City of Saskatoon IGP by Dillon Consulting

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speaks | connects | acts

may 29, 2013

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Community Engagement and communications strategy

What we know... Project Understanding

The Project Management team is here!

A City on the Move

A city known for Sustainable Growth

Commercial Confidential This document contains trade secrets or scientific, technical, commercial, financial and labour or employee relations information which is considered to be confidential to Dillon Consulting Limited (“Dillon”). Dillon does not consent to the disclosure of this information to any third party or person not in your employ. Additionally, you should not disclose such confidential information to anyone in your organization except on a “need-to-know” basis and after such individual has agreed to maintain the confidentiality of the information and with the understanding that you remain responsible for the maintenance of such confidentiality by people within your organization. If the head or any other party within any government institution intends to disclose this information, or any part thereof, then Dillon requires that it first be notified of that intention. Such notice should be addressed to Dillon Consulting Limited, 235 Yorkland Boulevard, Suite 800, Toronto, Ontario M2J 4Y8, Attention: President. Many of the images in this document were provided by Saskatoon Tourism care of William Joseph Communications.

EDITOR’S LETTER May 29, 2013 Community Services Department City of Saskatoon 222 – 3rd Avenue North Saskatoon, SK S7K 0J5 Attention:

Chris Schulz, MCIP Senior Planner, Planning and Development Branch

Dillon Consulting Limited 510 Cope Way, Suite 100 Saskatoon, Saskatchewan S7T 0G3 P: 306.975.2050 F: 306.975.2088

Dear Chris: Dillon Consulting Limited (Dillon) is pleased to provide our innovative proposal, , to initiate the Integrated Growth Plan and Implementation Process for the City of Saskatoon. As requested in the RFP, a detailed fee proposal has been submitted under separate cover. We have built a fully integrated planning team that knits the highly skilled expertise of some of Canada’s best transportation engineers and transit planners with internationally renowned urban designers. The team we have assembled has vast, relevant and recent experience in delivering logical, effective, and powerful integrated growth plans along with innovations in community engagement, communications, and branding. Not only are we a fully integrated, inter-disciplinary community planning team, we also share a keen interest in the transformation of existing city space and the creation of newly planned areas into active, innovative, and connected sustainable communities and most importantly, distinctively urban experiences. Our efforts with you on your Integrated Growth Plan will grow your own local capacity and leave a plan ready for seamless implementation. We trust that the strength of our team’s credentials, synergy and alignment with what you intend to accomplish, and our creative approach will allow you to select our team for this exciting project. Should you have any questions regarding this proposal, please do not hesitate to contact Jacqueline at (204) 453-2301 or jeast@dillon.ca, or Trevor at (306) 975-2080 or ttumach@dillon.ca. Yours truly, DILLON CONSULTING LIMITED

Jacqueline East, MCIP Planner /Associate

Trevor Tumach, SALA, CSLA Landscape Architect

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Saskatoon Connects is our plan to help you achieve a truly integrated growth strategy and implementation process for the City of Saskatoon. Saskatoon Connects is our approach to this multi-faceted initiative which brings together the component parts of several Elements (Core Bridge, Rapid Transit, and Nodes, Corridors, and Infill including employment areas) into a comprehensive and forwarding looking strategy. Furthermore, Saskatoon Connects illustrates how we bring the city planning elements together to achieve the strategic goals of sustainable growth and moving around.

Nodes, Corridors and Infill Plans

Water, Wastewater and Utilities Servicing Plan

em Engag ent and Co nity m mu om C

Financing Future Growth Plan

ategy n Str atio c i un m

Core Bridge Strategy

City of Saskatoon Integrated Growth Plan

Rapid Transit Business Case

Employment Area Study

We will connect your past to your present and spark the enthusiasm and vision necessary to discover the future as possibility. Dynamic urban nodes will connect multimodal corridors. New transportation modes will connect live, work, and

SASKATOON CONNECTS

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play places. The city will connect across rivers and rail. Public spaces will create opportunities for citizens and visitors alike to connect and find delight in Saskatoon’s vibrant urban fabric. We will connect your history to your future by connecting people to the process. Balanced groups of participants will connect their thoughts, ideas and inputs to the draft plans, concepts and strategies. We will connect what people have told us through Saskatoon Speaks sessions and we will understand what connecting-the-dots really means to Saskatoon. Technology will connect youth and the young at heart. Social media and crowdsourcing tools and techniques will provide outreach and connect communities. Finally, we will connect amongst ourselves as an interdisciplinary, multi-firm team, and, most critically, connect our team with yours as we build the comprehensive growth strategy. What’s Inside? A proposal that demonstrates how we bring a fresh and logical approach to your project – there are many moving parts and our detailed methodology shows that we understand the connections, the sensitivities, and the touch points, and know that getting to far ahead in one area may cause delays or errors in another. Our proposal also includes information on our project management approach, Project Team, public engagement, and overall management structure and leadership. Our proposal design is a bit different … and so are we. If this intrigues you, read on! Stay Connected. If you’re impressed by the theme, “Saskatoon Connects”, the webpage, address, and QR code can be easily transferred for use in your project. It is also our intention to take full advantage of the City’s twitter (@cityofsaskatoon) and Facebook page to continue to stream and connect with the residents and stakeholders and provide necessary information regarding this exciting initiative.

www.saskatoonconnects.ca May 29, 2013

Dillon Consulting Limited (lead consultant)

Expert communication and engagement specialists, land use planners, municipal and transportation engineers and scientists who have been effectively engaging citizens, planning and designing new communities, and redeveloping old communities for over 65 years.

Sasaki Associates Ltd. International

design firm that is actively engaged in virtually every aspect of the built environment - architecture, civil engineering, graphic design, interior design, landscape architecture, planning and urban design, and strategic planning.

Chaordix Crowd Intelligence Innovative, global leader in crowd engagement and crowdsourcing for stakeholder engagement, market research, innovation, and brand development.

William Joseph communications A brand-building, marketing, public relations, communications, media and graphic design firm.

Watson & Associates Economists ltd

One of Canadaâ&#x20AC;&#x2122;s leading economic consulting firms. Established in 1982, we offer a comprehensive range of fiscal planning and policy services to clients in government and the private sector.

