 65.0 228.0 0.0 0.0 0.0PRR-LAND DEVELOPMENT 494.0 0.0 0.0 0.0 0.0Total 512.0 4,128.0 0.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 376 -


Project Description This project involves the construction of municipal services on privately owned land in the Airport Industrial Business Park area.

General CommentsPrior years funding from Property Realized Reserve is for the functional engineering and conceptual design.


1408 LAND DEV'T-AIRPORT INDUSTRIAL BUS PARKProject Status Open Year Identified 2009




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILS2016 - B1 - City (South of Claypool Dr) 0.0 1,204.0 0.0 0.0 0.0Total 0.0 1,204.0 0.0 0.0 0.0FINANCING DETAILSGENERAL PPD SERV-ENGINEERING 0.0 1,204.0 0.0 0.0 0.0Total 0.0 1,204.0 0.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 377 -


Project Description This project is for the development of a master plan for the land North of 25th Street.

General CommentsFuture planning and implementation of the redevelopment is planned over a 30-year period. Phasing is to be coordinated withproject 1584 - Civic Operations Centre for the City Yards construction. The Civic Operations Centre is included in the Civic Facilitiesfunding plan and the project will only proceed as funds are available.


1409 LAND DEV'T-NORTH DOWNTOWNProject Status Open Year Identified 2011

Project Type GROWTH AND CAPITAL EXPANSION Manager Eric Westberg



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSFunctional Design 0.0 500.0 500.0 6,900.0 100.0Total 0.0 500.0 500.0 6,900.0 100.0FINANCING DETAILSUNFUNDED MAJOR PROJECTS 0.0 500.0 500.0 6,900.0 100.0Total 0.0 500.0 500.0 6,900.0 100.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 378 -


Project Description This project involves the construction of municipal services on City-owned and privately owned land for the development of the ElkPoint neighbourhood.

General CommentsPrior years Property Realized Reserve funding is for the topographical survey of the land in this proposed neighbourhood, thepreliminary engineering design, other required engineering and environmental studies, preliminary design work on theneighbourhood concept plan.


2016 - -

2017 - 100 and 2.34ac


1410 LAND DEV'T-ELK POINTProject Status Open Year Identified 2011




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILS2015 - B1 - Priv (N of Main Entrance) 383.0 0.0 0.0 0.0 0.0Earthfill and Enhanced Services 40.0 0.0 0.0 0.0 0.0Total 423.0 0.0 0.0 0.0 0.0FINANCING DETAILSGENERAL PPD SERV-ELEC-CITY 130.0 0.0 0.0 0.0 0.0GENERAL PPD SERV-ENGINEERING 28.0 0.0 0.0 0.0 0.0GENERAL PREPAID SVCES-ELEC-SPC 225.0 0.0 0.0 0.0 0.0PRR-LAND DEVELOPMENT 40.0 0.0 0.0 0.0 0.0Total 423.0 0.0 0.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 379 -


Project DescriptionThis project is for the development of City-owned residential land within the Aspen Ridge neighbourhood.

General CommentsDevelopment in 2017 is for municipal services on City-owned residential land including 10 parcels.

Funding from the Property Realized Reserve-Fund 50 is for the cost of relocating of telephone lines, a 25kv powerline and moving a138kv power line.

Year City Lots

2016 371 West of McOrmond

2017 11 Parcels Adjacent to McOrmond

2018 254 Lots and 6 parcels East of McOrmond


1411 LAND DEV'T- ASPEN RIDGEProject Status Open Year Identified 2011




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILS2014 - B1 - City 2,321.0 10,205.0 0.0 0.0 0.02014 - B2 - City 0.0 2,783.0 0.0 0.0 0.02015 - D1 - City 1,514.0 0.0 0.0 0.0 0.02015 - D2 - City 0.0 0.0 4,844.0 0.0 0.0Earthfill and Enhanced Services 590.0 0.0 0.0 0.0 0.0Total 4,425.0 12,988.0 4,844.0 0.0 0.0FINANCING DETAILSGENERAL PPD SERV-ELEC-CITY 110.0 509.0 0.0 0.0 0.0GENERAL PPD SERV-ENGINEERING 3,397.0 11,727.0 4,421.0 0.0 0.0GENERAL PREPAID SVCES-ELEC-SPC 0.0 137.0 423.0 0.0 0.0PRR-LAND DEVELOPMENT 918.0 615.0 0.0 0.0 0.0Total 4,425.0 12,988.0 4,844.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021



Project Description This project involves the extension of the trunk sewers and pond requiremnts to the proposed Hampton Village neighbourhood


AB Forcemain phase II - - 2004/2006/2007 (Reqd for residential phase)

C Stormwater Storage - - 2002/2004 (Reqd for residential phase)

Basin II

D Stormwater Storage - - 2005 (Reqd for residential phase II)

Basin

D Lift Station - - 2018 (Reqd for Industrial)

E Stormwater Basin - - 2012 (Reqd for residential phase)

E Lift Station II 3,650 350 2004/2006 (Reqd for residential phase)

DE San Trunk 1,500 300/450 2008 (Kingsmere lift to Lakewood Lift Station)

E Lift Station Stage II - - 2004 (Reqd for suburban Ctr east)

EF Forcemain 4,500 300 2018 (Reqd for Industrial)

FG Snitary Trunk 790 675 2015

FF 340 675 2020

H Dundonald Pond - - 2004/2005 (Reqd for residential phase)

AB Sanitary Trunk 110 600 2004/2007 (Reqd for residential phase)

CD Storm Trunk 900 1050 2004/2005 (Reqd for residential phase)

EI Storm Trunk 500 525 2012 (Reqd for residential phase)

Abandon Lift Station - - 2005

F- Stormwater Basin - - 2018 (Reqd for Industrial)

FG- Storm Trunk Outlet 1,500 900 2018 (St. Piping Reqd for Industrial)

The general PPD-Services-Eng Reserve is used as an interim source of funding and will be reimbursed in future years.

* A map indicating the location of the trunk sections, stormwater storage basins, and lift stations are available from Transportationand Utilities Department upon request.

Special Note A share of the costs will be covered through the flood protection program in project 1678 in 2015 as detailed below:

D Lift Station - $275,000

EF- Forcemain - $105,000

FG- Sanitary Trunk - $84,000


1416 LAND DEV'T-TR SWR-HAMPTON VILLAGEProject Status Open Year Identified 2009




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSFG - Stm Trunk - Industrial (Pond to Circle) 0.0 2,347.0 0.0 0.0 0.0F'G/FF' -Sanitary Trunk (NS) Hampton to Blairmore Lift 0.0 0.0 0.0 728.0 0.0Force Main EF-Hampton-58th St-Industrial 0.0 3,200.0 0.0 0.0 0.0Lift Station D - Industrial 0.0 2,200.0 0.0 0.0 0.0Pond F - Hampton Industrial 0.0 3,630.0 0.0 0.0 0.0Total 0.0 11,377.0 0.0 728.0 0.0FINANCING DETAILSPRIVATE CONTRIBUTIONS 0.0 1,570.0 0.0 0.0 0.0

- 380 -


PROPERTY REALIZED RES 0.0 646.0 0.0 0.0 0.0TRUNK SEWER RESERVE 0.0 7,390.0 0.0 728.0 0.0WASTEWATER LIFT STATION RES 0.0 1,771.0 0.0 0.0 0.0Total 0.0 11,377.0 0.0 728.0 0.0IncrementalOperating Impacts (000's)

Budget2017

Plan2018

Plan2019

Plan2020

Plan2021



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

- 381 -


Project Description This project involves the extension of the trunk sewers to the proposed west sector.

General Comments Details for servicing some parts of blairmore have not been finalized. As a result, it is expected that the servicing scheme may bealtered.


A- Lift Station- Suburban - - 2005/2007

Area

AC- Forcemain-Lift Station 575 250 2005

A to trunk CD

CC'- Forcemain-Temp to 2,540 250 2005

Confed Drive

A- Pond - - 2005

AA'- Storm-Pond A to 325 600 2005

McCormack

AB- Trunk-dalmeny 50 1500 2005

Rd/22nd to Dalmeny Lift

H- Lift Station-Blairmore - - 2009/2010

Neighbourhood 1

HI- Forcemain-Lift Station - - 2010/2011

to Marquis Trunk

F- Pond 1 Blairmore - - 2011

Neighbourhood 1

FG/GH/HI Sani (EW) 1,064 900/1050/675

Yarrow

C'D/DE/EF Sani. (NS) 1,405 900 2013

Yarrow to S. of pond 4

AB - Storm Trunk Outlet - 600/675 2011

Pond 1 to Diefenbaker

CD- Trunk Sanitary (NS) 1,200 600/675 2013-2016

N of Pond 3 to 22nd St

EF/FG/GH-St. Trunks (EW) 1168 750-1500 2011-2014

Pond 1 to N of yarrow

CD-NS-Storm Trunks- 457 1050 2013

Pond 2 to Pond 3&4

AC-EW-St Trunk- Pond 3 580 750 2013

to Steeves Ave.

Pond 2- S of Yarrow - - 2014/2015

Pond 3 & 4 Central - - 2013-2015

Kensington

Blairmore Pond 2 & Piping - - 2015

CC' Sani Trunk - - 2013-2015

AB- Storm Trunk- Pond 2 468 1350 2019

to Trail

1417 LAND DEV'T-TR SWR-BLAIRMOREProject Status Open Year Identified 2009



- 382 -

Land Development Preliminary 2017CE - Strom Pipe 450 900 Beyond 2021

Pond 3

Beyond 2021 2.2 ha

AB - Kensington to 850 600 2019 Required for Blairmore 3

Blairmore San

AB - Blairmore to - - 2019 Required for 1st phase of Blairmore 3

Pond A St

West Swale storm water - - 2017 Required for future Balirmore neighbourhoods

management feasibility Study

The general PPD-Services-Eng Reserve is used as an interim source of funding and will be reimbursed in future years.

* A map indicating the location of the trunk sections, stormwater storage basins, and lift stations are available from Transportationand Utilities Department upon request.

Special Note A share of the costs were previously covered through the Flood Protection Program in project 1678 as detailed below:

H Lift Station - $1,026,000

HI- Forcemain - $2,694,000

A share of the costs will be covered through the Flood Protection Program in project 1678 in in the future as detailed below:

C'C- Sanitary Trunk (NS) S of Pond 4 to 22nd - $321,000



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSAB -San/Stm Trunk - Kensington Blvd to Blairmore 3 0.0 0.0 1,577.0 0.0 0.0Elk Point - AB Storm Pond - Pnd 2 to Trail 0.0 0.0 1,309.0 0.0 0.0Elk Point - Pond 1 & 2 0.0 0.0 4,200.0 0.0 0.0West Swale Storm Water Feasability Study 150.0 0.0 0.0 0.0 0.0Total 150.0 0.0 7,086.0 0.0 0.0FINANCING DETAILSTRUNK SEWER RESERVE 150.0 0.0 7,086.0 0.0 0.0Total 150.0 0.0 7,086.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 383 -

- 384 -


Project Description This project involves the extension of the trunk sewers from the intersection of Highway 5 and McOrmond Drive South, east, andwest into the the east suburban development area to facilitate approximately 2717 hectares of staged development includingapproximately nine future neighbourhoods.

General Comments SECTION * LENGTH (m SIZE (mm) YEAR(s)

BCD Sani- Hwy 5 to 1134 1200 2014 Reqd for 1st neighbourhood - Phase 1

end Intersection

BC Storm- Hwy 5 to 1,093 1500/1200 2014 Reqd for 1st neighbourhood - Phase 1

2nd Intersection

CD Storm- EW Piping to 1,730 1200/1800 2013 Reqd for 1st neighbourhood - Phase 3

Pond 1

D- Pond 1 2014 Total size of 15 ha - Reqd for 1st nbhd phase 1

CC'-San-EW of 1,386 600/375 2013/2014 Reqd for 1st neighbourhood - Phase 1

McOrmond Dr

DD'E-Sani 2nd Intersection 2 900/375 2019 Reqd for 1st neighbourhood - Phase 2

to 8th Street

CE-Storm 2nd Intersection 1,500 2100 2019 Reqd for 1st neighbourhood

to 8th Street

EF Storm 1,040 2100 2020 Reqd for 2nd neighbourhood

EF Sanitary 1,040 750 2020 Reqd for 3rd neighbourhood

FG Sanitary 940 525 2021


1418 LAND DEV'T-TR SWR - HOLMWOODProject Status Open Year Identified 2012




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSCC' - San - East/West of McOrmond Drive 400.0 0.0 0.0 0.0 0.0CE - Stm - Brighton Common to 8th Street 0.0 0.0 16,617.0 0.0 0.0DD'E - San - Brighton Common to 8th Street 0.0 50.0 6,593.0 0.0 0.0EF - San - 8th Street to Zimmerman 0.0 0.0 0.0 3,087.0 0.0EF - Storm - 8th Street to Zimmerman 0.0 0.0 50.0 14,402.0 0.0Total 400.0 50.0 23,260.0 17,489.0 0.0FINANCING DETAILSTRUNK SEWER RESERVE 400.0 50.0 23,260.0 17,489.0 0.0Total 400.0 50.0 23,260.0 17,489.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


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Project DescriptionThis project is for the City's portion of residential municipal services on privately developed land within the Brighton Neighbourhood.Also included, is the municipal servicing of the second phase of Brighton.

General CommentsPrior years funding from the Property Realized Reserve- Fund 50 is for the cost of fill removal from the pond site and clearing of thesite.


2017 - 350

2018 - 300


1419 LAND DEV'T - BRIGHTONProject Status Open Year Identified 2014




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILS2014 - A1 - Private 195.0 0.0 0.0 0.0 0.02015 - B1 - Private (S of Hwy 5) 0.0 1,214.0 0.0 0.0 0.02016 - D1 - City 0.0 1,718.0 0.0 0.0 0.0Total 195.0 2,932.0 0.0 0.0 0.0FINANCING DETAILSGENERAL PPD SERV-ELEC-CITY 0.0 391.0 0.0 0.0 0.0GENERAL PPD SERV-ENGINEERING 195.0 1,866.0 0.0 0.0 0.0GENERAL PREPAID SVCES-ELEC-SPC 0.0 675.0 0.0 0.0 0.0Total 195.0 2,932.0 0.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 386 -


Project DescriptionThis project has been established for Engineering analysis and Consultant studies for potential infill projects throughout the city.

1420 LAND DEV'T - INFILL DEVELOPMENTSProject Status Open Year Identified 2014




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSOther 100.0 0.0 0.0 0.0 0.0Sutherland 330.0 0.0 0.0 0.0 0.0Total 430.0 0.0 0.0 0.0 0.0FINANCING DETAILSPROPERTY REALIZED RES 430.0 0.0 0.0 0.0 0.0Total 430.0 0.0 0.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 387 -


Project DescriptionThis project involves the construction of municipal services on City-owned Industrial Land.

General CommentsFunding is for the preliminary engineering design, other required engineering and environmental studies, and preliminary design ofthe area concept plan.

1424 LAND DEV'T - NEIGHBOURHOOD 1-RIEL SECTORProject Status Open Year Identified 2017


Asset Type Land Est. End Date -


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSPreliminary Design 400.0 0.0 0.0 0.0 0.0Total 400.0 0.0 0.0 0.0 0.0FINANCING DETAILSPROPERTY REALIZED RES 400.0 0.0 0.0 0.0 0.0Total 400.0 0.0 0.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 388 -


Project Description This project involves the extension of primary water mains to the North Industrial Area and Agriplace. It will allow additional industrialdevelopment and will increase system reliability.

General Comments The current dsign is for 1,600mm water main. Preliminary findings of a study currently being completed by Utility Services indicatethat upsizing the primary water main to 900mm could enable the City to significantly defer the construction of the future NorthIndustrial reservoir. If it is resolved to upsize this primary water main, a new budget and funding strategy will be developed for thisproject.


AB 3,400 600 2011 (Required for Phase 1 Marquis Ind.)

BC 855 600 2009 (Req'd for Phase 1 Marquis Ind. Including repurchase of 750mm Sask water main)

C'D 1,000 600 2012 (Required for Phase 2 Marquis Ind.)

DE 887 600 2019 (Required for Phase 2 Marquis Ind.)

IJ 830 900 2018 (Required for Area North of Marquis 11.)

EF 830 600 2021 (Req'd for completion of Marquis Ind.)

FG 600 600 Beyond 2021 (Req'd for area West of Hwy 11)

IF 1,880 900 2021 (Req'd for area West of CN & West of Swale)

J'J'' 1,200 900 2020 (Req'd for area E of Wanuskewin & CNR)

J"J1 - - Beyond 2021 (Req'd for area East of Wanuskewin)

HI* 800 750 2014/2016/2017 (Along Arthur Rose Ave. North of 71st)

*Includes a reimbursement to SaskWater

Related Project:

Project 713 (Water Reservoir Pumping Capacity) provided for a pump house and installation of additional pumps at the 42nd St.Reservoir to help handle the requirements for this watermain network.


1435 LAND DEV'T -PRIMARY WATER MAINS -NORTH INDUSTRIALProject Status Open Year Identified 2009




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSDE - Marquis to 71st 0.0 0.0 1,400.0 0.0 0.0EF - 71st St - West of Millar to Idylwyld 0.0 0.0 0.0 0.0 1,503.0HI - Arthur Rose - 71st to 81st 250.0 0.0 0.0 0.0 0.0IF - E/W - CNR to W of Swale 0.0 0.0 0.0 0.0 8,325.0IJ - 81st - North Quarter 0.0 2,208.0 0.0 0.0 0.0J"J1 - East of Wanuskewin Rd 0.0 0.0 0.0 0.0 1,910.0J'J'' - East Wanuskewin + East CNR 0.0 0.0 0.0 3,187.0 0.0Total 250.0 2,208.0 1,400.0 3,187.0 11,738.0FINANCING DETAILSPRIMARY WATERMAIN RES 250.0 2,208.0 1,400.0 3,187.0 11,738.0Total 250.0 2,208.0 1,400.0 3,187.0 11,738.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 389 -


Project Description This project involves the extension of primary water mains to the proposed Hampton Village Neighbourhood and the future WestSector Suburban Development area.

General Comments This project is subject to the approval of the overall neighbourhood concept plan.


AB 600 600 2005 (Required for Hampton Village)

BC 1,800 600 2012 (Required for Hampton Village)

CD' 1,600 600 2013 (Required for Hampton Village)

D'E 1,600 600 2014 (Required for Kensington)

EF 2,400 600 2018 (Req'd for Blairmore)

FG 1,200 600 2019 (Req'd for Blairmore)

GH 1,650 600 2020 (Req'd for Blairmore)

KL 4,230 1,050 Beyond 2021 (Required for System Upgrade/Future Growth

Additional segments will be added to this project in the future for future Blairmore Sector neighbourhoods.


1436 LAND DEV'T-BLAIRMORE PRIMARY WATER MAINSProject Status Open Year Identified 2009




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSEF - Neault Rd - 33rd to 22nd 0.0 4,294.0 0.0 0.0 0.0FG- Hwy 7 - 22nd to CNR 0.0 0.0 2,173.0 0.0 0.0GH - CNR - Hwy 7 to RR3063 0.0 0.0 0.0 2,988.0 0.0KLI - Fillmain Treatment Plant - 22nd/Circle 0.0 0.0 0.0 0.0 26,100.0Total 0.0 4,294.0 2,173.0 2,988.0 26,100.0FINANCING DETAILSPRIMARY WATERMAIN RES 0.0 4,294.0 2,173.0 2,988.0 0.0PRIVATE CONTRIBUTIONS 0.0 0.0 0.0 0.0 26,100.0Total 0.0 4,294.0 2,173.0 2,988.0 26,100.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 390 -


Project Description This project is for the construction of primary Watermain within the East Sector. These primaries will facilitate approximately 1200hectares of staged development in the East Sector in the near future. In the long term these primaries will also facilitateapproximately 1800 hectares of development in the East Sector.

General Comments Notes: Primary water mains required for any given neighbourhood may also be required for subsequent neighbourhoods.


BCD 1,141 1,050 2013 (Required for1st Neighbourhood)

DE 1,500 1,050 2019 (Required for 2nd Neighbourhood)

EF 1,040 1,050 2020 (Required for 3rd Neighbourhood)

FG 1,000 1,050 Beyond 2021 (Required for 3rd Neighbourhood)


1437 LAND DEV'T-PRIMARY WATER MAINS - HOLMWOOD SECTORProject Status Open Year Identified 2012




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSDE - McOrmond - 2nd Round-About to 8th Street 0.0 0.0 4,628.0 0.0 0.0EF - McOrmond - 8th St to Sec 20 0.0 0.0 0.0 3,209.0 0.0Total 0.0 0.0 4,628.0 3,209.0 0.0FINANCING DETAILSPRIMARY WATERMAIN RES 0.0 0.0 4,628.0 3,209.0 0.0Total 0.0 0.0 4,628.0 3,209.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 391 -


Project Description This project provides funding for the installation of railway crossing improvements undertaken by Canadian National and CanadianPacific Railways at level crossings within City limits. Under the current funding agreement with Transport Canada and Pacific Railways,each party is responsible for a percentage of the costs associated with safety upgrades done at level crossings, i.e. gates andautomated warning systems.

General Comments Crossing improvements are typically mandated by Transport Canada through the issuance of a 'Notice of Order' and as such the City isrequired to participate in funding a portion of the improvement. This program also includes an annual inspection program forsignage, independent safety inspections required for whistle cessation requests and the installation of an uninterruptible powersupply at various locations. It should also be noted that changing regulations by Transport Canada have resulted in increased fundingrequirements as the warrant system for railway gate installations has changed.

The following are the City's requirements under Transport Canada's new grade crossing regulations: a) road authorities and railwaycompanies will be required to share critical information with each other by November 2016 in relation to the railway crossings underthe City's jurisdiction; b) road authorities will be required to meet the safety standard at their existing railway crossings by November2021; c) the Regulations apply to both the private and public crossings; d) grade crossing improvements may be eligible for federalfunding and road authorities can apply for a grant before undertaking the work; and, e) under the Railway Safety Act, roadauthorities can be held liable and/or found guilty of an offense if they fail to meet the new Regulations.

Worked planned for 2017 includes the following:

1) Regular rail upgrade / maintenance program ($50,000)

2) Highway 7 rail crossing improvements ($300,000); from this total $225,000 is funded by Transport Canada and Pacific Railways

3) Rail regulation safety assessments ($200,000)

4) Rail relocation/underpass feasibility study ($650,000)

Item 4 will be completed in two phases over 2017/2018.

Special NoteThe Other funding source identified in this project includes the City's matching contribution of $325,000 for the Public TransitInfrastructure Fund which will be funded from a reallocation of utility dividend from Building Canada funded utility projects. Inaddition, $225,000 will be funded from Transport Canada and Canadian Pacific Railway.

1456 TU-RAILWAY CROSSING SAFETY IMPROVEMENTSProject Status Open Year Identified 2009

Project Type INFRASTRUCTURE MAINTENANCE Manager Goran Lazic



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSCONSTRUCTION 1,200.0 300.0 190.0 200.0 200.0Total 1,200.0 300.0 190.0 200.0 200.0FINANCING DETAILSOTHER 550.0 160.0 50.0 50.0 50.0PTIF - FEDERAL 325.0 0.0 0.0 0.0 0.0TRAFFIC SAFETY RESERVE 325.0 140.0 140.0 150.0 150.0Total 1,200.0 300.0 190.0 200.0 200.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 392 -


Project Description This project is for the construction of an arterial roadway between Neault Road and Airport Drive.

General Comments The construction in 2005 was for the initial two lanes of an ultimate four lane roadway extending along the North perimeter of theneighbourhood between McClocklin Road and Airport Drive. The remaining roadway constructed in the future will be a four laneroadway from Neault Road to McClocklin Road and will be subject to the development of the Blairmore area and the adjacentIndustrial Lands.

Note: The 2018 budget is being funded by private development (57%) and Property Realized Reserve (43%). The funding distributionrepresents the construction of the arterial roadway in advance of the permanent funding shown in Arterial Road Reserve in 2021.


1458 LAND DEV'T-ART RD-CLAYPOOL DR (DALMNY-AIRPRT DR)Project Status Open Year Identified 2009




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSHampton Gate North to Hughes Drive 0.0 6,665.0 0.0 0.0 6,074.0Hughes Drive to Neault Road 0.0 6,665.0 0.0 0.0 6,074.0Total 0.0 13,330.0 0.0 0.0 12,148.0FINANCING DETAILSARTERIAL ROAD RESERVE 0.0 6,665.0 0.0 0.0 18,813.0PRIVATE CONTRIBUTIONS 0.0 3,810.0 0.0 0.0 (3,810.0)PROPERTY REALIZED RES 0.0 2,855.0 0.0 0.0 (2,855.0)Total 0.0 13,330.0 0.0 0.0 12,148.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 393 -


Project Description This project involves the design and construction of the Neault Roadway from 22nd Street to Section 2, Township 37. This roadwaywill provide access to 22nd Street and the neighbourhoods North of 22nd Street in the Blairmore Sector.

General Comments Construction of the portion from 33rd Street to Claypool Drive will begin in 2018.

1460 LAND DEV'T-ARTL RD-NEAULT RDWY (22ND-SEC 2)Project Status Open Year Identified 2012




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILS22nd Street - Kensington Gate W 0.0 0.0 0.0 5,308.0 0.033rd Street - Claypool Drive 0.0 3,429.0 0.0 0.0 3,125.0Kensington Gate W - 33rd Street 0.0 0.0 4,504.0 0.0 4,104.0Total 0.0 3,429.0 4,504.0 5,308.0 7,229.0FINANCING DETAILSARTERIAL ROAD RESERVE 0.0 3,429.0 4,504.0 5,308.0 7,229.0Total 0.0 3,429.0 4,504.0 5,308.0 7,229.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 394 -


Project Description This project is for the design and construction of Fedoruk Drive from Central Avenue to McOrmond Drive.

General Comments Fedoruk Drive is a main East/West arterial roadway within the University Heights area.

The project included grading to accommodate the relocation of a 138kV power line.


1464 LAND DEV'T-ART RD-FEDORUK DRIVEProject Status Open Year Identified 2009




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSCentral to Konihowski 0.0 0.0 0.0 3,270.0 0.0Konihowski/Lowe Rd 0.0 0.0 0.0 1,309.0 0.0Total 0.0 0.0 0.0 4,579.0 0.0FINANCING DETAILSARTERIAL ROAD RESERVE 0.0 0.0 0.0 4,579.0 0.0Total 0.0 0.0 0.0 4,579.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 395 -


Project Description This project includes the design and construction of the final two lanes from 51st Street to North of SE 1/4 Sec. 27 as well as trafficnoise attenuation measures from 51st Street to Adilman Drive and on Lenore Drive from Wanuskewin Road to Russell Road.

General Comments Construction of the 51st Street roadway and noise attenuation began in 2009.


1466 LAND DEV'T-ART RD - WANUSKEWIN RDProject Status Open Year Identified 2009




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILS71st Street to North of SE 1/4 Sec. 27 0.0 3,298.0 0.0 3,005.0 0.0Total 0.0 3,298.0 0.0 3,005.0 0.0FINANCING DETAILSARTERIAL ROAD RESERVE 0.0 3,298.0 0.0 3,005.0 0.0Total 0.0 3,298.0 0.0 3,005.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 396 -


Project Description This project involves the design and construction of 33rd Street from Hughes Avenue to Neault Road. This roadway will provide accessto Dalmeny Road and the initial Blairmore neighbourhoods.

General Comments The construction of the arterial roadway accessing the Blairmore neighbourhoods began in 2012.


1467 LAND DEV'T-ART RD - 33RD ST (HUGHES-NEAULT RD)Project Status Open Year Identified 2012




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSKensington Entrance to Dalmeny Rd. 0.0 4,552.0 0.0 0.0 0.0Total 0.0 4,552.0 0.0 0.0 0.0FINANCING DETAILSARTERIAL ROAD RESERVE 0.0 4,552.0 0.0 0.0 0.0Total 0.0 4,552.0 0.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 397 -


Project DescriptionThis project is for staged construction of the 8th Street East arterial roadway between McOrmond Drive and the planned CanadianPacific Railway overpass to serve the Brighton neighbourhood.

General Comments Construction of the initial phase of the arterial roadway serving the Brighton neighbourhood is expected to begin in 2020.

1468 LAND DEV'T-ART RD - 8TH STREET EASTProject Status Open Year Identified 2014




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSCPR Overpass to RR #3045 0.0 0.0 0.0 4,586.0 0.0RR #3045 to McOrmond Drive 0.0 0.0 0.0 0.0 3,332.0Total 0.0 0.0 0.0 4,586.0 3,332.0FINANCING DETAILSARTERIAL ROAD RESERVE 0.0 0.0 0.0 4,586.0 3,332.0Total 0.0 0.0 0.0 4,586.0 3,332.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 398 -


Project Description This project involves the costs for Future Direct Servicing Projects.

General Comments The costs identified in the plan for 2019 to 2021 are estimated and will be adjusted to actual projects in future budgets.

1474 LAND DEV'T-ESTIMATED FUTURE DIRECT SERVICING PROJECTSProject Status Open Year Identified 2014




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSFuture Direct Servicing 0.0 0.0 54,702.0 46,079.0 52,026.0Total 0.0 0.0 54,702.0 46,079.0 52,026.0FINANCING DETAILSGENERAL PPD SERV-ENGINEERING 0.0 0.0 54,702.0 46,079.0 52,026.0Total 0.0 0.0 54,702.0 46,079.0 52,026.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 399 -

Environmental Health Preliminary 2017

Project Description This project involves the provision of new or replacement roll-out garbage carts used for automated waste collection.

General Comments Each year approximately 5,000 garbage containers require replacement and approximately 1,500 new containers are required toservice new households.

1475 US-AUTO'D GARBAGE CONTAINER REPLProject Status Open Year Identified 2009

Project Type EQUIPMENT REPLACEMENT Manager Michelle Jelinski

Asset Type Garbage Collection Containers Est. End Date -


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSEquipment Purchase 509.0 371.0 384.0 398.0 413.0Total 509.0 371.0 384.0 398.0 413.0FINANCING DETAILSAUTO GARBAGE CONTAINER REPL RES 334.0 371.0 384.0 398.0 413.0TU - CAPITAL RESERVE 175.0 0.0 0.0 0.0 0.0Total 509.0 371.0 384.0 398.0 413.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 400 -


Project Description The project provides for slope monitoring and instrumentation of the City's east riverbank sites and the rehabilitation of slopefailures. Sites include sections of riverbank land or City-owned land and do not include private property

General Comments Riverbank monitoring and inspections are conducted annually to support the asset management plan for the City's east riverbank,along the Meewasin conservation area, up to and including some City streets. Remediation projects for preservation and stabilizationare implemented as required.

In 2017, the section of City-owned land between 15th and 17th street is expected to be the priority for additional instrumentation,monitoring, geotechnical analysis, and if required, remediation of sub-drainage to reduce the risk of damage to City-ownedinfrastructure.

1493 TU-EAST RIVERBANK STABILIZATIONProject Status Open Year Identified 2009

Project Type INFRASTRUCTURE REPLACEMENT Manager Lowell Reinhart



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSSubdrain Monitoring & Instrumentation System 207.0 150.0 154.0 158.0 162.0Subdrain Preservation & Slope Stabilization 828.0 200.0 205.0 210.0 215.0Total 1,035.0 350.0 359.0 368.0 377.0FINANCING DETAILSINFRA RES - STORM WATER 1,035.0 350.0 359.0 368.0 377.0Total 1,035.0 350.0 359.0 368.0 377.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 401 -


Project DescriptionThis project permanently constructs the traffic calming devices installed temporarily through the neighbourhood traffic reviewprocess.

General CommentsTraffic calming devices such as curb extensions, median islands, pinch-points, etc. will be funded from this project.

The 2017 program includes the following neighbourhoods, if fully funded:

1) Caswell Hill: $90,000

2) City Park: $135,000

3) Nutana: $195,000

4) Mayfair: $140,000

1504 TU- NEIGH.TRAFFIC REVIEW PERMANENT INSTALLATIONSProject Status Open Year Identified 2015

Project Type GROWTH AND CAPITAL EXPANSION Manager Shirley Matt



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSConstruction & Design 560.0 560.0 560.0 560.0 560.0Total 560.0 560.0 560.0 560.0 560.0FINANCING DETAILSTRAFFIC SAFETY RESERVE 160.0 160.0 160.0 160.0 200.0UNFUNDED TRAFFIC SAFETY RES 400.0 400.0 400.0 400.0 360.0Total 560.0 560.0 560.0 560.0 560.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 402 -


Project Description This project involves essential maintenance of the City's traffic signal system and life cycle replacement of major electronic andhardware components.

General Comments The City currently has 275 signalized intersections, of which many are under centralized computer control. There is a need tocontinually upgrade the aging infrastructure in order to maintain safe and reliable traffic signal operations.

High priority has been given to replacement of major hardware components, such as traffic controllers, conflict monitors, signalheads, poles and communications cables. This funding is critical for essential intersection repairs and upgrades, includingunderground conduit/cable replacement, communications network expansion, vehicle detector repairs, incorporation of non-intrusive detection, replacement of older cabinets and electronics as required.

1505 TU-TRAFFIC SIGNAL INFRASTRUCTURE UPGRADESProject Status Open Year Identified 2009

Project Type INFRASTRUCTURE REPLACEMENT Manager Goran Lazic



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSConstruction 375.0 375.0 375.0 375.0 375.0Total 375.0 375.0 375.0 375.0 375.0FINANCING DETAILSINFRA RES-TRANSPORTATION 375.0 375.0 375.0 375.0 375.0Total 375.0 375.0 375.0 375.0 375.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 403 -


Project Description This project involves the upgrade and rehabilitation of the City's traffic signs.

General Comments This program will develop and implement the following programs on an annual basis:

1) Stop and yield sign program: review, inspect and replace stop and yield signs to ensure that all signs meet standards

2) Arterial roadway sign program: review, assess, and replace the City's regulatory and warning signs on major arterial roads

3) Prepare as-built drawings in a digital format, compatible with the City's GIS system, for all programs

4) Street name plate replacement program

5) Pedestrian/School signing replacement program

6) Guide sign and overhead sign structure replacement program

7) Tree trimming program to ensure adequate visibility of control devices at intersections

1506 TU-TRAFFIC SIGNING REPLACE-INFRAProject Status Open Year Identified 2009

Project Type INFRASTRUCTURE REPLACEMENT Manager Cory Funk



Budget2017

Plan2018

Plan2019

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Plan2021



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 404 -


Project Description This project involves the installation of new guardrail for public safety, as well as the inspection and replacement of existing guardrail(and crash cushions) that have deteriorated to the point where structural integrity is compromised.

General Comments The list of locations requiring either guardrail installation or replacement has grown significantly and will require several years offunding to complete. Guardrail will be installed and/or replaced at specific locations in order of priority as determined through theranking system.

This program is an on-going, annual program.

1507 TU-GUARDRAILSProject Status Open Year Identified 2009




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSInstallation/Replacement 120.0 125.0 125.0 125.0 125.0Total 120.0 125.0 125.0 125.0 125.0FINANCING DETAILSINFRA RES-TRANSPORTATION 120.0 50.0 50.0 50.0 50.0UNFUNDED TRANSPORTATION INFRA RES 0.0 75.0 75.0 75.0 75.0Total 120.0 125.0 125.0 125.0 125.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 405 -

Urban Planning and Development Preliminary 2017

Project DescriptionThis project is a program for the installation of city entry signs welcoming the travelling public to the City of Saskatoon.

General CommentsThe following primary highway signs have been completed under this project:

Airport Drive

Highway 11 South

Highway 16 NW

Highway 16 SE

Highway 11 N

Blairmore Overpass Sign (Highway 7 W)

Highway 7

Construction will begin on the following signs once the land has been acquired:

Highway 12 (approved budget $135,000)

Highway 5 East (approved budget $145,000)

Highway 14 (approved budget $100,000)

The 2018 plan involves the design, construction and installation of a sign at Highway 219.

1508 CY-CITY ENTRANCE SIGNSProject Status Open Year Identified 2009

Project Type GROWTH AND CAPITAL EXPANSION Manager Paul Whitenect



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSConstruction 0.0 130.0 0.0 130.0 0.0Design 0.0 20.0 0.0 20.0 0.0Total 0.0 150.0 0.0 150.0 0.0FINANCING DETAILSUNFUNDED RCE 0.0 150.0 0.0 150.0 0.0Total 0.0 150.0 0.0 150.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 406 -


Project Description This project addresses shortcutting, speeding and road user safety issues within neighbourhoods and on local and collector streets.The project includes comprehensive neighbourhood-wise traffic reviews. Further details, including information on theNeighbourhood Traffic Reviews, are provided in the Neighbourhood Traffic Management Guidelines and Tools, City of Saskatoon,May 2016.

General Comments This project supports the City of Saskatoon long-term 'Moving Around' strategy as neighbourhood traffic management providessafety for motorists, cyclists and pedestrians.

This program will include:

1) Eight Neighbourhood Traffic Reviews per year

2) Conducting traffic studies and holding neighbourhood meetings (early spring and late fall) to determine and develop the trafficmanagement plan

3) Maintenance of the existing temporary traffic calming locations

4) Temporary implementation of the completed neighbourhood traffic calming plans


1512 TU-NEIGHBOURHOOD TRAFFIC MANAGEMENTProject Status Open Year Identified 2009

Project Type GROWTH AND CAPITAL EXPANSION Manager Shirley Matt



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSConstruction 350.0 350.0 350.0 350.0 350.0Total 350.0 350.0 350.0 350.0 350.0FINANCING DETAILSTRAFFIC SAFETY RESERVE 350.0 200.0 200.0 200.0 250.0UNFUNDED TRAFFIC SAFETY RES 0.0 150.0 150.0 150.0 100.0Total 350.0 350.0 350.0 350.0 350.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 407 -


Project Description This project involves the installation and rehabilitation of permanent pavement markings that have been installed on freeway/expressway and arterial roadways over the last 20 years.

General Comments There is no provision for this work in any operating program and rehabilitation of the markings has only been conducted under thearterial resurfacing program. Many of the permanent markings which have been installed have exceeded their design life and in areasof heavy travel, such as weave areas and intersections, the markings are completely gone.

The program includes the review, assessment and replacement of:

- Permanent markings on freeway/expressway roadways as required

- Permanent markings on arterial roadways as required

- Crosswalk and stop line markings on the above roads

- Guideline, continuity line and chevrons on the above roads

This program is also responsible for the placement of semi-permanent markings on the roadways rehabilitated by arterial resurfacingand micro surfacing.

This program is an on-going, annual program.

1513 TU-PAVEMENT MARKING PROGRAM-INFRAProject Status Open Year Identified 2009




Budget2017

Plan2018

Plan2019

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Plan2021



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 408 -


Project Description This project provides for the continued conversion to the pay-by-plate parking system.

General Comments A new electronic pay station parking system was implemented in 2015 to replace the aging coin meters. The project supports thepurchase of the new system, as well as additional pay stations for future expansion. It also provides the necessary resources toretrofit the parking services program to better adapt to the changing needs of the new system.

The implementation phase includes project management to lead the continued implementation of the new parking system and thepurchase of maintenance and systems equipment. The 2017 budget will provide further support for resources to complete systemconversion.

Prior Budget Approvals$595,000 Implementation

$4,577,000 Contractual agreement with Cale Systems Inc.

1518 CY-PAY STATION PURCHASES & IMPLEMENTATIONProject Status Open Year Identified 2009

Project Type EQUIPMENT REPLACEMENT Manager Andrew Hildebrandt



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSImplementation 160.0 60.0 60.0 60.0 60.0Total 160.0 60.0 60.0 60.0 60.0FINANCING DETAILSPARKING RESERVE 160.0 60.0 60.0 60.0 60.0Total 160.0 60.0 60.0 60.0 60.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 409 -


Project Description This project involves the replacement of all analog radio's to digital. This involves the replacement of City owned portable and mobileradios from analog to digital and replacement of radios due to end of life cycle.

General Comments This project provides funding for the replacement of Corporate radio's.

1523 AF-TRUNKING RADIO REPLACEMENTProject Status Open Year Identified 2011

Project Type SUPPORT SYSTEMS Manager Del Ehlert



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSEQUIPMENT PURCHASE 350.0 350.0 350.0 400.0 400.0Total 350.0 350.0 350.0 400.0 400.0FINANCING DETAILSCIVIC RADIO REPL & EXPN RESERVE 350.0 350.0 350.0 400.0 400.0Total 350.0 350.0 350.0 400.0 400.0


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Plan2018

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Plan2021


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Project Description This project involves rehabilitation of the Circle Drive North Bridge, both eastbound and westbound.