AMEC One

of the worldâ&#x20AC;&#x2122;s leading engineering, project management and consultancy companies. Our goal is to deliver profitable, safe and sustainable projects and services for our customers in the oil and gas, mining, clean energy, environment and infrastructure markets.

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TABLE OF CONTENTS

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Pg.1

Pg. 3

Pg. 9

Editorâ&#x20AC;&#x2122;s Letter

Introduction

Project Understanding

Project Management Framework

Pg. 13

Pg. 22

Project Management Team

Project approach and methodology

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Pg. 64 A LEgacy project

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Pg. 69 Innovation and Value

Introduction

Saskatoon - A booming City

Planning of the contemporary city is a complex and challenging exercise. No longer is urbanism seen as simply calculated equations brought on by economic forecasts to guide large scale infrastructure investments. Today the urban fabric is expected to provide a form to help people live, learn, work and play in their cities, while celebrating the past and looking into the future, all in a more environmentally sustainable and economically sound way. It is only through these measures that we can build a city for people that coexist with nature, a city that people want to invest in, and a city that is grounded in its own sense of place. City forecasts predict a doubling of Saskatoon’s population to 500,000 residents by 2060 largely through immigration. Rapid growth will pressure regional infrastructure, the vitality of the urban core, and the quality of life for the City’s existing residents. Our Team understands that the Integrated Growth

Plan (IGP) will be a crucial tool for the City to implement a holistic and sustainable growth plan that meets the goals of the Strategic Plan, the principles of the IGP, and the Community Vision: Saskatoon Speaks. The City strives to manage their growth by design and to prevent unrestrained growth evidenced by your ongoing initiatives of the City Centre Plan, Community Vision: Saskatoon Speaks, Strategic Plan, and Integrated Growth Plan. Our Team’s process is fact-based, responsive, and focused on looking forward in partnership with the City and the community. We will develop a transformative plan that will address two of the seven strategic goals highlighted in the City’s Strategic Plan - Sustainable Growth and Moving Around.

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Figure 1: City of Saskatoon Strategies and Priorities Wheel

As Saskatoon is “a city on the move” the proposed Plan will establish a framework for multimodal mobility for the future city residents. The solutions we devise, however imaginative, will draw from the principles established by the Community Vision highlighting strategies for protecting the environment, celebrating Saskatoon’s heritage, supporting local business, creating people-centric places, designing complete streets, and promoting design excellence (Figure 1). This is not an easy task; however, it encourages us to see that the City of Saskatoon is considering a “new way of growing,” a “new normal” that distinguishes itself from the way in which planning was conducted and infrastructure was prioritized in the past. The shift is a clear indication that you have listened as Saskatoon “spoke” about the way in which the planning of integrated communities should take place. New ways to design and redefine neighbourhoods, to connect, bridge, and move your citizens around through better transportation choices. New initiatives, policies and strategies will focus on what your citizens shared with you. You are creating a new model for growth and all stakeholders including the City, the community and the development industry will be part of building and embracing a new future.

These are exciting times for Saskatoon and there continues to be many opportunities to reimagine (sub)urban development, bring forward ideas, innovation, options, alternatives, knowledge and wisdom that will guide the City forward. Saskatoon will continue to speak! We understand that meeting your interests and needs in moving forward requires our Team to think about what challenges and opportunities Saskatoon faces in successfully planning and building a city that can grow to meet its expected population of 500,000. Let’s get started!

“A

new way of

growing,

a new normal.”

www.saskatoonconnects.ca May 29, 2013

Project understanding

Zoom, Zoom (in) and understand the connections What we know is that Saskatoon Speaks has provided a vivid picture of what integrated and connected growth looks like. Loudly spoken was the need to balance investments in roads and transit, to reorient the city along rapid transit corridors and mobility corridors, to create main streets, complete streets, and mixed walkable communities, to promote work, residential and infill spaces downtown, to transform suburban centres into urban villages, and to develop compact diverse neighbourhoods on underutilized lands.

The growth in home sales throughout the City and the pace in which both new multifamily and single family homes have been sold reflect Saskatoonâ&#x20AC;&#x2122;s population boom. The City of Saskatoon Land Branch and private developers have created a number of new residential neighbourhoods throughout the City. Residential development reached a milestone in 2012 for the most homes above $1 million being sold in Saskatoon (The StarPhoenix â&#x20AC;&#x201C; Market Booms for Luxury Homes, March 11th, 2013). The demand for luxury homes is at an all-time high and continues to show strong signs against the wider Canadian real estate market.

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With such growth, challenges emerge in providing affordable housing and rental units. In the past 20 years, vacancy has hovered between 2% and 5% making it difficult for low income people, newcomers to the City, as well as the growing student population to gain access to housing. The University of Saskatchewan, the largest university in the province, is home to approximately 16,000 students annually in a variety of disciplines. The University is a huge city asset and poses tremendous potential as it expands, attracting professionals, faculty, researchers, students and businesses from around the world. The IGP must regard the dynamic housing market of Saskatoon and be able to respond to emerging needs of important institutions, including the university’s plans for expansion moving forward.

Much like other major cities, business and infrastructure investment depends on appropriate transportation modes to reach markets and connect people. Air travel plays a critical role in supporting business and trade, and providing connectivity to the larger world. Airport expansion and investment is an important component of the IGP. Saskatoon understands the ever growing role of YXE in securing its place as a major Canadian city and as a result has initiated an expansion plan for 2013/2014. In many ways one’s experience at Diefenbaker International Airport is one’s first experience to Saskatoon. YXE is a vital part of the City’s infrastructure framework. As part of the IGP, linkages to the airport will be considered as well as impacts to surrounding land uses by projected increases in air traffic.

Mining, specifically uranium and potash extraction, generates notable population and economic impacts. Major companies such as Cameco, Areva and Potash Corporation base themselves in Saskatoon. These operations bring high paying and sustainable employment to the City. They can contribute significantly to the cultural atmosphere of Saskatoon. A prime example is how Potash Corporation has become a major contributor and facilitator of cultural events in the City throughout the year including the Wintershines Festival, CIS University Cup, Children’s Festival of Saskatchewan and the Fringe Theatre Festival, as well as being an active consultant member to the Kinsmen Park Master Plan. Building a city where companies want to invest is a core part of a growth plan. The IGP attracts economic development by offering community ambition and municipal transparency, both key ingredients of investment certainty.

Our Project Team brings diversity and expertise to the City for you, but only with a solid foundation of local understanding of Sasakatoon, its aspirations, and infrastructure challenges. Pulling the pieces together provides you with the best opportunity for sustained success. The following provides a brief overview of our understanding for each of the Elements identified in the RFP. We endeavor to successfully demonstrate our collective understanding, approach, experience, and qualifications for city planning leadership and project management; a foundational core bridge strategy; a practical rapid transit business case; a leading edge nodes, corridors and infill plan (including employment areas); all interwoven with meaningful community engagement and an effective communications strategy.

www.saskatoonconnects.ca May 29, 2013

A City known for smart sustainable growth Nodes, corridors and inFIll plan

The â&#x20AC;&#x153;Nodes and Corridorsâ&#x20AC;? model to urban structure helps to: define better connectivity; strategically increase densities; integrate affordable housing in stable communities; create opportunities for mixed use development; and, offer consolidated municipal services. The team will use the Nodes and Corridors model to help sustain the character of stable neighbourhoods which makes up the cultural fabric for many parts of Saskatoon. To further reinforce the goals to effective and integrated growth, infill development on vacant and transformable spaces will be considered as an option while also exploring the economics of growth and redevelopment to ensure fiscally responsible and sustainable development into the future. Exploring the possibilities of infill is one of the keys in understanding the untapped potential of the City. Therefore it will be important to

see how infill development can include traditional built form but also, parks and open space, parking, gardens and urban agriculture sites, community facilities, and block access. Many towns and cities continue to expect outward expansion of the urban boundary; however the Nodes and Corridors model is the right choice to allow for more sensitive growth patterns. The Nodes, Corridor and Infill work will be coordinated with that undertaken for the Core Bridge Strategy, the Rapid Transit Business Case and supported by the Community Engagement and Communications Strategy to meet the comprehensive goals of the IGP.

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A CITY ON THE MOVE Rapid transit business case

A key objective of the “Moving Around” component of the IGP is to offer viable and attractive travel alternatives to the automobile. Transit investments need to be deployed that provide high quality service, that are well-integrated with other travel modes and strategic developments, and that are affordable to build and operate over the long term. The key service attributes of high quality public transit (coverage, frequency, reliability, directness, convenience, comfort and safety) attract use for all types of trips throughout the day by a broad cross-section of the community. Strategically located transit hubs served by rapid transit provide opportunities for convenient passenger interchange amongst travel modes and work synergistically with development initiatives to accommodate population growth in a sustainable manner.

Travel demand projections, in combination with the City’s land use goals, will guide the design and development of Saskatoon’s rapid transit initiative. Our approach ensures that rapid transit complements and supports the intensification and sustainability goals of the IGP and that rapid transit is fully integrated with other travel modes, especially active transportation. We will continue to engage the public especially at key milestones since their feedback is essential to helping us “get it right.” The rapid transit work will be coordinated with the Core Bridge Strategy and Nodes, Corridor and Infill Plan (including employment areas) and supported by the Community Engagement and Communications Strategy to meet the comprehensive goals of the IGP.

www.saskatoonconnects.ca May 29, 2013

THE RIVER CITY Core Bridge Strategy

Situated on the South Saskatchewan River, Saskatoon benefits greatly from the river’s cultural and natural heritage. As a “river city,” Saskatoon faces different challenges than other urban centres without that resource. Growth is anticipated for both sides of the river and planning for integrated communities must help inform the investments in bridge infrastructure in a way that ties into the overall IGP. Particularly important places, like the North End, include future residential and employment land uses that reinforce the need to build linkages that reduce commute times and improve quality of life. The functional design and layout of bridges is dependant on many factors including, but not limited to, projected population growth, allocation and reallocation of population across a City based on residential and non-residential land uses, existing and projected traffic demand, number of traffic lanes, and active transportation and rapid transit goals and requirements. Nonetheless, the functional design of bridges and roads is an iterative process. Outputs from one provide input into the other cycling towards a design that is predicated on the “best value” philosophy. The ultimate goal is to design bridges that improve connectivity for all travel modes, provide more ways to cross the river, and fewer barriers for walking, cycling, transit and driving to ensure people and goods can move around the City. Our Project Team understands that the functioning planning study for the North Commuter Bridge crossing the North Saskatchewan River is currently nearing completion. We will seamlessly integrate the work being done (traffic demand report, site constraints, property acquisition, bridge configuration and layout) into our overall Core Bridge Strategy for the IGP. The Core Bridge Strategy will be coordinated with work undertaken for the Nodes, Corridor and Infill Plan (including employment areas), Rapid Transit Business Case, and Nodes, Corridor and Infill Plan (including employment areas) and supported by the Community Engagement and Communications Strategy to meet the comprehensive goals of the IGP.

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Journey from chaos to wisdom Community engagement and communications strategy

The City of Saskatoon’s adoption of its Strategic Plan 2012-2022 and goals for ”Sustainable Growth” and “Moving Around” and the subsequent approval in principle by Council of the Integrated Growth Plan drew on strategic intelligence gathering, scenario planning, a core business review, and a community visioning initiative called “Saskatoon Speaks.” We propose a seamless transition from your work to ours, and then back to you upon project completion. The early planning work involved compiling fact based information, data on population, economic, housing and demographic trends as well as developments in environmental sustainability and technology. This initiated scenario planning about different futures. Core business processes, capacity and services were reviewed. Needs and missions were validated. The work of “Saskatoon Speaks” was initiated to inform the direction and focus of the Plan. For over eight months “Saskatoon Speaks” involved over 10,000 citizens in forums, interviews, online questionnaires, summits and visioning sessions. A Community Vision emerged that informed the Corporate Vision and together formed Saskatoon’s Strategic Plan that will serve as a roadmap for the next 10 years. The Strategic Plan, adopted in February 2012, has helped foster discussion on a number of important topics related to informing the IGP. The overarching strategies and priorities of addressing sustainable growth and moving around strategic goals have been a core part of the dialog in shaping a vision for Saskatoon’s future.