General Comments The Circle Drive North Bridge consists of two separate bridge decks (eastbound and westbound) founded on a shared pier system.The eastbound and westbound bridge structures are curved, five span, three lane steel girder bridges. The estimated replacementcost for each structure is approximately $45.1 million.

Proactive rehabilitation work planned for 2020 includes removal and replacement of the asphalt wearing surface and membranes,spot repairs to the concrete decks, replacement of the expansion joints and spot repairs to concrete surfaces. The design andengineering services for the rehabilitation work is planned in 2019.

If a 'Do Nothing' approach were taken with preservation of the two bridge superstructures, service life prediction modeling indicatesthat structural failure, necessitating costly emergency repairs, can be expected to occur by the year 2035, requiring completereplacement of the superstructures. The cost estimate for deck replacement is approximately $18 million for each structure.

1526 TU-CIRCLE DR BRIDGE REPAIRProject Status Open Year Identified 2009

Project Type INFRASTRUCTURE REPLACEMENT Manager Dan Willems



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILS0.0 0.0 200.0 4,370.0 0.0

Total 0.0 0.0 200.0 4,370.0 0.0FINANCING DETAILSBRIDGE MAJOR REPAIR RESERVE 0.0 0.0 200.0 2,240.0 0.0UNFUNDED BRIDGE MAJOR REPAIR RES 0.0 0.0 0.0 2,130.0 0.0Total 0.0 0.0 200.0 4,370.0 0.0


Budget2017

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Project Description This project involves the rehabilitation of the University Bridge.

General Comments The University Bridge is a 10 span, four lane concrete arch and girder bridge, originally constructed in 1916. The estimatedreplacement cost for this structure is approximately $78.1 million.

Rehabilitation of the bridge piers' arches is planned for the year 2021. This work would include engineering and construction servicesfor the repair of concrete section loss on Piers CD and GH, and rehabilitation of the concrete arches.

The City of Saskatoon is currently completing a study on the arches of the University Bridge which will be able to provide additionalinformation relating to costs on the rehabilitation of the arches that may be required in 2021.


1527 TU-UNIVERSITY BRIDGE REHABProject Status Open Year Identified 2009

Project Type INFRASTRUCTURE REPLACEMENT Manager Todd Grabowski



Budget2017

Plan2018

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Plan2020

Plan2021

GROSS COST DETAILSRehabilitation 0.0 0.0 0.0 0.0 18,000.0Total 0.0 0.0 0.0 0.0 18,000.0FINANCING DETAILSUNFUNDED BRIDGE MAJOR REPAIR RES 0.0 0.0 0.0 0.0 18,000.0Total 0.0 0.0 0.0 0.0 18,000.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


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Project Description This project includes the rehabilitation of the Spadina Crescent Bridge.

General Comments The Spadina Crescent Bridge is a three span, two lane continuous concrete deck slab bridge, originally constructed in 1930. Theestimated replacement cost for this structure is approximately $1.16 million.

Rehabilitation work planned for 2018 includes engineering services, removal and replacement of the asphalt wearing surface andmembrane, removal and replacement of a portion of the concrete deck, spot repairs to concrete surfaces, installation of galvanicprotection on the substructure, application of silane sealer to the walkway and substructure, filling voids on the abutments andimproving erosion protection.

If a 'Do Nothing' approach were taken with preservation of this bridge, service life prediction modeling indicates that structural failureof the deck, necessitating costly emergency repairs, can be expected to occur by the year 2024, with complete replacement of thebridge required by the year 2029 at a cost of approximately $1.16 million.

1528 TU-SPADINA CRES BRIDGEProject Status Open Year Identified 2012

Project Type INFRASTRUCTURE REPLACEMENT Manager Dan Willems



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSRepairs 0.0 566.0 0.0 0.0 0.0Total 0.0 566.0 0.0 0.0 0.0FINANCING DETAILSUNFUNDED BRIDGE MAJOR REPAIR RES 0.0 566.0 0.0 0.0 0.0Total 0.0 566.0 0.0 0.0 0.0


Budget2017

Plan2018

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Plan2020

Plan2021


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Project Description This project includes rehabilitation of the Sid Buckwold Bridge.

General CommentsThe Sid Buckwold Bridge is a three span, six lane post-tensioned concrete girder bridge, originally constructed in 1965. The estimatedreplacement cost for this structure is approximately $66.1 million.

Design and Engineering Services required for the rehabilitation in 2018 will occur in 2016 and 2017. Rehabilitation work planned for2018 includes engineering services, removal and replacement of the asphalt wearing surface and membrane, removal andreplacement of a portion of the concrete deck, increasing the concrete cover over the rebar on the deck by 70 mm, removal andreplacement of the median and interior traffic rails, replacement of the expansion joints, spot repairs to concrete surfaces,application of silane sealer to the walkway and replacement of the pedestrian railing.

If a 'Do Nothing' approach were taken with preservation of this bridge, service life prediction modeling indicates that structural failureof the deck, necessitating costly emergency repairs, can be expected to occur by the year 2027, with complete replacement of thedeck and barriers required by the year 2032. The cost estimate for emergency deck repairs and subsequent deck rehabilitation isapproximately $40.8 million.

1553 TU-SID BUCKWOLD BRIDGE REPAIRSProject Status Open Year Identified 2009




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSBridge Deck Resurfacing 300.0 9,540.0 0.0 0.0 0.0Total 300.0 9,540.0 0.0 0.0 0.0FINANCING DETAILSBRIDGE MAJOR REPAIR RESERVE 300.0 9,540.0 0.0 0.0 0.0Total 300.0 9,540.0 0.0 0.0 0.0


Budget2017

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Project Description This project is to fund the investigation, procurement and implementation of system replacements or upgrades required in theTransportation and Utilities Department.

General Comments There are many internal systems used by Transportation and Utilities which are integral to its operations. These systems eventuallyneed upgrading, or need to be able to realize efficiencies by taking advantage of available advanced technology.


1556 TU-SYSTEM UPGRADES/REPLACEMENTSProject Status Open Year Identified 2012

Project Type SUPPORT SYSTEMS Manager Cory Funk



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSDesign and Implementation 0.0 100.0 100.0 100.0 100.0Total 0.0 100.0 100.0 100.0 100.0FINANCING DETAILSTU - CAPITAL RESERVE 0.0 100.0 100.0 100.0 100.0Total 0.0 100.0 100.0 100.0 100.0


Budget2017

Plan2018

Plan2019

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Plan2021


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Project Description This project is to provide funding to address identified office modifications and required replacements and/or upgrades to systemsfurniture for open office areas in the Transportation and Utilities Department.

General Comments Major modifications to office space in the Transportation and Utilities Department have been identified. As well, the existing systemsfurniture is dated and no longer manufactured - any required upgrades or modifications are not compatible with the existingfurniture.


1557 TU-OFFICE MOD'NS/FURNITURE REPL/UPGRADESProject Status Open Year Identified 2011

Project Type EQUIPMENT REPLACEMENT Manager Shelley Korte

Asset Type Building Contents Est. End Date -


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSOffice Furniture System Replacement 0.0 50.0 50.0 50.0 50.0Total 0.0 50.0 50.0 50.0 50.0FINANCING DETAILSTU - CAPITAL RESERVE 0.0 50.0 50.0 50.0 50.0Total 0.0 50.0 50.0 50.0 50.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


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Project Description This project involves preservation activities for the College Drive westbound over CPR overpass.

General Comments College Drive westbound over CPR overpass was bestowed to the City of Saskatoon in late 2011 by the Saskatchewan Ministry ofHighways. The structure is a two lane, three span, steel girder bridge, originally constructed in 1965.

The substance preservation work planned in 2017 includes engineering services, spot repairs to abutments and piers and applicationof the galvanic protection system.

The rehabilitation of the structure is planned for 2020 and includes engineering services, removal of asphalt wearing surface andmembrane, removal and replacement of portions of the concrete deck, spot repairs of the concrete surface and installation of a newmembrane and wearing surface.

1561 TU-COLLEGE DRIVE WESTBOUND OVER CPR OVERPASS Project Status Open Year Identified 2015




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSCollege Drive Westbound Over CPR Overpass 234.0 0.0 100.0 1,714.0 0.0Total 234.0 0.0 100.0 1,714.0 0.0FINANCING DETAILSBRIDGE MAJOR REPAIR RESERVE 0.0 0.0 100.0 305.0 0.0UNFUNDED BRIDGE MAJOR REPAIR RES 234.0 0.0 0.0 1,409.0 0.0Total 234.0 0.0 100.0 1,714.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


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Project Description This project involves preservation activities for the College Drive eastbound over CPR overpass.

General Comments The College Drive eastbound over CPR overpass was bestowed by the City of Saskatoon in late 2011 by the Saskatchewan Ministry ofHighways. The structure is a two lane, three span, steel girder bridge, originally constructed in 1993.

The unfunded substructure preservation work that was planned for 2016 includes engineering services, spot repairs to abutmentsand piers and application of a galvanic protection system and has now been deferred to 2017.

The rehabilitation of the structure is planned for 2023 and includes engineering services, removal of asphalt wearing surface andmembrane, removal and replacement of 112 mm of the concreted deck, spot repairs to the concrete surface and installation of thenew membrane and wearing surface.

1562 TU-COLLEGE DRIVE EASTBOUND OVER CPR OVERPASSProject Status Open Year Identified 2015




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSCollege Drive Eastbound Over CPR Overpass 343.0 0.0 0.0 0.0 0.0Total 343.0 0.0 0.0 0.0 0.0FINANCING DETAILSUNFUNDED BRIDGE MAJOR REPAIR RES 343.0 0.0 0.0 0.0 0.0Total 343.0 0.0 0.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


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Project Description This project involves the development of parks in the Rosewood neighbourhood.

General Comments Funding identified in 2017 is for completion of a section of the neighbourhood core park and construction of a linear park.

Operating Impact$ 38,700 for Park Maintenance in 2019

Prior Budget Approvals$ 2,419,000 for design and construction of the neighbourhood core park

$ 87,000 for design of a 4.69 acre linear park

1568 PARK DEV-ROSEWOODProject Status Open Year Identified 2010




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSCore Parks 188.0 71.0 884.0 848.0 0.0Linear Parks 862.0 0.0 166.0 1,494.0 0.0Pocket Parks 0.0 0.0 0.0 418.0 0.0Village Square 0.0 261.0 0.0 0.0 0.0Total 1,050.0 332.0 1,050.0 2,760.0 0.0FINANCING DETAILSPARKS AND RECREATION LEVY (NBHD) 1,050.0 332.0 1,050.0 2,760.0 0.0Total 1,050.0 332.0 1,050.0 2,760.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


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Project DescriptionThis project involves the development of parks in the Kensington neighbourhood.

General CommentsFunding identified in 2017 for the construction of the village square.

Operating Impacts$8,900 in 2019 for maintenance of the village square

Prior Budget Approvals$34,000 for design of the village square

1570 PARK DEV-KENSINGTONProject Status Open Year Identified 2012




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSCore Parks 0.0 2,785.0 586.0 0.0 0.0Linear Parks 0.0 0.0 14.0 349.0 0.0Pocket Parks 0.0 0.0 39.0 351.0 0.0Village Square 314.0 0.0 0.0 0.0 0.0Total 314.0 2,785.0 639.0 700.0 0.0FINANCING DETAILSPARKS AND RECREATION LEVY (NBHD) 314.0 2,785.0 639.0 700.0 0.0Total 314.0 2,785.0 639.0 700.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


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Project DescriptionThe Community Support Program is managed by the Downtown Business Improvement District and overseen by the Street ActivitySteering Committee. There will be a comprehensive review of the Program prior to the end of the current contract with theDowntown Business Improvement District.

General CommentsThe Street Activity Baseline Study planned for 2018 will support a comprehensive review of the Community Support Program. It willbuild on the Street Activity Baseline Study that was completed in 2011 and updated in 2013 and 2015. This study tracks theperceptions of safety of the general public, businesses in the Downtown, Broadway, and Riversdale Business Improvement Districts,and vulnerable people on the street.

The study will be completed in December 2018.

Prior Budget Approval$50,000 Street Activity Baseline Study Update (2015)

1573 CY- CSO-COMPREHENSIVE REVIEW STUDYProject Status Open Year Identified 2015

Project Type REJUVENATION Manager Elisabeth Miller



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSComprehensive Review Study 0.0 50.0 0.0 0.0 0.0Total 0.0 50.0 0.0 0.0 0.0FINANCING DETAILSSTREETSCAPE RESERVE-BID 0.0 50.0 0.0 0.0 0.0Total 0.0 50.0 0.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

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Project DescriptionThis project involves the development of parks in the Aspen Ridge neighbourhood.

General CommentsFunding identified in 2017 is for the construction of a 0.43 acre linear park and design of four linear parks totalling 6.26 acres.

Operating Impact$ 3,100 in 2019 for linar park to be construct in 2017

$44,100 in 2020 for 4 parks designed in 2017

1574 PARK DEV-ASPEN RIDGEProject Status Open Year Identified 2015




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSCore Parks 0.0 0.0 0.0 379.0 3,414.0Linear Parks 272.0 1,700.0 100.0 965.0 623.0Pocket Park 0.0 0.0 41.0 369.0 54.0Village Square 0.0 0.0 0.0 34.0 302.0Total 272.0 1,700.0 141.0 1,747.0 4,393.0FINANCING DETAILSPARKS AND RECREATION LEVY (NBHD) 272.0 1,700.0 141.0 1,747.0 4,393.0Total 272.0 1,700.0 141.0 1,747.0 4,393.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


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Project DescriptionThis project involves the development of parks in the Elk Point neighbourhood.

General CommentsFuture timing of park development is based on anticipated development plans.

Prior Budget Approvals$103,000 for design of one linear park

$190,000 for design of two district parks

1575 PARK DEV-ELK POINTProject Status Open Year Identified 2015




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSCore Parks 0.0 0.0 0.0 316.0 2,843.0District Park 0.0 0.0 0.0 1,823.0 113.0Linear Parks 0.0 0.0 0.0 1,205.0 1,185.0Pocket Parks 0.0 0.0 0.0 31.0 319.0Village Square 0.0 0.0 0.0 0.0 35.0Total 0.0 0.0 0.0 3,375.0 4,495.0FINANCING DETAILSPARKS AND RECREATION LEVY (DISTRICT) 0.0 0.0 0.0 1,823.0 113.0PARKS AND RECREATION LEVY (NBHD) 0.0 0.0 0.0 1,552.0 4,382.0Total 0.0 0.0 0.0 3,375.0 4,495.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


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Project DescriptionThis project involves the development of parks in the Brighton neighbourhood.

General CommentsFuture timing of park development is based on anticipated development plans.

Prior Budget Approvals$17,000 for design of one linear park

$44,000 for design of one pocket park

1576 PARK DEV-BRIGHTONProject Status Open Year Identified 2015




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSCore Parks 0.0 465.0 4,183.0 880.0 0.0District Park 0.0 256.0 2,306.0 236.0 2,118.0Linear Parks 0.0 169.0 0.0 128.0 1,136.0Pocket Parks 0.0 405.0 0.0 149.0 1,340.0Total 0.0 1,295.0 6,489.0 1,393.0 4,594.0FINANCING DETAILSPARKS AND RECREATION LEVY (DISTRICT) 0.0 218.0 1,967.0 236.0 2,118.0PARKS AND RECREATION LEVY (MULTI-DISTRICT) 0.0 38.0 339.0 0.0 0.0PARKS AND RECREATION LEVY (NBHD) 0.0 1,039.0 4,183.0 1,157.0 2,476.0Total 0.0 1,295.0 6,489.0 1,393.0 4,594.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021



Project Description This project consists of the relocation of Transit, Public Works and City Yards to a new combined location.

This project has two phases of construction:

Phase One included the relocation of Transit from Caswell Hill. Relocating Transit will allow for decommissioning and theredevelopment of the vacated portion of Caswell Hill which has been identified as a Council priority. This Phase will also include thefirst permanent Snow Storage Facility. This facility will manage snow melt water and meet environmental regulations. Phase Oneconstruction is anticipated to be complete in 2016.

Phase Two of this project consists of the planning, design and construction of a new facility for the Water & Waste Stream Divisionand Roadways & Operations Division (also known as Public Works or City Yards).

General Comments The John Deere Plow Co. Ltd. built the John Deere building in 1910 and occupied it until 1961, when it was sold to the City ofSaskatoon. The four-storey, 16,000-square-foot building currently houses about 470 employees, many of whom are field staff thatreport in at the beginning and end of shifts. The John Deere building has had minimal maintenance performed since the middle of thelast century to keep it habitable; however, major maintenance or lifecycle upgrades have not been completed - these are longoverdue.

The primary goals for building a new facility are to support Public Works operations with appropriate, long term, purpose specificfacilities and to enlarge the overall space in line with accepted 'best practice' in Canada. Other goals related to the new facility includelocating the facility in a strategic location with ready access to a high volume transportation network, streamlining operations andavoiding the need to lease storage space.

The $500,000 requested in 2017 will be used to: fine tune project space and requirements; evaluate the need/opportunities forsatellite yards; evaluate operating budget impact; and develop phasing strategies. All of these will ultimately result in a greatercertainty of costs.

Specialized work functions require purpose built facilities that accommodate round-the-clock (24x7) operations. The following are afew examples:

- Designated self-contained area for the Sewer group

- Heated indoor storage to stockpile material for emergency repairs in the winter months

- Heated indoor storage for the fleet

- Multi-purpose indoor training facility for Public Works staff, Fire and sub-contractors

- Adequate office space for daily safety/tailgate meetings which are required by Occupational Health and Safety

- Amenities as available to other City Divisions (such as showers, appropriate washrooms and lunch rooms)

Special NoteThe Other funding source identified in this project is tracked through Civic Facilities Funding Plan.

Operating ImpactThe operating budget impact for Phase Two will be determined in 2017.

Prior Budget Approvals$131,426,000 Prior budget approvals funded an environmental assessment, a feasibility study, relocation studies, a P3 business caseand a communication plan as well as Phase One construction of the Transit and Snow Storage Facility.

1584 CIVIC OPERATIONS CENTREProject Status Open Year Identified 2009

Project Type INFRASTRUCTURE REPLACEMENT Manager Linda Andal



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSCity Yards 500.0 0.0 52,000.0 47,500.0 0.0Transit/Snowdump 0.0 8,000.0 0.0 0.0 0.0Total 500.0 8,000.0 52,000.0 47,500.0 0.0FINANCING DETAILSOTHER 500.0 8,000.0 52,000.0 0.0 0.0UNFUNDED MAJOR PROJECTS 0.0 0.0 0.0 47,500.0 0.0Total 500.0 8,000.0 52,000.0 47,500.0 0.0

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Corporate Asset Management Preliminary 2017IncrementalOperating Impacts (000's)

Budget2017

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Plan2020

Plan2021


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Project DescriptionThis project involves the design and construction of park enhancements in existing neighbourhood parks where the community hasidentified a need for new park amenities. These parks are not part of the ten-year plan for upgrading under the Park Upgrades,Enhancements & Repairs (P901). The enhancements typically add components to existing park amenities and reflect the greatestneed in the neighbourhood (e.g. park benches, trees and shrubs, picnic areas, lighting, playground equipment additions).

General CommentsThe City receives requests from Community Associations for park enhancements, some of which are significant and fall under thecapital budget parameters. These projects are funded through a combination of Community Association contributions and the ParkEnhancement Reserve.

Each year, project requests are brought forward by the Community Associations and undergo an approved adjudication process. Allproject applications and cost estimates are then returned to the Community Associations with a request for a formal commitment tothe project, including their financial contribution to the project. The finalized list of approved projects is completed once theoperating budget amount for the Park Enhancement Reserve has been approved.

In 2017, the Lakeridge Community Association will be partnering with the Lakeridge Playground Enhancement Committee and theCity of Saskatoon to replace the 30 year-old playground equipment in Crocus Park in the Lakeridge neighbourhood.

Special NoteThis project is contingent on receiving contributions from the Community Association.

Operating Impact$7,700 Maintenance of playground equipment

1595 CY-NEIGHBOURHOOD PARKS ENHANCEMENTSProject Status Open Year Identified 2009

Project Type INFRASTRUCTURE MAINTENANCE Manager Mike Libke



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSCrocus Park Playground 140.0 0.0 0.0 0.0 0.0Total 140.0 0.0 0.0 0.0 0.0FINANCING DETAILSPARK ENHANCE RES 10.0 0.0 0.0 0.0 0.0PRIVATE CONTRIBUTIONS 130.0 0.0 0.0 0.0 0.0Total 140.0 0.0 0.0 0.0 0.0


Budget2017

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Project Description This project is an annual program to undertake major rehabilitation and replacement of water mains and appurtenances in the waterdistribution system.

General Comments The network management component of this project involves the evaluation and planning to manage overall condition and capacityof the water distribution system.

The preservation program involves the project level design, construction administration and construction/contract activities todeliver the annual major rehabilitation and replacement programs and capacity improvement programs. Future years' preservationbudgets reflect the cost to replace mains and service connections that are anticipated to reach the economic life in the respectiveyear subject to a maximum 12 breaks.

The capacity program is directed at ensuring adequate pressure and volumes. Capacity improvements are typically driven by theneed to meet minimum fire flow standards for fire suppression and to ensure adequate water pressure during flushing and waterquality programming.

The capital operations component of the capital budget reflects capital investment directed at supporting operating programs.

The general support capital expenditure provides support to all programs including the continued development of GIS.

The lead connection program involves the construction administration and construction/contract activities for the replacement oflead connection on an emergency basis as well as in conjunction with roadway preservation and homeowner requests.

The Clean Water and Wastewater Funding approved by the Federal and Provincial Governments in 2016 will be used to rehabilitatelow-capacity water mains as well as accelerate water main replacements in locations where service levels are not met due to watermain breaks.

1615 TU-WATER DISTRIBUTIONProject Status Open Year Identified 2009

Project Type INFRASTRUCTURE REPLACEMENT Manager Steve Wood



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSCapacity Programs 560.0 5,673.0 5,815.0 5,961.0 6,110.0Capital Operations 169.0 173.0 178.0 182.0 187.0Clean Water and Wastewater Fund 18,900.0 0.0 0.0 0.0 0.0Flow Monitoring 21.0 21.0 22.0 22.0 23.0General Support 36.0 37.0 38.0 39.0 40.0HO Req Backlog 1,635.0 1,676.0 0.0 0.0 0.0Lead Connections 769.0 788.0 808.0 828.0 849.0Longterm Lead 0.0 2,306.0 2,364.0 2,423.0 2,484.0Modelling and Monitoring Support 50.0 50.0 50.0 50.0 50.0Network Management 154.0 158.0 162.0 166.0 170.0Preservation Program 5,495.0 5,853.0 6,233.0 6,638.0 7,070.0Total 27,789.0 16,735.0 15,670.0 16,309.0 16,983.0FINANCING DETAILSCWWF - FEDERAL 9,450.0 0.0 0.0 0.0 0.0CWWF - PROVINCIAL 4,725.0 0.0 0.0 0.0 0.0INFRA RES-WTR & SAN SWR 13,614.0 16,735.0 15,670.0 16,309.0 16,983.0Total 27,789.0 16,735.0 15,670.0 16,309.0 16,983.0


Budget2017

Plan2018

Plan2019

Plan2020

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Project Description This project is an annual program to undertake major rehabilitation and replacement of waste water sewer mains and appurtenancesin the waste water collection system.

General Comments The network management component of this project involves the evaluation and planning to manage the overall condition andcapacity of the waste water collection system.

The preservation and capacity programs involve the project level design, construction administration, and construction/contractactivities to deliver the annual major rehabilitation and replacement programs and capacity improvement programs. Thepreservation program is directed at replacement and rehabilitation of sewer mains and service connections that are structurallyunsound and pose a high risk of failure leading to sewer backup. The capacity improvement program is directed at mains that areundersized due to development intensification and wet weather inflow.


The general support capital expenditure provides support to all programs including the continued development of GIS.

The connection replacement program involves the construction administration and construction/contract activities for thereplacement of sewer connections.

The Clean Water and Wastewater Funding approved by the Federal and Provincial Governments in 2016 will be used to rehabilitatesanitary mains that have been identified as requiring rehabilitation in order to maintain structural integrity.

1616 TU-WASTE WATER COLLECTIONProject Status Open Year Identified 2009




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSCapital Operations 154.0 158.0 162.0 166.0 170.0Clean Water and Wastewater Fund 2,700.0 0.0 0.0 0.0 0.0Connection Replacements 630.0 646.0 662.0 679.0 696.0Flow Monitoring 41.0 42.0 43.0 44.0 45.0General Support 36.0 37.0 38.0 39.0 40.0Modelling and Monitoring Support 50.0 50.0 50.0 50.0 50.0Network Management 282.0 289.0 296.0 304.0 311.0Preservation Program 3,118.0 3,887.0 3,984.0 4,084.0 4,186.0Total 7,011.0 5,109.0 5,235.0 5,366.0 5,498.0FINANCING DETAILSCWWF - FEDERAL 1,350.0 0.0 0.0 0.0 0.0CWWF - PROVINCIAL 675.0 0.0 0.0 0.0 0.0INFRA RES-WTR & SAN SWR 4,986.0 5,109.0 5,235.0 5,366.0 5,498.0Total 7,011.0 5,109.0 5,235.0 5,366.0 5,498.0


Budget2017

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Project Description This project is an annual program to undertake major rehabilitation and replacement of the pipelines and appurtenances in the largediameter transmission system.

General Comments The network management component of this project involves the evaluation, inspection and planning to manage the capacity inrelation to demand, and the overall condition of the primary water main system. The work on this network will focus on demand/capacity modeling, cathodic protection and condition assessment.

The preservation and capacity programs involve the project level design, construction administration, and construction/contractactivities to deliver the annual major rehabilitation and replacement programs and capacity improvement programs.

The program will continue to focus on corrosion protection on the primary water mains to control corrosion failures, a common causeof leaks on these large diameter mains. A second component of the program includes the replacement and retrofitting of controlvalves/chambers to provide for the shutdown and isolation of the primary water main for maintenance and operations. A thirdcomponent of this program is the major rehabilitation or replacement of primary water main sections.

1617 TU-PRIMARY WATER MAINSProject Status Open Year Identified 2009




Budget2017

Plan2018

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Plan2020

Plan2021

GROSS COST DETAILSCapacity Programs 236.0 242.0 248.0 254.0 260.0Flow Monitoring 21.0 21.0 22.0 22.0 23.0General Support 31.0 32.0 32.0 33.0 34.0Network Management 103.0 105.0 108.0 110.0 113.0Operating Programs 26.0 26.0 26.0 26.0 26.0Preservation Program 1,532.0 1,571.0 4,564.0 4,553.0 4,542.0Total 1,949.0 1,997.0 5,000.0 4,998.0 4,998.0FINANCING DETAILSINFRA RES-WTR & SAN SWR 1,949.0 1,997.0 5,000.0 4,998.0 4,998.0Total 1,949.0 1,997.0 5,000.0 4,998.0 4,998.0


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Project Description This project is an annual program to undertake major rehabilitation and replacement of waste water trunk sewers and appurtenancesin the large diameter waste water collection system.

General Comments The network management component of this project involves the evaluation and planning to manage the overall condition andcapacity of the waste water trunk sewer system. The planning work will focus on demand/capacity modeling and the inspection ofcritical trunk sewers.

The preservation and capacity programs involve the project level design, construction administration, and construction/contractactivities to deliver the annual major rehabilitation and replacement programs and capacity improvement programs. Trunk sewersare critical sewers that cannot readily be taken out of service and in the event of a failure have a major environmental impact. Thepreservation program is directed at preventing failures through early rehabilitation or replacement.

The capacity improvement program is directed at mains that are undersized due to development intensification and where loadingexceeds capacity. Other capacity funding is allocated to programming to reduce wet weather inflow, which leads to local sanitarysewer overflows to the river.


1618 TU-SANITARY SEWER TRUNKSProject Status Open Year Identified 2009




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSCapacity Programs 164.0 168.0 172.0 177.0 181.0Capital Operations 41.0 42.0 43.0 44.0 45.0Flow Monitoring 41.0 42.0 43.0 44.0 45.0General Support 31.0 32.0 32.0 33.0 34.0Network Management 236.0 242.0 248.0 254.0 260.0Preservation Program 1,324.0 1,357.0 1,391.0 1,426.0 1,462.0Total 1,837.0 1,883.0 1,929.0 1,978.0 2,027.0FINANCING DETAILSINFRA RES-WTR & SAN SWR 1,837.0 1,883.0 1,929.0 1,978.0 2,027.0Total 1,837.0 1,883.0 1,929.0 1,978.0 2,027.0


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Project Description The project is an annual program to support major rehabilitation, upgrading, and replacement of small and large diameter collectorand trunk storm sewer mains and connections. The City's storm water assets include over 700 km of storm water pipes. Storm sewerasset management seeks to provide lowest life cycle costs

General Comments The project includes Network Management which involves the management, evaluation and planning required to support thePreservation and Capacity Improvement components. The Preservation Program includes inspection and assessment of the stormwater infrastructure and lining of priority storm pipes to extend their life. Capacity Improvement includes design and construction toenhance drainage in areas that experience flooding.

1619 TU-STORM SEWER TRUNK AND COLLECTIONProject Status Open Year Identified 2009




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSCapacity Program 307.0 477.0 4,500.0 500.0 513.0Capital Operations 185.0 26.0 0.0 0.0 0.0Network Management 259.0 265.0 272.0 279.0 285.0Preservation Program 373.0 382.0 391.0 401.0 411.0Total 1,124.0 1,150.0 5,163.0 1,180.0 1,209.0FINANCING DETAILSINFRA RES - STORM WATER 1,124.0 1,150.0 5,163.0 1,180.0 1,209.0Total 1,124.0 1,150.0 5,163.0 1,180.0 1,209.0


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Project Description This project is an annual program to undertake rehabilitation of storm water retention ponds. The storm water system includes 28storm retention ponds - 20 are wet and 8 are dry. Annual storm pond asset management will protect property from flooding andensure water quality.

General Comments The Network Management component involves evaluation and planning to support the Preservation and Capacity Improvementcomponents. The Preservation and Capacity Components involve project design, administration and construction to preserve thestorm ponds on a priority basis.

1621 TU-STORM SEWER POND PRESERVATIONProject Status Open Year Identified 2009




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSNetwork Management 21.0 21.0 22.0 22.0 23.0Preservation Program 104.0 106.0 109.0 111.0 114.0Total 125.0 127.0 131.0 133.0 137.0FINANCING DETAILSINFRA RES - STORM WATER 125.0 127.0 131.0 133.0 137.0Total 125.0 127.0 131.0 133.0 137.0


Budget2017

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Project Description This project involves the design, installation and maintenance of appropriate landscaping along the entrance roadways into the City,based on recommendations and staging as noted in the comprehensive City Entrances Landscape Development Master Plan.

General Comments This project would provide funding to design, install, establish and maintain landscaping including trees, shrubs, shelterbeltreplacements and other landscaping materials required to aesthetically enhance the entrance roadways in the City.

1627 CY-CITY ENTRANCEWAY/ EXPRESSWAY LANDSCAPINGProject Status Open Year Identified 2009

Project Type REJUVENATION Manager Bruce Laing



Budget2017

Plan2018

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Plan2021

GROSS COST DETAILSDesign and Construction 0.0 350.0 350.0 350.0 350.0Total 0.0 350.0 350.0 350.0 350.0FINANCING DETAILSUNFUNDED RCE 0.0 350.0 350.0 350.0 350.0Total 0.0 350.0 350.0 350.0 350.0


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Project DescriptionThis project involves a site survey, an analysis of current amenities, and the development of a Master Plan for Diefenbaker Park toguide current and future usage of the park.

General CommentsDiefenbaker Park has been identified as an important City-wide Special Use Park within Saskatoon. With the increase in populationand number of events taking place in Saskatoon, Diefenbaker Park usage will continue to grow. Currently, Diefenbaker Park has threeallocated green spaces that host festivals and events. The park also has one baseball diamond, an eighteen hole disc golf course, apublic toboggan hill, and is the future home of Optimist Hill at Diefenbaker Park.

As events continue to increase in size, number and duration, a plan is needed to guide park usage as well as highlight the importanceof Diefenbaker Park as a festival and event site. A Master Plan will identify and maximize the unique features available in and aroundDiefenbaker Park. Diefenbaker Park is well positioned geographically with access to the South Saskatchewan River, Meewasin ValleyAuthority trails and other nearby amenities.

1635 CY-DIEFENBAKER PARK MASTER PLANProject Status Open Year Identified 2016

Project Type GROWTH AND CAPITAL EXPANSION Manager Brad Babyak



Budget2017

Plan2018

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GROSS COST DETAILSDiefenbaker Park Master Plan 0.0 0.0 210.0 0.0 0.0Total 0.0 0.0 210.0 0.0 0.0FINANCING DETAILSUNFUNDED RCE 0.0 0.0 210.0 0.0 0.0Total 0.0 0.0 210.0 0.0 0.0


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Project Description The project involves the pruning and/or removal of trees in back lanes.

General Comments There is a need to maintain access/egress from back lanes and this will provide an additional funding source to deal with publicconcerns.

1638 TU-BACK LANE TREE TRIMMINGProject Status Open Year Identified 2009

Project Type INFRASTRUCTURE REPLACEMENT Manager Andrew Hildebrandt



Budget2017

Plan2018

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GROSS COST DETAILSTree Trimming 50.0 50.0 50.0 50.0 50.0Total 50.0 50.0 50.0 50.0 50.0FINANCING DETAILSUNFUNDED TRANSPORTATION INFRA RES 50.0 50.0 50.0 50.0 50.0Total 50.0 50.0 50.0 50.0 50.0


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Plan2018

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Project DescriptionThis project provides for the replacement of pedestrian bridges throughout Arbor Creek Park.

General CommentsA total of six bridges span creek beds throughout the Arbor Creek Park allowing pedestrian traffic to safely navigate the park pathwaysystem. The current bridges have reached or are reaching the end of their life cycle, with one bridge being taken out of service due tosafety concerns resulting from its current poor condition.

In 2017 all six bridges will be replaced.

Special NoteThe funding source for this project is a special development levy that was established in 1994 to partially pay for the maintenance andreplacement of the components of the re-circulating stream; this fund will be depleted in 2017.

Operating Impact2018 - $4,800 Replacement Reserve Contribution (3.7% of capital cost; estimated useful life is 25 to 30 years)

1641 CY-PARKS-ARBOR CREEK PARK PEDESTRIAN BRIDGES REPLACEMENTProject Status Open Year Identified 2017

Project Type INFRASTRUCTURE REPLACEMENT Manager Dave Hutchings



Budget2017

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GROSS COST DETAILSPedestrian Bridge Replacement 130.0 0.0 0.0 0.0 0.0Total 130.0 0.0 0.0 0.0 0.0FINANCING DETAILSARBOR CREEK PARK EQUIPMENT RESERVE 130.0 0.0 0.0 0.0 0.0Total 130.0 0.0 0.0 0.0 0.0


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Community Support Preliminary 2017

Project DescriptionThis project provides funding for the development of a Saskatoon Municipal Cemetery Service Master Plan.

General CommentsThe 2005 Woodlawn Cemetery Value for Money Audit confirmed that the City of Saskatoon should remain in the cemetery businessin order to meet the objectives of ensuring protection of public health and access to cemetery products and services at reasonableand relatively stable market prices. Based on current burial trends and regulations allowing four interments per single casket plot,the estimated life span of Woodlawn is approximately 25 years.

The Master Plan will provide high level guidance with regard to an accurate count of the years of available gravesites remaining inWoodlawn Cemetery and provide a report that would outline the future needs including, but not limited to: interment demand; landpurchase and capital cost estimates; location; and management strategies.

Operating ImpactThe future operating impact will be identified in the Master Plan.

1650 CY-NEW MUNICIPAL CEMETERIESProject Status Open Year Identified 2009

Project Type GROWTH AND CAPITAL EXPANSION Manager Gerald Rees

Asset Type Cemeteries - Land Improvement Est. End Date -


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSFeasibility Study 80.0 0.0 0.0 0.0 0.0Total 80.0 0.0 0.0 0.0 0.0FINANCING DETAILSUNFUNDED RCE 80.0 0.0 0.0 0.0 0.0Total 80.0 0.0 0.0 0.0 0.0


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Project DescriptionThis project involves drainage remediation in parks throughout the City. Drainage remediation is required due to high water tables, aswell as sump and storm water discharge from private properties bordering park areas. The excess moisture results in:

- loss of plant material in parks and greenspaces (flooded-out);

- standing water which is unsightly, creates anoxic soil (foul smell), and exacerbates mosquito breeding;

- slipping hazards on park pathways due to algae and ice;

- erosion of slopes and granular pathways;

- premature deterioration of asphalt pathways, as well as other hard park infrastructure such as fence posts and signs;

- soft park conditions that are not able support regular mowing activities; and

- water intrusion onto private property.

General CommentsDrainage installation involves the installation of subsurface (French drain tile or surface, culverts, or drainage systems) or the re-grading of existing landscape surfaces to ensure positive drainage to appropriate discharge points.

The 2017 budget includes drainage installations in Varley Park, Hawthorne Park, and Chernesky Park.

1653 CY-PARK DRAINAGEProject Status Open Year Identified 2009

Project Type REJUVENATION Manager Bruce Laing



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSConstruction 100.0 0.0 0.0 0.0 0.0Total 100.0 0.0 0.0 0.0 0.0FINANCING DETAILSDEDICATED LANDS RESERVE 100.0 0.0 0.0 0.0 0.0Total 100.0 0.0 0.0 0.0 0.0


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Project Description This project involves the upgrading of existing roadway infrastructure at Woodlawn Cemetery to accommodate increased vehiculartraffic and provide access to future burial areas. Upgraded roadways ensure Woodlawn Cemetery is safely accessible for all citizensusing all modes of transportation.

General CommentsRoad conditions at Woodlawn Cemetery were assessed in 2014 with 33,600 square metres of cemetery roadway rated as being inpoor condition. Phased upgrades have been planned over a five year period in an effort to bring all roadways within WoodlawnCemetery to good condition, to be completed by 2019. Since 2015, upgrades to approximately 17,000 square meters (approximately50%) of the heavily used poor condition roadways in Woodlawn Cemetery have been completed.

The 2017 budget will allow roadway upgrades to continue on another 5,200 square meters of cemetery roadways that have beenidentified as being in poor condition and requiring major upgrade.

Prior Budget Approval$450,000

1657 CY-WOODLAWN CEMETERY ROADWAY UPGRADEProject Status Open Year Identified 2012

Project Type REJUVENATION Manager Gerald Rees

Asset Type Cemeteries - Land Improvement Est. End Date -


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSConstruction 150.0 150.0 160.0 0.0 0.0Total 150.0 150.0 160.0 0.0 0.0FINANCING DETAILSRESERVE FOR CAPITAL EXPENDITURES 150.0 0.0 0.0 0.0 0.0UNFUNDED RCE 0.0 150.0 160.0 0.0 0.0Total 150.0 150.0 160.0 0.0 0.0


Budget2017

Plan2018

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Project Description This project is the result of service review findings that indicate an expansion of Park maintenance buildings is necessary as the areaof City parks and open space continues to grow.

General CommentsTo improve operating efficiencies of the Parks Maintenance program, a new service delivery model is being implemented thatincludes new satellite maintenance buildings and equipment strategically located geographically closer to parks in newneighbourhoods. This will reduce travel time to and from existing maintenance facilities to the parks, and will result in more effectiveuse of staff resources and be safer for workers that travel on city roadways.

Operating Impacts2018 - $18,000 CBCM ($3,000 per building)

2018 - $13,200 Utilities ($2,200 per building)

Prior Budget Approvals$95,000 for design of the six satellite maintenance buildings to be located at Kinsmen, Hyde, Peter Zakreski and Lakewood Parks andin the Kensington and Evergreen neighbourhoods.

1658 CY-PARKS NEW SATELLITE MTNC BLDGProject Status Open Year Identified 2012

Project Type GROWTH AND CAPITAL EXPANSION Manager Darren Crilly



Budget2017

Plan2018

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Plan2021

GROSS COST DETAILSBrighton 0.0 20.0 250.0 0.0 0.0Elk Point 255.0 0.0 0.0 0.0 0.0Evergreen District 255.0 0.0 0.0 0.0 0.0Hyde Park 255.0 0.0 0.0 0.0 0.0Kinsmen Park 255.0 0.0 0.0 0.0 0.0Lakewood Park 255.0 0.0 0.0 0.0 0.0Peter Zakreski Park 250.0 0.0 0.0 0.0 0.0Total 1,525.0 20.0 250.0 0.0 0.0FINANCING DETAILSPARKS AND RECREATION LEVY (MULTI-DISTRICT) 1,270.0 20.0 250.0 0.0 0.0UNFUNDED RCE 255.0 0.0 0.0 0.0 0.0Total 1,525.0 20.0 250.0 0.0 0.0


Budget2017

Plan2018

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Project DescriptionThis project involves creating an inventory database of elm trees situated on public and private property. An accurate inventory isrequired to help prevent the spread of Dutch elm disease within Saskatoon.