Through Saskatoon Speaks and the Strategic Plan, the IGP has already taken great strides in outlining a high level direction. The Team proposes to continue your journey of engagement to develop the details of an IGP by building on the work of “Saskatoon Speaks” within a Conceptual Framework that we call Your Journey from Chaos to Wisdom. The continuation of successful consultation, communication, and engagement will require an inclusive process plan that involves reaching, involving and bringing stakeholders to the table and keeping them engaged. Our approach is a blend of marketing - designed to motivate stakeholders to get them to participate; communications -to inform, educate, and share information; and collaborative engagement - a seamless mix of traditional offline and innovative online methodologies. The Community Engagement and Communications Strategy will support and integrate the Core Bridge Strategy work, the Rapid Transit Business Case, and the Nodes, Corridor and Infill Plan to meet the comprehensive goals of the IGP. It will complete consultation efficiently, and appropriately target effective communication. Follow us on your journey to wisdom.

www.saskatoonconnects.ca May 29, 2013

Project Management Framework

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Dillon is an entirely project-based organization and, as such, we have developed proven methods for planning, executing, monitoring, managing, and delivering our projects with our clients’ success in mind. Our projects follow a rigorous auditing and Quality Management System (QMS) based on guiding principles committed to technical quality, financial management, and health and safety. We have proven success in our abilities to manage integrated planning and infrastructure projects that require the management of client, stakeholder, government, and inter-governmental interests, needs, and relationships. We clearly understand that good communication is key to a successful project, and we ensure that there is a seamless and integrated approach, and convergence of all teams towards fulfilling the goals and objectives of the project. Our tools and processes allow us to direct, coordinate and control the execution of the project to ensure that the quality of the deliverables promised are achieved and the milestones and outcomes are on time and on budget. Our project management framework (Figure 2) and project management team organization has been developed from our 65+ years of hands-on project and quality management experience. The following text describes our project management framework.

Step 1 - Project Initiation

Our first step in managing the IGP will be to fully understand your needs, concerns and expectations. Based on discussions with the Steering Committee (i.e., Future Growth Delivery Team), we will clearly identify project goals, objectives, constraints and risks. Completion of a risk assessment is crucial to a project of this size and complexity. The project risk assessment and subsequent risk management plan will help us manage the inherent risks and minimize disruption to the project plan and schedule, as well as help us conduct an efficient project and achieve a successful outcome. Risk Assessment and Risk Management Plan It is very important to get ahead, and stay ahead of conflict in order to ensure successful project outcomes. To ensure that risks are appropriately identified, a comprehensive risk assessment and management plan will be developed in collaboration with the Steering Committee to: • Identify risks along with triggers, impacts and results of the qualitative and quantitative risk analysis process • Propose responses to the risks with assigned responsibilities, specific actions and associated cost and schedule impacts • Confirm residual risk expected to remain after the risk abatement strategy is implemented • Develop contingency plan(s) as needed The risk management plan must be treated as a living document to benefit from it. Risk will be an agenda item for all project meetings to ensure the risk registry remains up to date.

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Step 2 - Project Planning

Project planning is essential to project success. We understand that the opportunity to add value is greatest at project start up and the cost to make changes is lowest. Based on the project initiation results, Dillon will use the project management framework as illustrated in Figure 2 to refine: • • • • • • • •

Project Mission, Goals, and Objectives Project Scope and Deliverables Project Team and Responsibilities Schedule, Milestones and Critical Path Budget Risk Management Plan Quality Management Plan Communications

Project Management ‘’Google Site’’ Given the complexity and many parts of this project we propose to create a project management ‘’Google Site’’ (Figure 3). The site will give our Project Team, City’s Project Manager, and Steering Committee easy access to project information, documentation, progress updates, meeting minutes, action list, discussion blog, etc. Quality Management Plan At Dillon we believe that establishing and maintaining a culture of quality will contribute to delivering the level of service that meets client needs. Internally all Dillon’s projects have to follow the Dillon Quality Management System (QMS) and considering the size and integrated approach of this project, Dillon will develop a project specific Quality Management Plan. With your Project Manager and Steering Committee we will define the acceptable level of quality and describe how we will ensure that the overall project meets or exceeds our quality expectations. The Plan will include the following components: • Quality objectives • Quality standards • Quality control • Quality role and responsibilities • Key project deliverables and review process • Plan for reporting quality control and assurance problems Figure 3: Project Management Google Site

www.saskatoonconnects.ca May 29, 2013

Project Management Communication Plan We clearly understand that good communication and collaboration is key to a successful project. A project management communication plan will be developed to ensure that there is a seamless and integrated approach to managing the project work and to ensure consistent convergence and communication of all groups and team members towards fulfilling the goals and objectives of the project. Inside our plan we will describe the structure, tools and processes that will keep us informed of our individual work and our collective progress. The plan will also outline the method of information distribution, confidentiality, and access to information. The text below provides a “snapshot” of information on team organization to be included in the Project Management Communication Plan. Working Groups We have organized our Project Team into three interconnected groups - Project Management Working Group (PMWG), Integrated Planning Team and a Project Execution Working Group (PEWG). The internal PMWG will be composed of the Project Manager, Project Coordinator, Project Element Team Leads, and Project Administrator. Their principal mandate is to direct, coordinate, communicate information and progress, and control the execution of the project to ensure that the quality, schedule and budget are on track. The internal PEWG will be composed of the team members for the Elements and will be supported by the remaining members of the project management working group. Their principal mandate is to work seamlessly together to execute all activities identified (and confirmed) in the initial planning phase which will ultimately lead our team to accomplish our mission, goals and objectives. As they execute activities/tasks, our group will ensure that quality, schedule and budget are being respected and that if any deviation or problem occurs they will be brought to the attention of their team and the overall project management group. Revisions to the project proposal may be completed based on discussions with the Project Manager and Steering Committee and to ensure “what we deliver is what you need”.