General CommentsDutch elm disease is a fungal disease that is transmitted by bark beetles and through root grafts. It blocks water movement and cancause rapid decline of elm trees. The City of Saskatoon's first confirmed case of Dutch elm disease was identified in a privately ownedelm tree in July, 2015.

The Urban Forestry section uses an inventory system to manage approximately 30,000 elm trees located on boulevards and parks.Currently there is no inventory of the number and distribution of elm trees on private property and on public land that is not undermanagement by urban forestry (e.g. golf courses, cemeteries, campgrounds and the river valley). Expanding the current elm treeinventory to identify trees located on both public and private property is a necessary step to ensure that all elm trees are managedwithin a comprehensive Dutch Elm Disease Management Plan.

Special NoteThis project is funded by the Deferred Tree Replacement Account.


1662 CY-ELM TREE INVENTORYProject Status Open Year Identified 2016




Budget2017

Plan2018

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Plan2021

GROSS COST DETAILSElm Tree Inventory 50.0 0.0 0.0 0.0 0.0Total 50.0 0.0 0.0 0.0 0.0FINANCING DETAILSOTHER 50.0 0.0 0.0 0.0 0.0Total 50.0 0.0 0.0 0.0 0.0


Budget2017

Plan2018

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Project DescriptionThis project involves all aspects of implementation of Phases One and Two of the Meewasin Northeast Swale Master Plan (MasterPlan). Specifically, it includes detailed design, tendering and project management of Phase One and Two, and subsequentconstruction. Phase One includes protective fencing, trail construction, interpretive opportunities and other amenities. Phase Twoincludes additional trail development and seating/interpretive node construction.

Additionally, this project involves grassland restoration in and around City wet and dry ponds that were previously developed in theNortheast Swale (Swale) and that were developed under a Meewasin Valley Authority (Meewasin) condition that native grassland bere-established.

General CommentsIn October 2015, City Council approved in principle the Master Plan. The Master Plan includes a significant number of proposedamenities: trails, boardwalks, parking areas, facilities (benches, picnic areas, waste receptacles, etc.), signage, access control, lighting,and the Greenway (trail and transition area adjacent to urban development).

Funds are to be provided to Meewasin for project management and implementation. The City will monitor progress and reviewdetailed designs administratively to ensure compliance with all City policies and plans and the approved Master Plan.

This capital project excludes funding for the Greenway. This is addressed, in part, through the development of the Aspen Ridgeneighbourhood (southern Swale boundary) and the remainder (northern Swale boundary) will be addressed through a future capitalproject.

For 2017 and 2018, the funding source is an allocation from the Neighbourhood Land Development Fund. This will enable Meewasinto initiate important design work, take steps to secure the Swale from illegitimate access, begin the multi-year process to restoreimpacted grasslands in and around the wet and dry ponds and begin construction of the internal trail network and some of theseating and interpretive nodes. The funding source for 2019 is a combination of allocation from the Neighbourhood LandDevelopment Fund and Meewasin, with potential sources including fundraising and/or grants. The Meewasin-funded portion issubject to fundraising efforts and portions may be available earlier or later than identified. Meewasin may be able to advance work asfunds are available.

Phases Three through Five are dependent on the pace of development of neighbourhoods in the University Heights SuburbanDevelopment Area beyond Aspen Ridge and will be brought forward in future years.

Operating ImpactCity Operating impacts of $61,000 annually will be incurred from 2019 onward as amenities are developed and require maintenance.

1663 PARK DEV - N.E. SWALEProject Status Open Year Identified 2017

Project Type PREPAID LAND DEVELOPMENT Manager Darren Crilly



Budget2017

Plan2018

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GROSS COST DETAILSN.E. Swale 500.0 500.0 1,870.0 0.0 0.0Total 500.0 500.0 1,870.0 0.0 0.0FINANCING DETAILSNEIGHBOURHOOD LAND DEVELOPMENT FUND 500.0 500.0 500.0 0.0 0.0PRIVATE CONTRIBUTIONS 0.0 0.0 1,370.0 0.0 0.0Total 500.0 500.0 1,870.0 0.0 0.0


Budget2017

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Project DescriptionThis project encompasses a number of initiatives planned as upgrades and/or enhancements to various amenities, at the GordieHowe Sports Complex to support programming and events. The sports complex includes the Saskatoon Minor Football Field, Bob VanImpe Softball Field, Gordie Howe Softball Field, Clarence Downey Speedskating Oval, Gordie Howe Kinsmen Arena, Glenn ReeveSoftball Diamonds, Geoff Hughes Baseball fields, Cairns Baseball stadium, and Leakos Baseball Field.

General CommentsWith the upgrades at SMF Field, the new clubhouse facility and the extension of the operating season, the Gordie Howe SportsComplex is seeing a significant increase in activity in all areas. Programming at the SMF Field has increased from a previous averageof 110 hours annually to an estimated 1,400 hours. The additional programming at the football field as well as the other sportsvenues within the complex has increased vehicle traffic and usage of the parking facilities and some facilities require upgrades toaddress deficiencies or to meet new National Standards. The various components of the project are being brought forward by eitherthe City of Saskatoon or the Friends of the Bowl Foundation and includes a commitment from the FOTBF for funding a number of theprojects.

The project components being requested include:

- Parking lot lighting and curbs

- Gordie Howe Softball Diamond backstop replacement to meet National Standards

- Clarence Downey Speedskating Oval upgrades and timing equipment

Operating Impact$5,400 - Lighting

$2,500 - Softball backstop

$9,600 - Speedskating oval paving maintenance; equipment replacement operating impact to be determined.

1664 CY-GORDON HOWE COMPLEX UPGRADESProject Status Open Year Identified 2016

Project Type INFRASTRUCTURE MAINTENANCE Manager Roxane Melnyk

Asset Type Parking Lots Est. End Date -


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSParking lot lighting and curbs 200.0 0.0 0.0 0.0 0.0Softball Diamond Backstop Replacement 110.0 0.0 0.0 0.0 0.0Speedskating oval - timing clock, paving apron, grading track, new mats 1,200.0 0.0 0.0 0.0 0.0Total 1,510.0 0.0 0.0 0.0 0.0FINANCING DETAILSDEDICATED LANDS RESERVE 100.0 0.0 0.0 0.0 0.0PRIVATE CONTRIBUTIONS 1,410.0 0.0 0.0 0.0 0.0Total 1,510.0 0.0 0.0 0.0 0.0


Budget2017

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Project Description This project involves modifications to the corporate billing system to update billing for storm water management charges based onproperty size and surface imperviousness. Updates will ensure storm water management charges are user-pay based on relative run-off from properties.

General CommentsThis project involves projecting, managing and business planning of the Storm Water Management Utility Program. It includes anintegrity check of the data and updates to the Equivalent Runoff Unit (ERU) assessments for billing purposes.

Prior Budget Approval$1,139,000

1677 TU-STORM WATER MGMT UTILITY BILLINGProject Status Open Year Identified 2009

Project Type SUPPORT SYSTEMS Manager Lowell Reinhart



Budget2017

Plan2018

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GROSS COST DETAILSUtility Billing Management 78.0 80.0 82.0 84.0 86.0Total 78.0 80.0 82.0 84.0 86.0FINANCING DETAILSINFRA RES - STORM WATER 78.0 80.0 82.0 84.0 86.0Total 78.0 80.0 82.0 84.0 86.0


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Saskatoon Public Library Preliminary 2017

Project Description This project involves the development of a new Central Library in Saskatoon's city core.

General CommentsThe New Central Library will replace the aging Frances Morrison Public Library building and provide state of the art library services toSaskatoon's growing and diverse population. In the 2015 budget, it was approved that $6.0 million would be spent on the landpurchase for the New Central Library. The land purchase is no longer expected to occur in 2015 and has been pushed forward tofuture budget years. The 2015 approved funding of $6.0 million from the Public Library Capital Expansion Fund and New CentralLibrary reserve was returned to source per Board approval.

1761 LIBR-NEW CENTRAL LIBRARY CONSTRUCTIONProject Status Open Year Identified 2013

Project Type INFRASTRUCTURE REPLACEMENT Manager Carol Cooley



Budget2017

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GROSS COST DETAILSNew Central Library Construction 0.0 0.0 6,000.0 500.0 2,000.0Total 0.0 0.0 6,000.0 500.0 2,000.0FINANCING DETAILSPUBLIC LIB CAP EXP'N FUND 0.0 0.0 2,150.0 0.0 0.0PUBLIC LIBRARY NEW CENTRAL LIBRARY RESERVE 0.0 0.0 3,850.0 500.0 2,000.0Total 0.0 0.0 6,000.0 500.0 2,000.0


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Project Description This project involves the construction of municipal services on privately owned land in the Marquis Industrial Area.

General Comments This project includes the construction of municipal services North of 71st Street and East of the Canadian National Railway right ofway for approximately 140 acres of industrial land. The project will include construction of municipal services on 68th Street, 69thStreet and 60th Street. Part of the funding is from the Property Realized Reserve for moving unsuitable material, hauling of suitablematerial and grading.


1769 LAND DEV'T-MARQUIS INDUSTRIAL AREAProject Status Open Year Identified 2009




Budget2017

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GROSS COST DETAILS2012 - C8 - City (64th, 66th, Faithfull Ave & Siemens) 460.0 0.0 0.0 0.0 0.02013 - C11 - City (North of 71st, East of CNR) 300.0 4,400.0 0.0 0.0 0.02015 - C12 - City (N of Marquis Dr) 122.0 2,123.0 0.0 0.0 0.0Total 882.0 6,523.0 0.0 0.0 0.0FINANCING DETAILSGENERAL PPD SERV-ELEC-CITY 0.0 325.0 0.0 0.0 0.0GENERAL PPD SERV-ENGINEERING 524.0 4,994.0 0.0 0.0 0.0PROPERTY REALIZED RES 358.0 1,204.0 0.0 0.0 0.0Total 882.0 6,523.0 0.0 0.0 0.0


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Project Description This project involves enhancements to the corporate network infrastructure in civic facilities and the implementation of networkmanagement tools. This may include the replacement of obsolete network switches and routers, improvements to wiring closets andupgrades to the Corporate Network backbone.

General Comments The proposed expenditures are for switch and router upgrades.

Details for 2017:

End of Life Switches $25,000

10GB Switches for Datacenters $100,000

Total $125,000

Operating Impact2018 - Switch Maintenance $10,000

1780 CP-CORP NETWORK INFRASTRUCTUREProject Status Open Year Identified 2010

Project Type EQUIPMENT REPLACEMENT Manager Robert Moncur



Budget2017

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GROSS COST DETAILSEquipment Purchase 125.0 125.0 125.0 125.0 150.0Total 125.0 125.0 125.0 125.0 150.0FINANCING DETAILSCOMPUTER EQUIPMENT REPL RES 125.0 125.0 125.0 125.0 150.0Total 125.0 125.0 125.0 125.0 150.0


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Project Description This project reflects equipment replacement purchases at SaskTel Centre in accordance with SaskTel Centre Reserve Fund Policy 01-0006.

General CommentsThe 2017 funding is for equipment such as outdoor signage, vehicles, box office system, etc.

1812 SASKTEL CENTRE-EQUIPMENT PURCHASESProject Status Open Year Identified 2009

Project Type EQUIPMENT REPLACEMENT Manager Sheryl McRorie



Budget2017

Plan2018

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GROSS COST DETAILSBox Office System 0.0 10.0 0.0 10.0 0.0Computers 10.0 0.0 10.0 0.0 10.0Concession - Heaters & Poppers 0.0 20.0 0.0 0.0 0.0Concession Equipment 0.0 0.0 0.0 20.0 0.0Custodial Equipment 0.0 0.0 60.0 0.0 0.0Electrical Equipment 50.0 0.0 0.0 0.0 0.0Forklift- 5 Ton 40.0 0.0 80.0 40.0 0.0Ice Decking System 8.0 8.0 8.0 8.0 8.0Mower 0.0 10.0 0.0 0.0 0.0Office Furniture & Equipment 10.0 0.0 0.0 0.0 0.0POS System 5.0 5.0 5.0 5.0 5.0Radios 10.0 10.0 10.0 10.0 10.0Scissorlift 15.0 0.0 0.0 0.0 0.0Sound System 20.0 0.0 0.0 0.0 50.0Staging 10.0 0.0 0.0 10.0 0.0Tables & Draping System 10.0 0.0 0.0 10.0 0.0Vehicles 0.0 0.0 0.0 0.0 15.0Video Equipment 10.0 10.0 10.0 10.0 10.0Total 198.0 73.0 183.0 123.0 108.0FINANCING DETAILSSASKTEL CENTRE EQUIPMENT REPL 198.0 73.0 183.0 123.0 108.0Total 198.0 73.0 183.0 123.0 108.0


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As identified by Deloitte's Enterprise Resource Planning (ERP) Business Case in 2016; the City's current environment consists of morethan 279 legacy applications, some of which no longer have vendor support and are nearing the end of their useful life. This includesapplications within the core business functions of:

- Human Resources (including time & attendance);

- Payroll;

- Finance;

- Supply chain (procurement and inventory management);

- Work order and activity management.

General CommentsThe ideal ERP system solution consolidates and integrates the business processing environment by enabling data capture at thesource and supporting end to end transaction processing. Public and private sector organizations who have implemented an ERPsystem realize a number of benefits such as:

- Standardized processes;

- Cost savings;

- Automated workflows;

- Integrated systems;

- Enhanced reporting;

- One source reporting;

- Enhanced controls.

The 2017 budget requirement is for development of a request for proposals to initiate the remainder of the project requirementwhich involves the purchase and implementation of an ERP solution that will consolidation of several City systems and applicationsinto one corporate approach within the above specified core business functions.

Service Saskatoon:

Service Saskatoon is based on four pillars including Citizen Input, Staffing, Systems and Standards. An integrated ERP solution wouldsignificantly advance Service Saskatoon towards meeting its system goals by providing administration and citizens with:

- Real time information;

- A single source of information;

- Increased accuracy and reliability of data.

The ERP platform will become a foundation that fuels evidence-based decisions, becomes a source of knowledges, repository of dataand a tool that helps City leaders better understand and manage risks at the operational, tactical, strategic and reputational levels. Amodern ERP solution is an information-technology platform of a growing City.

Operating Impact2019 - $2,100,000 for software licensing cost

1829 AF-SERVICE SASKATOON - SYSTEMSProject Status Open Year Identified 2015

Project Type SUPPORT SYSTEMS Manager Clae Hack

Asset Type Software Est. End Date -


Budget2017

Plan2018

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GROSS COST DETAILSERP System Design 500.0 5,750.0 5,780.0 5,970.0 0.0Total 500.0 5,750.0 5,780.0 5,970.0 0.0FINANCING DETAILSRESERVE FOR CAPITAL EXPENDITURES 500.0 0.0 0.0 0.0 0.0UNFUNDED MAJOR PROJECTS 0.0 5,750.0 5,780.0 5,970.0 0.0Total 500.0 5,750.0 5,780.0 5,970.0 0.0

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Corporate Governance and Finance Preliminary 2017IncrementalOperating Impacts (000's)

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Net Dollar Impact 0.0 0.0 2,100.0 0.0 0.0FTEs 0.0 0.0 0.0 0.0 0.0

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Project Description This project reflects equipment replacement purchases at Remai Modern in accordance with Reserve Fund Policy C03-016.

General CommentsThe 2017 funding is for equipment such as a point of sale system, electronic equipment and system upgrades.

1834 REMAI MODERN- EQUIPMENT PURCHASESProject Status Open Year Identified 2015

Project Type EQUIPMENT REPLACEMENT Manager Dean Summach



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GROSS COST DETAILSEquipment Replacement 53.0 41.0 86.0 86.0 0.0Total 53.0 41.0 86.0 86.0 0.0FINANCING DETAILSREMAI MODERN EQUIPMENT REPLACEMENT 53.0 41.0 86.0 0.0 0.0Total 53.0 41.0 86.0 0.0 0.0


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- 452 -


Project Description This cyclical renewal project provides for the reapplication of the acrylic protective coating to existing tennis courts to preventdeterioration of the asphalt base and reapplication of the court lines.

General CommentsCurrent and future funding identified is for the repair of tennis courts based on condition assessments at the time.

1876 AF-TENNIS COURT-ACRYLIC SURFACEProject Status Open Year Identified 2009

Project Type INFRASTRUCTURE MAINTENANCE Manager Gord Hundeby



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GROSS COST DETAILSSurface Coating 50.0 0.0 50.0 0.0 50.0Total 50.0 0.0 50.0 0.0 50.0FINANCING DETAILSCIVIC BLDGS COMPR MTNCE 50.0 0.0 50.0 0.0 50.0Total 50.0 0.0 50.0 0.0 50.0


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- 453 -


Project Description To continue the implementation of the electronic records management system throughout the corporation.

General Comments The City has had an electronic records management system (Documentum Records Manager) in place since 2000. The system is fullyutilized in the City Clerk's Office and has been implemented within each department. In 2015 the City Clerk's Office undertook amajor upgrade to Documentum, and will continue with the SharePoint integration portion of that project in 2016. The City Clerk'sOffice will also continue with the implementation of the electronic records management system in other departments to manage thecontinued growth of electronic records and to follow the Retention and Disposition Schedules pursuant to The Cities Act.

Expenditures in 2019 are for minor upgrades and additional Electronic Records Management software licensing for new users. 2020Expenditures will include the purchase of new software.


1883 CK-ELECTRONIC RECORDS MANAGEMENTProject Status Open Year Identified 2009

Project Type SUPPORT SYSTEMS Manager Diane Kanak



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GROSS COST DETAILSEquipment Purchase 0.0 0.0 85.0 350.0 50.0Total 0.0 0.0 85.0 350.0 50.0FINANCING DETAILSCK - CAPITAL RESERVE 0.0 0.0 85.0 350.0 50.0Total 0.0 0.0 85.0 350.0 50.0


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- 454 -


Project Description To implement an Electronic Agenda and Meeting Management System.

General Comments The City Clerk's Office will continue with the implementation of the electronic agenda and meeting management system, tostreamline processes and improve access to information from City Council and Standing Policy Committee meetings. In 2019, thefive-year agreement will be reviewed.

1884 CK-ELECTRONIC AGENDA & MEETING MGT SYSTMProject Status Open Year Identified 2012

Project Type SUPPORT SYSTEMS Manager Diane Kanak



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GROSS COST DETAILSEQUIPMENT PURCHASES 0.0 0.0 90.0 0.0 0.0Total 0.0 0.0 90.0 0.0 0.0FINANCING DETAILSOPERATING FUND CONTRIBUTION 0.0 0.0 90.0 0.0 0.0Total 0.0 0.0 90.0 0.0 0.0


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- 455 -


Project Description This project involves rehabilitation of the Idylwyld Drive/51st Street overpass.

General Comments The 51st Street over Idylwyld Drive overpass is a four lane, two span, steel girder bridge, originally constructed in 1990. The estimatedreplacement cost for this structure is approximately $14.0 million.

The unfunded proactive rehabilitation work that would be planned for 2017 includes engineering services, removal and replacementof the asphalt wearing surface and membrane, replacement of the expansion joints, spot repairs to concrete surfaces and repairs tothe slope protection.

If a 'Do Nothing' approach were taken with preservation of the superstructure, service life prediction modeling indicates thatstructural failure, necessitating costly emergency repairs, can be expected to occur by the year 2037, with complete replacement ofthe superstructure required by the year 2042. The cost estimate for emergency deck repairs and replacement is approximately $7.0million.

1893 TU-IDYLWYLD DRIVE/51ST ST OVERPASS REHABProject Status Open Year Identified 2009




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GROSS COST DETAILSRehabilitation 1,633.0 0.0 0.0 0.0 0.0Total 1,633.0 0.0 0.0 0.0 0.0FINANCING DETAILSUNFUNDED BRIDGE MAJOR REPAIR RES 1,633.0 0.0 0.0 0.0 0.0Total 1,633.0 0.0 0.0 0.0 0.0


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- 456 -


Project Description This project provides for the construction of a standard fire station, No. 10, to be located in North West Saskatoon and the purchaseof a fully equipped fire apparatus.

General Comments On October 6, 2003, City Council adopted Standard NFPA 1710 which establishes benchmark response times of 4 minutes for the'first-in' unit or single unit response and 8 minutes for all apparatus dispatched to a full first alarm assignment. This standard specifiessafe and effective emergency response standards for all services provided by the Saskatoon Fire Department (SFD) in the City ofSaskatoon. To achieve that standard, the placement of the fire station is key to the effective and efficient delivery of emergencyservices to residents in all areas of the City.

For the Northwest Development Area to meet the future response benchmarks, the new location of Claypool Drive and Latrace Roadwill provide service within the 4-minute first-in response to the existing areas of Elk Pointe, Blairmore, Hampton Village, Dundonald,Westview, Hudson Bay Park, a portion of Kensington and to annexed lands in North West Saskatoon. It will also be strategically placedto contribute to the 8-minute full first alarm response in all areas west of Warman Road/Wanuskewin Drive and North of 22nd Street,in compliance with NFPA 1710. By positioning Fire Station No.10 in this new location, an additional station will not be required in theWest sector until community development west of Neault Road is planned.

The estimated cost of design, construction of a station in this area and equipment will be $6,085,000. Design and construction willcommence in 2020 with $300,000 for design and $500,000 in construction costs to be incurred later in that year. The remainingconstruction cost of $4,660,000 will be incurred in 2021 with planned completion by the fall of 2021. The estimated cost of a fullyequipped fire apparatus is $625,000.00. This project will be funded through the Civic Facilities funding plan.

Operating ImpactsThe station is projected to be completed by the fall of 2021. The annual cost for 20 additional fully-equipped fire fighters is$1,974,800. The impact to the operating costs for the apparatus and building maintenance is $194,000 per year on a continual basis.One time operating impact of $90,000 for protective clothing requirements.

2021 (prorated from Sept/2020)

- $768,000 (FTE)

- $64,020 (building operations)

2022 and on-going

- $1,151,900 (FTE)

- $194,000 (building operations)

Prior Budget Approval$650,000 in 2010 for land acquisition.

1914 FR-NEW STATION - NORTHWEST SASKATOONProject Status Open Year Identified 2010

Project Type GROWTH AND CAPITAL EXPANSION Manager Morgan Hackl

Asset Type Fire Stations Est. End Date -


Budget2017

Plan2018

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Plan2021

GROSS COST DETAILSConstruction 0.0 0.0 0.0 312.5 0.0Design 0.0 0.0 0.0 187.5 0.0Total 0.0 0.0 0.0 500.0 0.0FINANCING DETAILSOPERATING FUND CONTRIBUTION 0.0 0.0 0.0 500.0 0.0Total 0.0 0.0 0.0 500.0 0.0


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- 457 -


Project DescriptionModify the Fleet Services building customer entrance to create a safe, customer-focused entry, where the shop office and shop floorare physically separated and disruption is minimized for other staff through a first point of contact directing customers and answeringincoming calls on a dedicated line, reducing the number of missed calls.

General CommentsThis project will improve customer service through a dedicated phone line system, promote a safe and healthy working environmentfor staff on the shop floor and in the office, as well as those visiting or making deliveries, and reduce distracted working conditions inthe shop and office.

1929 AF-CSR BUILDING RENOSProject Status Open Year Identified 2017

Project Type INFRASTRUCTURE MAINTENANCE Manager Jason Kennon



Budget2017

Plan2018

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Plan2021

GROSS COST DETAILSBuilding Renos 85.0 0.0 0.0 0.0 0.0Total 85.0 0.0 0.0 0.0 0.0FINANCING DETAILSV & E ASSET DISP/ACQ 85.0 0.0 0.0 0.0 0.0Total 85.0 0.0 0.0 0.0 0.0


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Plan2018

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- 458 -


Project DescriptionThis project involves planned expenditures for enhanced replacements and repairs to mechanical, electrical and HVAC systems at theSPCA building required beyond the preventative maintenance schedule.

General CommentsIn 2005, as part of the City's agreement with the SPCA, the City took ownership of the SPCA building and grounds. Due to the age ofthe building and increased demand of services provided by the SPCA, repairs are required to ensure the building will meet Citystandards and to address air quality control issues.

1934 AF-SPCA BUILDING UPGRADESProject Status Open Year Identified 2017




Budget2017

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GROSS COST DETAILSBuilding Upgrades 100.0 0.0 0.0 0.0 0.0Total 100.0 0.0 0.0 0.0 0.0FINANCING DETAILSRESERVE FOR CAPITAL EXPENDITURES 100.0 0.0 0.0 0.0 0.0Total 100.0 0.0 0.0 0.0 0.0


Budget2017

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- 459 -


Project Description This project involves the repair and modification of the City's play structures located throughout the City's playgrounds to addresssafety concerns, and the phased rebuilding or replacement of old wooden structures that cannot be repaired. This project alsoinvolves the incorporation of accessible components such as gradual ramps, transfer stations, and play features, as well as someaccessible resilient surfaces in and around the new or rebuilt play structures.

General Comments The budgeted amount for general repairs represents funds to repair and modify various play structures as recommended by theconsultant who was retained to assess the condition of all the play structures throughout the City. The replace/rebuild componentwill be allocated on a priority basis to the replacement and rebuilding of specific structures that are heavily utilized but can no longerbe repaired.

Play structures in W.J.L Harvey Park, James Anderson Park, Westmount Park (2 play structures), Albert Park (2 play structures),Victoria Park, and Henry Kelsey Park are examples of priority areas that are scheduled for replacement in 2017 to the extent fundingis available.

Special NoteThe Canada 150 Community Infrastructure Program in collaboration with the City of Saskatoon will provide a combined fundingcontribution for the replacement of 8 playground structures in 2016, and 2017. The design phase will be completed in 2016, followedby construction in 2017 of these play structures for a combined total of $1.0 million.

Prior Budget Approval$100,000 for design

1938 AF-PLAY STRUCTURE UPGRDE AND REPLProject Status Open Year Identified 2009

Project Type INFRASTRUCTURE MAINTENANCE Manager Gord Hundeby

Asset Type Parks Equipment Est. End Date -


Budget2017

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GROSS COST DETAILSReplace/Rebuild Playstructures 900.0 675.0 675.0 675.0 675.0Total 900.0 675.0 675.0 675.0 675.0FINANCING DETAILSCANADA 150 INFRA PROGRAM 450.0 0.0 0.0 0.0 0.0UNFUNDED RCE 450.0 675.0 675.0 675.0 675.0Total 900.0 675.0 675.0 675.0 675.0


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- 460 -


Project Description This project consists of the replacement of older paddling pools and spray pools.

General Comments The City operates paddling pools and spray pools with associated recreation buildings. This project continues with the phasedreplacement of the older facilities when it is no longer feasible and economic to continue to maintain and operate the existingfacilities. Paddling and spray pools are planned for upgrades/repairs based on priority needs and prior condition assessment audits.

1939 AF-PADDLING/SPRAY POOL REPLACEMENTSProject Status Open Year Identified 2012

Project Type INFRASTRUCTURE REPLACEMENT Manager Randy Haeusler



Budget2017

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Plan2021

GROSS COST DETAILSConstruction 0.0 800.0 0.0 800.0 0.0Total 0.0 800.0 0.0 800.0 0.0FINANCING DETAILSUNFUNDED RCE 0.0 800.0 0.0 800.0 0.0Total 0.0 800.0 0.0 800.0 0.0


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- 461 -


Project DescriptionThis project involves the replacement of the existing greenhouse facility at 1101 Avenue P North. Prior Facility assessments indicatedreplacement of this greenhouse will be required within the next 5 years. Consulting services from industry experts will be necessaryto ensure efficient greenhouse design and function is achieved. Funding identified in 2017 will support greenhouse replacement byproviding project evaluation, greenhouse design with associated cost options as well as the development of a business case tosupport future operations.

General CommentsThe greenhouse operations provide plant propagation and plant maintenance services that are necessary to support the display oflive plant material at the Civic Conservatory, City Hall, Leisure Centres, over 900 BID /center median flower pots, and over 800 m2 ofpark and open space flower beds. The current level of plant display services would not be maintained without a dedicatedgreenhouse facility providing necessary plant propagation and plant maintenance services. The risks associated with not designingand constructing a replacement greenhouse facility would include, the potential of facility closure due to poor structural conditionforcing the discontinuation or suspension of live plant display services.

1940 AF-GREENHOUSE REPLACEMENTProject Status Open Year Identified 2012




Budget2017

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GROSS COST DETAILSConstruction 150.0 1,350.0 0.0 0.0 0.0Total 150.0 1,350.0 0.0 0.0 0.0FINANCING DETAILSUNFUNDED MAJOR PROJECTS 150.0 1,350.0 0.0 0.0 0.0Total 150.0 1,350.0 0.0 0.0 0.0


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The City depends on its people and assets to deliver vital services to the citizens of Saskatoon every day. The City has an obligation toprotect employees and the visiting public, preserve the availability of assets and assure the continued delivery of services in aneffective, safe and sustainable manner.

An appropriate balance of human, physical and operational controls and practices will help ensure achievement of the followingobjectives:

-Create a safe and secure working environment for employees and elected officials;

-Create a safe and secure environment for the visiting public, contractors and other service providers; and

-Safeguard the capital assets of the corporation.

General CommentsThe primary focus of the 2017 funding will be to implement the physical controls needed to support the transition of citizen servicesat City Hall to one convenient and centralized location aligning with the staffing pillar of Service Saskatoon. Steps will also be taken toestablish zones within City Hall and Civic Square East that balances our citizens' right to access their government while respectingemployee workspaces.

1942 AF-CORPORATE SECURITY PLANProject Status Open Year Identified 2017

Project Type SUPPORT SYSTEMS Manager Craig Senick



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Plan2021

GROSS COST DETAILSCorporate Security Plan 150.0 0.0 0.0 0.0 0.0Total 150.0 0.0 0.0 0.0 0.0FINANCING DETAILSAFM - CAPITAL RESERVE 150.0 0.0 0.0 0.0 0.0Total 150.0 0.0 0.0 0.0 0.0


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Project DescriptionFor the purpose of business continuity, this project is required to ensure sufficient power is available to support core functionality ofCity Hall.

General CommentsThe objective of providing an uninterrupted power supply, for City Hall in particular, is to allow for business continuity for staff todeliver communication and services to citizens, as well as provide a safe and uninterrupted work environment for staff.

Special NoteThe Other funding source identified is a funding strategy consists mainly of borrowing and operating contributions. Funding for thisproject is tracking through the Civic Facilities Funding Plan.

Operating ImpactOperating impacts will be determined based on the type and size of the required back-up power supply.

1943 AF-EMERGENCY BACK-UP POWER SYSTEMProject Status Open Year Identified 2017

Project Type SUPPORT SYSTEMS Manager Troy LaFreniere



Budget2017

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GROSS COST DETAILSPower Generator 1,500.0 0.0 0.0 0.0 0.0Total 1,500.0 0.0 0.0 0.0 0.0FINANCING DETAILSOTHER 1,500.0 0.0 0.0 0.0 0.0Total 1,500.0 0.0 0.0 0.0 0.0


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Project DescriptionThe City depends on qualified and skilled people to deliver on its services to the citizens of Saskatoon every day. A standardizedplatform for corporate use will drive efficiencies as well as significantly reduce the risk of non-compliance in areas of safety.

General CommentsThe 2017 funding will be to purchase and implement a full Learning Management System (LMS) including all other Human ResourceInformation System (HRIS) Modules.

The proposed approach has a number of mechanisms to track required training for a given position. It will also establish thecompetencies based on position as well as including: performance, career and succession planning, recruiting, compensation, timeand attendance, and an employee database.

Operating ImpactsA corporate wide system will require additional licensing costs in 2018 of $19,000.

1944 CP-LEARNING MANAGEMENT SYSTEMProject Status Open Year Identified 2017

Project Type SUPPORT SYSTEMS Manager Paul Ottmann



Budget2017

Plan2018

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Plan2020

Plan2021

GROSS COST DETAILSLearning Management System 280.0 0.0 0.0 0.0 0.0Total 280.0 0.0 0.0 0.0 0.0FINANCING DETAILSAFM - CAPITAL RESERVE 75.0 0.0 0.0 0.0 0.0CP - CAPITAL RESERVE 80.0 0.0 0.0 0.0 0.0CY CAPITAL RESERVE 50.0 0.0 0.0 0.0 0.0TU - CAPITAL RESERVE 75.0 0.0 0.0 0.0 0.0Total 280.0 0.0 0.0 0.0 0.0


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Project DescriptionCapital Projects 1364 - CP Service Saskatoon-Citizen Input/Systems/Standards/Staffing, 1829 - AF Service Saskatoon-Systems, 1942 -AF Corporate Security Plan, and 1949 - AF Service Saskatoon-Staffing Accommodation are inter-related to each other in regards tomaking the necessary changes to the 1st (main) floor of City Hall and applicable technology requirements to accommodate the visionof the new Service Saskatoon customer service area. Each Capital Project is integral to the success of establishing the 'one-stop'customer experience at the service level kiosks applying the new Service Saskatoon model of enhanced customer service.

The purpose of this project is to ensure suitable and sufficient office accommodations are available for the on-going operations of theCity of Saskatoon. Included in this is the ongoing evaluation of current and future space requirements, analysis of existing facilities,functional planning and space design considering the four pillars of Service Saskatoon as a basis. Space improvements in various Cityfacilities will occur alongside the identified space requirements.

General CommentsContinued efforts will include space improvements at City Hall, Civic Square East, and other Civic office buildings. The primary focuswill be the 2nd floor of Civic Square East as this space has been identified as being the next step in relieving the Corporations officespace pressures while preparing the Corporation for Service Saskatoon enhancements. 2017 funding includes beginning the initialphase for City Hall 1st floor Service Saskatoon transformation.

Special NoteThe Other funding source identified is a funding strategy consists mainly of borrowing and operating contributions. Funding for thisproject is tracking through the Civic Facilities Funding Plan.

1949 AF-SERVICE SASKATOON - STAFFING ACCOMMODATIONProject Status Open Year Identified 2009

Project Type GROWTH AND CAPITAL EXPANSION Manager Scott McCaig



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GROSS COST DETAILSCity Hall (1st Floor) - Service Saskatoon 350.0 0.0 0.0 0.0 0.0Civic Accommodation 550.0 5,550.0 5,550.0 1,550.0 1,550.0Reallocations - Service Saskatoon 650.0 0.0 0.0 0.0 0.0Total 1,550.0 5,550.0 5,550.0 1,550.0 1,550.0FINANCING DETAILSCORPORATE CAPITAL RESERVE 550.0 550.0 550.0 550.0 550.0OTHER 1,000.0 5,000.0 5,000.0 1,000.0 1,000.0Total 1,550.0 5,550.0 5,550.0 1,550.0 1,550.0


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Project DescriptionThis project addresses the identified priorities of the Accessibility Service Level Guidelines approved in principle by City Council onSeptember 2, 2008 and supported by the recommendations presented in the Accessibility Implementation Action Plan.

General CommentsThe City of Saskatoon has been addressing access issues for persons in need of accessibility services on an on-going basis. Numerousinitiatives have been undertaken involving City of Saskatoon Civic Departments, including the input of persons with disabilities andcommunity advocate groups, for the purpose of improving access for persons with disabilities.

In 2008, an Accessibility Implementation Plan was adopted by City Council. Within this Plan there were eight recommendations forimplementation, with priority given to formalizing the facility design standards, infrastructure, snow removal and transit. In 2016 areview of the Implementation plan was conducted to assess progress in addressing the recommendations over the past eight yearsand to determine priorities for the next five to ten years.

For 2017, the priority projects for implementation include the following:

- $75,000 for the Leisure Centre modifications to address deficiencies identified in the barrier free assessment reviews; and

- $500,000 for curb ramp installations required in locations that support transit

The installation of Audible Pedestrian Signals (APS) at key intersections is required to improve mobility for the visually impaired. A listof desired locations has been developed in conjunction with input from the National Foundation of the Blind: Advocates for Equality,the CNIB and the general public. It is the intent of this project to cover the cost of retrofitting five signalized intersections with APSdevices every year. To date, this annual quota has been met and approximately 90 intersections are now equipped with APS inaccordance with national implementation and design guidelines. Funding will be requested on a bi-annual basis ($50,000 per year).


1963 TU-CORP. ACCESSIBILITY IMPLEMENTATIONProject Status Open Year Identified 2009

Project Type SUPPORT SYSTEMS Manager Angela Gardiner



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GROSS COST DETAILSAssessments, Repairs & Modifications 75.0 75.0 75.0 0.0 0.0Audible Pedestrian Signals - New Locations 0.0 50.0 0.0 50.0 0.0Curb Ramp Installations 500.0 200.0 200.0 200.0 200.0John Deere Building Accessibility 0.0 0.0 50.0 350.0 0.0Total 575.0 325.0 325.0 600.0 200.0FINANCING DETAILSOTHER 250.0 0.0 0.0 0.0 0.0PTIF - FEDERAL 250.0 0.0 0.0 0.0 0.0TRAFFIC SAFETY RESERVE 0.0 50.0 0.0 50.0 0.0UNFUNDED CIVIC BLDGS COMP MNTCE 75.0 75.0 125.0 350.0 0.0UNFUNDED TRANSPORTATION INFR EXPANSION 0.0 200.0 200.0 200.0 200.0Total 575.0 325.0 325.0 600.0 200.0


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Project Description This project provides for the improved physical and electronic security of Information Technology to ensure that there is nounauthorized access to City servers, network infrastructure, applications and data.

General Comments The need to improve the security of the computing environment and protect the City applications\data from unauthorized access isbased on the City's ever increasing reliance. Upgrades are required to protect against new threat types, increased operations on theInternet, as well as internal threats (either accidental, or malicious).

Details for 2017:

SPAM and virus management software upgrades $60,000

Server/Network Log monitoring replacement $40,000

Total $100,000

Operating ImpactThe operating impact from the 2017 plans is as follows:

2018 - SPAM/virus software maintenance $3,000

2018 - Log monitoring replacement $3,000

1977 CP-LOCAL AREA NETWORK & DATA SECURITYProject Status Open Year Identified 2009

Project Type SUPPORT SYSTEMS Manager Robert Moncur



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GROSS COST DETAILSLocal Area Network & Data Security 100.0 75.0 0.0 0.0 0.0Total 100.0 75.0 0.0 0.0 0.0FINANCING DETAILSCOMPUTER EQUIPMENT REPL RES 100.0 75.0 0.0 0.0 0.0Total 100.0 75.0 0.0 0.0 0.0


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Project Description This project involves the construction of an interchange at the intersection of Marquis Drive and Idylwyld Drive. The project to datehas been a partnership between the City and Saskatchewan Ministry of Highways and Infrastructure (MHI).

General Comments In 2001, a partnership with MHI was entered into to share the costs of completing the final interchange design. This design projectwas completed in 2002. Construction of the interchange and associated roadways is projected to take place in 2020. Discussionshave taken place with MHI with respect to the funding of the future interchange.

Special NoteProvincial funding is subject to government approval upon agreement reached between both the Provincial Government and the City.


1994 TU-MARQUIS DR/IDYLWYLD DR INTERCHANGEProject Status Open Year Identified 2009

Project Type GROWTH AND CAPITAL EXPANSION Manager David LeBoutillier



Budget2017

Plan2018

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Plan2020

Plan2021

GROSS COST DETAILSConstruction 0.0 0.0 0.0 55,000.0 0.0Total 0.0 0.0 0.0 55,000.0 0.0FINANCING DETAILSINTERCHANGE LEVY 0.0 0.0 0.0 2,700.0 0.0UNFUNDED MAJOR PROJECTS 0.0 0.0 0.0 52,300.0 0.0Total 0.0 0.0 0.0 55,000.0 0.0


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Project Description This project involves the design and construction of the grade separation at Marquis Drive and Highway 16 North.

General Comments A functional plan has been completed. Discussions with MHI are ongoing regarding the timing and financing of design andconstruction.