Steps 3 and 4 - Project Execution, Monitoring and Control

The Project Execution Phase is where our Project Team works together towards achieving the project mission, goals and objectives. In order to accomplish these tasks they will use different monitoring and control tools such as: Bi-weekly Project Progress Meeting To ensure a seamless integrated approach, we will schedule bi-weekly project progress meetings between our PMWG as described above, or members thereof, and the City’s Project Manager. The meeting will follow a standard agenda including, but not limited to, follow-up on activities/tasks, schedule, budget, risk, quality, and next steps. Following the meeting, the meeting minutes and an actions items list will be available on the project management ‘’Google Site’’. Each Project Element Team Lead will then follow-up with their PEWG as required.

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Monthly Progress Report Monthly progress reports will be provided to the City’s Project Manager for a concise understanding and update on project progress, issues, cost, schedule, risks, and any other items deemed important. The first such report will be reviewed with the City’s Project Manager or designate to ensure we are satisfying your needs and we will modify the subsequent report content/presentation as required. Community Events Debriefing Sessions It is important to learn from each digital and traditional consultation session and make the appropriate course corrections in preparation for any future planned events. After each consultation event a short debrief will be completed with the City’s Project Manager to understand what went well and what needs to be improved or changed in the next session and what was learned from participation at the event and what needs to be followed up on. The sessions will also include discussions on event findings. Integrated Team Collaboration and Steering Committee Review It will be important to have open and consistent communication between the PMWG and the City’s Project Manager and Steering Committee to review draft documents, consultation materials, and to ensure that all technical aspects and questions and concerns are appropriately addressed. Integrated team meetings amongst others described above have been regularly scheduled (Figure 4) throughout the process and may take place in person or through webex or teleconference. Figure 4: Staying Connected Integrated Timeline

Legend Ongoing Bi-Weekly Project Progress Meetings

Integrated Team Collaboration and Steering Committee Review

Problem Solving As we execute, monitor and control the various components of the project we may face challenges which will require resolution through standard practices and/or innovative approaches. It will be important that each challenge be appropriately identified and addressed in an efficient and timely manner. In order to address and resolve each problem we will use our Problem Solving Process Wheel (PSPW) (Figure 5). The PSPW allows for a logical and realistic approach to problem solving ensuring that causes are sourced, options and risks are identified, and the appropriate resources are available to implement change as needed. The Project Team will implement the PSPW throughout the life of the IGP project.

Start Here

Monitor and Control

Implement Solution

Step 5 - Project Close After a closeout meeting is completed with the Steering Committee, a final project closeout report will be prepared to provide a concise overview of the project performance in terms of schedule, cost, risk, quality, and lessons learned. Ultimately, our flexible approach will accommodate the project-specific needs of the City of Saskatoon.

www.saskatoonconnects.ca May 29, 2013

Monthly Progress Report

Identify and Define the Problem

Determine the Causes

Select Best Solution

Brainstorm Solutions

Project Management Team

The following provides a brief biography of Jacqueline East and Trevor Tumach from Dillon Consulting, who will lead and coordinate a talented, multidisciplinary team towards the completion of a set mission, goals, and objectives for each project element. Also presented is a detailed Project Team organization structure outlining the functional teams assigned to each project element, and their hierarchical reporting structure.

Jacqueline East, Project Manager Number of years of experience: 21 Team: Dillon Consulting Limited Expertise: Project Management, Urban, Regional and Integrative Planning Location: Winnipeg, Manitoba Project Experience: While best known for her planning experience on the Canadian Prairies and the new president of the Manitoba Professional Planner’s Institute, Jacqueline East offers an extensive breadth and depth of project management experience, with a long track record of success leading inter-disciplinary teams on large scale integrated urban and regional plans. She is an accomplished leader who has coordinated teams ranging in both size and composition in her roles as Director of Provincial Planning and Manager of Winnipeg’s planning division. Most recently she led completion of several official community plans and the team to build a network of active transportation infrastructure in Winnipeg’s north end. Jacqueline relies on a high degree of communication and collaboration with the client; marrying the strength of local knowledge and understanding with the state of the art expertise from worldclass firms, like Sasaki for example. In the last four years at Dillon, she has led five municipal and regional official community plans and has coordinated the public and City communication on several large Winnipeg infrastructure projects. She approaches planning through the integration of transportation, environment, infrastructure, community development, and financing strategies. She has managed the implementation of Plan Winnipeg, the Winnipeg Housing and Homelessness Initiative, planning for new and old neighbourhoods, and preparing development strategies for several communities and regions. She has a sophisticated working knowledge with all levels of government, particularly in Manitoba and Saskatchewan, including planning policies and implementation tools including provincial legislation, official community plans (Saskatchewan) and municipal development plans (Manitoba), secondary plans, housing and zoning by-laws. As a Project Manager and Associate at Dillon, Jacqueline uses and has access to state-of-the-art project management tools. Jacqueline’s primary tool for monitoring labour, expenses and budget is BST Enterprise, which is used worldwide by firms in our sector.

SASKATOON CONNECTS

MS Project and MS SharePoint are also at Jacqueline’s disposal. Jacqueline will maintain contact through a combination of face-toface meetings, phone calls, and status reports as necessary. As part of Jacqueline’s commitment to full service to Saskatoon, she will, periodically, work from our Saskatoon office, with Project Coordinator Trevor Tumach, maintaining and “open door” policy, encouraging the City to visit Dillon offices as assurance that work is underway and that Saskatoon’s Growth Strategy is our priority. With a fully integrated team approach with the client, Dillon will leave the City of Saskatoon in a position of full ownership, poised to proceed with implementation seamlessly. Jacqueline has also surpassed client’s expectations as a Project Manager for integrated planning and infrastructure projects that require an ability to manage stakeholders, government, and intergovernmental relationships. Jacqueline offers skills in negotiation and consensusbuilding from many decades of working with local/regional municipal staff and Councils, provincial Ministries, community agencies, private developers, stakeholder interest groups, and individual citizens and landowners. Her years of experience, existing relationships with key agencies, and her ability to build relationships underlie the success of her projects where strong and divergent opinions represent the primary challenge. In fact, nearly all of Jacqueline’s major projects that began facing intense stakeholder scrutiny, public debate, and contention ultimately received broad or unanimous final approval. Jacqueline’s Project Leads are hand-picked based on their skills and experience in the areas of expertise Saskatoon needs. Project Leads are senior, experienced practitioners in their fields with have many years of coordinating multidisciplinary Project Teams and projects. This means that Jacqueline’s project management leadership is supported by project leads with proven track-records of success. Through regular communication and direct interaction with her Project Leads and her on-going liaison with individual Project Team members, Jacqueline ensures that daily working challenges get resolved. This results in projects that are consistently delivered on-time and onbudget. While ultimate project management responsibility falls to Jacqueline, she will not be alone in ensuring the project is smoothly managed. Our project management team consists of key discipline leads and support. All technical work will flow through this project management team to ensure consistency in approach and quality of product.