2025 TU-MARQUIS DR/HWY 16 GRADE SEPARATIONProject Status Open Year Identified 2012




Budget2017

Plan2018

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GROSS COST DETAILSMarquis Dr/Hwy 16 Grade Separation 0.0 0.0 0.0 0.0 55,000.0Total 0.0 0.0 0.0 0.0 55,000.0FINANCING DETAILSINTERCHANGE LEVY 0.0 0.0 0.0 0.0 1,800.0UNFUNDED MAJOR PROJECTS 0.0 0.0 0.0 0.0 53,200.0Total 0.0 0.0 0.0 0.0 55,000.0


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Project DescriptionThis project involves the implementation of recommendations contained in approved Local Area Plans (LAP) and completed SafetyAudits.

Local Area Plans Adopted: Safety Audits Completed:

Sutherland (1999) Pleasant Hill (2005)

Nutana (2001) King George (2009)

King George (2001) Nutana (2009)

Caswell Hill (2002) Sutherland (2010)

Warehouse District (2002) Mendel Site (2011)

Airport Business Area (2002) Optimist Park (2011)

Pleasant Hill (2002) Recessed Doorways (2011)

West Industrial (2004)

Riversdale (2008)

City Park (2010)

Westmount (2011)

Varsity View (2014)

Mayfair (2015)

Kelsey Woodlawn (2015)

LAPs currently in progress are in the Meadowgreen and Montgomery Place neighbourhoods.

General CommentsLAPs and Safety Audits contain development and safety recommendations that are intended to improve an existing neighbourhoodover the medium to long term based on community input. Each LAP requires temporary resources, usually above normal operatingresources, to fulfill the recommendations of each LAP. Some safety recommendations are included within LAPs. This project fundstwo positions, along with advertising and implementation costs.

The implementation of LAP recommendations sometimes leads to the development of new concept plans and revitalization projectsfor areas within and between neighbourhood boundaries. These concept plans often contain strategies to deal with the reclamationand redevelopment of contaminated and industrial sites.

As of June 2016, 384 of 579 LAP recommendations have been completed, which includes 155 of 214 safety recommendations.

2034 CY-LAP & NBHD SAFETY IMPLEMENTATIONProject Status Open Year Identified 2009




Budget2017

Plan2018

Plan2019

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Plan2021

GROSS COST DETAILSLAP Implementation 210.0 210.0 210.0 210.0 210.0Total 210.0 210.0 210.0 210.0 210.0FINANCING DETAILSRESERVE FOR CAPITAL EXPENDITURES 210.0 0.0 0.0 0.0 0.0UNFUNDED RCE 0.0 210.0 210.0 210.0 210.0Total 210.0 210.0 210.0 210.0 210.0


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Project DescriptionThis project will involve the design, environmental monitoring and construction of three permanent snow management facilities. Afourth facility is being constructed as part of the Civic Operations Centre project and is outside the scope of this project.

General Comments A need for three permanent sites for snow management facilities are required for 2017/2018 snow season and to stop the existinginefficient operation of snow storage areas and disruption to the community due to the ongoing relocation of sites each season.Once land is secured, funding opportunities for the development of facilities are possible.

The first phase is site evaluation, land purchase, and snow storage area set up for operation as currently practiced until 2021 whenthe proposed plan for development begins (phase 1 starts with securing the Southeast site, followed by the Northwest, and then theNortheast). The 2018 plan is for preliminary set up on the Southeast Development site including access to the city's storm collectionsystem as well as to secure land for the Southeast, Northwest and Northeast quadrants of the city in advance of city development.

Operating Impacts2021 - $44,300

2022 - $44,300

2023 - $44,300

Proposed Rehabilitation Reserve Transfers

2021 - $15,000

2022 - $15,000

2023 - $15,000


2037 TU-SNOW MANAGEMENT FACILITIESProject Status Open Year Identified 2009

Project Type INFRASTRUCTURE REPLACEMENT Manager Eric Quail



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSNorthEast Facility Development 0.0 902.0 0.0 0.0 50.0Northwest Facility Development 0.0 902.0 0.0 50.0 100.0SouthEast Facility Development 0.0 5,925.0 50.0 100.0 18,500.0Total 0.0 7,729.0 50.0 150.0 18,650.0FINANCING DETAILSUNFUNDED MAJOR PROJECTS 0.0 7,729.0 50.0 150.0 18,650.0Total 0.0 7,729.0 50.0 150.0 18,650.0


Budget2017

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Project Description Regular inspection of all river piers is required to ensure the capacity of river bridges as well as monitor scour around the piers.

General Comments Inspection of river piers are done every five years as per recommendations by National Bridge Inspection Standards.

2040 TU-UNDERWATER PIER INSPECTIONSProject Status Open Year Identified 2009




Budget2017

Plan2018

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Plan2020

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GROSS COST DETAILSInspections - Consultants 105.0 0.0 0.0 0.0 0.0Total 105.0 0.0 0.0 0.0 0.0FINANCING DETAILSUNFUNDED BRIDGE MAJOR REPAIR RES 105.0 0.0 0.0 0.0 0.0Total 105.0 0.0 0.0 0.0 0.0


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Project Description This project provides for the replacement of long sections of curbing. This work will be done in conjunction with other surface andboulevard rehabilitation or in conjunction with other stand alone locations where future rehabilitation of adjacent structures will notimpact the curbing alignment and grade.

General Comments Estimated costs for the removal and replacement of curbs is $250 per lineal metre.

2043 TU-CURB REPLACEMENT/REHABILITATIONProject Status Open Year Identified 2009




Budget2017

Plan2018

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GROSS COST DETAILSCurb Replacement/Rehabilitation 200.0 200.0 200.0 200.0 200.0Total 200.0 200.0 200.0 200.0 200.0FINANCING DETAILSINFRA RES-TRANSPORTATION 200.0 200.0 200.0 200.0 200.0Total 200.0 200.0 200.0 200.0 200.0


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Project Description This project facilitates upgrading City gravel streets to a paved road structure and includes the estimated underground infrastructureremediation prior to paving.

General Comments The current list of outstanding locations includes both residential and industrial gravel streets. All locations are areas that were notpaved as part of original development and require funding approval to be included in this program.

Residential locations have been prioritized based on the following criteria:

Priority 1 - gravel streets with paved roadways at each end

Priority 2 - gravel streets with property frontage

Priority 3 - all other, typically side properties leading to a gravel lane

In 2016, adequate funding was allocated to finalize all Priority 1 and 2 residential streets to a paved structure. The remaining gravelstreet upgrade list consists of Priority 3 residential roadways and all remaining industrial roadways. It is estimated that an additional$13.4 million in funding is required to upgrade the remaining gravel streets to a paved roadway structure.

Prior Budget Approvals $1,539,000 for Local Area Plan Surface Deficiencies

$8,158,000 for Gravel Streets Upgrades

$726,000 for Underground Remediation

2044 TU-GRAVEL STREETS UPGRADESProject Status Open Year Identified 2009

Project Type INFRASTRUCTURE MAINTENANCE Manager Mitchell Parker



Budget2017

Plan2018

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Plan2021

GROSS COST DETAILSNeighborhood Surface Improvements 1,000.0 1,000.0 1,000.0 1,000.0 1,000.0Total 1,000.0 1,000.0 1,000.0 1,000.0 1,000.0FINANCING DETAILSUNFUNDED RCE 1,000.0 1,000.0 1,000.0 1,000.0 1,000.0Total 1,000.0 1,000.0 1,000.0 1,000.0 1,000.0


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Project DescriptionThis project involves the implementation of the Forestry Farm Park & Zoo Master Plan.

General CommentsStantec Consulting was contracted in June 2005 to develop a new Master Plan based upon the approved Program Plan, the Brandingand Visual Identity Plan, and an independent assessment of existing exhibits and facilities within the Park and Zoo. This Master Planprocess was approved by City Council in April 2006.

The 2017 budget provides for the upgrades and rebuild of a portion of the Park entrance road.

Operating Impact2018 - $10,800 for Park Entry Road (maintenance & replacement reserve)

Prior Budget Approval$ 50,000 Design of Park Entry Road

$100,000 Construction of Park Entry Road

2048 CY-FFP & ZOO MASTER PLAN IMPLEMENTATIONProject Status Open Year Identified 2006

Project Type REJUVENATION Manager John Moran

Asset Type Buildings(Parks & Open Spaces) Est. End Date -


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSAviaries 0.0 50.0 0.0 0.0 0.0Kinsmen Express Overhaul 0.0 0.0 80.0 0.0 0.0New Washroom in Zoo 0.0 150.0 0.0 0.0 0.0Park Entrance Road Rebuild 275.0 425.0 0.0 0.0 0.0Pathway Improvements - Zoo 0.0 0.0 40.0 0.0 40.0Phase II Parking Lot 0.0 0.0 0.0 0.0 150.0Replace Trailer Washrooms - Park & Zoo 0.0 0.0 150.0 0.0 150.0Walking Pathway for Park & Picnic Sites 0.0 0.0 0.0 0.0 60.0Total 275.0 625.0 270.0 0.0 400.0FINANCING DETAILSFORESTRY FARM PARK DEVELOPMENT RES 0.0 50.0 0.0 0.0 0.0FORESTRY FARM PK & ZOO CAPITAL RESERVE 150.0 150.0 120.0 0.0 250.0UNFUNDED RCE 125.0 425.0 150.0 0.0 150.0Total 275.0 625.0 270.0 0.0 400.0


Budget2017

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Project Description This project involves the development of a Construction and Demolition (C&D) Waste Management Centre (WMC) also known asRecovery Park.

General Comments This site was temporarily closed due to Circle Drive South related construction. The site adjacent to the Landfill had been collectinginert materials including building demolition material (concrete, asphalt, and masonry), roadway material, glass and porcelain. Thismaterial was being used in road construction projects throughout the City offsetting the costs (time and fuel) and emissionsassociated with virgin aggregate production and hauling. Opportunities exist for revenue including tipping fees and proceeds from thesale of sorted or processed construction and demolition materials.

Future plans for the site include the acceptance and processing of all recyclable or reusable construction materials, inclusion of apublic waste transfer station, and the possible establishment of a reuse facility. The site may also manage soils and/ or compostablematerials based on City-wide soils handling and composting requirements.

The Administration is exploring options to attain the remaining $7M as well as additional funding through the new GreenInfrastructure component of the Federal Building Canada funding program.

Operating ImpactsRecovery Park and preliminary feasibility studies indicate a potential $900,000 operating increase in order for the program to deliveron the required operational success.

2050 US-CONSTRUCTN & DEMOLITION WASTE MGT CTR - RECOVERY PARKProject Status Open Year Identified 2009

Project Type ENVIRONMENTAL PROTECTION Manager Josh Quintal

Asset Type Landfill Est. End Date -


Budget2017

Plan2018

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Plan2020

Plan2021

GROSS COST DETAILSRecovery Park 9,500.0 4,500.0 0.0 0.0 0.0Total 9,500.0 4,500.0 0.0 0.0 0.0FINANCING DETAILSLANDFILL REPLACEMENT RESERVE 1,600.0 0.0 0.0 0.0 0.0REALLOCATION OF CAPITAL FUNDING 2,700.0 0.0 0.0 0.0 0.0UNFUNDED LANDFILL REPL 2,500.0 4,500.0 0.0 0.0 0.0WATERWORKS CAPITAL PROJECTS RESERVE 2,700.0 0.0 0.0 0.0 0.0Total 9,500.0 4,500.0 0.0 0.0 0.0


Budget2017

Plan2018

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Project Description This project includes items identified in the Integrated Landfill Management Plan of 2011 that will be required to increase theavailable airspace and maximize the overall life of the Landfill.

General Comments Capital requirements for Landfill optimization include filling inefficiently filled areas of the Landfill to recapture airspace for use. Avariety of safety and environmental improvements are also required including improving surface water management and improvingsite conditions and customer service.

2051 US-LANDFILL OPTIMIZATIONProject Status Open Year Identified 2011

Project Type ENVIRONMENTAL PROTECTION Manager Scott Theede

Asset Type Landfill Est. End Date -


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSLandfill Optimization 225.0 700.0 3,000.0 6,500.0 3,500.0North Fence Boundary 75.0 0.0 0.0 0.0 0.0Total 300.0 700.0 3,000.0 6,500.0 3,500.0FINANCING DETAILSLANDFILL REPLACEMENT RESERVE 225.0 700.0 3,000.0 6,500.0 3,500.0TU - CAPITAL RESERVE 75.0 0.0 0.0 0.0 0.0Total 300.0 700.0 3,000.0 6,500.0 3,500.0


Budget2017

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Project DescriptionThis project is to provide for the implementation and defence of a reassessment that is required to be completed every four years inthe Province of Saskatchewan. Reassessments have been completed every four years since 1997.

General CommentsIn 2009, a new valuation approach was introduced in the property assessment process. Income producing properties were valuedutilizing income (rental) approaches to value where appropriate.

This capital project provides funding to contract specialists to assist in the determination of (and some assistance in the defence of)assessment values for high-value, complex properties. As well, a reassessment requires that all properties receive an assessmentnotice which requires increased associated paper and postage costs. As in past reassessments the generation and mailing of previewletters is also included.

2079 AF-PROPERTY REASSESSMENTProject Status Open Year Identified 2009

Project Type SUPPORT SYSTEMS Manager Shelley Sutherland

Asset Type Studies - Non capitalized expenditure Est. End Date -


Budget2017

Plan2018

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GROSS COST DETAILSProperty Reassessment 0.0 0.0 100.0 250.0 100.0Total 0.0 0.0 100.0 250.0 100.0FINANCING DETAILSAFM - CAPITAL RESERVE 0.0 0.0 100.0 250.0 100.0Total 0.0 0.0 100.0 250.0 100.0


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Project Description This project provides for the ongoing scheduled replacement of existing lift-equipped buses used in the Access Transit System.

General Comments With the expansion of the fleet over the last few years, Transit has been able to increase the useful life (mechanical and structuralintegrity) of the fleet from a five year to a seven year life cycle. An accessible bus is $125,000 which includes a radio and a mobiledata terminal (MDT).

City Council adopted the report called "Building Better Transit: an Asset Management Plan for Transit and Access Transit Fleet" in July2016. With the annoucement of the Growing the Middle Class Infrastructure Plan by the Federal Government, City Council approvedthe Public Transit Infrastructure Fund strategy in principle to purchase up to 12 Access buses over the period 2016 to 2018. In 2016,an order of up to 5 Access Transit coach buses at an estimated cost of $650,000 was placed and expected for delivery in 2017.

In 2017, Access Transit is planning to purchase 10 buses worth $1.3 million.


2095 ACCESS TRANSIT-BUS REPLACEMENTSProject Status Open Year Identified 2009

Project Type EQUIPMENT REPLACEMENT Manager Bob Howe



Budget2017

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GROSS COST DETAILSAccess Transit Bus Replacement 1,300.0 260.0 260.0 260.0 260.0Total 1,300.0 260.0 260.0 260.0 260.0FINANCING DETAILSACCESS TRANSIT CAPITAL RESERVE 390.0 250.0 250.0 250.0 250.0OTHER 455.0 0.0 0.0 0.0 0.0PTIF - FEDERAL 455.0 0.0 0.0 0.0 0.0US - CAPITAL RESERVE 0.0 10.0 10.0 10.0 10.0Total 1,300.0 260.0 260.0 260.0 260.0


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Project Description This project provides for the ongoing replacement of bus operator seats with high quality seats.

General Comments The new seats are ergonomically friendly, aid in the prevention of back problems, and result in reduced worker compensation claims.The old seats are very costly to maintain and some of the repair parts are hard to obtain due to obsolescence. This plan is to replace10-12 bus seats per year.


2097 TR- BUS SEAT REPLACEMENTProject Status Open Year Identified 2009




Budget2017

Plan2018

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GROSS COST DETAILSEquipment Purchases 50.0 0.0 50.0 0.0 50.0Total 50.0 0.0 50.0 0.0 50.0FINANCING DETAILSTRANSIT CAPITAL PROJECTS RESERVE 50.0 0.0 50.0 0.0 50.0Total 50.0 0.0 50.0 0.0 50.0


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Project Description This project provides for the purchase of additional lift-equipped buses used in Saskatoon's Access Transit System.

General Comments Access Transit will utilize the additional buses to provide additional service hours as its client base grows and to extend the life of theoverall fleet. Currently each bus in the fleet travels between 35,000 to 50,000 km per year.

The 2017 funding will be used for an additional bus only if Access Transit Growth report is approved with additional operatingfunding.

2100 ACCESS TRANSIT - ADDITIONAL BUSESProject Status Open Year Identified 2009

Project Type GROWTH AND CAPITAL EXPANSION Manager Bob Howe



Budget2017

Plan2018

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GROSS COST DETAILSBus Purchase 130.0 0.0 0.0 0.0 0.0Total 130.0 0.0 0.0 0.0 0.0FINANCING DETAILSACCESS TRANSIT CAPITAL RESERVE 30.0 0.0 0.0 0.0 0.0US - CAPITAL RESERVE 100.0 0.0 0.0 0.0 0.0Total 130.0 0.0 0.0 0.0 0.0


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Project DescriptionDuring 1998, City Council approved the Golf Course Program value-for-money audit recommendation that management develop along-term capital plan with sufficient cash flow to fund and finance capital replacement expenditures for the three municipal golfcourses (Holiday Park, Silverwood and Wildwood golf courses). In response to the audit recommendations, in March 2002 City Councilapproved the Golf Course Capital Reserve (Bylaw No. 6774). The purpose of the reserve is to finance long-term capital plans thatincluded replacement of equipment and vehicles, and expansion and redevelopment of course facilities and services.

General CommentsThe capital projects for 2017 are:

Equipment Replacement:

Holiday Park Golf Course:

$70,000 - Diesel Self-Propelled Fairway Mower

$80,000 - Irrigation Pumps (3)

Silverwood Golf Course:

$30,000 - Satellite Irrigation Controller Replacement

Wildwood Golf Course:

$120,000 - Diesel Self-Propelled Greens-mower (Quantity 3)

Improvements:

$50,000 - Wildwood Golf Course Master Plan: Tee Box Renovation.

2101 CY-GOLF COURSE IMPROVEMNTS & EQUIP REPL.Project Status Open Year Identified 2009

Project Type EQUIPMENT REPLACEMENT Manager Andrew Roberts

Asset Type Golf Courses Est. End Date -


Budget2017

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GROSS COST DETAILSGolf Course Equipment Replacement 300.0 200.0 200.0 210.0 210.0HPGC Equipment Storage 0.0 0.0 0.0 400.0 0.0HPGC Parking Lot/Clubhouse Paving 0.0 0.0 0.0 0.0 400.0WWGC Parking Lot/Cart Path Paving 0.0 300.0 0.0 0.0 0.0WWGC Tee Box Redesign Plan 50.0 0.0 0.0 0.0 0.0Total 350.0 500.0 200.0 610.0 610.0FINANCING DETAILSGOLF COURSE CAPITAL RESERVE 350.0 500.0 200.0 610.0 610.0Total 350.0 500.0 200.0 610.0 610.0


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Project DescriptionThis project involves the development and upgrading of sport fields and amenities in Multi-District, District, and Special Use Parks toensure the quality of playing fields for the safety and enjoyment of all participants.

General CommentsThe Multi-District and District Parks accommodate the recreational requirements of the sport user groups, including minor and adultsport leagues, City-wide programs, and national/international competitions.

As part of the long-term development plan focusing on the continual redevelopment of the City's sport fields, Administration isworking in conjunction with the sport field user groups and residents to identify both immediate and long-term facility program andamenity priorities and requirements.

WJL Harvey District Park (2017 & 2018):

The 2017 plan involves improvements to the WJL Harvey South District Park. Multi-purpose field #16 will be converted into a softballdiamond.

The 2018 plan involves improvements to the WJL Harvey South District Park. Multi-purpose field #15 will be shifted to the west toremove the desire lines and to make this field safe for use.

Bishop James Mahoney Park (2019):

The 2019 plan involves improvements to the Bishop James Mahoney District Park. The softball diamond in the park will be upgradedto ensure outfield slopes are adjusted to allow for a safe playing surface with proper drainage.

Operating Impact2018 - $5,000 for above basic service for WJL Harvey South District Park softball diamond

2102 CY-SPORTFIELD DEVELOPMENT & IMPROVEMENTSProject Status Open Year Identified 2009

Project Type INFRASTRUCTURE MAINTENANCE Manager Brad Babyak



Budget2017

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GROSS COST DETAILSBishop James Mahoney Park 0.0 0.0 345.0 0.0 0.0WJL Harvey District Park 345.0 350.0 0.0 0.0 0.0Total 345.0 350.0 345.0 0.0 0.0FINANCING DETAILSPARK ENHANCE RES 345.0 350.0 345.0 0.0 0.0Total 345.0 350.0 345.0 0.0 0.0


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Project Description This project involves Victoria Park upgrades as outlined in the Victoria Park Program Plan, adopted by City Council in June 2004. Thisupgrade is planned to be an extension of the River Landing Phase II development, which will connect Victoria Park to River Landing.

General CommentsPublic and stakeholder consultation occurred in 2009 on the program plan for the City Gardener's Site and to confirm the programplan requirements originally approved in the 2004 Victoria Park Program Plan. Through the Recreation and Parks Master Plan,festivals and parks were both ranked highly in residents' opinions. Of the residents surveyed, 79% felt the need for more festivalspace was a high priority. The development of Victoria Park will address this need and provide residents with adequate parking forfestivals, recreational activities, and better linkage for pedestrian traffic.

In 2017, the community and stakeholders will be re-engaged for updated feedback, and will review the overall park program plan toconfirm construction priorities for 2018. This work will be done undertaken with existing operating funds.

The 2018 plan includes the development of a parking lot which will address existing and future parking needs, as well as the need foroverflow parking during large special events and festivals.

The 2019 plan includes pathway linkages to improve pedestrian circulation within the park. This pathway system will give pedestriansaccess along Spadina Crescent and better connectivity to the existing site amenities.

The 2020 plan involves the addition of site furniture and pathway lighting.

Operating ImpactThe future operating impact would be $3,000 for annual site maintenance if this project is funded.

Prior Budget Approval$513,000 Design and construction of the City Gardener's Site (1.13 acres) and approximately 5 acres of Victoria Park, including thefestival site.

2114 CY-VICTORIA PARK - UPGRADESProject Status Open Year Identified 2009

Project Type REJUVENATION Manager Brad Babyak



Budget2017

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GROSS COST DETAILSConstruction - Park 0.0 440.0 400.0 330.0 0.0Total 0.0 440.0 400.0 330.0 0.0FINANCING DETAILSUNFUNDED RCE 0.0 440.0 400.0 330.0 0.0Total 0.0 440.0 400.0 330.0 0.0


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Policing Preliminary 2017

Project Description This project provides for the replacement and/or addition of police radio equipment.

General Comments Radio communication is critical to police operations. The current fleet of police portable and in-car mobile radios have an anticipateduseful life of approximately 9 years. This project addresses the eventual replacement of these essential communication assets. The2017 capital budget is for the replacement of portable radios, in-car mobile radios and new encryption technology.

Operating ImpactNo increase anticipated for 2017.

2119 POLICE-RADIO REPLACEMENTProject Status Open Year Identified 2010

Project Type EQUIPMENT REPLACEMENT Manager Earl Warwick



Budget2017

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GROSS COST DETAILSEquipment Purchases 585.0 325.0 325.0 325.0 325.0Total 585.0 325.0 325.0 325.0 325.0FINANCING DETAILSPOLICE RADIO RESERVE 585.0 325.0 325.0 325.0 325.0Total 585.0 325.0 325.0 325.0 325.0


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Project Description This project involves the design and construction for a quarter-pipe ramp located at the east end of the skate pad. In 2012, theskateboard site was re-located to accomodate an accessible playground and create a better layout of the park amenities within W.W.Ashley District Park.

General Comments The W.W. Ashley satellite skateboard facility is one of six satellite sites designed for beginner to intermediate skateboarders. Thesatellite sites compliment the larger city-wide Lions Skate Park in Victoria Park. The addition of a full-width concrete quater-pipeelement is being requested by skateboarders to provide more of a challenge. The facility currently features a bank-to-ledge pyramid,flat rail, and a ledge, but is still considered to be too rudimentary by current users.

Operating Impact $1,000 for graffiti removal and repairs

2130 CY-SATELLITE SKATEBOARD FACILITIESProject Status Open Year Identified 2010

Project Type INFRASTRUCTURE MAINTENANCE Manager Nancy Johnson



Budget2017

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GROSS COST DETAILSW.W. Ashley Skate Park Upgrade 80.0 0.0 0.0 0.0 0.0Total 80.0 0.0 0.0 0.0 0.0FINANCING DETAILSDEDICATED LANDS RESERVE 80.0 0.0 0.0 0.0 0.0Total 80.0 0.0 0.0 0.0 0.0


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Project DescriptionThis project includes the design and construction of comprehensive streetscape projects within the Downtown, Broadway, andRiversdale Business Improvement Districts. The priority of projects over the next number of years will be determined by the need tocoordinate streetscape projects with underground utility replacement programs, the River Landing development, partneringopportunities, and with opportunities to promote multi-modal transportation by improving pedestrian conditions, transit and cyclingconditions and facilities, and creating on-street parking facilities to increase parking revenues.

General CommentsIdylwyld Drive Streetscape Master Plan:

The City Centre Plan, the North Downtown Master Plan and the Growing Forward! Plan all indicate that an improved streetscapealong the length of Idylwyld Drive is needed. The project involves the design and construction of a comprehensive streetscape projectfor Idylwyld Drive from the Senator Sid Buckwold Bridge to Circle Drive. This capital budget will only account for construction from theSenator Sid Buckwold Bridge to 25th Street.

This project involves a traffic study, an environmental site assessment, and the design of a streetscape improvement plan, as well asphased construction which may utilize an incremental approach to capitalize on the time-sensitivity of interventions. Theredevelopment of Idylwyld Drive as an enhanced multi-modal corridor will contribute to pedestrian, cyclist, and transit use.

Streetscape Rehabilitation:

This project involves replacing aging amenities (benches, garbage cans, poster boards, and tree grates) on 21st Street, 2nd Avenue,20th Street West and potentially other locations within the BID boundaries. These areas are some of the earliest streetscape projectsin the City and busiest pedestrian areas in the City centre with up to 7,000-8,000 pedestrians using the streets per day. The amenitiesare heavily used and are in need of major repairs or replacement.

3rd Avenue - 19th Street Intersection & Adjoining Roadways:

This project involves streetscaping 19th Street; between 2nd and 3rd Avenue. The streetscaping of 3rd Avenue north of 22nd Streetwill become part of the Growth Plan to Half a Million project. The 19th Street intersection will be constructed in 2020 and will becoordinated with River Landing Parcel Y construction.

Operating Impact2018 - $3,000 for Phase 1 Idylwyld Drive construction

Prior Budget Approvals $ 500,000 Idylwyld Drive Master Plan and design

$1,500,000 Streetscape Rehabilitation

2162 CY-URBAN DESIGN - BIDSProject Status Open Year Identified 2009

Project Type REJUVENATION Manager Paul Whitenect



Budget2017

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Plan2020

Plan2021

GROSS COST DETAILS3rd Avenue: 19th Street Intersection 0.0 0.0 0.0 0.0 100.0Idylwyld Drive: Bridge to Circle Drive 1,000.0 1,000.0 1,000.0 1,000.0 0.0Streetscape Rehabilitation Project 1,500.0 1,000.0 0.0 0.0 0.0Total 2,500.0 2,000.0 1,000.0 1,000.0 100.0FINANCING DETAILSSTREETSCAPE RESERVE-BID 2,500.0 2,000.0 1,000.0 1,000.0 100.0Total 2,500.0 2,000.0 1,000.0 1,000.0 100.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 488 -


Project DescriptionThis project includes the design and construction of comprehensive streetscape projects outside the Downtown, Broadway andRiversdale Business Improvement Districts. Projects are defined in terms of pedestrian amenity improvements, safety, and supportfor multi-modal travel through the City.

General CommentsApproved by City Council in 2009, the Central Avenue Master Plan called for streetscape improvements from 107th Street to 115thStreet, including the commercial and industrial properties along Gray Avenue. Phases 1 and 2 of the Central Avenue streetscapinghave been completed. The final phase, planned for 2018, will address the pedestrian crossing of the railway to improve pedestriansafety, complete the North portion of Central Avenue to 115th Street, and complete the South portions from 107th Street to 109thStreet.

Completion of the final phase will depend on funding availability and negotiation with the railway company. The $4.0 million estimateincludes $400,000 for design.

Operating ImpactOperating impacts will be determined once specific design elements are identified and will include maintenance, snow removal,irrigation/maintenance of plant material, and street lighting.

Prior Budget Approval $2,650,000 Central Avenue detailed streetscape design and construction

2166 CY-URBAN DESIGN - CITY-WIDEProject Status Open Year Identified 2009




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSCentral Avenue 0.0 4,000.0 0.0 0.0 0.0Total 0.0 4,000.0 0.0 0.0 0.0FINANCING DETAILSUNFUNDED MAJOR PROJECTS 0.0 4,000.0 0.0 0.0 0.0Total 0.0 4,000.0 0.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 489 -


Project DescriptionThis project involves systems upgrades related to existing programs and the development of new programs, with a focus onincreasing online services.

General CommentsBuilding Standards Program Upgrades:

Related work will include POSSE upgrades needed to maintain our existing programs and the development of POSSE workflows fornew programs and services. The project will also include marketing and costs associated with creating and delivering educationalawareness. Prioritization of program upgrades will be aligned with customer and staff needs.

For 2017, areas included in the project are encroachment agreements, occupancy permits, building bylaw implementation,commercial building permit process review, and the adoption of the 2015 NBC and Energy Code.

Customer Service Enhancements:

Customers indicated through the 2015 Building Standards customer satisfaction survey that they would like to have more onlineoptions available throughout the building permit process. Online applications and being kept informed throughout the buildingpermit application and inspection process have been identified as key drivers for customer satisfaction.

2017 will be the first year of a targeted four-year action plan to increase online delivery of programs and services aligned with ServiceSaskatoon and Building Standards customer expectations.

2169 CY-BLDG STANDARDS PROGRAM ENHANCEMENTSProject Status Open Year Identified 2010

Project Type SUPPORT SYSTEMS Manager Kara Fagnou



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSBuilding Standards Program Upgrades 100.0 100.0 100.0 0.0 0.0Customer Service Enhancements 100.0 75.0 75.0 75.0 0.0Total 200.0 175.0 175.0 75.0 0.0FINANCING DETAILSBLDG PERMITS/INSPECT STAB RESERVE 200.0 175.0 175.0 75.0 0.0Total 200.0 175.0 175.0 75.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 490 -


Project DescriptionThis project addresses a number of major repairs required at the Shaw Centre. The scope of the project is:

- Construction of a permanent enclosure and support structure for an existing air handling unit;

- Electrical upgrades which include electrical protection for equipment, and

- Required consulting/project management services.

In addition, funding has been included to complete the necessary reviews and planning required to identify and prioritize outstandingdeficiencies/issues. This review will identify any additional repairs along with associated costs to be planned for 2018 and 2019.

General CommentsThe air handling unit was installed in 2014. Due to circumstances at the time, the unit was installed on a temporary support structureand was not enclosed. To ensure the longevity and the proper operation and efficiency of the unit, the unit requires a heat controlledenvironment. The project proposed will provide a permanent support structure for the unit and a permanent enclosure around theunit to ensure that the unit will function as intended.

Through the recent review, completed by Environmental Services, of the electrical load distribution and the power quality, it hasbeen determined that to ensure the life of the program and facility equipment at the Shaw Centre, electrical protection should beinstalled to reduce the risk of shortened equipment life.

There are a number of outstanding mechanical, electrical and architectural deficiencies/issues that need to be addressed at ShawCentre in future years, which will be identified and prioritized as part of this project.

Prior Budget Approval$892,000 was approved in 2014 for the installation of heating, ventilation and cooling equipment and circulation fans for the ShawCentre competition pool.

2176 AF-SHAW CENTRE MAJOR REPAIRSProject Status Open Year Identified 2017


Asset Type Leisure Centres Est. End Date -


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSAir Handling Unit Enclosure 1,500.0 0.0 0.0 0.0 0.0Design 300.0 0.0 0.0 0.0 0.0Electrical Upgrades 70.0 0.0 0.0 0.0 0.0Total 1,870.0 0.0 0.0 0.0 0.0FINANCING DETAILSCIVIC BLDGS COMPR MTNCE 1,870.0 0.0 0.0 0.0 0.0Total 1,870.0 0.0 0.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 491 -


Project Description This project provides for a three phased approach to bring the parking lot, private roadway and underground service requirements atthe civic leisure centres up to standard and maintaining them at that standard.

Phase 1 - Conditional Assessment - Assess the condition of the parking lots, private roadways and underground services to determinethe scope of the work required to bring these areas up to standard. Priorities will be established based on condition of theinfrastructure and its impact to and by the customer.

Phase 2 - Undertake the work to bring the parking lots and paved areas to standard.

Phase 3 - Creation of a Civic Facility Site Replacement Reserve.

General Comments Currently, the process for capital construction of new facilities does not include a future budget to maintain, repair or replaceinfrastructure components such as water/sewer lines, storm lines, manholes, signs, curbs, sidewalks, fencing, lot lighting, roads andpaving, at the end of their life cycle. Repairs or replacements are done when a component has completely failed.

An $11.0 million deficit has been identified in the maintenance, repair and/or replacement of infrastructure site components whichare at or near the end of their life cycle and will soon need to be addressed. With prior budget approvals funding, a conditionassessment has been carried out to determine the scope of the work required and to establish priorities.

2180 AF-CIVIC FACILITY SITE MAINTENANCEProject Status Open Year Identified 2009


Asset Type Parking Lots Est. End Date -


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSDesign & Constr'n - Civic Leisure Centres 200.0 400.0 500.0 500.0 500.0Other Civic Property 1,200.0 400.0 100.0 100.0 100.0Total 1,400.0 800.0 600.0 600.0 600.0FINANCING DETAILSFACILITY SITE REPL RES 300.0 500.0 600.0 600.0 600.0UNFUNDED FACILITY SITE REPL RES 1,100.0 300.0 0.0 0.0 0.0Total 1,400.0 800.0 600.0 600.0 600.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 492 -


Project Description This project involves waste audits and other measurement activities to determine the effectiveness of recycling and organicsdiversion initiatives as well as the development of strategies to increase diversion.

General Comments This project includes studying the waste composition before and after the implementation of new programs such as the recyclingprograms. The 2016 community waste audit was the first ever to measure all waste generated in Saskatoon and informs thedevelopment of a comprehensive Waste Diversion Plan. The community waste audit and Waste Diversion Plan were issued as asingle contract in 2016 with the work spread out over two years to match available capital funding. The community waste audit(called the Waste Characterization) provides the data foundation for the development of a plan to achieve 70% waste diversion by2023 (called the Waste Diversion Plan) and this information will be used to inform future, more efficient City waste operations in aWaste Management Master Plan.

2184 US-WASTE CHARACTERIZATION STUDYProject Status Open Year Identified 2010

Project Type ENVIRONMENTAL PROTECTION Manager Amber Weckworth



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSWaste Characterization Study 225.0 0.0 0.0 0.0 0.0Total 225.0 0.0 0.0 0.0 0.0FINANCING DETAILSLANDFILL REPLACEMENT RESERVE 225.0 0.0 0.0 0.0 0.0Total 225.0 0.0 0.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 493 -


Project DescriptionThe water conservation program addresses the continued mandate for water conservation first identified in the Water ConservationImplementation Plan in the Long Term Capital Development and Expansion Plan.

General CommentsIncluded in the program are "Leading by example" initiatives by City divisions as well as programs targeted at reducing Industrial,Commercial, and Institutional (ICI) sector water use, outdoor residential water use, and indoor residential water use.

2197 WTP - WATER CONSERVATION INITIATIVEProject Status Open Year Identified 2009

Project Type ENVIRONMENTAL PROTECTION Manager Amber Weckworth



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSWater Conservation Study 450.0 468.0 541.0 0.0 0.0Total 450.0 468.0 541.0 0.0 0.0FINANCING DETAILSWATERWORKS CAPITAL PROJECTS RESERVE 450.0 468.0 541.0 0.0 0.0Total 450.0 468.0 541.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 494 -


Project DescriptionThis project consists of an independent assessment by a consulting engineer to determine waterworks performance, condition,capacity and maintenance.

General CommentsThe assessment is required by Provincial legislation dealing with the protection of water and water quality. The Act requires anindependent engineering assessment of all permitted waterworks be conducted once every five years. Previous assessments werecompleted in 2010 and 2015. The 2020 assessment will meet the five year mandate.

2214 WTP - WATER SYSTEM ASSESSMENTProject Status Open Year Identified 2010

Project Type GROWTH AND CAPITAL EXPANSION Manager Reid Corbett



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSWater System Assessment 0.0 0.0 0.0 187.0 0.0Total 0.0 0.0 0.0 187.0 0.0FINANCING DETAILSWATERWORKS CAPITAL PROJECTS RESERVE 0.0 0.0 0.0 187.0 0.0Total 0.0 0.0 0.0 187.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 495 -


Project DescriptionThis project consists of the construction of a reservoir and pumping facility in the NE sector to meet the demands from growth in thesector.

General CommentsThe project was initially scheduled for 2015 however upgrades to the 42nd Street reservoir and pumping facility allowed for a delayuntil 2020. The reservoir is planned to have a 40 million litre capacity and the pumping station an output of 1600 litres per second.


2219 WTP-N.E. SECTOR RESERVOIRProject Status Open Year Identified 2013

Project Type GROWTH AND CAPITAL EXPANSION Manager Reid Corbett



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSN.E. Sector Reservoir 0.0 0.0 0.0 4,499.0 19,303.0Total 0.0 0.0 0.0 4,499.0 19,303.0FINANCING DETAILSBORROWING 0.0 0.0 0.0 2,520.0 7,380.0OPERATING BUDGET DOWNPAYMENT 0.0 0.0 0.0 280.0 820.0WATERWORKS CAPITAL PROJECTS RESERVE 0.0 0.0 0.0 1,699.0 11,103.0Total 0.0 0.0 0.0 4,499.0 19,303.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 496 -


Project DescriptionThis project involves upgrading the mechanical components of the 1957 (6 filters), the 1964 (9 filters) and 1928 (6 filters) filter banksat the WTP.

General CommentsThe work includes replacing the underdrains, process piping upgrades, valves and actuators, and automating their operation. Similarwork was successfully completed on the 1911 (6 filters) in 2011/2012.

2220 WTP-FILTER PLANT UNDERDRAIN UPGRADEProject Status Open Year Identified 2013

Project Type INFRASTRUCTURE REPLACEMENT Manager Reid Corbett



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSFilter Plant Underdrain Upgrade 2,667.0 1,040.0 1,082.0 0.0 0.0Total 2,667.0 1,040.0 1,082.0 0.0 0.0FINANCING DETAILSWATERWORKS CAPITAL PROJECTS RESERVE 2,667.0 1,040.0 1,082.0 0.0 0.0Total 2,667.0 1,040.0 1,082.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 497 -


Project Description This project includes determining a location, design, and construction of a new liquid waste hauler facility to replace the existingstation at the Wastewater Treatment Plant. The new facility will accommodate multiple simultaneous unloads and will be locatedwhere truck traffic is in an industrial setting.

General CommentsOver the past five years, there has been significant growth in the number of liquid waste haulers unloading at the WastewaterTreatment Plant. New environmental regulations have affected the process for handling grit. The new facility will be designed toreceive/process grit and will be located to reduce increasing truck traffic from residential to industrial areas.


2224 WWT-LIQUID WASTE HAULERS STATIONProject Status Open Year Identified 2012

Project Type INFRASTRUCTURE REPLACEMENT Manager Ross Elliott



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSLiquid Waste Haulers Station 4,500.0 0.0 0.0 0.0 0.0Total 4,500.0 0.0 0.0 0.0 0.0FINANCING DETAILSBORROWING 4,050.0 0.0 0.0 0.0 0.0OPERATING BUDGET DOWNPAYMENT 450.0 0.0 0.0 0.0 0.0Total 4,500.0 0.0 0.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 498 -


Project Description This project involves upgrades of equipment and infrastructure at the main plant, biosolids storage area and pumping stations thatdo not warrant a separate capital project.

General CommentsWastewater treatment facilities have a severe service rating due to the corrosive nature of sewage. Failures of equipment andinfrastructure are not predictable and random failures will occur. This project funds upgrades that are immediately required.

2230 WWT-EXPECTED UPGRADESProject Status Open Year Identified 2013

Project Type EQUIPMENT REPLACEMENT Manager Reid Corbett

Asset Type Wastewater Treatment Plant Est. End Date -


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSExpected Upgrades 500.0 520.0 541.0 2,812.0 2,925.0Total 500.0 520.0 541.0 2,812.0 2,925.0FINANCING DETAILSWASTEWATER TRTMNT CAP RES 500.0 520.0 541.0 2,812.0 2,925.0Total 500.0 520.0 541.0 2,812.0 2,925.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 499 -


Project Description This project provides capital funding toward the expansion of the City's Advanced Traffic Management System (ATMS), enablingupgrades of communication lines and required replacement of signal cabinets and controllers.

General Comments The incorporation of ITS into the transportation network allows existing City streets to meet increasing capacity demands without therequirement for major additional construction. ITS is an integral component of network growth that improves motorist safety whilehelping to alleviate increased commute times, congestion and transport-related emissions.

The 2017 budget request is for further expansion of the broadband wireless communication system along College Drive that connectsthe traffic management centre with traffic signals and to expand the centralized signal management system further by adding a datacollection module.

2233 TU-ADVANCED TRAFFIC MGT SYSTEMProject Status Open Year Identified 2009

Project Type SUPPORT SYSTEMS Manager Goran Lazic



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSConstruction 150.0 150.0 150.0 230.0 230.0Total 150.0 150.0 150.0 230.0 230.0FINANCING DETAILSTRANSP INFRAS EXPANSION 150.0 150.0 150.0 230.0 230.0Total 150.0 150.0 150.0 230.0 230.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 500 -


Project Description This project involves walkways and includes completing assessments and improving infrastructure.

General CommentsThis project supports the City of Saskatoon strategic goal "Quality of Life" as it will help to deal with the reduction and prevention ofcrime in the neighbourhood.

The management of walkways typically consists of CPTED reviews, crack repairs, drainage issues, lighting installation, replacement ofbroken or missing bollards, and other upgrades.



2234 TU-WALKWAY MANAGEMENTProject Status Open Year Identified 2009

Project Type INFRASTRUCTURE MAINTENANCE Manager Shirley Matt



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSWalkway Management 90.0 90.0 90.0 90.0 90.0Total 90.0 90.0 90.0 90.0 90.0FINANCING DETAILSTRAFFIC SAFETY RESERVE 90.0 90.0 90.0 90.0 90.0Total 90.0 90.0 90.0 90.0 90.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 501 -


Project Description This project involves the implementation of major geometric and operational modifications at localized intersections to ensure thesafe and efficient movement of vehicles.

General Comments This project addresses intersections in need of immediate operational and capacity improvements due to potentially significant safetyhazards and/or unacceptable levels of service. It covers the costs of design, land acquisition (if required) and construction of majorintersection improvements.

Major intersection improvements are intended to improve the level of safety for all road users, as well as to improve trafficoperations and reduce delays. The list of potential projects is evaluated annually and prioritized based on collision rates, vehiculardelays, and coordination with other projects. Minor intersection improvements typically include simple geometric modifications toimprove the operations of an intersection. Examples include the addition of a right turning bay to improve traffic operations at anintersection, or physical adjustment of a median to allow turning vehicles an improved turning radius through the intersection (whichcan reduce the potential for collisions).

Details on the projects proposed for the budget year will be presented in an administrative report prior to, or concurrent with, theCouncil budget meeting.


2235 TU-INTERSECTION IMPROVEMENTSProject Status Open Year Identified 2009

Project Type INFRASTRUCTURE MAINTENANCE Manager Goran Lazic



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSGeneral Provision 550.0 500.0 500.0 500.0 500.0Total 550.0 500.0 500.0 500.0 500.0FINANCING DETAILSTRANSP INFRAS EXPANSION 550.0 500.0 500.0 500.0 500.0Total 550.0 500.0 500.0 500.0 500.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 502 -


Project Description This project will develop awareness and enforcement programs for commercial transport within City limits.

General Comments The objective of this project is to protect the City's transportation infrastructure by preparing an educational program for thecommercial transportation and construction industries. The program includes advertisements, truck route maps and truckmonitoring for preservation and design purposes and enforcement initiatives.


2241 TU-TRUCK ENFORCEMENT/EDUCATIONProject Status Open Year Identified 2009

Project Type REJUVENATION Manager Nick Bakker



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSEducation Program 50.0 50.0 100.0 0.0 0.0Total 50.0 50.0 100.0 0.0 0.0FINANCING DETAILSTRAFFIC SAFETY RESERVE 50.0 50.0 100.0 0.0 0.0Total 50.0 50.0 100.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 503 -


Project Description This project involves the construction of a new impound lot.

General Comments The 2018 plan involves the design of a permanent building as part of the relocation of the impound lot site, with construction plannedfor 2019.

Operating ImpactOperating impacts for utilities and preventative maintenance will be determined as specific features of the facility are more clearlydefined.

2251 CY-IMPOUND LOTProject Status Open Year Identified 2009

Project Type INFRASTRUCTURE MAINTENANCE Manager Roxanne Christian



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSNew Impound Lot 0.0 100.0 1,640.0 0.0 0.0Total 0.0 100.0 1,640.0 0.0 0.0FINANCING DETAILSUNFUNDED MAJOR PROJECTS 0.0 100.0 1,640.0 0.0 0.0Total 0.0 100.0 1,640.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 504 -


Project DescriptionThis project identifies the need for water and sewer capacity analysis and master planning for infill/redevelopment and futuredevelopment areas. This will ensure that a consistant level of service for water distribution and sewer collection in residential,commercial and other areas of the city is maintained and possibly improved.

General CommentsSystem capacity analysis and maintenance is a key factor in sustainable management of water and sewer utilities. The city's growthmust be supported by various elements including efficient and cost-effective water and sewer utilities. Maximizing the use of existingsystem capacities and identifying areas where new infrastructure is necessary will ensure the best value for the citizens of Saskatoon.

This project would be ongoing to address continual infill/redevelopment and rezoning applications. The master planning componentwill be complete by mid of 2017 and thereafter periodic updates will be required. The intent is to assess the needs under this projecton a yearly basis. The estimated yearly funding is $100,000 with the main source of funding coming from redevelopment levy to W&SInfrastructure Reserve.

2255 TU-W&S CAPACITY ANALYSIS FOR REDEVELOPMENT AND MASTER PLANNINGProject Status Open Year Identified 2015

Project Type GROWTH AND CAPITAL EXPANSION Manager AJ McCannell



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSDesign 100.0 100.0 100.0 100.0 100.0Total 100.0 100.0 100.0 100.0 100.0FINANCING DETAILSINFRA RES-WTR & SAN SWR 100.0 100.0 100.0 100.0 100.0Total 100.0 100.0 100.0 100.0 100.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 505 -


Project Description This project includes rehabilitation of the northbound and southbound overpass structures at Circle Drive over 33rd Street.

General Comments The Circle Drive northbound over 33rd Street overpass is a two lane, four span, curved concrete girder bridge, originally constructedin 1992. The Circle Drive southbound over 33rd Street overpass is a two-lane, four-span, concrete girder bridge, originally constructedin 1980. The estimated replacement cost for each structure is approximately $8.2 million.

Rehabilitation of the southbound structure substructure is planned for 2019 and includes engineering services, spot repairs toconcrete surfaces, application of a galvanic protection system to areas exposed to splash or leaking expansion joints and applicationof silane sealer to the concrete wearing surface. Rehabilitation of the superstructure of this overpass is planned for 2027 and includesengineering services, removal and replacement of concrete wearing surface to the top of the concrete box girders and replacement ofthe expansion joints.

If a 'Do Nothing' approach were taken with preservation of the southbound superstructure, service life prediction modeling indicatesthat structural failure, necessitating costly emergency repairs, can be expected to occur by the year 2030, with replacement of mostof the superstructure required by the year 2035. The cost estimate for emergency deck repairs and replacement is approximately $6million.

Rehabilitation of the northbound structure is planned for 2019 and includes engineering services, removal and replacement of theasphalt wearing surface and membrane, removal and replacement of the top 30 mm of concrete deck and increasing the concretecover over the rebar, and spot repairs to concrete surfaces.

If a 'Do Nothing' approach were taken with preservation of the northbound superstructure, service life prediction modeling indicatesthat structural failure, necessitating costly emergency repairs, can be expected to occur by the year 2038, with complete replacementof the superstructure required by the year 2043. The cost estimate for emergency deck repairs and replacement is approximately $10million.


2257 TU-CIRCLE DR OVER 33RD ST NB/SBProject Status Open Year Identified 2009




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSRepairs to NB structure 0.0 200.0 1,544.0 0.0 0.0Repairs to SB Structure 0.0 0.0 380.0 0.0 0.0Total 0.0 200.0 1,924.0 0.0 0.0FINANCING DETAILSBRIDGE MAJOR REPAIR RESERVE 0.0 200.0 1,924.0 0.0 0.0Total 0.0 200.0 1,924.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 506 -


Project DescriptionLand for three permanent Public Works satellite yard sites is required immediately to facilitate current emergency Water & Seweroperations and Roadways maintenance activities. Once land is secured, funding opportunities for the development of the sites arepossible.

General CommentsFunding has been identified in 2017 to develop a strategy for locating operational facilities, including satellite yards and offices, basedon the future growth impacts of the Growth Plan to Half a Million.

The satellite yards are required for:

- Sweepings stockpile, sand recycling

- Fill material handling, stockpiling recycling

- Satellite yard with parking, vehicle storage, and buildings

- Scale, wash bay

- Hydro-vac tailings disposal

- Container handling for garbage and recycling (except at the Southwest site)

Locations that have been identified will accommodate other functions including future snow management facilities (Project 2037).Funding required for the Northwest and Northeast sites is to secure the land in advance of city development.

Funding shown for the Southeast site is required once the site is approved for development and the land purchase agreement iscompleted. Relocation from Nicolson Yards is imminent and a properly designed, constructed, and managed site is the goal for theproposed Public Works satellite yard in the southeast.

Funding for the Southwest site is required to relocate the current site, which is the future Recovery Park site, to the permanentlocation on the Civic Operations Centre Phase 2 land.

Special NoteThe Other funding source identified for 2017 consists mainly of borrowing and operating contributions and is tracked through theCity's Civic Facilities Funding Plan.

2259 TU-PW SATELLITE YARDSProject Status Open Year Identified 2013

Project Type GROWTH AND CAPITAL EXPANSION Manager Carla Figg



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSGrowth Plan Operational Facilities Analysis 200.0 0.0 0.0 0.0 0.0Northeast PW Yards Development 0.0 1,416.0 0.0 0.0 50.0Northwest PW Yards Development 0.0 1,416.0 50.0 100.0 2,351.0Southeast PW Yards Development 0.0 2,950.0 0.0 0.0 0.0Southwest PW Yards Development 0.0 300.0 0.0 0.0 0.0Total 200.0 6,082.0 50.0 100.0 2,401.0FINANCING DETAILSOTHER 200.0 0.0 0.0 0.0 0.0UNFUNDED MAJOR PROJECTS 0.0 6,082.0 50.0 100.0 2,401.0Total 200.0 6,082.0 50.0 100.0 2,401.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 507 -


Project DescriptionThis project provides for the purchase of additional equipment to be used by Sign Shop for various projects in Detouring, SignMaintenance and Crosswalk Painting programs.

General CommentsThis project is to ensure adequate equipment is in place to cope with the increase in Detouring, Sign Maintenance and CrosswalkPainting programs due to city expansion. The benefit of adding new equipment will increase productivity and improve customerservice levels to both internal and external customers.

2265 TU-TRANSPORTATION EQUIPMENT ACQUISITIONSProject Status Open Year Identified 2015

Project Type EQUIPMENT REPLACEMENT Manager Cory Funk



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSSign Shop Equipment Purchase 0.0 50.0 75.0 50.0 75.0Total 0.0 50.0 75.0 50.0 75.0FINANCING DETAILSTRANSP EQUIP ACQ RESERVE 0.0 50.0 75.0 50.0 75.0Total 0.0 50.0 75.0 50.0 75.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 508 -


Project Description This project is for rehabilitation of the Idylwyld Drive and 19th Street to 1st Avenue northbound overpass.

General Comments The Idylwyld Drive over 19th Street to 1st Avenue northbound overpass is a two lane, nine span, concrete girder bridge, originallyconstructed in 1965. The estimated replacement cost for this structure is approximately $14.2 million.

Rehabilitation of the structure is planned for 2018 and includes engineering services, removal and replacement of the asphaltwearing surface and membrane, removal and replacement of a portion of the concrete deck in Area 1 (north abutment to firstexpansion joint south), spot repairs to remaining portions of the deck (Areas 2 and 3), replacement of the expansion joints, spotrepairs to concrete surfaces including hinge joints, sealing of cracks in girders by epoxy injection and application of galvanicprotection to the abutments.

2268 TU-IDYLWYLD DR FWY / 1ST AVE - NB RAMPProject Status Open Year Identified 2012




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSRepairs to Overpass 0.0 950.0 0.0 0.0 0.0Total 0.0 950.0 0.0 0.0 0.0FINANCING DETAILSBRIDGE MAJOR REPAIR RESERVE 0.0 950.0 0.0 0.0 0.0Total 0.0 950.0 0.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 509 -


Project DescriptionThis project provides funding to address accommodation deficiencies within the Transportation and Utilities Department.

General CommentsFunding identified in 2017 is required for renovations at the sign shop.


2269 TU-ACCOMMODATION CONSTRUCTIONProject Status Open Year Identified 2013

Project Type SUPPORT SYSTEMS Manager Shelley Korte



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSGeneral 100.0 100.0 100.0 100.0 100.0Total 100.0 100.0 100.0 100.0 100.0FINANCING DETAILSTU - CAPITAL RESERVE 100.0 100.0 100.0 100.0 100.0Total 100.0 100.0 100.0 100.0 100.0


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- 510 -


Project DescriptionThis project funds annual preservation, restoration and rehabilitation programs for local, arterial and collector roads as well as highvolume, limited access expressways. It also funds the preservation, restoration and rehabilitation of both neighbourhood andprimary network sidewalks. The objective of this program is to minimize the life cycle cost of preserving the local, collector andarterial roads, as well as expressways, subject to minimum acceptable levels of service. These programs have been in place since1988 (Collector Roads), 1981 (Arterial Roads), 1996 (Local Roads) and 1999 (Expressways). The sidewalk components in this projectare required to restore sidewalks to a 'safe' condition. Sidewalk preservation is divided between neighbourhood assets and primaryassets. As a neighbourhood asset, the sidewalks primarily serve the residents of that neighbourhood. Sidewalks classified as aprimary asset serve a broader range of people.

General CommentsLocal roads are considered part of the Neighbourhood Roadway Network, primarily serving residents of the neighbourhood andrepresent 51% of the City's roads. The primary program focus is on preservation of the roads within each neighbourhood.

Collector roads collect traffic from residential roads within each neighbourhood and are considered part of the Primary RoadwayNetwork, representing 18% of the City's roads.

Arterial roads are high volume roads that connect nieghbourhoods and are also considered part of the Primary Road Network,representing 18% of the City's roads. Over the past several years, traffic volumes, loads and the number of axles (which acceleratesdeterioration) have been increasing. This, along with increasing treatment costs and age, will necessitate increases in funding tosustain this infrastructure. The structural condition of these roads is being monitored along with the surface condition.

Expressways represent approximately 12% of the City's roads by surface area. The structural condition of these roads is beingmonitored along with surface condition.

The plan for sidewalk preservation is to make sidewalks safer by replacing, in whole or in part, panels of sidewalks having trip hazardsor missing sections. Locations will be prioritized based on sidewalk use and planned neighbourhood renewal locations. Locationswhere parking meters exist will be given higher priority along with sidewalks near schools, hospitals and care homes. The estimatedrepair cost for sidewalks in 2017 is $600 per lineal metre.

The proposed preservation programs are based on the most recent surface rating data and selective structural condition assessmentand are updated as new information becomes available.

Special NoteThe internal borrowing of $1.6 million included in 2017 budget is to accelerate the paved roads and sidewalk preservation program inconjunction with the capital works planned under the Clean Water & Wastewater Fund (CWWF) program. The annual loanrepayment of $355,000 will start in 2018 for 5 years from the Paved Roadways Infrastructure Reserve.

2270 TU-PAVED ROADS AND SIDEWALK PRESERVATIONProject Status Open Year Identified 2017




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSArterial Road Preservation 5,900.0 5,600.0 5,600.0 5,600.0 5,600.0Collector Road Preservation 6,080.0 5,800.0 5,800.0 5,800.0 5,800.0Expressway Road Preservation 3,900.0 3,900.0 3,900.0 3,900.0 3,900.0Local Road Preservation 11,126.0 10,427.0 10,427.0 10,427.0 10,427.0Neighbourhood Network Sidewalk Preservation 3,130.0 2,950.0 2,950.0 2,950.0 2,950.0Primary Network Sidewalk Preservation 1,960.0 1,950.0 1,950.0 1,950.0 1,950.0Total 32,096.0 30,627.0 30,627.0 30,627.0 30,627.0FINANCING DETAILSBORROWING (INTERNAL) NON-PIL 1,600.0 0.0 0.0 0.0 0.0PAVED ROADWAYS INFRASTRUCTURE RESERVE 30,496.0 30,627.0 30,627.0 30,627.0 30,627.0Total 32,096.0 30,627.0 30,627.0 30,627.0 30,627.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


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Project DescriptionThis project is the delivery of the recommended plan from the 'In-Service Review' of the roadside safety systems completed in 2016.The capital budget reflects the prioritization of projects recommended by the consultant to address the potential severity of collision,the likelihood of collision (based on traffic volumes and vehicle composition) and the overall level of risk. The cost effectiveness ofthe modification is also considered in the recommended plan.

General CommentsAn in-service safety review of existing roadside safety systems was completed by the Administration in 2016. The review examined allexisting safety systems infrastructure associated with the city's high-speed roadways and associated structures (crash cushions,roadside barriers, median barriers, poles, piers and guide-high safety signs, as well as guardrails on low-speed roads which may beassociated with bridge piers and embankments) to ensure current safety standards are met. In-service road safety reviews aredetailed engineering studies of existing infrastructure and facilities which focus on mitigating measures to reduce collision frequencyand/or severity for all road users. These types of studies are based on reviews of collision history, traffic volumes, and on-siteobservation and roadway geometry and traffic operations.

The capital plan is broken into three phases:

1. The first phase is to address the high risk deficiencies which include providing adequate barriers around piers and footings,providing correct end treatments and replacement of deficient guardrails.

2. The second (5-year) phase is to address the medium risk deficiencies which include providing correct end treatments andreplacement of deficient guardrails and improving transitions between adjacent safety systems.

3. The third (2-year) phase is to address the low risk deficiencies which include correcting installation deficiencies of existing safetysystems and removing fixed objects in the crash reduction zone.

Work planned for 2017 includes the rehabilitation and/or replacement of safety systems identified and prioritized in the study to theextent of available funding.

2271 TU-HIGH SPEED ROADSIDE SAFETY IMPROVEMENTSProject Status Open Year Identified 2017

Project Type INFRASTRUCTURE REPLACEMENT Manager David LeBoutillier



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSInstallation/Replacement 850.0 1,200.0 1,200.0 1,200.0 1,200.0Total 850.0 1,200.0 1,200.0 1,200.0 1,200.0FINANCING DETAILSINFRA RES-TRANSPORTATION 250.0 250.0 250.0 250.0 250.0UNFUNDED TRANSPORTATION INFRA RES 600.0 950.0 950.0 950.0 950.0Total 850.0 1,200.0 1,200.0 1,200.0 1,200.0


Budget2017

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- 512 -


Project DescriptionThis project provides for the purchase of equipment that meets the capital spending threshold and is not directly plant related.

General CommentsThis project includes identifiable fixed assets (Crane and Forklift) that are part of the equipment program.

2272 WTP - AUXILIARY EQUIPMENTProject Status Open Year Identified 2017

Project Type EQUIPMENT REPLACEMENT Manager Tim Bushman



Budget2017

Plan2018

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Plan2020

Plan2021

GROSS COST DETAILSAvenue H Crane and Fork Lift 160.0 0.0 0.0 0.0 0.0Total 160.0 0.0 0.0 0.0 0.0FINANCING DETAILSWATERWORKS CAPITAL PROJECTS RESERVE 160.0 0.0 0.0 0.0 0.0Total 160.0 0.0 0.0 0.0 0.0


Budget2017

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- 513 -


Project Description This project includes rehabilitation of the 108th Street over Circle Drive overpass.

General Comments The 108th Street over Circle Drive overpass is a two lane, two span, concrete girder bridge, originally constructed in 1982. Theestimated replacement cost for this structure is approximately $6.8 million.

Rehabilitation of the structure is planned for 2021 and includes engineering services, deep deck repair, corrosion inhibitor,membrane and new asphalt wearing surface, replacement of the expansion joints, lateral stressing of girders, spot repairs to concretesurfaces and application of silane sealer to the walkway.

If a 'Do Nothing' approach were taken with preservation of the superstructure, service life prediction modeling indicates thatstructural failure can be expected to occur by the year 2034, requiring complete replacement of the superstructure. The cost estimatefor deck replacement is approximately $3.9 million.

2273 TU-108TH ST OVER CIRCLE DRIVEProject Status Open Year Identified 2009




Budget2017

Plan2018

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Plan2021

GROSS COST DETAILSRepairs to Overpass 0.0 0.0 0.0 100.0 1,200.0Total 0.0 0.0 0.0 100.0 1,200.0FINANCING DETAILSBRIDGE MAJOR REPAIR RESERVE 0.0 0.0 0.0 100.0 289.0UNFUNDED BRIDGE MAJOR REPAIR RES 0.0 0.0 0.0 0.0 911.0Total 0.0 0.0 0.0 100.0 1,200.0


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- 514 -


Project DescriptionThis project involves isolation of the plant and across street reservoir from the neighbourhood and construction of infrastructure tocontrol access to the facilities.

General CommentsThe project includes closure of Avenue H and 11th street adjacent to the plant /reservoir and the construction of a col-de-sac onSpadina Crescent south of the plant.

The project is directly related to P2020 TU - 17th street Corridor Extension.

2275 WTP - PLANT FACILITY ACCESS UPGRADEProject Status Open Year Identified 2017

Project Type INFRASTRUCTURE MAINTENANCE Manager Angela Gardiner



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSWTP Plant Facility Access Upgrade 0.0 0.0 0.0 0.0 877.0Total 0.0 0.0 0.0 0.0 877.0FINANCING DETAILSWATERWORKS CAPITAL PROJECTS RESERVE 0.0 0.0 0.0 0.0 877.0Total 0.0 0.0 0.0 0.0 877.0


Budget2017

Plan2018

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- 515 -


Project DescriptionThis project will provide for redevelopment of the parking facilities that support programming and events at the Lions Arena. Theproject also includes the replacement of the storm sewer line from Lions Arena to the existing main line located within park spacesouth-east of the arena, resulting in an upgrading of storm water capacity.

General CommentsParking facility upgrades and storm sewer line upgrades are required to provide adequate parking for patrons and prevent furtherdeterioration and increasing costs to repair and maintain the existing parking lot and storm sewer line. The project will result in anorganized and structured asphalt concrete parking lot layout, doubling the number of parking stalls and allowing for maximization ofspace. Defining parking stalls with the use of retaining walls, line painting and concrete walk and curbs will work towards generalorganization of the site. Creating a defined area complete with a concrete pad and heavy duty asphalt will assist in more efficienttrash and recycling collection for the site. A heavy duty Zamboni route will be included to allow for efficient and appropriate snowpiling, preventing premature surface degradation and inefficient use of space.

Operating Impact$5,000 for annual maintenance and contribution to reserve

2296 AF-LIONS ARENA PARKING REDEVELOPMENT & SEWER UPGRADEProject Status Open Year Identified 2017

Project Type INFRASTRUCTURE MAINTENANCE Manager Andrew Roberts

Asset Type Ice Arena's Est. End Date -


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSParking Lot & Sewer Upgrade 1,100.0 0.0 0.0 0.0 0.0Total 1,100.0 0.0 0.0 0.0 0.0FINANCING DETAILSUNFUNDED CIVIC BLDGS COMP MNTCE 1,100.0 0.0 0.0 0.0 0.0Total 1,100.0 0.0 0.0 0.0 0.0


Budget2017

Plan2018

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- 516 -


Project DescriptionThis project involves the demolition of the Hugh Cairns grandstands and clubhouse and the construction of new grandstands andclubhouse building. The new clubhouse will support recreational activities at Cairns Field and the Clarence Downey SpeedskatingOval.

General CommentsThe original concrete structure was built in 1961. The facility needs significant restoration or replacement to ensure the facility isavailable and safe for continued use.

The 2018 budget provides for the demolition of the existing structure, site preparation, and the installation of new aluminumgrandstands with a capacity of 3,000 seats. The new grandstands would be located along the first and third baselines of Cairns Field.The new clubhouse building will be a single story building, approximately 9,000 square feet, containing public washrooms, teamlocker rooms, male and female locker rooms including showers, official rooms, concession area, concourse, office, storage andmechanical/electrical rooms. The approximate lifespan of the new grandstands and service building with yearly maintenance is 50years.

Special NoteAn option considered was a renovation/upgrade of the existing concrete grandstand structure and the waterproofing andreplacement of the buildingís roof. The estimated cost was $3.0 million. Approximate lifespan of waterproofing and roof replacementwas 20 years and of seating was 50 years. This option did not include any upgrades to the building except the roof. The cost benefitand lifespan of the proposed project precluded this option.

Operating Impact2019 - $40,000 Contribution to Reserve

2019 - $36,000 Facility Maintenance

2019 - $20,000 Utilities

Staffing, other operating costs and revenues to be determined.

2298 AF-CAIRNS GRANDSTAND & CLUBHOUSE REPLACEMENTProject Status Open Year Identified 2018

Project Type INFRASTRUCTURE REPLACEMENT Manager Troy LaFreniere

Asset Type Buildings-Sport & Fitness Fac Est. End Date -


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSCairns Grandstand/Clubhouse Replacement 0.0 4,000.0 0.0 0.0 0.0Total 0.0 4,000.0 0.0 0.0 0.0FINANCING DETAILSUNFUNDED MAJOR PROJECTS 0.0 4,000.0 0.0 0.0 0.0Total 0.0 4,000.0 0.0 0.0 0.0


Budget2017

Plan2018

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Plan2021


- 517 -


Project Description This project involves the ongoing installation of bus stop shelters and bench replacements.

General Comments This replacement plan allows for the installation of twenty (20) new shelters per year through 2017. The bus shelter complement isdeficient City-wide and requires further review of funding possibilities. Transit's current bus shelter advertising agreement expires atthe end of 2018. A new request for proposals will be seeking an aggressive bus shelter installation target to further compliment thenumber of bus shelters located along transit routes. This project will also be used to revitalize certain transit stops to make themmore accessible and to refurbish or replace old shelters.

Operating Impacts2018 - $2,500 for the maintenance and upkeep of the new shelters.


2317 TR-SHELTERS/BENCHESProject Status Open Year Identified 2009

Project Type INFRASTRUCTURE MAINTENANCE Manager James McDonald

Asset Type Bus Shelters Est. End Date -


Budget2017

Plan2018

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Plan2021

GROSS COST DETAILSTransit Shelter & Bench Repl Plan 200.0 200.0 200.0 200.0 200.0Total 200.0 200.0 200.0 200.0 200.0FINANCING DETAILSTRANSIT CAPITAL PROJECTS RESERVE 200.0 200.0 200.0 200.0 200.0Total 200.0 200.0 200.0 200.0 200.0


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- 518 -


Project Description This project provides for replacement of the existing fleet management computer system.

General Comments The existing fleet management system is obsolete and does not provide adequate information to properly maintain the fleet. Alsothe required program/computer support is unavailable. Transit requires a fleet management system that will serve as a decisionmaking tool. The system should include fleet software to manage all predictive, preventive and corrective maintenance activitieswith complete work order, planning, procurement, inventory, staffing and costing capabilities. As a result this will improve the fleet'savailability, longevity and efficiency. This project will also be used to upgrade to the newest version of the fleet management systemand includes the costs and staffing associated with this upgrade.

2017 funding request will be used for the implementation of fuel focus module and building an interface between Transit's Trapezesystem and Transit's M5 (fleet management) system.

Operating Impact2018 - $3,000 for system maintenance agreement on new module.

2318 TR-MAINTENANCE MANAGEMENT SYSTEMProject Status Open Year Identified 2009

Project Type SUPPORT SYSTEMS Manager Paul Bracken



Budget2017

Plan2018

Plan2019

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Plan2021

GROSS COST DETAILSTransit Maintenance Management System 270.0 0.0 0.0 0.0 0.0Total 270.0 0.0 0.0 0.0 0.0FINANCING DETAILSTRANSIT CAPITAL PROJECTS RESERVE 270.0 0.0 0.0 0.0 0.0Total 270.0 0.0 0.0 0.0 0.0


Budget2017

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- 519 -


Project Description This project involves an initiative dedicated to growing Transit ridership and revenue.

General Comments Capital funding is required to set up numerous untapped markets for transit ridership that exist and have not been fully developed aswell as to retain the current ridership. The project will focus on the implementation of programs and initiatives to get more peopleriding the bus, with the ultimate goal of increasing revenue. The following are among the potential strategies and initiatives that willbe used/explored:

- Transit user groups: high school, University, Saskatchewan Polytechnic, other post-secondary, senior and corporate

- Partnering with environmental groups to promote Transit usage as a green alternative

- Transit promotions and special events

- Web page manager and design

- Marketing and advertising

- Internal communication management to ensure staff are involved and aware of the new programs

- Brand awareness

- Reward programs with fare collection smart cards

- Fare media development and promotions, such as an ECO Transit Pass for business and civic transit pass for employees

- Information days and customer service information events

- Transit surveys

- Investigation into new user technology

2323 TR-RIDERSHIP GROWTH INITIATIVESProject Status Open Year Identified 2009

Project Type GROWTH AND CAPITAL EXPANSION Manager James McDonald



Budget2017

Plan2018

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Plan2021

GROSS COST DETAILSRidership Growth Initiatives 200.0 200.0 200.0 200.0 200.0Total 200.0 200.0 200.0 200.0 200.0FINANCING DETAILSTRANSIT CAPITAL PROJECTS RESERVE 200.0 200.0 200.0 200.0 200.0Total 200.0 200.0 200.0 200.0 200.0


Budget2017

Plan2018

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- 520 -


Project Description This project involves upgrading Saskatoon Minor Football Field at Gordon Howe Park to address current and future programmingneeds.

General Comments Sports organizations within the community expressed the need to upgrade Gordon Howe Bowl, one of Saskatoon's most importantcommunity facilities. Significant deterioration to the natural turf field has prevented groups such as Ultimate Frisbee, soccer, andminor football from utilizing Gordon Howe Bowl. Installation of an artificial turf field allows Gordon Howe Bowl to accommodatemultiple user groups from mid-April until late November and creates a reliable and safe playing surface.

The Friends of the Bowl Foundation has secured bleachers and press boxes from the Saskatchewan Roughriders Legacy Program at nocost. The total value the Foundation is receiving is $4,000,000. The Foundation will launch a new fund-raising campaign in the fall of2016 to raise $2,000,000 towards the new seating. The new bleachers and box seating will accommodate 4,800 which is double thecurrent maximum seating capacity at the field. The total estimated cost to demolish the existing bleachers and transport and installthe new bleachers and box seats is $2,500,000. The Foundation is asking the City to contribute $500,000 over a two year period.

The sewer line that services the Gordie Howe Campground and Gordon Howe Bowl is 50 years old, deteriorating and requires repairin order to continue to provide and sustain long term use of the campground facility and Gordon Howe Bowl. Emergency repairs toseveral collapsed segments in this line were completed in 2016. The 2017 budget includes the inspection and repair of the section ofsewer line that services the Gordie Howe Campground and lining of the sewer line from the intersection of Schuler Street and AvenueP to the Gordie Howe Campground and from Avenue P to the Saskatoon Minor Football field. This work will add an estimated 50years to the operational life to the line that services both facilities. The proposed funding for this project is $100,000 from theCampsite Reserve and $100,000 from the Reserve for Capital Expenditures, to reflect the facilities that benefit from thisrefurbishment.

Operating Impact 2019 - $28,000 Preventative maintenance and reserve contribution for bleachers

Prior Budget Approval$100,000 for emergency sewer line repair

2349 CY-SASKATOON MINOR FOOTBALL FIELD UPGRADEProject Status Open Year Identified 2009

Project Type INFRASTRUCTURE MAINTENANCE Manager Lynne Lacroix



Budget2017

Plan2018

Plan2019

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Plan2021

GROSS COST DETAILSBleachers 1,500.0 1,000.0 0.0 0.0 0.0Sewer Line Lining Repair 200.0 0.0 0.0 0.0 0.0Total 1,700.0 1,000.0 0.0 0.0 0.0FINANCING DETAILSCAMPSITE RESERVE 100.0 0.0 0.0 0.0 0.0PRIVATE CONTRIBUTIONS 1,250.0 750.0 0.0 0.0 0.0RESERVE FOR CAPITAL EXPENDITURES 350.0 0.0 0.0 0.0 0.0UNFUNDED RCE 0.0 250.0 0.0 0.0 0.0Total 1,700.0 1,000.0 0.0 0.0 0.0


Budget2017

Plan2018

Plan2019

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- 521 -


Project DescriptionThis project involves the design and construction of the Permanent Boat Launch facility.

General CommentsThe current boat launch adjacent to Kiwanis Memorial Park was set up in 2004 as a temporary location. Meewasin is completing areview of possible locations and identifying potential land-use conflicts prior to recommending a permanent boat launch site location.

Using previously approved funding, public consultation is planned for 2016 and, pending appropriate approvals, detailed design isplanned for 2017.

Construction is scheduled for 2018 and will include piles to stabilize the launch, an entrance to the site, landscaping and signage.

Operating Impact$5,000 Annual maintenance of site and minor repairs of boat launch (starting in 2019)


2352 CY-PERMANENT BOAT LAUNCH SITEProject Status Open Year Identified 2009

Project Type INFRASTRUCTURE REPLACEMENT Manager Brad Babyak



Budget2017

Plan2018

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Plan2021

GROSS COST DETAILSDesign and Construction 0.0 140.0 0.0 0.0 0.0Total 0.0 140.0 0.0 0.0 0.0FINANCING DETAILSUNFUNDED RCE 0.0 140.0 0.0 0.0 0.0Total 0.0 140.0 0.0 0.0 0.0


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- 522 -


Project DescriptionThis project involves the implementation of the program plans as outlined in the Chief Whitecap Master Plan, as approved by CityCouncil in June 2010.

General CommentsThe Master Plan Development for this park was a joint project partnered between the City of Saskatoon and the Whitecap DakotaFirst Nation. The Master Plan was developed through consultation with major stakeholders: Rural Municipality of Corman Park,Meewasin, residents neighbouring the park, and the current park users. The City of Saskatoon has partnered with the Meewasin tocomplete the detail design for Chief Whitecap Park.

Using existing funds, in late 2016 Administration will work with the RM of Corman Park on approval for discretionary use and in early2017 an 80 acre off-leash dog park will be established, with fencing and on-site amenities.

The 2017 budget includes the development of pathways within the off-leash dog park and the naturalization of uplands.

The 2018 plan includes the development of a primary pathway system and the construction of the south parking lot.

The 2019 plan includes the development of a secondary pathway system, riverbank lookouts, signage, and site amenities such asbenches and garbage cans.

The 2020 plan includes the construction of the road extension and central south parking lot.

Operating Impact2018 - $4,000 Pest control maintenance

2018 - $10,000 Annual site maintenance

Prior Budget Approvals $ 71,000 Development of Master Plan (cost shared with partner)

$140,000 Detailed Design

$ 60,000 Gravel Parking Lot

$140,000 Development of an 80 acre off-leash dog park with fencing and installation of site amenities

2353 CY-CHIEF WHITECAP PARK DEVELOPMENTProject Status Open Year Identified 2009




Budget2017

Plan2018

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Plan2020

Plan2021

GROSS COST DETAILSConstruction 400.0 535.0 460.0 260.0 0.0Total 400.0 535.0 460.0 260.0 0.0FINANCING DETAILSUNFUNDED RCE 400.0 535.0 460.0 260.0 0.0Total 400.0 535.0 460.0 260.0 0.0


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Project Description The project provides for the replacement of Printing and Mail Services equipment.

General Comments The demand for higher quality print is increasing along with the need for redundant printing services. New equipment in printingservices could provide backup printing capabilities for the Data Centre (utility bills, etc.). The future plan is to replace this equipmentonce it is no longer current technology as maintenance costs will be rising, the failure rate will be increasing, parts will becomedifficult to find and the printing needs of our customers will be different.

2368 AF-PRINTING AND MAIL SERVICES - EQUIPMENTProject Status Open Year Identified 2010

Project Type EQUIPMENT REPLACEMENT Manager Linda Rauckman

Asset Type Miscellaneous Equipment Est. End Date -


Budget2017

Plan2018

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Plan2021

GROSS COST DETAILSAdditional Equipment 0.0 0.0 0.0 136.0 0.0Total 0.0 0.0 0.0 136.0 0.0FINANCING DETAILSPRINTING AND MAIL EQUIP REPL RESERVE 0.0 0.0 0.0 136.0 0.0Total 0.0 0.0 0.0 136.0 0.0


Budget2017

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Project Description This project provides for the construction of a new fire station to replace existing Fire Station No. 3.

General Comments On October 6, 2003, City Council adopted Standard NFPA 1710 which establishes best practices and timed response. This standardspecifies safe and effective emergency response standards for all services provided by Saskatoon Fire Department (SFD) in the City ofSaskatoon. To achieve that standard, the placement of all fire stations is key to the effective and efficient delivery of emergencyservices to residents in all areas of the City.

The SFD deployment analysis for the entire city has been studied with the assistance of GIS Mappling. Locations suitable for StationNo. 3 and Station No. 5 have been determined. These improvements will provide better overall response time coverage for the southend of the city while remaining focused on SFD's entire city-wide coverage.

The estimated cost of land acquisition, design and construction will be $6,435,000. Design and construction will commence in 2017with completion and occupancy by the spring of 2018. Fire Station No. 3 will be a 2 plus bay station. The planned completion date isMarch 2018.

Special NoteThe Other funding source identified for future years is made up of gas tax, borrowing and operating contributions. Funding for FireStations is tracked through the City's Civic Facilities Funding plan.

2373 FR-REPLACEMENT OF STATION NO. 3Project Status Open Year Identified 2011


Asset Type Fire Stations Est. End Date February 2019


Budget2017

Plan2018

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Plan2021

GROSS COST DETAILSConstruction 5,235.0 0.0 0.0 0.0 0.0Total 5,235.0 0.0 0.0 0.0 0.0FINANCING DETAILSOTHER 5,235.0 0.0 0.0 0.0 0.0Total 5,235.0 0.0 0.0 0.0 0.0


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- 525 -


Project Description This project provides for the replacement, refurbishment, or addition of major fire fighting apparatus, in accordance with the CapitalReserves Bylaw.

General Comments The estimate includes the replacement of fire apparatus, rescue vehicle, water rescue apparatus and vehicles have either exceededtheir safe serviceable life within our department or are experiencing recurring mechanical problems, making them very inefficient forday to day operations. Estimates for fire apparatus and rescue vehicles are expected to take more than one year before they aredelivered. The apparatus identified in 2017 is a fire engine apparatus with an estimated cost of $627,000 and a department vehiclewith an estimated cost of $24,000 plus an increase for a fire inspector vehicle, $30,000.

The estimated reserve balance at the end of 2017 is $1,582,000.

2379 FR-APPARATUS REPLACEMENTProject Status Open Year Identified 2010

Project Type EQUIPMENT REPLACEMENT Manager Glenn Ledray



Budget2017

Plan2018

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Plan2020

Plan2021

GROSS COST DETAILSAdditional Replacement 30.0 0.0 0.0 0.0 0.0Fire Apparatus Replacement 651.0 894.0 1,935.0 1,378.0 550.0Total 681.0 894.0 1,935.0 1,378.0 550.0FINANCING DETAILSFIRE APPARATUS 681.0 894.0 1,935.0 1,378.0 550.0Total 681.0 894.0 1,935.0 1,378.0 550.0


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Project Description This provides for the construction of a standard Fire Station, No. 11 to be located in the Holmwood area (East Saskatoon) and thepurchase of a fully equipped fire apparatus.

General Comments On October 6, 2003, City Council adopted Standard NFPA 1710 which establishes benchmark response times of four minutes for the'first-in' unit or single unit response and eight minutes for all apparatus dispatched to a full first alarm assignment. This standardspecifies safe and effective emergency response standards for all services provided by the Saskatoon Fire Department (SFD) in theCity of Saskatoon. To achieve that standard, the placement of the fire station is key to the effective and efficient delivery ofemergency services to residents in all areas of the City.

The Holmwood area fire station will provide service in compliance with NFPA 1710 to meet the needs of the community.