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Trevor Tumach, Project Coordinator Number of years of experience: 25 Team: Dillon Consulting Limited Expertise: Landscape Architecture, Project Coordination Location: Saskatoon, Saskatchewan Project Experience: Since starting in the field of Landscape Architecture in 1988, Trevor Tumach has provided a wide range of landscape architectural and planning services in both the private and public sectors within the provinces of Saskatchewan and Ontario. The scope of his projects range from masterplan and conceptual plan development, detailed design drawings, cost estimation, tender documentation, project management and construction services. Based on his strong technical background and attention to detail, he has been able to provide project management and coordination for many projects within Saskatchewan. Along with meeting the clientâ&#x20AC;&#x2122;s budget driven requirements for their projects in todayâ&#x20AC;&#x2122;s market, he has been successful in delivering a wide range of projects including but are not limited to district, linear, and pocket park design, multi-purpose facility master plans, subdivision design, cemetery design, commercial and institutional landscape development, golf course conceptual design, streetscape development coordinated with pedestrian and traffic impacts, riverbank restoration, back of lot fencing, and entrance fencing / entry sign design. Many of the projects completed have required the coordination of multi-disciplinary teams within the individual project. Considering the majority of his career has been spent in Saskatoon, one of Trevorâ&#x20AC;&#x2122;s particular strengths is knowing the local Saskatoon market and key contacts within the public and private development industry.

Our Project Team is diverse, multi-disciplinary, and talented in areas of civil engineering, transportation systems planning, community redevelopment, and communication and public engagement. Our assembled team not only has local presence to provide the necessary on-the-ground understanding and context, but also relevant local, national and international experience and qualifications in the planning and development of sustainable and financially responsible cities and regions. For this proposal, we are pleased to provide an integrated team approach composed of Dillon Consulting Limited (Lead Consultant), Sasaki Associates Ltd., Chaordix Crowd Intelligence, William Joseph Communications, Watson & Associates Economists Ltd., and AMEC Engineering. A brief corporate overview and role clarity statement for each firm is outlined in the following text. As well, a Project Team organizational chart (Figure 6) displays the overall team grouping and reporting structure. Key team and task leaders have been shown. For more information on supporting team members please refer to Appendix C - F or visit www.saskatoonconnects.ca.

www.saskatoonconnects.ca May 29, 2013

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ANDREW CHAN

Water Resources Engineering

ROD DRUMMOND

Natural Envionment Management

RAVI MAHABIR

Air Quality and Carbon Management

GENE FROC

Geotechnical Engineering

SITAL RIHAL

Bridge Design

PABLO SAVID BUTELER

Architecture

EHA NAYLOR

Landscape Architecture

DAVID WIEBE

Transporta on Planning and Engineering

DENNIS KAR

Transit Planning

DAVID KRAHN

RAPID TRANSIT BUSINESS CASE

Transporta on Planning and Engineering

Rapid Transit Business Case WILLIAM BILL MENZIES

CORE BRIDGE STRATEGY

Project Execution Working Group

Core Bridge Strategy MIKE LAU

Integrated Planning Team

Project Management Working Group

JAMIE COOK

Economics / Real Estate

VIKTORIJA ABOLINA

Geographic Informa on Systems (GIS)

ALEXANDRA TOTEVA

Land Development

ALEXIS CANTER

Landscape Architecture

PABLO SAVID BUTELER

Architecture

DENNIS PIEPRZ

Urban Design

VIKTORIJA ABOLINA

Sustainable Planning

PHILIP PERLIN

Community and Land Use Planning

NODES, CORRIDORS AND INFILL PLAN

Nodes, Corridors and Infill Plan DANIEL KENNEY

Project Coordinator - TREVOR TUMACH

Project j Manager - JACQUELINE JACQU LIN EAST AS

Project Manager - CITY OF SASKATOON

ORGANIZATIONAL CHART

Figure 6: Project Organizational Chart

AMANDA HOWARD

Graphic Design

RYAN TOWNEND

Marke ng and Communica ons

JIM GIBSON

Digital Engagement

MATT FAUCHER

Stakeholder Database Specialist

JAGDEV SHAHI

Community Engagement

DAVID GOULD

Dispute Resolu on and Difficult Conversa ons Facilitator

TEAM COORDINATOR AUDREY LEBEL DESORCY

COMMUNITY ENGAGEMENT AND COMMUNICATION STRATEGY

Community Engagement and Communica on Strategy BARB SAMUELS

Project Administrator - LINDA BOWEN

STEERING COMMITTEE

AMEC

Watson Associates Economists LTD.

William Joseph Communica ons

Sasaki Associates LTD.

Chaordix

Dillon Consul ng Limited

PAUL BUMSTEAD

Forecas ng Planning

MICHAEL FLAINEK

Traffic Opera ons

PAULA NETO

Transporta on Policy

TRANSPORTATION PLANNING/DEMAND FORECASTING

Transporta on Planning/Demand Forecas ng SHAWN DOYLE

LEGEND

www.dillon.ca Dillon is a Canadian, employee-owned company providing a wide range of consulting services. The Company operates from 17 centres across Canada, from Sydney to Vancouver, with over 750 employees.

our clients; our firm belief is that if we achieve this, our own success will follow. Specifically, we have a full suite of professionals in the following fields of practice:

Our ability to manage projects involving various resources and multiple disciplines ensures that our clients deal with a single point of contact in delivery of all project needs. Our employees have skills in over 30 distinct disciplines, including planning, engineering, natural environment, landscape architecture, architecture, economics, as well as physical and social sciences.