The estimated cost of land, design and construction of a station in this area will be $7,181,000. Land will be purchased in 2018 with acost of $871,000. Design and construction will commence in 2022 with $300,000 for design and $1,000,000 in construction costs toincur in that year. The remaining construction costs of $4,160,000 will be incurred in 2023 with planned completion by the fall of2023. The estimated cost of a fully equipped apparatus is $850,000.

Special NoteThis project will be funded through gas tax, borrowing and operating contributions. Funding for Fire Stations are tracked through theCity's Civic Facilities funding plan.

Operating ImpactThe station is projected to be completed by the fall of 2022. The annual cost for 20 additional fully-equipped fire fighters is$1,975,000. The impact to the operating costs for the apparatus and building maintenance is $194,000 per year on a continual basis.One time operating impact of $90,000 for protective clothing requirements.

2022 (prorated from September 2022):

$748,000 (FTE)

$64,000 (building operations)

2023 (and on-going):

$1,317,000 (FTE)

$194,000 building operations

2380 FR- FIRE STATION NO. 11 - HOLMWOODProject Status Open Year Identified 2012


Asset Type Fire Stations Est. End Date -


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSNew Station - Saskatoon East 0.0 871.0 0.0 0.0 0.0Total 0.0 871.0 0.0 0.0 0.0FINANCING DETAILSOPERATING FUND CONTRIBUTION 0.0 871.0 0.0 0.0 0.0Total 0.0 871.0 0.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 527 -


Project Description This project provides for the expansion of the Police Service vehicle fleet including vehicle and related equipment costs.

General Comments 2017 plans to increase the regular fleet are under review. Project funding allows for the fleet to expand by 2 to 4 vehicles (fullyequipment marked units and / or unmarked units) depending on operational demands.

The 2017 plan also includes the addition of one specialty vehicle dedicated to the School Resource Officer unit.

Operating Impact No operating impact in 2017.

2389 POLICE-FLEET ADDITIONSProject Status Open Year Identified 2009

Project Type GROWTH AND CAPITAL EXPANSION Manager Earl Warwick

Asset Type PoliceVehicles Est. End Date -


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSFleet Additions 206.0 456.0 170.0 170.0 170.0Total 206.0 456.0 170.0 170.0 170.0FINANCING DETAILSPOLICE CAPITAL RESERVE 206.0 456.0 170.0 170.0 170.0Total 206.0 456.0 170.0 170.0 170.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 528 -


Project DescriptionThis project will integrate stormwater management, natural areas, and land use planning through a climate change adaptation lens.An overall vision will be developed for natural and naturalized areas along with the necessary strategy, policy, and procedures for thesuccessful conservation and integration of the ecological network into urban development at various scales (city-wide to site). Theroles of built and natural (green) infrastructure and the role of the City in providing or facilitating stormwater management solutionswill be clarified, and water quality protection and good monitoring practices will be addressed.

General Comments Phase 1 is funded through prior budget approval and includes:

• Long-term corporate vision, goals, objectives and definitions for Natural Areas and Stormwater Management

• Best practices and policy review

• Baseline inventory and mapping of existing "ecological network" (natural areas and open spaces) and stormwatermanagement infrastructure (engineered and natural)

• Community and stakeholder engagement

• Recommended high-level policy directions

• Natural Area Development and Management Guidelines, including guidelines for natural areas adjacent to developmentlands

Phase 2 is dependent on the City obtaining a Federal grant through the Federation of Canadian Municipalities (FCM) for infrastructureplanning initiatives that address climate change mitigation and/or adaptation. Depending on eligibility and how the matching grant iscalculated, the grant could be $50,000 to $100,000 and the scope of work will be adjusted accordingly. Phase 2 includes:

• Low Impact Development Guidelines

• Community and stakeholder engagement

• Natural asset valuation framework

• Plan of recommended long-term stormwater infrastructure and ecological network

• Development of detailed policy, process and standards

• Strategy and plan for ongoing communications and education

• Detailed implementation strategy

Prior Budget Approval $155,000 - An initial inventory and policy study was completed in 2009 and a Wetland Development Workshop was held in 2012. Thepolicy framework was completed in 2013 and a refined wetland inventory (that included evaluation of wetland significance) wascompleted in 2015. The remainder of previously-approved budget is being used for the completion of Phase 1.

Special Note: Phase 2 of this project is subject to the City successfully obtaining a Federal grant.

2390 CY-NATURAL AREAS STRATEGY & GREEN STORM WATER MANAGEMENTProject Status Open Year Identified 2009

Project Type ENVIRONMENTAL PROTECTION Manager Don Cook



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSPolicy Development 100.0 0.0 0.0 0.0 0.0Total 100.0 0.0 0.0 0.0 0.0FINANCING DETAILSFCM 100.0 0.0 0.0 0.0 0.0Total 100.0 0.0 0.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 529 -


Project Description This project includes the rehabilitation of the McKercher Drive over College Drive overpass.

General Comments The McKercher Drive over College Drive overpass is a five lane, two span, concrete girder bridge, originally constructed in 1979. Theestimated replacement cost for this structure is approximately $7.8 million.

Rehabilitation of the substructure is unfunded but would be planned for 2017 and includes application of silane sealer to substructurecomponents exposed to splash, application of silane sealer to the walkway, application of spray arc zinc to the south abutment andrepairs to the girder soffit near the south abutment including installation of zinc anodes to protect the patch.

Proactive rehabilitation of the superstructure is planned for 2021 & 2022 and includes engineering services, removal and replacementof the asphalt wearing surface and membrane and spot repairs to concrete surfaces.


2392 TU-MCKERCHER DR/COLLEGE DR OVERPASSProject Status Open Year Identified 2012

Project Type GROWTH AND CAPITAL EXPANSION Manager Todd Grabowski



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSSubstructure Rehabilitation 327.0 0.0 0.0 0.0 0.0Superstructure Rehabilitation 0.0 0.0 0.0 0.0 80.0Total 327.0 0.0 0.0 0.0 80.0FINANCING DETAILSBRIDGE MAJOR REPAIR RESERVE 0.0 0.0 0.0 0.0 80.0UNFUNDED BRIDGE MAJOR REPAIR RES 327.0 0.0 0.0 0.0 0.0Total 327.0 0.0 0.0 0.0 80.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 530 -


Project Description This project involves rehabilitation of the Taylor Street over Circle Drive overpass.

General Comments The Taylor Street over Circle Drive overpass is a six lane, two span, continuous cast-in-place concrete girder bridge, originallyconstructed in 1996. The estimated replacement cost for this structure is approximately $9.7 million.

Proactive rehabilitation of the substructure is planned for 2019 and includes engineering services, removal and replacement of theasphalt wearing surface and membrane, spot repairs to concrete deck, spot repairs and sealer applied to barriers and replacement ofthe expansion joints.


2393 TU-TAYLOR/CIRCLE DRIVEProject Status Open Year Identified 2011




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSRehabilitation 0.0 0.0 900.0 0.0 0.0Total 0.0 0.0 900.0 0.0 0.0FINANCING DETAILSBRIDGE MAJOR REPAIR RESERVE 0.0 0.0 675.0 0.0 0.0UNFUNDED BRIDGE MAJOR REPAIR RES 0.0 0.0 225.0 0.0 0.0Total 0.0 0.0 900.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 531 -


Project Description This project is for the rehabilitation of the Circle Drive northbound over 14th Street overpass.

General Comments The Circle Drive northbound over 14th Street overpass is a two lane, three span, concrete girder bridge, originally constructed in1989. The estimated replacement cost for this structure is approximately $5.0 million.

Rehabilitation of the structure is planned for 2021 and includes engineering services, removal and replacement of the asphaltwearing surface and membrane, removal and replacement of the upper 100 mm of the concrete deck, replacement of the expansionjoints with semi-integral abutments and spot repairs to concrete surfaces.


2395 TU-CIRCLE DRIVE/14TH ST-NBProject Status Open Year Identified 2012




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSRepairs 0.0 0.0 0.0 150.0 1,919.0Total 0.0 0.0 0.0 150.0 1,919.0FINANCING DETAILSBRIDGE MAJOR REPAIR RESERVE 0.0 0.0 0.0 150.0 1,026.0UNFUNDED BRIDGE MAJOR REPAIR RES 0.0 0.0 0.0 0.0 893.0Total 0.0 0.0 0.0 150.0 1,919.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 532 -


Project Description This project involves the rehabilitation of the Idylwyld Drive northbound/southbound over 19th Street overpass.

General Comments The Idylwyld Drive northbound/southbound over 19th Street overpass is a four lane, nine span, concrete girder bridge, originallyconstructed in 1965. The estimated replacement cost for this structure is approximately $28.9 million.

Rehabilitation work planned for 2018 includes engineering services, removal of the asphalt wearing surface and membrane, removaland replacement of the top 112 mm of concrete deck, placement of 150 mm of exposed normal performance concrete overlay withcorrosion inhibitor and steel fibre reinforcement (exposed concrete overlay would form the new wearing surface) and spot repairs toconcrete surfaces and hinge joints.

If a 'Do Nothing' approach were taken with preservation of the superstructure, service life prediction modeling indicates thatstructural failure, necessitating costly emergency repairs, can be expected to occur by the year 2035, requiring complete replacementof the superstructure. The cost estimate for deck replacement is approximately $30.0 million.

2396 TU-IDYLWYLD FWY/IDYLWYLD RAMP NB/SBProject Status Open Year Identified 2012




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSRepair 0.0 8,304.0 0.0 0.0 0.0Total 0.0 8,304.0 0.0 0.0 0.0FINANCING DETAILSBRIDGE MAJOR REPAIR RESERVE 0.0 4,847.0 0.0 0.0 0.0UNFUNDED BRIDGE MAJOR REPAIR RES 0.0 3,457.0 0.0 0.0 0.0Total 0.0 8,304.0 0.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 533 -


Project Description This project involves rehabilitation of the Circle Drive over 8th Street overpass structure.

General Comments The Circle Drive northbound and southbound over 8th Street overpasses are two lane, two span, steel girder bridges, originallyconstructed in 1999. The estimated replacement cost for each structure is approximately $5.4 million.

Rehabilitation of the northbound structure is planned for 2019 and includes engineering services, removal and replacement of theasphalt wearing surface and membrane, removal and replacement of the upper 100 mm of the concrete deck and spot repairs toconcrete surfaces. Rehabilitation of the southbound structure is planned for 2026 and includes engineering services, removal andreplacement of the asphalt wearing surface and membrane, removal and replacement of the upper 100 mm of the concrete deck andspot repairs to concrete surfaces.

If a 'Do Nothing' approach were taken with preservation of the superstructure of these overpasses, service life prediction modelingindicates that structural failure can be expected to occur by the year 2030, requiring complete replacement of the superstructures.The cost estimate for deck replacement is approximately $3.1 million for each structure.

2397 TU-CIRCLE DRIVE/8TH ST - NB/SBProject Status Open Year Identified 2012




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSRehabilitation of NB structure 0.0 0.0 1,306.0 0.0 0.0Total 0.0 0.0 1,306.0 0.0 0.0FINANCING DETAILSUNFUNDED BRIDGE MAJOR REPAIR RES 0.0 0.0 1,306.0 0.0 0.0Total 0.0 0.0 1,306.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 534 -


Project Description This project involves the rehabilitation of the Attridge Drive over Circle Drive overpass.

General Comments The Attridge Drive over Circle Drive overpass is a six lane, two span, steel girder bridge, originally constructed in 2001. The estimatedreplacement cost for this structure is approximately $13.4 million.

Proactive rehabilitation of the structure is planned for 2021 and includes engineering services, removal and replacement of theasphalt wearing surface and membrane, spot repairs to concrete surfaces and repairs to the slope protection.


2398 TU-ATTRIDGE DR/CIRCLE DR OVERPASSProject Status Open Year Identified 2012




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSDeck Resurfacing 0.0 0.0 0.0 100.0 1,500.0Total 0.0 0.0 0.0 100.0 1,500.0FINANCING DETAILSBRIDGE MAJOR REPAIR RESERVE 0.0 0.0 0.0 100.0 1,500.0Total 0.0 0.0 0.0 100.0 1,500.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 535 -


Project DescriptionThis project involves rehabilitation of various pedestrian crossing structures.

General CommentsThe Northridge Drive to 45th Street over Idylwyld Drive overpass is a two span, concrete deck pedestrian overpass with access stairson either side, originally constructed in 1969. The estimated replacement cost for this structure is approximately $934,000.Rehabilitation work planned for 2018 includes engineering services, repairs to approach walkways, replacement of expansion jointglands, spot repairs to concrete surfaces, grouting the bearings and replacement of the east pedestrian rail.

The Central Avenue to Carleton Drive over College Drive overpass is a two span, concrete deck pedestrian overpass with access stairson either side, originally constructed in 1969. The estimated replacement cost for this structure is approximately $934,000.Rehabilitation work planned for 2018 includes engineering services, replacement of expansion joint glands and level nosings, spotrepairs to concrete surfaces, grouting the bearings and sanding and repainting the pedestrian railing.

The Hilliard Street over Idylwyld Drive overpass is a two span, cast-in-place concrete deck pedestrian overpass with spiral accessramps on either side, originally constructed in 1966. The estimated replacement cost for this structure is approximately $3.85 million.Rehabilitation work planned for 2018 includes engineering services, shimming the approaches, repairs to the pedestrian cage,replacing the expansion joint glands, spot repairs to concrete surfaces and filling the scour hole under the east abutment wall.

The Campus Drive to Stadium Crescent over College Drive overpass is a two span, cast-in-place concrete deck pedestrian overpasswith spiral access ramps on either side, originally constructed in 1966. The estimated replacement cost for this structure isapproximately $1.76 million. Rehabilitation work planned for 2018 includes engineering services, repairs to the north approachwalkway, replacement of the expansion joint glands, spot repairs to concrete surfaces and repairs to the deck pedestrian bottom rail.

The pedestrian walkway across CPR River Bridge is a 300.0 m long, 1.1 m wide timber pedestrian crossing attached to the CPR RiverBridge, originally constructed in 1936. The estimated replacement cost for this structure, including the main west staircase (steel) andsecondary west staircase (timber), is approximately $2.0 million. Rehabilitation work planned for 2022 includes sanding andrepainting the staircase for corrosion protection.


Prior budget approval was for the rehabilitation of the 11th Street under Idylwyld underpass.

2401 TU-PEDESTRIAN CROSSING STRUCTURESProject Status Open Year Identified 2013

Project Type INFRASTRUCTURE MAINTENANCE Manager Todd Grabowski

Asset Type Overpasses Est. End Date -


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSCampus Dr. to Stadium Cr. over College Dr. 0.0 98.0 0.0 0.0 0.0Central Ave to Carleton Drive over College Drive 0.0 76.0 0.0 0.0 0.0Hilliard St. over Idylwyld Drive 0.0 108.0 0.0 0.0 0.0Northridge Dr to 45th St. over Idylwyld Drive 0.0 65.0 0.0 0.0 0.0Total 0.0 347.0 0.0 0.0 0.0FINANCING DETAILSUNFUNDED BRIDGE MAJOR REPAIR RES 0.0 347.0 0.0 0.0 0.0Total 0.0 347.0 0.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 536 -


Project DescriptionThis project involves preservation activities for the Highway 16 eastbound and westbound over Highway 11 overpasses.

General CommentsThe Highway 16 over Highway 11 overpasses were bestowed to the City of Saskatoon in 2011 from the Ministry of Highways andInfrastructure. The two overpasses are three lane, five span, concrete girder bridges, originally constructed in 1967. The estimatedreplacement cost for these structures is approximately $15.4 million.

The design and construction of the over height sensor and warning beacon on Highway 11 northbound is scheduled for 2017 but isunfunded.

Northbound and southbound deck rehabilitation is planned for 2025 which includes engineering services, removal and replacementof the asphalt wearing surface and membrane, removal of replacement of the upper 112 mm of concrete deck, median, barrier,pedestrian rail and spot concrete repairs.

If a 'Do Nothing' approach were taken with preservation of the superstructure, service life prediction/modeling indicates that thestructural failure can be expected to occur by the year 2035, requiring complete replacement of the superstructure.


Prior budget approval was for repairing the joints, abutments and girder ends of the overpass as well as to provide for the installationof an over-height sensor and warning beacon on Highway 11 northbound.

2402 TU-HIGHWAY 16 EASTBOUND OVER HIGHWAY 11 OVERPASSProject Status Open Year Identified 2013




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSOverheight Warning System 155.0 0.0 0.0 0.0 0.0Total 155.0 0.0 0.0 0.0 0.0FINANCING DETAILSUNFUNDED BRIDGE MAJOR REPAIR RES 155.0 0.0 0.0 0.0 0.0Total 155.0 0.0 0.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 537 -


Project DescriptionThis project involves rehabilitation of the CPR over Circle Drive East overpass.

General CommentsLocated between 108th Street and Attridge Drive, the CPR over Circle Drive East overpass is a five span, single track, post-tensionedcontinuous concrete span railway bridge, originally constructed in 1980. The City is wholly responsible for all preservation costsrelated to this structure. The estimated replacement cost for this structure is approximately $7.7 million.

Rehabilitation work planned for 2018 includes engineering services, spot repairs to concrete surfaces and application of silane sealerto the walkway.

2403 TU-CPR OVER CIRCLE DRIVE EAST OVERPASSProject Status Open Year Identified 2013




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSSubstructure Repairs 0.0 164.0 0.0 0.0 0.0Total 0.0 164.0 0.0 0.0 0.0FINANCING DETAILSUNFUNDED BRIDGE MAJOR REPAIR RES 0.0 164.0 0.0 0.0 0.0Total 0.0 164.0 0.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 538 -


Project Description This project is required to provide funding for minor repairs and structural studies as required on the City's bridges and structures.

General Comments There are currently 75 bridges, overpasses and pedestrian crossings that the City is responsible for. The list of projects and locationswill be prioritized on an annual basis as needed.

2406 TU-MINOR BRIDGE REPAIRSProject Status Open Year Identified 2012




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSConstruction 289.0 289.0 289.0 289.0 289.0Total 289.0 289.0 289.0 289.0 289.0FINANCING DETAILSBRIDGE MAJOR REPAIR RESERVE 289.0 289.0 289.0 289.0 289.0Total 289.0 289.0 289.0 289.0 289.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 539 -


Project Description This project is required to fund the city's portion of costs related to dealing with existing underground encroachments in the city'sright-of-way.

General Comments Underground encroachments from lots into public Right of Way were constructed in the early 20th Century by agreement betweendevelopers and City Council. They consist of open areas under the sidewalk that are attached to the basement of the adjacentbuilding. The ceiling of the encroachment is, in most cases, the sidewalk above. These were typically allowed for freight elevators orcoal chutes and to provide for larger basements or storage areas than if the building was confined to the lot size.

These funds are to allow for the City to contribute a portion of funding to the property owner's costs for when they either repair orrebuild the encroachment they are responsible for.

2425 TU-UNDERGROUND ENCROACHMENTSProject Status Open Year Identified 2012

Project Type INFRASTRUCTURE MAINTENANCE Manager Mitchell Parker



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSUnderground Encroachments Repairs 100.0 100.0 0.0 0.0 0.0Total 100.0 100.0 0.0 0.0 0.0FINANCING DETAILSUNFUNDED PAVED ROADWAYS INFR RES 100.0 100.0 0.0 0.0 0.0Total 100.0 100.0 0.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 540 -


Project Description This project is for the ongoing identification of future transportation needs and the preparation of functional planning studies.

General Comments Various new arterial roads throughout the City require functional planning studies to determine the vertical and horizontalalignments, right-of-way requirements, and preliminary cost estimates.

Verification of interchanges to be undertaken includes:

- Marquis Drive and Idylwyld Drive

- Marquis Drive and Highway 16

- 22nd Street and Highway 7

- Airport Drive and Circle Drive

- 33rd Street and Circle Drive

Work identified above will be addressed as far as available funding permits.


2428 TU-FUNCTIONAL PLANNING STUDIESProject Status Open Year Identified 2010

Project Type GROWTH AND CAPITAL EXPANSION Manager Don Cook



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSFunctional Planning Studies 0.0 100.0 0.0 0.0 50.0Total 0.0 100.0 0.0 0.0 50.0FINANCING DETAILSTRANSP INFRAS EXPANSION 0.0 100.0 0.0 0.0 50.0Total 0.0 100.0 0.0 0.0 50.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 541 -


Project DescriptionThis project involves the purchase of License Plate Recognition (LPR) vehicles to support the enforcement operation of the parkingprogram.

General CommentsThe LPR vehicles contain cameras that are capable of scanning and recognizing the license plates of parked vehicles. This license platedata is used to conduct parking enforcement in areas with posted time limits, locate stolen automobiles, identify vehicles withparking offences, verify paid parking on the flex parking system, and collect data for use in parking stall occupancy/turnover studies.

The plan involves the purchase of three additional LPR vehicles beginning in 2019.

2429 CY-LICENSE PLATE RECOGNITION SYSTEMProject Status Open Year Identified 2009

Project Type SUPPORT SYSTEMS Manager Andrew Hildebrandt



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSSystem Purchase 0.0 0.0 65.0 65.0 65.0Total 0.0 0.0 65.0 65.0 65.0FINANCING DETAILSPARKING RESERVE 0.0 0.0 65.0 65.0 65.0Total 0.0 0.0 65.0 65.0 65.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 542 -


Project Description This project involves functional planning studies, in conjunction with Canadian Pacific Railway, for the design of a grade separation at8th Street East to improve safety at the existing grade level interchange in order to facilitate the development of the HolmwoodSector.

General Comments A fully protected rail crossing will be the interim step prior to overpass construction.

Discussions are ongoing to confirm external funding from the developer.

2433 TU-8TH STREET & CPR GRADE SEPARATIONProject Status Open Year Identified 2012




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILS8th St & CPR Grade Separation 0.0 0.0 0.0 35,000.0 0.0Total 0.0 0.0 0.0 35,000.0 0.0FINANCING DETAILSPRIVATE CONTRIBUTIONS 0.0 0.0 0.0 35,000.0 0.0Total 0.0 0.0 0.0 35,000.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 543 -


Project Description This project involves a functional planning study for improvements to the existing interchange and/or replacement structures toimprove safety and function of the interchange.

General Comments The functional planning study began in 2016 and is ongoing. The study will recommend short and long term improvements and/orreplacement of the interchange in the future.

2434 TU-HWY 11 & HWY 16 CLOVERLEAFProject Status Open Year Identified 2012




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSHWY 11 & HWY 16 Cloverleaf Functional Study 0.0 0.0 0.0 0.0 93,000.0Total 0.0 0.0 0.0 0.0 93,000.0FINANCING DETAILSUNFUNDED MAJOR PROJECTS 0.0 0.0 0.0 0.0 93,000.0Total 0.0 0.0 0.0 0.0 93,000.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 544 -


Project Description Corridor planning studies focus on specific transportation problems that affect mobility and accessibility. These studies typicallyexamine the function of an existing roadway corridor involving multiple intersections.

General Comments Corridor studies involve land use planning to complement the transportation component of the work. Corridor studies in urbanlocations are typically several kilometers in length and focus on operational issues along the corridor and on various transportationmodes including transit, cycling and walking.

The list of locations to be reviewed on an annual basis are prioritized based on collision rates, vehicular delays and coordination withother projects.

Details on the projects proposed for the budget year will be presented in an administrative report prior to, or concurrent with theCouncil budget meeting.


2436 TU-CORRIDOR PLANNING STUDIESProject Status Open Year Identified 2012




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSDesign 100.0 100.0 0.0 0.0 0.0Total 100.0 100.0 0.0 0.0 0.0FINANCING DETAILSTRANSP INFRAS EXPANSION 100.0 100.0 0.0 0.0 0.0Total 100.0 100.0 0.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 545 -


Project Description This project involves upgrading existing pedestrian devices or installation of new pedestrian crossing devices. Recommendations fordevices are from neighbourhood reviews, corridor reviews, or a concern from the public. All devices will meet the current warrantsystem used by the Transportation Division.

General Comments This project supports the City of Saskatoon's long-term strategies of 'Moving Around' and 'Quality of Life'. Pedestrian crossingimprovement projects are typically identified through neighbourhood traffic reviews, corridor dtudies, and resident inquiries.Improvement projects are prioritized based on Council Policy CO7-018: Traffic Control at Pedestrian Crossings.

Details on the program proposed for the budget year will be presented in an administrative report prior to, or concurrent with, theCouncil budget meeting.



2446 TU-PEDESTRIAN CROSSING IMPROVEMENTSProject Status Open Year Identified 2012

Project Type INFRASTRUCTURE REPLACEMENT Manager Shirley Matt



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSConstruction 200.0 150.0 150.0 150.0 150.0Total 200.0 150.0 150.0 150.0 150.0FINANCING DETAILSOTHER 100.0 0.0 0.0 0.0 0.0PTIF - FEDERAL 100.0 0.0 0.0 0.0 0.0TRAFFIC SAFETY RESERVE 0.0 100.0 100.0 100.0 100.0UNFUNDED TRAFFIC SAFETY RES 0.0 50.0 50.0 50.0 50.0Total 200.0 150.0 150.0 150.0 150.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 546 -


Project Description This project includes a multi-use pathway from the University of Saskatchewan to Saskatchewan Polytechnic campus along the southside of 33rd Street.

General Comments This route is proposed to be developed as a major off-road corridor that will consist of a well-designed multi-use pathway on whichpedestrians and cyclists will feel safe and comfortable. When complete, the corridor will include landscape development and otheramenities that will enhance the look and feel of the area.

Phase I included pathway construction on 33rd Street from Spadina Crescent to Warman Road in 2011 and 2012, and was fundedfrom PT Base Funding in Project No. 1137 - Bicycle Facilities.

Phase II includes pathway construction on 33rd Street from Warman Road to Ontario Avenue.

Phase III is the completion of the pathway from Ontario Avenue to Idylwyld Drive.

2447 TU-33RD ST PEDEST'N CORRIDOR MASTER PLANProject Status Open Year Identified 2012

Project Type GROWTH AND CAPITAL EXPANSION Manager Jay Magus



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSMulti Use 33rd Street Corridor (Warman/Idylwyld) 0.0 500.0 0.0 0.0 0.0Total 0.0 500.0 0.0 0.0 0.0FINANCING DETAILSTRANSP INFRAS EXPANSION 0.0 500.0 0.0 0.0 0.0Total 0.0 500.0 0.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 547 -


Project Description This project provides capital funding for the development of Intelligent Transportation Systems (ITS).

General Comments ITS can include (but is not limited to) traffic monitoring cameras, variable message boards, traffic priority, incident managementsystems, Weigh-In-Motion (WIM) devices, Road-side Weather Information Systems (RWIS), and Advanced Traveler InformationSystems (ATIS). ITS also includes the Advanced Traffic Management Systems.

In 2016 an ITS Strategic Plan was developed, and funding in 2017 will be used to implement recommendations from the plan.


2448 TU-INTELLIGENT TRANSPORTATION SYSTEMProject Status Open Year Identified 2012

Project Type GROWTH AND CAPITAL EXPANSION Manager Goran Lazic



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSFeasibilty Study 150.0 200.0 200.0 200.0 200.0Total 150.0 200.0 200.0 200.0 200.0FINANCING DETAILSOTHER 75.0 0.0 0.0 0.0 0.0PTIF - FEDERAL 75.0 0.0 0.0 0.0 0.0TRANSP INFRAS EXPANSION 0.0 200.0 200.0 200.0 200.0Total 150.0 200.0 200.0 200.0 200.0


Budget2017

Plan2018

Plan2019

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Plan2021


- 548 -


Project DescriptionThis project involves the transformation of South Caswell Hill from a former industrial area containing Saskatoon Transit offices andbus barns, to a mixed-use community. The area transition will require capital investment to prepare the land and buildings for newuses. The project involves the development of a revised Concept Plan in cooperation with community residents and stakeholders, andpreparation of the land and buildings for sale. The original Concept Plan for the redevelopment was adopted by Council on April 12,2010, and serves as the general guideline for future development.

General CommentsThe area known as South Caswell Hill is projected to undergo significant redevelopment after the Saskatoon Transit operations andother former industrial uses relocate in early 2017 to the Civic Operations Centre. In order to facilitate development and to eliminatemuch of the risk associated with these sites, a number of investigations and clean up actions are required, including a Detailed Phase2 Environmental Site Assessment, a risk assessment and remediation evaluation, a structural assessment of the buildings, and anynecessary remediation work. $1.5 million will be allocated to site remediation studies and cleanup to occur in 2017 and 2018. Anadditional $1.5 million will be required in 2019 to assist with infrastructure upgrades, and the development of a park or open space inthe area.

2459 LAND DEV'T-SOUTH CASWELL HILL REDEVELOPMENTProject Status Open Year Identified 2012

Project Type REJUVENATION Manager Rob Tomiyama



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSConstruction 1,000.0 500.0 1,500.0 0.0 0.0Total 1,000.0 500.0 1,500.0 0.0 0.0FINANCING DETAILSOTHER 1,000.0 500.0 0.0 0.0 0.0UNFUNDED MAJOR PROJECTS 0.0 0.0 1,500.0 0.0 0.0Total 1,000.0 500.0 1,500.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 549 -


Project DescriptionThis project involves the implementation of the Active Transportation Plan actions.

General CommentsThe Active Transportation Plan was adopted in 2016 and the plan identified 80 action items. A five-year action plan has beenprepared that outlines the immediate priorities for implementation.

The 2017 Budget includes the following actions to be undertaken through this project:

1) Provide overall project coordination.

2) Deliver cycling education programs and promotions (Learn to Ride Safe, Cycling Guide, Downtown Bike Friendly).

3) Maintain and evaluate the Protected Bike Lane Demonstration Project.

4) Plan and design the first stage of the All Ages & Abilities bicycle network.

5) Establish an Active Transportation Events Community Fund to support AT promotion events through community partners.

Active Transportation infrastructure for 2017 has been identified through separate capital projects including:

CP0948 - New Sidewalks & Pathways

CP1963 - Accessibility (sidewalk ramps and audible signals)

CP1504 - Neighborhood Traffic Review - Permanent Installations

CP2447 - 33rd Street Multi-use Corridor

CP2550 - Safety Pathway

2468 TU-ACTIVE TRANSPORTATION PLAN IMPLEMENTATIONProject Status Open Year Identified 2017

Project Type STUDY/PLANNING Manager Don Cook



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSAT Plan Implementation 500.0 1,250.0 1,250.0 1,250.0 1,250.0Total 500.0 1,250.0 1,250.0 1,250.0 1,250.0FINANCING DETAILSACTIVE TRANSPORTATION RESERVE 500.0 500.0 500.0 500.0 500.0UNFUNDED ACTIVE TRANSPORTATION RESERVE 0.0 750.0 750.0 750.0 750.0Total 500.0 1,250.0 1,250.0 1,250.0 1,250.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 550 -


Project DescriptionThis project involves the construction of a permanent year-round washroom in a Special Use park.

General CommentsThere is a program need to provide washrooms in the Special Use parks to support year-round activities at the riverbank parks andalong the Meewasin Valley Authority (MVA) trail system.

The popularity of riverbank parks used by citizens and visitors continues to grow. This facility is needed by park patrons as well as thepublic attending the numerous festivals and special events that take place in the Special Use parks year round. The location for a newwashroom will be strategically located along the MVA trail system in an area that will support or enhance existing and futureprogramming opportunities that take place at riverbank parks.

The 2019 plan includes the completion of a detailed design and construction of a permanent year-round washroom facility.

Operating ImpactOperating impacts for site maintenance will be determined as specific features of the facility are determined.

2469 CY-PERMANENT WASHROOMS - SPECIAL USE PARKSProject Status Open Year Identified 2011

Project Type INFRASTRUCTURE MAINTENANCE Manager Brad Babyak



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSSpecial Use Park 0.0 0.0 570.0 0.0 0.0Total 0.0 0.0 570.0 0.0 0.0FINANCING DETAILSUNFUNDED RCE 0.0 0.0 570.0 0.0 0.0Total 0.0 0.0 570.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 551 -


Project DescriptionThis project involves the development and implementation of the Kinsmen Park & Area Master Plan.

General CommentsThe Master Plan set up a process to renovate this site in order to create a primary civic activity-node that is place-specific, memorableand enjoyable for all ages. There is a focus on children's programming and play and it will be an activity generator for people of allages. The functional program for Kinsmen Park & Area will consider users City-wide, while continuing to support local communitiesand the growing downtown population.

The Master Plan integrates activities on both sides of Spadina Crescent, including Kinsmen Park, the existing Mendel building andgrounds, and the Shakespeare on the Saskatchewan site. The fully connected site will address issues around safety, ease of access forall and traffic movement.

In 2016, funding was approved for the detailed design and construction of the festival site. Design, final approvals, tendering andconstruction began in 2016 and will be completed in 2017.

Concession Building Expansion

The 2018 plan proposes that the existing concession building be renovated, winterized, and expanded to support year-round activityand programming in the park. Potential programming could include a warm-up area for winter park users, concession service, multi-purpose programming space (meeting room, event office, special events), and public washrooms.

Prior Budget Approval$940,000 for Site Improvements and Kinsmen Festival Site Construction

2471 CY-KINSMEN PARK & AREA - MASTER PLANProject Status Open Year Identified 2011

Project Type GROWTH AND CAPITAL EXPANSION Manager Brad Babyak

Asset Type Buildings(Parks & Open Spaces) Est. End Date -


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSConcession Building 0.0 2,880.0 0.0 0.0 0.0Total 0.0 2,880.0 0.0 0.0 0.0FINANCING DETAILSUNFUNDED MAJOR PROJECTS 0.0 2,880.0 0.0 0.0 0.0Total 0.0 2,880.0 0.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 552 -


Project DescriptionThis project involves a program plan review, survey, and site analysis for the Hudson Bay Area Parks (Pierre Radisson, Henry KelseyNorth, and Scott).

General CommentsA Master Plan prepared in 1989 provides a framework for the public consultation and park program review planned for 2016. Surveyand site analysis will provide an understanding of water levels and what needs to be done to ensure the Children's Safety Village andneighboring parcels of land are not negatively impacted with this construction.

The Westmount Local Area Plan committee recognized "that while Westmount values its abundant green spaces and opportunitiesfor active, community living, the neighborhood's parks are not being utilized to their full potential". This capital project will assist increating the vision that the Westmount Local Area Plan committee has identified as important in components such as improvedlandscaping, walkways, benches, and lighting but still maintaining wide open spaces for users.

The Cosmopolitan Couples Club has identified Pierre Radisson District Park as a suitable location for a Children's Safety Village. Thisproposed park program amenity provides a catalyst in the development of the Hudson Bay Area Park system, in particular PierreRadisson District Park. This capital project will provide a strategy to ensure the Children's Safety Village is designed and built toincorporate current and future activities, both formal and informal, within the park system. It will be crucial to ensure allstakeholders, including Cosmopolitan Couples Club, neighborhood residents, suburban area residents, sport user groups, andTransportation be involved in the public consultation stage of this capital project.

In 2015, Pierre Radisson District Park became the home of Saskatoon's second cricket pitch, as demand for the sport continues toincrease. In 2016, Pierre Radisson also became the home of a 2.99 acre off-leash dog park.

The proposed phasing consists of:

2018 - Detailed design for Pierre Radisson Park

2019 - Survey and site analysis for Henry Kelsey Park North and construction of Pierre Radisson Park Phase 1

2020 - Detailed design for Henry Kelsey Park North and construction of Pierre Radisson Park Phase 2

2021 - Survey & site analysis for Scott Park and construction of Henry Kelsey Park Phase 1

Prior Budget Approval$50,000 Public consultations & park program review, survey & site analysis for Pierre Radisson Park

2474 CY-HUDSON BAY AREA DISTRICT PARKSProject Status Open Year Identified 2012




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSConstruction 0.0 0.0 1,664.0 1,664.0 2,214.0Detailed Design 0.0 70.0 0.0 86.0 0.0Survey & Site Analysis 0.0 0.0 26.0 0.0 26.0Total 0.0 70.0 1,690.0 1,750.0 2,240.0FINANCING DETAILSUNFUNDED MAJOR PROJECTS 0.0 0.0 1,690.0 1,750.0 2,240.0UNFUNDED RCE 0.0 70.0 0.0 0.0 0.0Total 0.0 70.0 1,690.0 1,750.0 2,240.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


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Project DescriptionWith continued growth in Saskatoon and the expanding footprint of the City, it is anticipated that a new suburban recreation complexwill be required within the next ten years. This project will undertake the design and construction of a new recreation complexlocated in a district park that may include a leisure pool, walking track, fitness area, gymnasium and multi-use space. The facilitywould be adjacent to City-wide outdoor sportsfields located in the district park.

General CommentsThe design, location and timing of this new recreation complex will be determined using the tools and prioritization criteria outlinedin the Recreation Master Plan completed in 2015. The Master Plan provides an overall framework for guiding the development,delivery, and continuous improvement of recreation programs, services and facilities. This facility may be located adjacent to futurehigh schools' construction projects.

Total cost will be $40 million over 3 years, with the final $20 million phase of construction targeted to be completed in 2022.

Operating ImpactThe operating impact for 2022 and 2023 would be:

$460,000 Utilities

$880,000 Building Maintenance

$423,000 Contribution to Reserve

Other operating costs and revenues to be determined.

2476 CY-NEW RECREATION COMPLEXProject Status Open Year Identified 2012

Project Type GROWTH AND CAPITAL EXPANSION Manager Lynne Lacroix



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSNew Recreation Complex 0.0 0.0 0.0 3,500.0 17,500.0Total 0.0 0.0 0.0 3,500.0 17,500.0FINANCING DETAILSUNFUNDED MAJOR PROJECTS 0.0 0.0 0.0 3,500.0 17,500.0Total 0.0 0.0 0.0 3,500.0 17,500.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 554 -


Project Description This project provides for the replacement of furniture that has reached life expectancy.

General Comments This project will enable the Police Service to replace existing furniture based on condition assessments and industry standards and forlife expectancy.

2017 funding is requested to replace furniture that is due for replacement according to the replacement schedule including itemssuch as desks, filing cabinets and chairs.


2489 POLICE-FURNITURE REPLACEMENTProject Status Open Year Identified 2012

Project Type INFRASTRUCTURE REPLACEMENT Manager Earl Warwick



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSFurniture Replacement 50.0 50.0 50.0 50.0 50.0Total 50.0 50.0 50.0 50.0 50.0FINANCING DETAILSPOLICE FAC RENOVATION RES 50.0 50.0 50.0 50.0 50.0Total 50.0 50.0 50.0 50.0 50.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 555 -


Project Description This project allows for the replacement of specialized equipment used by Police operations.

General Comments This project provides for the replacement of specialized equipment used by Saskatoon Police Service operations including Patrol,Criminal Investigations, the Traffic Section and 'Special Teams' - the Explosives Disposal Unit (EDU), the Tactical Support Unit (TSU), K-9 and the Public Safety Unit (PSU).

The 2017 project is for funding to replace TSU and K-9 equipment.


2497 POLICE-EQUIPMENT REPLACEMENTProject Status Open Year Identified 2014


Asset Type Police Equipment Est. End Date -


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSEquipment Purchase 99.0 74.0 120.0 428.0 0.0Total 99.0 74.0 120.0 428.0 0.0FINANCING DETAILSPOLICE OPER EQUIP & TECH RES 99.0 74.0 120.0 428.0 0.0Total 99.0 74.0 120.0 428.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 556 -


Project Description This project allows for the purchase of additional specialized equipment used by Police operations.

General Comments This project provides for the purchase of additional specialized equipment used by Saskatoon Police Service operations includingPatrol, Criminal Investigations, the Traffic Section and 'Special Teams' - the Explosives Disposal Unit (EDU), the Tactical Support Unit(TSU), and the Public Safety Unit (PSU).

The 2017 project calls for funding to support the purchase of improved in-car patrol firearms.

Operating ImpactNo increase anticipated for 2017. Future operating impacts are under review.

2498 POLICE-EQUIPMENT EXPANSIONProject Status Open Year Identified 2014


Asset Type Police Equipment Est. End Date -


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSEquipment Purchase 315.0 0.0 0.0 0.0 0.0Total 315.0 0.0 0.0 0.0 0.0FINANCING DETAILSPOLICE OPER EQUIP & TECH RES 315.0 0.0 0.0 0.0 0.0Total 315.0 0.0 0.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 557 -


Project Description This project provides for the replacement/upgrading of computer hardware and software including network servers, infrastructure,storage and security as well as desktop and in-car computers/technology.

General Comments The 2017 project includes funding to support serveral multi-year projects, in-car notebook replacement, network server replacement, dictation to text laptop replacement and a Technological Services Project Administrator.

Future year projects include replacement of desk top computers, the dictation system, network upgrades and various policeoperations software.

Operating ImpactAnnual software maintenance costs anticipated to increase by $0 in 2017 and $35,000 in 2018.

2499 POLICE-TECHNOLOGY REPLACEMENTProject Status Open Year Identified 2014




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSEquipment Purchase 924.0 814.0 399.0 1,307.0 827.0Total 924.0 814.0 399.0 1,307.0 827.0FINANCING DETAILSPOLICE OPER EQUIP & TECH RES 924.0 814.0 399.0 1,307.0 827.0Total 924.0 814.0 399.0 1,307.0 827.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 558 -


Project Description This project provides the addition of major fire fighting apparatus or equipment to the overall base.

General Comments The estimate includes the addition of fire apparatus, vehicles and water rescue apparatus.

For 2017 the equipment identified is:

- Mobile Emergency Command Centre, (MECC) - Total Cost $620,000. The fire department has allocated $320,00 in 2016 fromreserves. In 2017, Police and Transportation and Utilities are allocating $200,000 from reserves in total. The MECC will be purchasedand outfitted with the infrastructure to meet the needs of the corporation. Fire will assume responsibility and servicing of theequipment.

- Dangerous Goods Truck with an estimated cost of $390,000. This truck will be support the needs of responding to incidents thathave been identified to pose a risk to the residents and businesses within the city.

The estimated reserve balance at the end of 2017 is $365,700.

2504 FR-NEW EQUIPMENTProject Status Open Year Identified 2012

Project Type GROWTH AND CAPITAL EXPANSION Manager Glenn Ledray



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSFire New Equipment 390.0 0.0 0.0 0.0 0.0Mobile Emergency Command Centre 200.0 0.0 0.0 0.0 0.0Total 590.0 0.0 0.0 0.0 0.0FINANCING DETAILSELECTRICAL DISTRIBUTION EXTENSION RES 25.0 0.0 0.0 0.0 0.0FIRE - CAPITAL RESERVE 390.0 0.0 0.0 0.0 0.0POLICE OPER EQUIP & TECH RES 100.0 0.0 0.0 0.0 0.0TU - CAPITAL RESERVE 50.0 0.0 0.0 0.0 0.0WASTEWATER TRTMNT CAP RES 13.0 0.0 0.0 0.0 0.0WATERWORKS CAPITAL PROJECTS RESERVE 12.0 0.0 0.0 0.0 0.0Total 590.0 0.0 0.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 559 -


Project Description This project provides for the construction of Fire Station No. 4 with the inclusion of the Maintenance / Mechanical Division. This willbe located in the North Industrial area close to the current Fire Station No. 4 near Faithfull Avenue and Circle Drive.

General Comments The mechanical building is unable to service the fire department's fleet of apparatus. The requirements are for 3 service bays,including a lift. The north end location will be in clsoe proximity to suppliers, better access and location for fire apparatus to locate to,and operate on a functional piece of property.

The estimated cost of land, design and construction of a station in this area would be $10.0 million. Construction would commence in2020.

Operating Impacts There will be no increase in operating costs for this project.

2505 FR- STATION NO. 4 AND MAINTENANCE / MECHANICALProject Status Open Year Identified 2013


Asset Type Fire Buildings Est. End Date -


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSConstruction 0.0 0.0 0.0 10,000.0 0.0Total 0.0 0.0 0.0 10,000.0 0.0FINANCING DETAILSUNFUNDED MAJOR PROJECTS 0.0 0.0 0.0 10,000.0 0.0Total 0.0 0.0 0.0 10,000.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 560 -


Project DescriptionThis project provides for the business continuity for the Ctiy of Saskatoon as coordinated through the Emergency Mearsures Division.

General CommentsThis project is to address a number of needs within the Emergency Measures Organization. Emergency Planning continues to developinto an important division within the City of Saskatoon. Currently the division operates with the EMO Director, EMO Coordinator, andan assistant. As EMO develops into a more corporate model the division is seeing more opportunities. EOC (Emergency OperationCenter) training of civic department staff has been a priority and will continue into 2017. Increased use of the Command Platform atincidents and major events has become a common step in managing large incidents/ events. Business partners and stakeholderscontinue to reach out to EMO for guidance in Emergency Planning and training scenarios. Currently EMO is unable to meet manyrequests. Coupled with this is lost opportunities for sponsorship from these partners in our community. ESS continues to be a largecommitment for EMO and Community Services.

The Strategic Risk Assessment conducted by PwC in 2015 ranked the risk that the City is not prepared for business interruption/emergency as a high risk, and an internal audit of business continuity is currently planned for 2017. Dedicated resources are requiredto establish and implement business continuity and disaster recovery plans and processes based on the findings of the internal audit.

The estimated cost is $150,000.

2507 FIRE-BUSINESS CONTINUITY EMOProject Status Open Year Identified 2017

Project Type SUPPORT SYSTEMS Manager Ray Unrau

Asset Type EMO equipment Est. End Date August 2018


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSDesign 150.0 0.0 0.0 0.0 0.0Total 150.0 0.0 0.0 0.0 0.0FINANCING DETAILSUNFUNDED MAJOR PROJECTS 150.0 0.0 0.0 0.0 0.0Total 150.0 0.0 0.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 561 -


Project Description This project provides for the construction of a new fire station to replace existing Fire Station No. 5.

General Comments On October 6, 2003, City Council adopted Standard NFPA 1710 which establishes best practices and timed response. This standardspecifies safe and effective emergency response standards for all services provided by Saskatoon Fire Department (SFD) in the City ofSaskatoon. To achieve that standard, the placement of all fire stations is key to the effective and efficient delivery of emergencyservices to residents in all areas of the City.

The location for the fire station will be identified in 2017. The department's overall fire station location analysis will determine asuitable location for relocating Station No. 5. This will provide the service response times for the NFPA 1710 standard of the 4-minutefirst-in-response.

The design and construction of Fire Station No. 5 will commence in 2017 and be completed by the spring of 2019. The estimatedcosts in 2017 are $500,000 for design, with the remaining $6,500,000 for construction costs in 2018. Fire Station No. 5 will be a 3bay, 2 deep, station.

Special NoteThe Other funding source identified for future years is made up of gas tax, borrowing and operating contributions. Funding for FireStations is tracked through the City's Civic Facilities Funding plan.

Operating Impact2019 - Building maintenance, operating and lease costs of $100,000.

2508 FIRE- REPLACEMENT OF STATION NO. 5Project Status Open Year Identified 2016

Project Type INFRASTRUCTURE REPLACEMENT Manager Morgan Hackl

Asset Type Fire Stations Est. End Date August 2020


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSDesign & Construction 500.0 6,500.0 0.0 0.0 0.0Total 500.0 6,500.0 0.0 0.0 0.0FINANCING DETAILSOTHER 500.0 6,500.0 0.0 0.0 0.0Total 500.0 6,500.0 0.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


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Project Description This project is to provide for the evaluation of our current Customer Information System (CIS) from both a business and technicalperspective to develop a plan, roadmap and business case detailing the future direction to take with our CIS system in relation toService Saskatoon.

General Comments CIS was implemented in 2000 for utility and property taxes and is now 16 years old and is expected to have a useful life ofapproximately 25 years.

2514 AF-CIS SYSTEMProject Status Open Year Identified 2017




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSSystem Design 150.0 0.0 0.0 0.0 0.0Total 150.0 0.0 0.0 0.0 0.0FINANCING DETAILSELECTRICAL DISTRIBUTION REPLACEMENT RES 75.0 0.0 0.0 0.0 0.0WASTEWATER TRTMNT CAP RES 37.0 0.0 0.0 0.0 0.0WATERWORKS CAPITAL PROJECTS RESERVE 38.0 0.0 0.0 0.0 0.0Total 150.0 0.0 0.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 563 -


Project Description This project is developed in order to support the transition to Multi-Year Budgeting beginning in 2019.

In May 2016, the Governance and Priorities Committee received an overview of multi-year business planning and budgeting. Fullyintegrated multi-year business plans and budgets can be very useful in terms of helping cities achieve long-term, strategic objectives,and more short-term operational improvements.

General CommentsThis project would cover off public engagement, updating of the strategic plan, formation of a committee to lead the process andchange management, update the budgeting software to accommodate multi-year budgeting and revamping the budget book topresent the information in a clear and concise manner.

2515 AF-MULTI-YEAR BUSINESS PLAN AND BUDGETProject Status Open Year Identified 2017

Project Type SUPPORT SYSTEMS Manager Clae Hack



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSMulti-Year Business Plan and Budget 650.0 0.0 0.0 0.0 0.0Total 650.0 0.0 0.0 0.0 0.0FINANCING DETAILSRESERVE FOR CAPITAL EXPENDITURES 650.0 0.0 0.0 0.0 0.0Total 650.0 0.0 0.0 0.0 0.0


Budget2017

Plan2018

Plan2019

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Plan2021


- 564 -


Project Description Required to deliver on enterprise level applications and the Cityís goal of Service Saskatoon, this project calls for a number ofinitiatives to partner with businesses to leverage technology and emerging trends to foster innovation by integrating strategy,business and technology to increase productivity and service delivery. The development and delivery of key programs in 2017 andbeyond will continue and build on the solid foundation laid in 2016.

General Comments To achieve the vision and strategy set by the Corporation, the following specific areas are targeted in 2017 and 2018:

Disaster Recovery and Business Continuity: $150,000

-Develop business continuity roadmap for critical applications that are vital for the operation of the City.

Enterprise Asset Management Strategy: $125,000

-Streamline the management of City's technology assets thereby improving efficiency and reducing the cost of supporting theapplications.

Enterprise Architecture Strategy: $150,000

-Develop a long term roadmap and strategy to address a low cost, cloud enabled strategy for our data centres encompassing ourapplication and infrastructure (servers and network) layers.

Enterprise Data Management Strategy: $100,000

-Access to right information for decision making for the Corporation to leverage large volumes of data and transform it intoactionable information that will help manage and plan a growing city.

IT Service Governance/ITIL Implementation: $125,000

-A long-term IT Service Governance strategy will be developed with key processes as a foundational piece of business required tomanage usage and mitigate risk. This includes using ITIL (Information Technology Infrastructure Library), which provides a set of bestpractices for the IT Service Governance that focuses on aligning IT services with the needs of the business.

2516 CP-DEVELOP ENTERPRISE MANAGEMENT STRATEGIESProject Status Open Year Identified 2017

Project Type SUPPORT SYSTEMS Manager Amin Ahmed



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSCapacity and Innovation 450.0 200.0 0.0 0.0 0.0Total 450.0 200.0 0.0 0.0 0.0FINANCING DETAILSC.I.S. DEVELOPMENT RESERVE 450.0 200.0 0.0 0.0 0.0Total 450.0 200.0 0.0 0.0 0.0


Budget2017

Plan2018

Plan2019

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Project DescriptionAs the City of Saskatoon continues to evolve, the corporation needs to develop a more comprehensive brand strategy to ensurecitizens are aware of the services, programs, and facilities provided by the City.

General CommentsAdministration will focus on developing three aspects of the corporate brand strategy resulting in the following deliverables:

- Brand Framework (Inventory and Mapping) ñ A detailed inventory of all the corporationsí sub-brands will be completed and mappedinto a brand organizational chart. The chart will help identify unnecessary sub-brands and any gaps where new sub-brands should beconsidered. The final brand framework will define the relationships of the City of Saskatoonís corporate brand to various programs,services and facilities; and prescribe a consistent way of treating them.

- Brand Story (Advantage, Personality, Message and Promise) ñ Citizen and stakeholder feedback will be key to developing the brandstory. A detailed engagement plan will be developed to capture citizen expectations of their municipal government.

- Updated Corporate Brand and Visual Identity Standards ñ The standards document will be updated to ensure the consistent use ofthe brand story and logo. This document will outline the proper use of the logo including the size, colour, placement and fonts. It alsosets the standards on how it is applied to business cards, letterhead, signage, uniforms, email signatures, websites, andadvertisements.

-The City of Saskatoon brand will be first used for the Recruitment & Retention Marketing Strategy.

2517 CP-CITY OF SASKATOON BRAND DEVELOPMENTProject Status Open Year Identified 2017

Project Type SUPPORT SYSTEMS Manager Carla Blumers



Budget2017

Plan2018

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Plan2021

GROSS COST DETAILSBrand & Brand Architecture Strategy 70.0 0.0 0.0 0.0 0.0Total 70.0 0.0 0.0 0.0 0.0FINANCING DETAILSRESERVE FOR CAPITAL EXPENDITURES 70.0 0.0 0.0 0.0 0.0Total 70.0 0.0 0.0 0.0 0.0


Budget2017

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- 566 -


Project DescriptionIn order to continue striving towards the waste reduction target, the addition of public space recycling containers installed in keypublic areas will aid in reducing materials sent to our landfill.

General CommentsIn partnership with the Facilities and Parks Divisions, the City will install self-servicing recycling beverage containers as well as paperrecycling bins in special use parks and sporting facilities, business improvement districts as well as President Murray Park which willbe a Pet Waste Container Pilot.

Operating Impacts2017 operating impacts of $29,000 has been allocated to the Parks Maintenance & Design as well as Road Maintenance for additionalbin maintenance and collections.

2518 PUBLIC SPACE RECYCLINGProject Status Open Year Identified 2017

Project Type GROWTH AND CAPITAL EXPANSION Manager Amber Weckworth



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSPublic Space Recycling 118.0 0.0 0.0 0.0 0.0Total 118.0 0.0 0.0 0.0 0.0FINANCING DETAILSRESERVE FOR CAPITAL EXPENDITURES 118.0 0.0 0.0 0.0 0.0Total 118.0 0.0 0.0 0.0 0.0


Budget2017

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Plan2019

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- 567 -


Project DescriptionThis project includes engagement and awareness measures and small-scale initiatives towards creating a Winter City Strategy forSaskatoon. The Strategy will respond to the four-year Strategic Plan priority to provide opportunities for activities in a winter city andwill address winter events, mobility and design among other aspects.

General CommentsThe project represents the first year of an anticipated two-year strategy-formation process. It includes Phase 1 of the engagementand awareness plan and funding of initiatives which respond to needs identified through this community engagement. Funding thesesmall-scale community initiatives is intended to build momentum towards completing the draft strategy.

Engagement and awareness measures will first include a gap analysis of the winter needs of different populations in relation toexisting City programs/assets and community awareness of these. Further measures include an online resource hub, events, an e-newsletter and social media campaign.

The small-scale initiatives will be driven by the community. Funding requests and grants will be administered by the CommunityDevelopment Section of the Community Services Department.

The proposed funding for 2017 consists of:

$50,000 for Phase 1 engagement and awareness plan

$35,000 for small-scale community initiatives

2519 COMMUNITY WINTER CITY STRATEGY DEVELOPMENTProject Status Open Year Identified 2017

Project Type STUDY/PLANNING Manager Eric Westberg



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GROSS COST DETAILSWinter City 85.0 0.0 0.0 0.0 0.0Total 85.0 0.0 0.0 0.0 0.0FINANCING DETAILSRESERVE FOR CAPITAL EXPENDITURES 85.0 0.0 0.0 0.0 0.0Total 85.0 0.0 0.0 0.0 0.0


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Project Description This projects initiatives are to partner with internal businesses to leverage technology required to deliver on the City's goal of ServiceSaskatoon and emerging trends to increase productivity and service delivery. The City's intranet and current website storefront haveopportunity to enhance the citizens experience.

General Comments To achieve the vision and strategy set by the Corporation, the following specific areas are targeted in 2017, supporting the third pillarof Service Saskatoon - systems:

Web Storefront: $100,000

-To improve Citizen's experience with the City's website, developing a web storefront that will integrate a number of services toprovide citizens access to multiple services with a single sign-on will be implemented. This will include a single payment process andcreate a shopping cart experience for the Citizens.

City Sharepoint/Intranet: $450,000

-Delivery of standard templates, metadata for cataloguing and easy access of data, training and security will be established and acommon platform will be investigated for internal communications.

2523 CP-CITIZEN WEB STOREFRONT AND CITY INTRANETProject Status Open Year Identified 2017

Project Type SUPPORT SYSTEMS Manager Paul Ottmann



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GROSS COST DETAILSWeb Storefront and SharePoint 550.0 0.0 0.0 0.0 0.0Total 550.0 0.0 0.0 0.0 0.0FINANCING DETAILSC.I.S. DEVELOPMENT RESERVE 550.0 0.0 0.0 0.0 0.0Total 550.0 0.0 0.0 0.0 0.0


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Project DescriptionAs the City of Saskatoon continues to grow, investigating alternative sources of revenues to reduce reliance on residential propertytaxes is a key strategic goal. The purpose of this project is to provide an update on the review of the City of Saskatoon's (City) currentpractices related to naming rights, sponsorship, advertising, and donations.

General CommentsIn late 2015, an administrative steering committee comprised of staff from various Divisions began to examine the City's process/policies for naming rights, sponsorships, advertising, and donations. The goals of the review were to identify ways to improve theprocess, explore opportunities for the City to generate additional sources of revenue for capital and operating, look for efficienciesthrough bundling of opportunities, and to look at a more centralized or coordinated approach.

City Council at its January 25, 2016 meeting resolved "that the matter of selling naming rights for bridges and any municipal facilitiesas well as potential for advertising or sponsorship opportunities be referred back to the Administration to further explore options."

The Administration has prepared an interim report to outline risks and opportunities, to identify proposed high level guidingprinciples, identify potential new opportunities, and to get direction for proceeding in each of the categories under review. Thisproject is the continuation of the work required.

2524 CP-NAMING AND SPONSORSHIPProject Status Open Year Identified 2017

Project Type STUDY/PLANNING Manager Jill Cope



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GROSS COST DETAILSNaming and Sponsorship 50.0 0.0 0.0 0.0 0.0Total 50.0 0.0 0.0 0.0 0.0FINANCING DETAILSRESERVE FOR CAPITAL EXPENDITURES 50.0 0.0 0.0 0.0 0.0Total 50.0 0.0 0.0 0.0 0.0


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Project Description This project involves the development of dog parks, which are naturalized spaces where dogs are legally permitted to be off-leash.This allows both the owner/handler and companion animal to enjoy exercise together while socializing with others doing likewise.

Future sites will be dependent on availability of suitable City-owned land or park space (neighbourhood, suburban and City-wide) andsubject to public consultation. Development of new dog parks will be consistent with the dog park program plan review completed in2012.

General Comments The popularity of dog parks is growing and there is increasing demand for this recreational activity. The need for additional dog parkswas evident during the public consultation portion of the Chief Whitecap Park Master Plan project and substantiated by a 2011 publicsurvey.

The 2017 budget involves the expansion of Avalon Dog Park. The Avalon Off-leash Dog Park is an established dog park and is one ofthe busiest in the city. The key objective is to further complement the existing dog parks as well as improve accessibility so morecitizens and their pets can enjoy the dog park. This expansion will include the development of 1.9 acres of land to the west of thecurrent dog park, as well as accessible pathways, gates, and site amenities.

The 2018 and 2020 plans involve the development of new neighbourhood dog parks.

Operating Impacts$8,000 per new Off-leash Dog Park for annual site maintenance (grass cutting, garbage and snow removal, and sign, parking lot andfence maintenance).

2528 CY-DOG PARK DEVELOPMENTProject Status Open Year Identified 2011

Project Type SUPPORT SYSTEMS Manager Brad Babyak



Budget2017

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GROSS COST DETAILSDog Park Development & Upgrades 250.0 110.0 0.0 110.0 0.0Total 250.0 110.0 0.0 110.0 0.0FINANCING DETAILSANIMAL SERVICES RESERVE 0.0 60.0 0.0 60.0 0.0UNFUNDED RCE 250.0 50.0 0.0 50.0 0.0Total 250.0 110.0 0.0 110.0 0.0


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- 571 -


Project Description This project provides for the replacement of a portfolio management and investment accounting system to assist with the recording,reporting, compliance, accounting and valuation of all short-term and long-term investment transactions conducted by the City ofSaskatoon.

General Comments A new portfolio management system would provide a significant increase in reporting capabilities (i.e. compliance), morefunctionality to include other investment instruments (i.e. variable rate securities), amortization of bond premium/discountcalculation, and enhancements to the automated uploading of GL data into the City's financial system.

2531 AF-PORTFOLIO MANAGEMENT SYSTEM REPLACEMENTProject Status Open Year Identified 2012




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GROSS COST DETAILSPortfolio Management System Repl 0.0 0.0 0.0 300.0 0.0Total 0.0 0.0 0.0 300.0 0.0FINANCING DETAILSAFM - CAPITAL RESERVE 0.0 0.0 0.0 300.0 0.0Total 0.0 0.0 0.0 300.0 0.0


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Project DescriptionThis project involves implementation and project coordination, including community engagement and communications, for the coreinitiatives of the Growth Plan to Half a Million.

General CommentsIn 2012, City Council approved Capital Project 2547, the Integrated Growth Plan (IGP), in principle. It was comprised of land use,design, streetscaping, and transportation strategies to guide the growth of Saskatoon to a population of 500,000 in ways that matchthe vision of our citizens expressed through Saskatoon Speaks. In 2013, the Growing Forward! Shaping Saskatoon project began,which included the development of a Rapid Transit Business Case outlining rapid transit corridor alignment, transit technology, a longterm transit plan, corridor redevelopment, and a core bridge strategy. The Growth Plan to Half a Million was approved in principle byCity Council in April 2016.

The current request for funds in this project will provide the necessary internal staff to facilitate the work funded by the Public TransitInfrastructure Fund (PTIF), and to develop the full implementation plan for the overall project. The Growth Plan will deliver a 10 YearAction Plan in early 2017, which will lay out the next major components in the implementation of the project's core initiatives.

The Growth Plan to Half a Million Implementation project will consist of the following components:

Long Term Transit Plan Implementation:

This component involves the development in 2016, 2017 and 2018 of a detailed operational plan for specific schedule, fleet, andoperational impacts, such as staffing resources, required to implement services and the transit structure outlined in the Long TermTransit Plan initiative of the Growth Plan to Half a Million. In 2017 and 2018, transit corridor and operations reviews will continue.PTIF funding will support the installation and rehabilitation of transit shelters, and the purchase and outfitting of the fleet withequipment to support long term operational and data requirements, such as automatic passenger counters, transit signal priority,etc.

Secondary Plan Process and Corridor Redevelopment:

This component supports the Transit and Rapid Transit implementation by addressing the land use and public realm amenitiesadjacent to the system, and provides for appropriate transitions into existing neighbourhoods. In conjunction with detailed design ofthe Bus Rapid Transit network, a Transit Corridor Zoning Analysis and Strategy, as well as the servicing strategy will provide inputs fordiscussion through the secondary plans that will then be staged along the corridor areas identified in the Growth Plan, beginning in2017/2018. The Secondary Planning process will involve review of existing conditions, community engagement, and therecommendation of preferred options, to be followed by capital construction projects during implementation, beginning in 2019/2020 with Phase 2 of PTIF funding.

Rapid Transit Corridor Development:

This component includes the development of functional plans and detailed design of all rapid transit infrastructure, includingroadway infrastructure, stations, and passenger amenities/support systems. Construction of the system components and roadwaycross-section enhancements is anticipated to begin in 2019/2020 with Phase 2 of PTIF funding.

Project Coordination:

This component involves the continuation of the Growth Plan Manager position to lead the development of the implementationstrategy and coordinate the delivery as well as the Communications and Engagement position to assist all project components asimplementation begins.

Policy and Plan Development:

The Growth Plan to Half a Million includes policies and strategies that are not reflected in the existing Official Community Plan Bylaw.A renewal of the Official Community Plan will be required to update the bylaw. Additionally, a Transportation Plan will be producedthat provides an overview of the policies, plans, strategies, and initiatives that guide investments which allow people to move aroundthe City. This plan will include a framework for a network of major roadways to a city population of half a million. Long term modellingof city and regional traffic demand patterns will also be added and maintained over time.

Internal staffing and communications related to this initiative are included in this project.

Core Bridge Strategy:

This component involves the preparation of a preliminary conceptual design for the bridge, addressing components such as size,connections, and design. Future funds will be requested for the development and execution of an engagement and decision strategyfor the bridge. Options for design would be prepared and the impacts of the bridge would need to be defined and reviewed through acommunity engagement process. The development of a functional plan and a funding plan for implementation would be later phasesof the project. Future funding requests for this component will be based on transit requirements and river crossing demand.

2541 CY-GROWTH PLAN TO HALF A MILLION IMPLEMENTATIONProject Status Open Year Identified 2014

Project Type GROWTH AND CAPITAL EXPANSION Manager Lesley Anderson


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Urban Planning and Development Preliminary 2017In 2016, the Federal Government allocated $29.0 million to Saskatchewan under Phase 1 of the PTIF. The City of Saskatoon receivedapproximately $18.65 million for Phase 1 of the PTIF. Federal funding will provide up to 50% for eligible projects, and the City isrequired to fund the remaining 50%. As approved at the April 18, 2016, Governance and Priorities Committee meeting, the Cityísmatching contribution required for the PTIF funds from the federal government is from reallocated funding by using Building CanadaFunds for water and wastewater projects and reallocating an equal dividend from the utilities to fund public transit. Total capitalinvestment of $37.3 million is included in 2016/2017 budget to be funded by PTIF and matching civic funding.

The proposed scope of work for projects eligible for federal funding from the PTIF was approved by City Council on June 27, 2016 andincludes the following:

- Immediate work to address shelter improvements, add new shelters and improve network accessibility and active transportationlinkages to transit;

- New equipment, such as Automatic Passenger Counters, transit signal priority equipment, and other equipment will align with thedevelopment of a comprehensive intelligent transportation system strategy in order to better monitor and assess serviceeffectiveness, and enhance the reliability and efficiency of transit operations;

- Preparation of a Bus Rapid Transit (BRT) Indicative Detailed Design for the complete system of rapid transit corridors in 2016, 2017and 2018 including new facilities to support Transit customers, such as BRT stations and Park and Ride facilities will also be designed,and locations and phasing will be identified;

- To complement the BRT Indicative Detailed Design, a Transit corridor zoning analysis and strategy will be undertaken, as well as awater and wastewater servicing and implementation strategy for the entirety of the BRT corridors.

The PTIF funds are also funding significant bus purchases which are included in Projects 583 - Transit Fleet Renewal (TR-Replace/Refurb Buses) and 2095 - Access Transit-Bus Replacements, as well as the Intelligent Transportation System Strategy (Project 2448),rail grade separation and rail relocation feasibility studies (Project 1456), and pedestrian improvements through New Sidewalks andPathways (Project 948), Corp. Accessibility Implementation (Project 1963) and Pedestrian Crossing Improvements (Project 2446).

Operating ImpactThere will be an increased cost in 2018 for Transit in the amount of $40,500 due to additional shelter maintenance costs, data chargesfor buses, and software maintenance charges.

Special NoteThe Other funding source identified in this project is the City's matching contribution of $5.25 million for the PTIF. This funding will befrom a reallocation of utility dividend from Building Canada funded utility projects.

Prior Budget Approvals$ 600,000 - Implementation Planning and Design


Budget2017

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Plan2021

GROSS COST DETAILSLong Term Transit Plan 2,850.0 115.0 120.0 120.0 120.0Policy & Plan Development 475.0 510.0 250.0 260.0 260.0Project Coordination 275.0 275.0 290.0 310.0 310.0Rapid Transit Development 6,450.0 230.0 1,350.0 7,300.0 250.0Secondary Plan Process & Corridor Redevelopment 1,200.0 345.0 710.0 460.0 470.0Total 11,250.0 1,475.0 2,720.0 8,450.0 1,410.0FINANCING DETAILSOTHER 5,250.0 0.0 0.0 0.0 0.0PTIF - FEDERAL 5,250.0 0.0 0.0 0.0 0.0RESERVE FOR CAPITAL EXPENDITURES 750.0 0.0 0.0 0.0 0.0UNFUNDED MAJOR PROJECTS 0.0 0.0 1,100.0 7,000.0 0.0UNFUNDED RCE 0.0 1,475.0 1,620.0 1,450.0 1,410.0Total 11,250.0 1,475.0 2,720.0 8,450.0 1,410.0


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Plan2018

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Project DescriptionThis project involves the design and construction of a multi-use pathway to extend from Idylwyld Drive to Avenue W, to be locatedadjacent to the railway corridor. Future phases could include linkages to extend east to Central Avenue. A phased approach will benecessary to address any land acquisition challenges as the project proceeds.

General CommentsThe idea for a multi-use bicycle and pedestrian pathway within the CPR ROW came out of the 2002 Pleasant Hill Local Area Plan. Theplan indicates that the development of a multi-use pathway facility within the ROW will link parks in the core of Saskatoon, connectthe west side neighbourhoods to downtown and recognize the use of the ROW as an existing informal pathway through the fourneighbourhoods of Pleasant Hill, Riversdale, West Industrial and Caswell Hill.

The 2001 Pleasant Hill LAP has recommended that the Traffic Section prepare a report for City Council outlining the feasibility offormally allocating a portion of the CPR ROW for the purposes of a pedestrian and cycling linkage from downtown into the westportion of Saskatoon, and that consideration be given to the cost, maintenance, liability and safety aspects of establishing the linkage.The Traffic Engineering Section prepared a feasibility study that was adopted by City Council at the end of 2007. The recommendationfor a formal pedestrian and cyclist linkage within the CPR ROW was also supported by the LAP Committees and included in the LocalArea Plans for Riversdale and West Industrial.

Construction of the 25th Street Extension introduced changes in railway operations within the City, which resulted in changes toexisting railway infrastructure. It also opened up discussions with CP around the issue of existing trespassing on the CPR ROWbetween Idylwyld Drive and Avenue W. A safety pathway will address the issue of trespass and pedestrian safety. The initial phasehas been constructed between Idylwyld Drive and Avenue D. Phase II has been identified in 2017 for $400,000 to construct betweenAvenue D and Avenue H. The safety pathway will be extended to Avenue W by Phase V. Future phases could extend to CentralAvenue as significant segments of a trail system already exist.

Phase I: In progress

Phase II: Avenue D to Avenue H (2017)

Phase III: Avenue H to Avenue L (2018)

Phase IV: Avenue L to Avenue P (2019

Phase V: Avenue P to Avenue W (2020)

Operating ImpactThe future operating impact would be $2,100 for snow clearing, if funded.

2550 TU-WEST/CENTRAL MULTI-USE CORRIDORProject Status Open Year Identified 2014

Project Type GROWTH AND CAPITAL EXPANSION Manager Jay Magus



Budget2017

Plan2018

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Plan2021

GROSS COST DETAILSConstruction 400.0 400.0 400.0 400.0 400.0Total 400.0 400.0 400.0 400.0 400.0FINANCING DETAILSUNFUNDED ACTIVE TRANSPORTATION RESERVE 400.0 400.0 400.0 400.0 400.0Total 400.0 400.0 400.0 400.0 400.0


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Project DescriptionThis project involves the engineering services, tendering, grit blasting, coating and painting of existing clarifier #2 & 4 mechanisms;concrete wall crack repairs and supply and installation of tube settlers in both clarifiers.

General CommentsThe mechanisms of both Clarifiers # 2 & 4 that were replaced in 2003 have shown signs of corrosion and leakages through adjacentconcrete walls affecting quality and the effluent clarification process.

The upgrades to clarifiers #2 & 4 were completed from September 2014 to April 2015. The upgrades in two clarifiers will increasewater treatment capacity, reduce chemicals consumption and will improve water quality. A 2019 provision will see construction forclarifier #3.

Operating ImpactThe operating and maintenance cost will be reduced and pumping capacity of WTP will be increased to 300 MLD.

2558 WTP-CLARIFIER TUBE SETTLERSProject Status Open Year Identified 2013

Project Type INFRASTRUCTURE REPLACEMENT Manager Syed Naqvi



Budget2017

Plan2018

Plan2019

Plan2020

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GROSS COST DETAILSClarifier Tube Settlers 0.0 0.0 9,734.0 0.0 0.0Total 0.0 0.0 9,734.0 0.0 0.0FINANCING DETAILSWATERWORKS CAPITAL PROJECTS RESERVE 0.0 0.0 9,734.0 0.0 0.0Total 0.0 0.0 9,734.0 0.0 0.0


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Project DescriptionThis project involves replacing the existing sand separators at the WTP.

General CommentsThe existing sand separators no longer effectively remove sand from the raw water supply. Sand separators are a mechanical devicesubject to abrasion from sand/silt in the raw water supply. The work involves replacing the mechanical components and reusing theexisting process piping in the sand separator building.

2559 WTP-SAND SEPARATORSProject Status Open Year Identified 2013




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GROSS COST DETAILSSand Separators 4,000.0 0.0 0.0 0.0 0.0Total 4,000.0 0.0 0.0 0.0 0.0FINANCING DETAILSWATERWORKS CAPITAL PROJECTS RESERVE 4,000.0 0.0 0.0 0.0 0.0Total 4,000.0 0.0 0.0 0.0 0.0


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Project DescriptionThis project involves upgrades of equipment and infrastructure at the main plant and satellite reservoirs that do not warrant aseparate capital project.

General CommentsSections of the WTP are 100 years old with the remainder of the main plant at least 50 years old. Failures of old equipment andinfrastructure are not predictable. This project funds upgrades that are immediately required.

2561 WTP-EXPECTED UPGRADESProject Status Open Year Identified 2013




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Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSUpgrades 0.0 1,560.0 0.0 5,624.0 1,170.0Total 0.0 1,560.0 0.0 5,624.0 1,170.0FINANCING DETAILSWATERWORKS CAPITAL PROJECTS RESERVE 0.0 1,560.0 0.0 5,624.0 1,170.0Total 0.0 1,560.0 0.0 5,624.0 1,170.0


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Project Description This project involves the construction of additional clarifiers within the existing Water Treatment Plant footprint.

General CommentsThe 2009 Long Term Capital Development and Expansion Plan (LTCDEP) recommended additional clarifier capacity and this project isscheduled for 2021. The work involves decommissioning the existing west basin and building new clarifiers in its place. Thisrepresents the lowest cost alternative and allows the City to upgrade clarification without disturbing Victoria Park.

2562 WTP-CLARIFIER CONSTRUCTIONProject Status Open Year Identified 2013




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Plan2021

GROSS COST DETAILSClarifier Construction 0.0 0.0 0.0 0.0 1,290.0Total 0.0 0.0 0.0 0.0 1,290.0FINANCING DETAILSWATERWORKS CAPITAL PROJECTS RESERVE 0.0 0.0 0.0 0.0 1,290.0Total 0.0 0.0 0.0 0.0 1,290.0


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Project DescriptionThis project involves the upgrade of the low lift pumping station which is the secondary (backup) raw water intake and is located onthe plant grounds.

General CommentsThe work consists of replacing the numerous small pumps with two or three right sized units, upgrading the process piping, andmodernizing the electrical service and control network.

2563 WTP-LOW LIFT UPGRADEProject Status Open Year Identified 2013

Project Type INFRASTRUCTURE REPLACEMENT Manager Larry Schultz

Asset Type Wastewater Treatment Plant Est. End Date -


Budget2017

Plan2018

Plan2019

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Plan2021

GROSS COST DETAILSLow Lift Upgrade 0.0 0.0 0.0 0.0 4,679.0Total 0.0 0.0 0.0 0.0 4,679.0FINANCING DETAILSWATERWORKS CAPITAL PROJECTS RESERVE 0.0 0.0 0.0 0.0 4,679.0Total 0.0 0.0 0.0 0.0 4,679.0


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Project DescriptionThis project involves the design and construction of dedicated pumps to transfer filtered water from the main plant to the reservoirexpansion and ultraviolet disinfection units currently being constructed on the west side of Avenue H.

General CommentsThe Avenue H reservoir expansion project includes modification of existing pumps to transfer water however this is a temporarysolution as the modified pumps are not efficient and there is not sufficient redundancy for high demand circumstances. The workincludes a new pump bay, high efficiency pumps designed for the transfer work, and a new electrical and control network.

Special Note This project is subject to a Public Notice Hearing for borrowing.

2565 WTP-TRANSFER PUMPING & ELECTRICAL UPGRADESProject Status Open Year Identified 2013




Budget2017

Plan2018

Plan2019

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Plan2021

GROSS COST DETAILSPumping & Electrical Upgrades 13,550.0 0.0 0.0 0.0 0.0Total 13,550.0 0.0 0.0 0.0 0.0FINANCING DETAILSBORROWING 12,195.0 0.0 0.0 0.0 0.0OPERATING BUDGET DOWNPAYMENT 1,355.0 0.0 0.0 0.0 0.0Total 13,550.0 0.0 0.0 0.0 0.0


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Project DescriptionThis project involves removing the existing deteriorated liners of Cell 6 and Cell 7 at the remote sludge disposal facility (N40),repairing imperfections in the impermeable layer and constructing a wear resistant liner.

General CommentsThe remote sludge disposal facility consists of a series of cells that receive liquid biosolids from the Wastewater Treatment Plant.These cells have an impermeable clay liner and an asphalt wearing surface. Operational activities quickly deteriorate the asphaltwearing surface. This project replaces the asphalt wearing surface with a reinforced concrete or segmental concrete surface that willdouble the service life. Cell 6 is the largest cell at the N40.

2567 WWTP-RELINING CELL Project Status Open Year Identified 2013

Project Type INFRASTRUCTURE MAINTENANCE Manager Pam Loran

Asset Type Sanitary Sewage Storage Tanks Est. End Date -


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GROSS COST DETAILSRelining Cell 2,000.0 3,640.0 0.0 0.0 0.0Total 2,000.0 3,640.0 0.0 0.0 0.0FINANCING DETAILSWASTEWATER TRTMNT CAP RES 2,000.0 3,640.0 0.0 0.0 0.0Total 2,000.0 3,640.0 0.0 0.0 0.0


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Project DescriptionThis project involves the design and construction required for specifying the energy monitoring metering equipment, utilizing sub-contractors to install the equipment, commissioning the installations, and then monitoring and storing the data on a web accessibleserver.

General Comments Twelve buildings were equipped with energy monitoring equipment and more are slated as funding is avaliable. Monitoring ofelectricity, gas and water are critical for moving ahead with any Energy Performance contracting work the City proceeds with.

In 2014, the City successfully applied for external funding to design-build Combined Heat and Power onsite heat and electricitygeneration at the Shaw and Lakewood Civic Centers. These two systems are fully installed and commissioned in 2015.

Energy Performance Contracting (EPC) received in principal approval to proceed with retrofitting a large number of civic facilities tosave on utility bills. The key with EPC is to pay for the capital costs (other than consulting or project management) out of the utilitysavings after implementing the capital changes.


2568 US-CIVIC FAC ENERGY & WTR MONITORINGProject Status Open Year Identified 2013

Project Type ENVIRONMENTAL PROTECTION Manager Chris Richards



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Plan2020

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GROSS COST DETAILSEnergy Performance Contracting 5,000.0 10,000.0 0.0 0.0 0.0Total 5,000.0 10,000.0 0.0 0.0 0.0FINANCING DETAILSBORROWING (INTERNAL) NON-PIL 5,000.0 10,000.0 0.0 0.0 0.0Total 5,000.0 10,000.0 0.0 0.0 0.0


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Project DescriptionThis project involves the design and construction of an upgraded chlorine handling facility at the Avenue H Water Treatment Plant toprovide disinfection treatment for the new chlorine contact chamber being constructed as part of the Avenue H reservoir expansionproject.

General CommentsThe 2009 Long Term Capital Development and Expansion Plan (LTCDEP) identified a disinfection capacity upgrade was needed tomeet the 300 MLD Phase 2 peak design flow. This capacity was included in the reservoir expansion project and results in the existingwest basin footprint being scheduled for clarifier expansion. The new chlorine room will meet the capacity requirements of Phase 2peak design flow, provide modern handling equipment, and updated spill mitigation systems.

2571 WTP-CHLORINE ROOM CAPACITY UPGRADEProject Status Open Year Identified 2014




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GROSS COST DETAILSChlorine Room Capacity Upgrade 0.0 0.0 2,974.0 3,093.0 0.0Total 0.0 0.0 2,974.0 3,093.0 0.0FINANCING DETAILSWATERWORKS CAPITAL PROJECTS RESERVE 0.0 0.0 2,974.0 3,093.0 0.0Total 0.0 0.0 2,974.0 3,093.0 0.0


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Project DescriptionThis project involves adding a sixth pump to the primary effluent pumping station.

General CommentsThe existing pumping station configuration has a firm capacity of 310 MLD. Flows exceeding the pumping capacity would bypasssecondary treatment and flow to the river. Installing the sixth pump increases the firm capacity to 365 MLD, meeting peak flowrequirements to year 2024.