• • • • • • • • • • • •

Our Mission

…To counsel and guide our clients wisely and with integrity towards the successful application of science, technology and management in their business

Our Vision

...To be recognized as the best in our industry at providing value to our clients. As an organization and as individuals, we believe we will be fully rewarded for attaining that standard. The vision we aspire to is not about us, it is about our clients. While others pursue growth and profit as their goals, we pursue success for

Planning and Development Strategies Water and Wastewater Systems Design Water Resources Transportation Engineering Transportation Systems Planning Geoscience Natural Environmental Management Municipal Engineering Environmental Management and Atmospheric Services Landscape Architecture and Environmental Design Waste Management and Remediation Solutions Building and Facilities Design (Electrical, Structural and Mechanical Engineering Design)

With an office in Saskatoon, Dillon will be the lead consultant responsible for the delivery of all project Elements. In particular, Dillon will lead the development and implementation of the Core Bridge Strategy, Rapid Transit Business Case, and the Community Engagement and Communication Strategy. Dillon will also lead the supporting work required by all Elements related to transportation planning and demand forecasting.

Dillon Consulting Limited Office Locations Yukon Territory Northwest Territories

Nunavut Yellowknife

New

British Columbia Alberta

an ew ch t ka

Calgary

ab rad or

Manitoba

s Sa

Vancouver

foun dla nd and L

St. John’s

Quebec

Saskatoon Winnipeg

New Brunswick

Ontario

Fredericton Saint John

Ottawa

PEI Nova Scotia

Sydney

Halifax

Toronto Kitchener Oakville

London Windsor

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Chatham

www.sasaki.com Sasaki is an international design firm that is actively engaged in virtually every aspect of the built environment—architecture, civil engineering, graphic design, interior design, landscape architecture, planning and urban design, and strategic planning. Our interdisciplinary structure adds client value. A purposeful cross-pollination of skills among our range of professionals results in a synthesis of economic reality, environmental sustainability, cultural awareness, and keen aesthetic judgment. Sasaki is the recipient of the American Planning Association’s 2012 “Firm of the Year” award.

Contribution - The Highest Value

We do nothing in isolation. Only through intensive, wide-ranging engagement with clients and user groups can designers meet multi-faceted needs. Our culture of creative contribution allows each member of a team—whether internal to Sasaki or part of a network of consultant collaborators—to add a specific expertise or viewpoint. Advantaged by the sum of these talents, we are the rare firm with both the resources and experience to take on the most complex planning assignments and the design talent to complete award-winning architecture, interiors, and landscape.

A Model Of Interdisciplinary Design

Sasaki is organized into the Campus Studio and the Urban Studio. Both are made up of interdisciplinary design groups focused on a broad range of project types within the studio area of expertise. Simultaneously providing organization and flexibility, project management is fixed in each studio, but often the creative team comprises members of both studios to ensure the success of complex projects. Firm principals, charged with direct client contact and accountability, orchestrate and inspire the team while tapping into the vast knowledge base within the firm. For example, our landscape architecture, planning, and urban design informs our architecture, and vice versa. An interior design solution in one project might hold the key to sustainability in another, while current work in China might inspire a creative approach to a project in Cleveland.

sustainability in our practice is evidenced through our inhouse expertise in the applications of sustainable engineering, planning, and design. An emerging area of our business, Sasaki Strategies, provides strategic planning, space planning, and financial planning know-how to complement our design services and is distinguished by a range of highly innovative, real-time graphic-interface decision support systems.

Serving Clients And Varied Constituencies

In forming alliances with clients, we look first and foremost to achieving the client’s goals, believing that a natural outgrowth of such a partnership is the enrichment of the public, institutional, and private realms in which we work. Regardless of the project site, Sasaki is committed to the ideal of rich, multilayered urban and town environments that generate societal cohesion and foster economic prosperity. We never forget the greater purposes inherent in our design endeavors—the wise stewardship and best use of private property; the openness, vitality, and sustainability of the public realm; the furtherance of the educational missions of colleges and universities; and the creation of enduring architecture and exterior environments that will last multiple generations.

Sasaki will lead the planning and development of the Nodes, Corridors and Infill Plan. They will be supported by all team members to ensure seamless implementation of related communication and consultation events, and integration of materials from other project elements (i.e., Core Bridge Strategy, Rapid Transit Business Case). Sasaki will also work closely with Watson and Associates Economists regarding population and employment forecasting and economic analysis.

A Range Of Experience, An Unlimited Horizon

The range of our projects is vast, from 10,000-square-foot corporate interiors to 500,000-square-foot academic and athletic buildings to entire new city precincts in places as distant and diverse as coastal California, urban New England, and the technology corridors of northern India. Our commitment to environmental sustainability is evidenced by Sustainable Solutions, a firm-wide vehicle for research and implementation of innovative green solutions. Our firm’s commitment to

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www.chaordix.com Calgary-based, Chaordix is a global leader in online crowd engagement, crowdsourcing and innovation. Chaordix’ Crowd Intelligence™ processes and technology facilitate stakeholder engagement for a wide variety of objectives including citizen engagement, market research, innovation and brand development, with organizations of all types, public and private sector. Chaordix has been solely focused on delivering world–class crowdsourcing programs since 2009, and has been referenced in many of the leading books and white papers on the subject. Chaordix has developed many successful internal and external Crowd Intelligence™ programs for some of the world’s leading organizations, including the US Government, Procter and Gamble, IBM, Government of Ireland, American Airlines, Orange/France Telecom (UK and Spain), World Wildlife Fund (Switzerland), and many others. The Chaordix Client Services Team works with clients to develop a comprehensive plan for successful stakeholder engagement,

brands and configures the Chaordix Crowd Intelligence™ technology platform to provide a best fit for each client, and oversees the full management of the program including moderation and reporting. Crowd Intelligence programs are dynamic and can adapt as needed to optimize the people and process flow within the crowd engagement. Chaordix has been not only a pioneer in the crowd engagement space, but continues to innovate and lead the marketplace. It has continually applied its know-how and technology for both business advancement and social good, and to help solve some of the world’s most pressing problems.

to address pressing problems faced by most of the world’s developing nations, such as lowering infant and maternal mortality, increasing childhood literacy and powering small farmers. Chaordix also worked with WWF in Switzerland to apply crowdsourcing and engage WWF employees, volunteers and Swiss citizens in identifying innovative environmental sustainability and diversity programs to be funded and championed by WWF.