2577 WWTP-PEP 6TH PUMPProject Status Open Year Identified 2014




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GROSS COST DETAILSPEP 6th Pump 386.0 0.0 0.0 0.0 0.0Total 386.0 0.0 0.0 0.0 0.0FINANCING DETAILSWASTEWATER TRTMNT CAP RES 386.0 0.0 0.0 0.0 0.0Total 386.0 0.0 0.0 0.0 0.0


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Project DescriptionThis project involves conducting a downstream user study which defines the existing condition of the South Saskatchewan Riverupstream and downstream of the Wastewater Treatment Plant and characterizes the changes to the river due to plant effluent andthe effect on downstream users.

General CommentsThe need for the study was identified by the consultant preparing the 2012 Wastewater Treatment Plant Long Term CapitalDevelopment and Expansion Plan (WWT-LTCDEP) during discussions with the Saskatchewan Ministry of Environment. The study willbe used to establish firm effluent objectives in new regulations.

2578 WWTP-DOWNSTREAM USER STUDYProject Status Open Year Identified 2014

Project Type SUPPORT SYSTEMS Manager Larry Schultz



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GROSS COST DETAILSDownstream User Study 0.0 312.0 0.0 0.0 0.0Total 0.0 312.0 0.0 0.0 0.0FINANCING DETAILSWASTEWATER TRTMNT CAP RES 0.0 312.0 0.0 0.0 0.0Total 0.0 312.0 0.0 0.0 0.0


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Project DescriptionThis project involves the design and construction of a fourth digester at the Wastewater Treatment Plant.

General CommentsIncreased solids loading in the sewage stream will result in the maximum sludge loading exceeding digester capacity for a 15 daysolids retention time (SRT). The fourth digester will provide the required capacity for 15 days SRT and allow a digester to be out ofservice for maintenance purposes.


2579 WWTP-DIGESTER TANK 4Project Status Open Year Identified 2014

Project Type INFRASTRUCTURE MAINTENANCE Manager Larry Schultz



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSDigester Tank 4 8,000.0 15,600.0 0.0 0.0 0.0Total 8,000.0 15,600.0 0.0 0.0 0.0FINANCING DETAILSBORROWING 5,580.0 9,450.0 0.0 0.0 0.0OPERATING BUDGET DOWNPAYMENT 620.0 1,050.0 0.0 0.0 0.0WASTEWATER TRTMNT CAP RES 1,800.0 5,100.0 0.0 0.0 0.0Total 8,000.0 15,600.0 0.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 587 -


Project DescriptionThis project involves the design and construction of the infrastructure to convey, treat and store material removed from digestersduring maintenance cleaning.

General CommentsDigester cleaning previously resulted in the removed material being deposited in pits on the plant grounds. The cleaning facility willinclude concrete tanks where dewatering can take place in a controlled manner with the effluent being treated.

2580 WWTP-DIGESTER CLEANING FACILITYProject Status Open Year Identified 2014




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSDigester Cleaning Facility 0.0 0.0 2,163.0 0.0 0.0Total 0.0 0.0 2,163.0 0.0 0.0FINANCING DETAILSWASTEWATER TRTMNT CAP RES 0.0 0.0 2,163.0 0.0 0.0Total 0.0 0.0 2,163.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 588 -


Project DescriptionThis project involves the design and construction of an additional large cell at the remote sludge handling facility (N40) and theinfrastructure to connect the cell to the existing system.

General CommentsAverage sludge loading will exceed the recommended rate. When this occurs solids carryover returns to the Wastewater TreatmentPlant and impacts plant efficiency. The project will provide capacity to year 2032.

2581 WWTP-FACILITY UPGRADE N40/WWTPProject Status Open Year Identified 2014




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSDesign & Construction 0.0 0.0 0.0 0.0 9,359.0Total 0.0 0.0 0.0 0.0 9,359.0FINANCING DETAILSWASTEWATER TRTMNT CAP RES 0.0 0.0 0.0 0.0 9,359.0Total 0.0 0.0 0.0 0.0 9,359.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 589 -


Project Description This project involves design and construction of a third bioreactor including access tunnels as part of the general plant expansion

General CommentsMaximum loading rates will exceed existing bioreactor capacity by the year 2022. The third bioreactor will meet treatmentrequirements for TSS, BOD, TP and nitrogen until 2041.

Special Note This project is subject to a Public Notice Hearing for borrowing.

2585 WWTP-BIOREACTOR EXPANSIONProject Status Open Year Identified 2014

Project Type INFRASTRUCTURE REPLACEMENT Manager Larry Schultz



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSBioreactor Expansion 0.0 0.0 0.0 2,812.0 12,918.0Total 0.0 0.0 0.0 2,812.0 12,918.0FINANCING DETAILSBORROWING 0.0 0.0 0.0 0.0 11,626.0OPERATING BUDGET DOWNPAYMENT 0.0 0.0 0.0 0.0 1,292.0WASTEWATER TRTMNT CAP RES 0.0 0.0 0.0 2,812.0 0.0Total 0.0 0.0 0.0 2,812.0 12,918.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 590 -


Project DescriptionThis project will add new technology such as tablets & on-board cameras with both audio and visual onto Access Transit's existing andfuture fleet.

General Comments The tablets will be used to replace the current Mobile Data Terminal system which includes a monitor, a modem and a DCC which isan on board computer. This replacement is required due to the lack of future support and service available on an aging technology.

The purchase of on-board cameras with both visual and audio will be used to protect the safety of both the customers and AccessTransit staff. It will be used to investigate both customer and operator complaints/incidents to ensure there is no misinterpretation ofthe facts by all parties.

Operating Impact2018 - $9,500 to cover operating costs for the data plans required on buses to operate new technologies.

2588 ACCESS TRANSIT- BUS ADD ONProject Status Open Year Identified 2016

Project Type SUPPORT SYSTEMS Manager Bob Howe

Asset Type Miscellaneous Equipment Est. End Date January 2018


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSEquipment Purchases 50.0 0.0 0.0 0.0 0.0Total 50.0 0.0 0.0 0.0 0.0FINANCING DETAILSACCESS TRANSIT CAPITAL RESERVE 50.0 0.0 0.0 0.0 0.0Total 50.0 0.0 0.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 591 -


Project DescriptionThis project will ensure Transit has adequate funding to replace current technology and modernize existing infrastructure.

General CommentsThis project will fund technology purchases for Conventional Transit. These purchases include items such as computer, AVequipment, point of sale terminals for bus passes, and other technology or equipment as Administration identifies. It will also beused to maintain our current software infrastructure with Trapeze and BEA through regular system health checks, upgrades and anyadditional modules that would benefit the organization.

Operating Impact2018 - $3,000 for software annual maintenance agreements on new modules.

2589 TR-TECHNOLOGY PLANProject Status Open Year Identified 2016

Project Type SUPPORT SYSTEMS Manager James McDonald



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSEquipment Purchases 60.0 100.0 100.0 100.0 100.0Total 60.0 100.0 100.0 100.0 100.0FINANCING DETAILSTRANSIT CAPITAL PROJECTS RESERVE 60.0 100.0 100.0 100.0 100.0Total 60.0 100.0 100.0 100.0 100.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 592 -


Project DescriptionThis project will undertake the design and construction of new and/or upgraded recreation facilities in the City centre area inpartnership with the Saskatoon Tribal Council (STC), YMCA and a new potential partner, Saskatoon Public Schools.

General CommentsThe City of Saskatoon Strategic Plan (2013-2023) has a strategic goal of Quality of Life, which indicates our neighbourhoods arecomplete communities that offer a range of housing options, employment opportunities, arts, culture, and recreation facilities.Citizens should have access to facilities and programs that promote active living and bring people together. New and/or upgradedrecreation facilities in the city centre area will provide opportunities for residents to have access to, and participate in, leisureactivities that better meet the needs of citizens living in a core neighbourhood.

Partnership discussions, business case development, and community engagement were undertaken in 2015. In 2016 the Partnerscollectively decided to pursue two partnership opportunities moving forward: one with STC; and a new potential partner, SaskatoonPublic Schools around White Buffalo Youth Lodge. A second partnership with YMCA will explore a full range of partnership modelsinto the future. In 2017, partnership commitments will be formalized and a memorandum of agreement will be established. Then,pending necessary approvals and formal agreement, the design of a new recreation facility in or around White Buffalo Youth Lodgecould occur in 2018, with construction commencing as early as 2019, with the new facility possibly opening in 2021.

Operating ImpactsThe operating impacts for 2021 would be:

$235,000 Contribution to Reserve

$490,000 Facility Maintenance

$255,000 Utilities

Staffing, other operating costs and revenues to be determined

Prior Budget Approval$150,000 Business Plan Development cost shared by the City of Saskatoon, Saskatoon Tribal Council, and YMCA

2600 CY-CITY CENTRE AREA INDOOR RECREATION FACILITYProject Status Open Year Identified 2014

Project Type GROWTH AND CAPITAL EXPANSION Manager Lynne Lacroix



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSCity Centre Leisure Facility - Construction 0.0 0.0 0.0 9,800.0 9,800.0City Centre Leisure Facility - Design 0.0 1,000.0 1,000.0 0.0 0.0City Centre Leisure Facility - Equipment Purchase 0.0 0.0 0.0 0.0 200.0Total 0.0 1,000.0 1,000.0 9,800.0 10,000.0FINANCING DETAILSUNFUNDED MAJOR PROJECTS 0.0 1,000.0 1,000.0 9,800.0 10,000.0Total 0.0 1,000.0 1,000.0 9,800.0 10,000.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 593 -


Project Description This project provides for the development of a regulatory compliance framework to control drainage.

General Comments Currently, there are significant gaps in the regulatory environment for drainage development on both residential and commercialproperty. This leads to incorrect elevation control, which in turn may lead to flooding and ineffective movement of surface water.This 2 year project provides for the research, design, and development of a regulatory compliance framework to control drainage onresidential and commercial properties. A model for Saskatoon will be selected and designed with appropriate resourcing, funding,permitting and cost recovery requirements.

The 2017 budget will provide funding for project management and development as well as communication and stakeholderconsultation

The 2018 plan will provide similar funding to continue through to completion of the project.

2604 CY- DRAINAGE REGULATIONProject Status Open Year Identified 2017

Project Type INFRASTRUCTURE MAINTENANCE Manager Andrew Hildebrandt



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSCommunications/Engagement 25.0 25.0 0.0 0.0 0.0Research & Development 100.0 100.0 0.0 0.0 0.0Total 125.0 125.0 0.0 0.0 0.0FINANCING DETAILSBLDG PERMITS/INSPECT STAB RESERVE 63.0 63.0 0.0 0.0 0.0INFRA RES - STORM WATER 62.0 62.0 0.0 0.0 0.0Total 125.0 125.0 0.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 594 -


Project Description This project allows for the purchase of additional technological equipment including computers, and associated hardware andsoftware as well as other equipment that utilizes computer technology.

General Comments The 2017 project calls for funding to support an expansion to network storage, detention video storage, software to enable recordmaintenance for Police data bases and the purchase of specialized multi-monitor workstations in operations. $150,000 of this projectwill be dependant on external government agency funding.

Future year projects include continued expansion to network storage and a property control management system.

Operating ImpactAnnual software maintenance costs anticipated to increase by $0 in 2017 and $35,000 in 2018.

2610 POLICE-TECHNOLOGY EXPANSIONProject Status Open Year Identified 2014




Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSASU Tech Package 150.0 150.0 0.0 0.0 0.0Equipment Purchase 620.0 0.0 0.0 0.0 0.0Total 770.0 150.0 0.0 0.0 0.0FINANCING DETAILSPOLICE OPER EQUIP & TECH RES 620.0 0.0 0.0 0.0 0.0PRIVATE CONTRIBUTIONS 150.0 150.0 0.0 0.0 0.0Total 770.0 150.0 0.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 595 -


Project DescriptionThis project involves the purchase of an additional fully equipped police vehicle for the Combined Traffic Services Saskatchewan.

General CommentsThis project provides for the purchase of one fully equipped police vehicle to be used by the Combined Traffic Services Saskatchewan.This vehicle includes specialized equipment and is estimated to cost $92,000. This project is dependant on external governmentagency commitment to providing the funding.

Operating Impact No operating impact in 2017.

2612 POLICE - COMBINED TRAFFIC SERVICES SASKATCHEWAN VEHICLESProject Status Open Year Identified 2014

Project Type GROWTH AND CAPITAL EXPANSION Manager Earl Warwick



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSFleet Addition 92.0 0.0 0.0 0.0 0.0Total 92.0 0.0 0.0 0.0 0.0FINANCING DETAILSPRIVATE CONTRIBUTIONS 92.0 0.0 0.0 0.0 0.0Total 92.0 0.0 0.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 596 -


Project Description This project provides for the renovation of Policy Facilities that require alteration and improvements.

General Comments This project will enable the Police Service to improve and alter existing facilites based on condition assessments, expansion, industrystandards and for life expectancy.

2017 funding is requested to improve environment conditions for computer equipment, provide facilites to handle dangerous goodsand remediation of old facilities. $885,000 of this project is dependent on the commitment of external Governement Agency funding.


2618 POLICE-FACILITY RENOVATIONProject Status Open Year Identified 2017

Project Type INFRASTRUCTURE MAINTENANCE Manager Earl Warwick



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSPolice HQ Modifications 72.0 0.0 0.0 0.0 0.0Police Non-HQ Modifications 920.0 335.0 0.0 0.0 0.0Total 992.0 335.0 0.0 0.0 0.0FINANCING DETAILSPOLICE FAC RENOVATION RES 107.0 335.0 0.0 0.0 0.0PRIVATE CONTRIBUTIONS 885.0 0.0 0.0 0.0 0.0Total 992.0 335.0 0.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


- 597 -


Project DescriptionThe purpose of this project is to undertake a comprehensive review of the governance structures, models, practices and proceduresof the following:

- Advisory Committees

- Controlled Corporations (e.g. Sasktel Centre, TCU Place)

- Business Improvement Districts

- Any other Agency, Board or Commission established by the City of Saskatoon

The project will hire a research coordinator to collect and analyze information, and meet with appropriate stakeholders.

The goal is to improve the governance structure of these organizations so City Council and the community have confidence that theseorganizations are making the best possible decisions in delivering their individual mandates.

The outcome of this project will result in the Administration making recommendations to the Governance and Priorities Committeefor their consideration and ultimately, City Council for implementation.

General CommentsIn order to accomplish the necessary work for this project, the Administration requires short-term resources that can be dedicated toit. These resources will be dedicated to the collection and analysis of information, meetings with key stakeholders, and review of bestpractices.

This project is an extension of the previous changes to modernize City Council's governance structure and procedures bylaw.

2622 SO-COMPREHENSIVE GOVERNANCE REVIEWProject Status Open Year Identified 2017

Project Type STUDY/PLANNING Manager Patti Warwick



Budget2017

Plan2018

Plan2019

Plan2020

Plan2021

GROSS COST DETAILSBoard Review 100.0 50.0 0.0 0.0 0.0Total 100.0 50.0 0.0 0.0 0.0FINANCING DETAILSRESERVE FOR CAPITAL EXPENDITURES 100.0 0.0 0.0 0.0 0.0UNFUNDED RCE 0.0 50.0 0.0 0.0 0.0Total 100.0 50.0 0.0 0.0 0.0


Budget2017

Plan2018

Plan2019

Plan2020

Plan2021


Index by Business Line/Project Number Preliminary 2017Project Number Project Title Business Line

PageNumber

1812 SASKTEL CENTRE-EQUIPMENT PURCHASES Arts, Culture and Events Venues 4480740 TCU PLACE-EQUIPMENT REPAIR/REPLACEMENTS Arts, Culture and Events Venues 3151834 REMAI MODERN- EQUIPMENT PURCHASES Arts, Culture and Events Venues 4511650 CY-NEW MUNICIPAL CEMETERIES Community Support 4371963 TU-CORP. ACCESSIBILITY IMPLEMENTATION Community Support 4661657 CY-WOODLAWN CEMETERY ROADWAY UPGRADE Community Support 4390877 AF-TRUNKING RADIO INFRASTRUCTURE REPLACEMENT Corporate Asset Management 3231135 AF-CIVIC BLDGS COMPREHENSIVE MAINTAINANCE PROGRAM Corporate Asset Management 3361356 AF-V&E ADD'L VEHICLES & EQUIPT Corporate Asset Management 3691357 AF-V&E REPL'T VEHICLES & EQUIPT Corporate Asset Management 3701584 CIVIC OPERATIONS CENTRE Corporate Asset Management 4241949 AF-SERVICE SASKATOON - STAFFING ACCOMMODATION Corporate Asset Management 4652180 AF-CIVIC FACILITY SITE MAINTENANCE Corporate Asset Management 4911523 AF-TRUNKING RADIO REPLACEMENT Corporate Asset Management 4091557 TU-OFFICE MOD'NS/FURNITURE REPL/UPGRADES Corporate Asset Management 4152296 AF-LIONS ARENA PARKING REDEVELOPMENT & SEWER UPGRADE Corporate Asset Management 5152298 AF-CAIRNS GRANDSTAND & CLUBHOUSE REPLACEMENT Corporate Asset Management 5162176 AF-SHAW CENTRE MAJOR REPAIRS Corporate Asset Management 4901934 AF-SPCA BUILDING UPGRADES Corporate Asset Management 4581943 AF-EMERGENCY BACK-UP POWER SYSTEM Corporate Asset Management 4631929 AF-CSR BUILDING RENOS Corporate Asset Management 4571883 CK-ELECTRONIC RECORDS MANAGEMENT Corporate Governance and Finance 4531977 CP-LOCAL AREA NETWORK & DATA SECURITY Corporate Governance and Finance 4672079 AF-PROPERTY REASSESSMENT Corporate Governance and Finance 4781083 CP-CORPORATE NETWORK EQUIPMENT REPL Corporate Governance and Finance 3351780 CP-CORP NETWORK INFRASTRUCTURE Corporate Governance and Finance 4472368 AF-PRINTING AND MAIL SERVICES - EQUIPMENT Corporate Governance and Finance 5231884 CK-ELECTRONIC AGENDA & MEETING MGT SYSTM Corporate Governance and Finance 4542531 AF-PORTFOLIO MANAGEMENT SYSTEM REPLACEMENT Corporate Governance and Finance 5712523 CP-CITIZEN WEB STOREFRONT AND CITY INTRANET Corporate Governance and Finance 5682524 CP-NAMING AND SPONSORSHIP Corporate Governance and Finance 5692514 AF-CIS SYSTEM Corporate Governance and Finance 5622515 AF-MULTI-YEAR BUSINESS PLAN AND BUDGET Corporate Governance and Finance 5632516 CP-DEVELOP ENTERPRISE MANAGEMENT STRATEGIES Corporate Governance and Finance 5642517 CP-CITY OF SASKATOON BRAND DEVELOPMENT Corporate Governance and Finance 5652519 COMMUNITY WINTER CITY STRATEGY DEVELOPMENT Corporate Governance and Finance 5671942 AF-CORPORATE SECURITY PLAN Corporate Governance and Finance 4621944 CP-LEARNING MANAGEMENT SYSTEM Corporate Governance and Finance 4641829 AF-SERVICE SASKATOON - SYSTEMS Corporate Governance and Finance 4491364 CP-SERVICE SASKATOON-CITIZEN INPUT/SYSTEMS/STANDARDS/STAFFING Corporate Governance and Finance 3712622 SO-COMPREHENSIVE GOVERNANCE REVIEW Corporate Governance and Finance 5971475 US-AUTO'D GARBAGE CONTAINER REPL Environmental Health 3992050 US-CONSTRUCTN & DEMOLITION WASTE MGT CTR - RECOVERY PARK Environmental Health 4762184 US-WASTE CHARACTERIZATION STUDY Environmental Health 4922051 US-LANDFILL OPTIMIZATION Environmental Health 4772518 PUBLIC SPACE RECYCLING Environmental Health 5661662 CY-ELM TREE INVENTORY Environmental Health 4412568 US-CIVIC FAC ENERGY & WTR MONITORING Environmental Health 5820582 FR-APPAR-REFURB/REPL/ADD'L Fire Services 2871914 FR-NEW STATION - NORTHWEST SASKATOON Fire Services 4562379 FR-APPARATUS REPLACEMENT Fire Services 5252373 FR-REPLACEMENT OF STATION NO. 3 Fire Services 5242380 FR- FIRE STATION NO. 11 - HOLMWOOD Fire Services 5262504 FR-NEW EQUIPMENT Fire Services 5582505 FR- STATION NO. 4 AND MAINTENANCE / MECHANICAL Fire Services 5592507 FIRE-BUSINESS CONTINUITY EMO Fire Services 5602508 FIRE- REPLACEMENT OF STATION NO. 5 Fire Services 5610607 PARK DEV-STONEBRIDGE NBRHD Land Development 290

- 598 -

Index by Business Line/Project Number Preliminary 2017

0616 LAND DEV'T-PRIM WTRMN-NORTHEAST SECTOR Land Development 2910619 LAND DEV'T-ARTL RD-CENTRAL(ROSSMO-PERIMETER RD) Land Development 2920625 LAND DEV'T-TR SWR-NORTHEAST SECTOR Land Development 2930626 LAND DEV'T-SUBDIVIS'N WARRANTY Land Development 2950627 LAND DEV'T-SUBDIVIS'N FENCING Land Development 2960634 LAND DEV'T-TR SWR-NORTH INDUSTRIAL Land Development 2980636 LAND DEV'T-TR SWR-MONTGOMERY PLACE WEST Land Development 3000639 LAND DEV'T-SUBDIVIS'N BUFFERS Land Development 3010655 LAND DEV'T-ARTL RD-MCORMOND(E SECT-PERIMETER RD) Land Development 3020668 PARK DEV-BOULEVARD DEVELOPMENT Land Development 3030681 LAND DEV'T-ARTL RD-TAYLOR(MCKER-CP TRACK) Land Development 3070686 LAND DEV'T-PRIM WTRMN-SOUTHEAST SECTOR Land Development 3080704 LAND DEV'T-TR SWR-SOUTHEAST SECTOR Land Development 3100748 LAND DEV'T-GEN ADMIN-OLD AREAS Land Development 3160778 LAND DEV'T-TR SWR-STONEBRIDGE Land Development 3171057 PARK DEV-IND'L AREA BLVD TREE PLANTING Land Development 3341400 LAND DEV'T-HAMPTON VILLAGE SUB Land Development 3721403 LAND DEV'T-ROSEWOOD Land Development 3731405 LAND DEV'T-EVERGREEN Land Development 3741407 LAND DEV'T-KENSINGTON Land Development 3751408 LAND DEV'T-AIRPORT INDUSTRIAL BUS PARK Land Development 3761416 LAND DEV'T-TR SWR-HAMPTON VILLAGE Land Development 3801417 LAND DEV'T-TR SWR-BLAIRMORE Land Development 3821435 LAND DEV'T -PRIMARY WATER MAINS -NORTH INDUSTRIAL Land Development 3881436 LAND DEV'T-BLAIRMORE PRIMARY WATER MAINS Land Development 3891458 LAND DEV'T-ART RD-CLAYPOOL DR (DALMNY-AIRPRT DR) Land Development 3921464 LAND DEV'T-ART RD-FEDORUK DRIVE Land Development 3941466 LAND DEV'T-ART RD - WANUSKEWIN RD Land Development 3951769 LAND DEV'T-MARQUIS INDUSTRIAL AREA Land Development 4461568 PARK DEV-ROSEWOOD Land Development 4181409 LAND DEV'T-NORTH DOWNTOWN Land Development 3771410 LAND DEV'T-ELK POINT Land Development 3781411 LAND DEV'T- ASPEN RIDGE Land Development 3791418 LAND DEV'T-TR SWR - HOLMWOOD Land Development 3841437 LAND DEV'T-PRIMARY WATER MAINS - HOLMWOOD SECTOR Land Development 3901460 LAND DEV'T-ARTL RD-NEAULT RDWY (22ND-SEC 2) Land Development 3931467 LAND DEV'T-ART RD - 33RD ST (HUGHES-NEAULT RD) Land Development 3961570 PARK DEV-KENSINGTON Land Development 4192459 LAND DEV'T-SOUTH CASWELL HILL REDEVELOPMENT Land Development 5481468 LAND DEV'T-ART RD - 8TH STREET EAST Land Development 3971474 LAND DEV'T-ESTIMATED FUTURE DIRECT SERVICING PROJECTS Land Development 3981419 LAND DEV'T - BRIGHTON Land Development 3851420 LAND DEV'T - INFILL DEVELOPMENTS Land Development 3861424 LAND DEV'T - NEIGHBOURHOOD 1-RIEL SECTOR Land Development 3871663 PARK DEV - N.E. SWALE Land Development 4421574 PARK DEV-ASPEN RIDGE Land Development 4211575 PARK DEV-ELK POINT Land Development 4221576 PARK DEV-BRIGHTON Land Development 4232389 POLICE-FLEET ADDITIONS Policing 5272119 POLICE-RADIO REPLACEMENT Policing 4852489 POLICE-FURNITURE REPLACEMENT Policing 5542497 POLICE-EQUIPMENT REPLACEMENT Policing 5552498 POLICE-EQUIPMENT EXPANSION Policing 5562499 POLICE-TECHNOLOGY REPLACEMENT Policing 5572610 POLICE-TECHNOLOGY EXPANSION Policing 5942612 POLICE - COMBINED TRAFFIC SERVICES SASKATCHEWAN VEHICLES Policing 5952618 POLICE-FACILITY RENOVATION Policing 5960677 AF-ALBERT COMM CENTRE RENOS Recreation and Culture 305

Project Number Project Title Business Line

PageNumber

- 599 -


0679 AF-GROUNDS MTNCE-EQUIPMENT REPL Recreation and Culture 3060706 CY-LEIS SERV-FACILITY EQUIP REPL Recreation and Culture 3110901 CY-PARK UPGRADES, ENHANCEMENTS & REPAIRS Recreation and Culture 3241627 CY-CITY ENTRANCEWAY/ EXPRESSWAY LANDSCAPING Recreation and Culture 4331653 CY-PARK DRAINAGE Recreation and Culture 4381876 AF-TENNIS COURT-ACRYLIC SURFACE Recreation and Culture 4521938 AF-PLAY STRUCTURE UPGRDE AND REPL Recreation and Culture 4592048 CY-FFP & ZOO MASTER PLAN IMPLEMENTATION Recreation and Culture 4752101 CY-GOLF COURSE IMPROVEMNTS & EQUIP REPL. Recreation and Culture 4822102 CY-SPORTFIELD DEVELOPMENT & IMPROVEMENTS Recreation and Culture 4832114 CY-VICTORIA PARK - UPGRADES Recreation and Culture 4842349 CY-SASKATOON MINOR FOOTBALL FIELD UPGRADE Recreation and Culture 5202352 CY-PERMANENT BOAT LAUNCH SITE Recreation and Culture 5212353 CY-CHIEF WHITECAP PARK DEVELOPMENT Recreation and Culture 5222130 CY-SATELLITE SKATEBOARD FACILITIES Recreation and Culture 4862469 CY-PERMANENT WASHROOMS - SPECIAL USE PARKS Recreation and Culture 5502471 CY-KINSMEN PARK & AREA - MASTER PLAN Recreation and Culture 5512528 CY-DOG PARK DEVELOPMENT Recreation and Culture 5701641 CY-PARKS-ARBOR CREEK PARK PEDESTRIAN BRIDGES REPLACEMENT Recreation and Culture 4361658 CY-PARKS NEW SATELLITE MTNC BLDG Recreation and Culture 4401939 AF-PADDLING/SPRAY POOL REPLACEMENTS Recreation and Culture 4601940 AF-GREENHOUSE REPLACEMENT Recreation and Culture 4612474 CY-HUDSON BAY AREA DISTRICT PARKS Recreation and Culture 5522476 CY-NEW RECREATION COMPLEX Recreation and Culture 5531635 CY-DIEFENBAKER PARK MASTER PLAN Recreation and Culture 4341664 CY-GORDON HOWE COMPLEX UPGRADES Recreation and Culture 4431595 CY-NEIGHBOURHOOD PARKS ENHANCEMENTS Recreation and Culture 4262600 CY-CITY CENTRE AREA INDOOR RECREATION FACILITY Recreation and Culture 5920838 LIBR-EQUIPMENT REPLACEMENT Saskatoon Public Library 3221761 LIBR-NEW CENTRAL LIBRARY CONSTRUCTION Saskatoon Public Library 4450583 TR-REPLACE/REFURB BUSES Transportation 2880631 TU-TRANSPORTATION SAFETY IMPROVEMENTS Transportation 2970671 TR-AUXILIARY VEH/EQUIP Transportation 3040832 CY-CENTER MEDIAN REHABILITATION Transportation 3200837 TU-LANE REHAB & DRAINAGE IMPROV Transportation 3210948 TU-NEW SIDEWALKS AND PATHWAYS Transportation 3250959 TU-UPGRADE BOUNDARY ROADS Transportation 3261036 TU-TRAFFIC CONTROL UPGRADES Transportation 3301041 TU-BENCHMARK REHABILITATION Transportation 3311194 TR- ENGINE OVERHAUL Transportation 3381456 TU-RAILWAY CROSSING SAFETY IMPROVEMENTS Transportation 3911505 TU-TRAFFIC SIGNAL INFRASTRUCTURE UPGRADES Transportation 4021506 TU-TRAFFIC SIGNING REPLACE-INFRA Transportation 4031507 TU-GUARDRAILS Transportation 4041512 TU-NEIGHBOURHOOD TRAFFIC MANAGEMENT Transportation 4061513 TU-PAVEMENT MARKING PROGRAM-INFRA Transportation 4071518 CY-PAY STATION PURCHASES & IMPLEMENTATION Transportation 4081526 TU-CIRCLE DR BRIDGE REPAIR Transportation 4101527 TU-UNIVERSITY BRIDGE REHAB Transportation 4111553 TU-SID BUCKWOLD BRIDGE REPAIRS Transportation 4131638 TU-BACK LANE TREE TRIMMING Transportation 4351893 TU-IDYLWYLD DRIVE/51ST ST OVERPASS REHAB Transportation 4551994 TU-MARQUIS DR/IDYLWYLD DR INTERCHANGE Transportation 4682037 TU-SNOW MANAGEMENT FACILITIES Transportation 4712040 TU-UNDERWATER PIER INSPECTIONS Transportation 4722043 TU-CURB REPLACEMENT/REHABILITATION Transportation 4732044 TU-GRAVEL STREETS UPGRADES Transportation 4742095 ACCESS TRANSIT-BUS REPLACEMENTS Transportation 479


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2097 TR- BUS SEAT REPLACEMENT Transportation 4802100 ACCESS TRANSIT - ADDITIONAL BUSES Transportation 4812233 TU-ADVANCED TRAFFIC MGT SYSTEM Transportation 4992234 TU-WALKWAY MANAGEMENT Transportation 5002235 TU-INTERSECTION IMPROVEMENTS Transportation 5012241 TU-TRUCK ENFORCEMENT/EDUCATION Transportation 5022251 CY-IMPOUND LOT Transportation 5032257 TU-CIRCLE DR OVER 33RD ST NB/SB Transportation 5052273 TU-108TH ST OVER CIRCLE DRIVE Transportation 5132317 TR-SHELTERS/BENCHES Transportation 5172318 TR-MAINTENANCE MANAGEMENT SYSTEM Transportation 5182323 TR-RIDERSHIP GROWTH INITIATIVES Transportation 5190584 TR-ADDITIONAL BUSES Transportation 2892428 TU-FUNCTIONAL PLANNING STUDIES Transportation 5402393 TU-TAYLOR/CIRCLE DRIVE Transportation 5301528 TU-SPADINA CRES BRIDGE Transportation 4121556 TU-SYSTEM UPGRADES/REPLACEMENTS Transportation 4142025 TU-MARQUIS DR/HWY 16 GRADE SEPARATION Transportation 4692268 TU-IDYLWYLD DR FWY / 1ST AVE - NB RAMP Transportation 5082392 TU-MCKERCHER DR/COLLEGE DR OVERPASS Transportation 5292395 TU-CIRCLE DRIVE/14TH ST-NB Transportation 5312396 TU-IDYLWYLD FWY/IDYLWYLD RAMP NB/SB Transportation 5322397 TU-CIRCLE DRIVE/8TH ST - NB/SB Transportation 5332398 TU-ATTRIDGE DR/CIRCLE DR OVERPASS Transportation 5342406 TU-MINOR BRIDGE REPAIRS Transportation 5382425 TU-UNDERGROUND ENCROACHMENTS Transportation 5392433 TU-8TH STREET & CPR GRADE SEPARATION Transportation 5422434 TU-HWY 11 & HWY 16 CLOVERLEAF Transportation 5432436 TU-CORRIDOR PLANNING STUDIES Transportation 5442446 TU-PEDESTRIAN CROSSING IMPROVEMENTS Transportation 5452447 TU-33RD ST PEDEST'N CORRIDOR MASTER PLAN Transportation 5462448 TU-INTELLIGENT TRANSPORTATION SYSTEM Transportation 5472468 TU-ACTIVE TRANSPORTATION PLAN IMPLEMENTATION Transportation 5491561 TU-COLLEGE DRIVE WESTBOUND OVER CPR OVERPASS Transportation 4161562 TU-COLLEGE DRIVE EASTBOUND OVER CPR OVERPASS Transportation 4172259 TU-PW SATELLITE YARDS Transportation 5062269 TU-ACCOMMODATION CONSTRUCTION Transportation 5092270 TU-PAVED ROADS AND SIDEWALK PRESERVATION Transportation 5102271 TU-HIGH SPEED ROADSIDE SAFETY IMPROVEMENTS Transportation 5111504 TU- NEIGH.TRAFFIC REVIEW PERMANENT INSTALLATIONS Transportation 4012401 TU-PEDESTRIAN CROSSING STRUCTURES Transportation 5352402 TU-HIGHWAY 16 EASTBOUND OVER HIGHWAY 11 OVERPASS Transportation 5362403 TU-CPR OVER CIRCLE DRIVE EAST OVERPASS Transportation 5372265 TU-TRANSPORTATION EQUIPMENT ACQUISITIONS Transportation 5072550 TU-WEST/CENTRAL MULTI-USE CORRIDOR Transportation 5742429 CY-LICENSE PLATE RECOGNITION SYSTEM Transportation 5412588 ACCESS TRANSIT- BUS ADD ON Transportation 5902589 TR-TECHNOLOGY PLAN Transportation 5911508 CY-CITY ENTRANCE SIGNS Urban Planning and Development 4052034 CY-LAP & NBHD SAFETY IMPLEMENTATION Urban Planning and Development 4702162 CY-URBAN DESIGN - BIDS Urban Planning and Development 4872166 CY-URBAN DESIGN - CITY-WIDE Urban Planning and Development 4882390 CY-NATURAL AREAS STRATEGY & GREEN STORM WATER MANAGEMENT Urban Planning and Development 5282169 CY-BLDG STANDARDS PROGRAM ENHANCEMENTS Urban Planning and Development 4891573 CY- CSO-COMPREHENSIVE REVIEW STUDY Urban Planning and Development 4202541 CY-GROWTH PLAN TO HALF A MILLION IMPLEMENTATION Urban Planning and Development 5722604 CY- DRAINAGE REGULATION Urban Planning and Development 5930687 WWT- ASSET REPLACEMENT Utilities 309


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0720 SL&P - CAPACITOR INSTALLATIONS Utilities 3120736 SL&P - CUSTOMER UPGRADES AND EXTENSIONS Utilities 3141054 WTP-ASSET REPLACEMENT Utilities 3321055 WTP-AUTOMATIC METER READING CONV Utilities 3331174 SL&P - STREET LIGHTS - LAND DEVELOPMENT Utilities 3371243 WWT- LIFT STATION UPGRADES Utilities 3401272 SL&P - BUILDINGS & GROUNDS Utilities 3461281 SL&P - SUSTAIN POWER GENERATION OPTIONS Utilities 3471282 SL&P - STREET LIGHTS - MITIGATION Utilities 3481305 SL&P - FEEDER UPGRADES/REPLACEMENT Utilities 3581315 SL&P - 138 KV TRANSMISSION LINE UPGRADE Utilities 3611316 SL&P - TRANSMIS POLE/STRUCTURE UPGRADES Utilities 3621326 SL&P - SUBSTATION MONITORING SYS UPGRADE Utilities 3631332 SL&P - SUBSTATION SERVICE LIFE EXTENSION Utilities 3651333 SL&P - SUBSTATION UPGRADE - AVE. C Utilities 3661350 SL&P - SUBSTATION BUILDING & GROUND RENO Utilities 3671353 SL&P - EQUIPMENT UPGRADE & REPLACEMENT Utilities 3681493 TU-EAST RIVERBANK STABILIZATION Utilities 4001615 TU-WATER DISTRIBUTION Utilities 4271616 TU-WASTE WATER COLLECTION Utilities 4281617 TU-PRIMARY WATER MAINS Utilities 4291618 TU-SANITARY SEWER TRUNKS Utilities 4301619 TU-STORM SEWER TRUNK AND COLLECTION Utilities 4311621 TU-STORM SEWER POND PRESERVATION Utilities 4321677 TU-STORM WATER MGMT UTILITY BILLING Utilities 4442197 WTP - WATER CONSERVATION INITIATIVE Utilities 4930724 SL&P - REVENUE METER - NEW & REPLACEMENT Utilities 3130825 SL&P - STREET LIGHT UPGRADES Utilities 3191016 SL&P - NEIGHBOURHOOD STREET LIGHT UPGRDS Utilities 3271310 SL&P - UTILITY - RESEARCH & DEVELOPMENT Utilities 3602214 WTP - WATER SYSTEM ASSESSMENT Utilities 4941018 SL&P - MONITORING SYSTEM UPGRADE (SCADA) Utilities 3281283 SL&P - 15KV FDR UPGRADE - RIVER CROSSING Utilities 3491301 SL&P - SUBSTATION COMMUNICATION UPGRADE Utilities 3561303 SL&P - AVE C FEEDER #2 - TRAFFIC BRIDGE Utilities 3571308 SL&P - 15 KV CONV - INTERMED SUBSTATIONS Utilities 3591019 SL&P - SUBSTATION UPGRADE - W. J. BUNN Utilities 3291257 SL&P - SUBSTATION SECURITY IMPROVEMENTS Utilities 3431268 SL&P - NETWORK VAULTS Utilities 3441269 SL&P - NORTH DOWNTOWN DEVELOPMENT Utilities 3451329 SL&P - SUBSTATION RELAY UPGRADES Utilities 3642224 WWT-LIQUID WASTE HAULERS STATION Utilities 4972272 WTP - AUXILIARY EQUIPMENT Utilities 5122275 WTP - PLANT FACILITY ACCESS UPGRADE Utilities 5142255 TU-W&S CAPACITY ANALYSIS FOR REDEVELOPMENT AND MASTER PLANNING Utilities 5042219 WTP-N.E. SECTOR RESERVOIR Utilities 4952220 WTP-FILTER PLANT UNDERDRAIN UPGRADE Utilities 4961286 SL&P - ELEC SYS PLANNING STUDIES Utilities 3501295 SL&P - NETWORK - MAJOR ASSETS Utilities 3511296 SL&P - NETWORK - CIVIL INFRASTRUCTURE Utilities 3521297 SL&P - NETWORK - PRIMARY LINES Utilities 3531298 SL&P - NETWORK - SECONDARY LINES Utilities 3541299 SL&P - NETWORK - PROTECTION & CONTROL Utilities 3551251 SL&P - SUBSTATION - 138 kV SWITCHING Utilities 3411255 SL&P - DISTRIBUTION - EQUIPMENT UPGRADE Utilities 3422230 WWT-EXPECTED UPGRADES Utilities 4982558 WTP-CLARIFIER TUBE SETTLERS Utilities 5752559 WTP-SAND SEPARATORS Utilities 576


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2561 WTP-EXPECTED UPGRADES Utilities 5772562 WTP-CLARIFIER CONSTRUCTION Utilities 5782563 WTP-LOW LIFT UPGRADE Utilities 5792567 WWTP-RELINING CELL Utilities 5812571 WTP-CHLORINE ROOM CAPACITY UPGRADE Utilities 5832577 WWTP-PEP 6TH PUMP Utilities 5842578 WWTP-DOWNSTREAM USER STUDY Utilities 5852579 WWTP-DIGESTER TANK 4 Utilities 5862580 WWTP-DIGESTER CLEANING FACILITY Utilities 5872581 WWTP-FACILITY UPGRADE N40/WWTP Utilities 5882585 WWTP-BIOREACTOR EXPANSION Utilities 5892565 WTP-TRANSFER PUMPING & ELECTRICAL UPGRADES Utilities 5801210 WTP - FILTER PLANT UPGRADE/EXPANSION Utilities 339


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