Chaordix is a global leader in online crowd engagement, crowdsourcing and innovation. They will be an integral part of the Community Engagement and As an example, Chaordix was selected by the US Government Communication Strategy Team through leadership of Agency for International Development (USAID) to provide the platform and process expertise for its multi-year Grand all digital community engagement components. Challenges for Development Program, (http://www.usaid. gov/grandchallenges/ ) a series of global engagements

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www.williamjoesph.com William Joseph Communications is a brand-building agency. We help our clients tell stories that have energy and purpose. We are fearless in our quest to create meaning in the world. We engineer understanding and action. We believe in transparency and honest collaboration. We understand, through experience, that good ideas don’t come easy; but we also know that play is a necessary ingredient of the creative process. We are not consultants who will partner with you to help you simply get where you want to go – we are transporters of insight who will take you to places you never thought possible.

William Joseph offers a wide range of communication services including: • • • • • •

Advertising Brand Development Digital Direct Marketing Media Planning Promotions

• • • • •

Public Relations Research Sales Support Social Media Strategic Planning

With an office in Saskatoon, William Joseph will provide the necessary local knowledge and support in the development of all community engagement and communications related materials (i.e., branding, key message development, media plans, and advertising).

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www.watson-econ.ca Watson & Associates is one of Canadaâ&#x20AC;&#x2122;s leading economic consulting firms. Established in 1982, we offer a comprehensive range of fiscal planning and policy services to clients in government and the private sector throughout Ontario and beyond. Our unique and dynamic team of specialists has assisted clients from over 250 municipalities, utilities and school boards, as well as private industry, and senior levels of government, to frame their financial and economic strategies. Watson & Associates is widely recognized as a leading authority on the fiscal aspects of the municipal government and school board sector. The firm has earned its reputation for quality of analysis, as well as pragmatic and insightful interpretation of

the issues we address. We are well known for achieving results that translate into successful outcomes for our clients.

Watson will provide the necessary socio-economic impact analysis covering variables related, but not limited to, population growth, employment, land use, and infrastructure development, in order to support all Plans (Core Bridge Strategy; Rapid Transit Business Case; and Nodes, Corridors, and Infill Plan).

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www.amec.com AMEC (LSE: AMEC) is a focused supplier of consultancy, engineering and project management services to its customers in the world’s oil and gas, mining, clean energy, environment and infrastructure markets. With annual revenues of some £3.3 billion, AMEC designs, delivers and maintains strategic and complex assets and employs over 29,000 people in around 40 countries worldwide. AMEC Environment & Infrastructure (AMEC E&I), a division of AMEC Americas Limited, provides environmental, geotechnical, materials and water resources engineering services to clients worldwide. With more than 7,300 professionals and support staff in 230 offices worldwide, AMEC E&I offers an impressive depth and breadth of capabilities. Our specialists provide consulting services to public and private sector clients locally or globally, and often in long-term relationships. AMEC has established a track record of completing our clients’ projects safely, within budget and on schedule. Our success is based upon: • A partnering approach of working with our clients; whether private industries or government agencies; • Understanding our clients’ expectations, objectives and time requirements; • Extensive experience with a variety of industrial projects; • A project management structure that ensures accountability relevant to the assignment at hand; and, • A commitment to innovative problem-solving utilizing cutting-edge technology. • Sustainability. AMEC’s commitment to sustainability extends from corporate headquarters to field office through our internal and external actions. AMEC believes that sustainability policies add value to our clients’ business operations as well as our own. AMEC’s sustainable business practices balance economic, environmental and social responsibilities to meet the needs of clients and communities.

With an office in Saskatoon, AMEC will provide the necessary local knowledge and support to the Core Bridge Strategy Team by completing all required geotechnical engineering reviews and field inspections to support the strategy.

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Project Approach and Methodology The Saskatoon IGP and implementation process will be completed through a collaborative and connected planning effort encompassing the Elements of Nodes, Corridors and Infill Plan, Core Bridge Strategy, and Rapid Transit Business Case; all supported by the Communications and Marketing program and ancillary technical information (i.e., Strategic Travel Demand Forecasting Model, Population and Employment Forecasting and Economic Analysis). With this in mind, our overarching project approach and methodology for each Element has been organized into a four-phase planning process consisting of the following • Phase 1. Discovery • Phase 2. Alternatives • Phase 3. Plan Documentation • Phase 4. Implementation The following section outlines our general approach and methodology for each Element, including deliverables, team member information, and team lead biography. In some instances, the Project Team has made modifications to the scope of work presented in the original RFP to ensure that the appropriate level of detail and completeness in work is provided. The original intent of the scope of work as noted in the RFP has been maintained in all cases.

Supporting Technical Information The following technical information will support the completion of work for all Elements.

Public Consultation - Launch Event The approaches and methodologies noted below are technical, collaborative, and engaging. The team understands that engaging stakeholders and the public is critical to the success of the overall project. Our initial meeting with stakeholders and the public, noted as the launch event which will take place in October 2013, will serve to inform and consult with attendees regarding the values and principles for the work ahead for all Elements, collect information regarding their criteria to weigh options and alternatives, and understand issues and concerns. The team understands the importance of appropriate, upfront and effective consultation and it is our intent to ensure we do not “Decide, Announce, and Defend”. Refer to our Community Engagement and Communications Strategy section below for more information.

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Updating the Strategic Travel Demand Forecasting Model The City of Saskatoon is about to launch a major upgrade to its existing Strategic Travel Demand Forecasting model (in VISUM software), but the timing of the model upgrade (complete by end of 2015) is currently not consistent with the project schedule for the IGP (requires functioning model by fall 2013). As a result, our team’s strategy to travel demand forecasting for the IGP is to make calculated updates to the existing VISUM model to insure that it meets the IGP project requirements while avoiding investments in model revisions that would be discarded as the major upgrade is completed. We will complete the following updates to the VISUM model for the IGP • Bring the base model year up to 2011 (land use and transportation networks), consistent with the most complete traffic count data set, the last census year, and existing horizons within the model • Verify key model parameters, such as trip generation rates • Calibrate the model against intersection and Screenline/cordon counts and transit ridership data • Develop land use distributions at applicable scales for the 300,000, 400,000 and 500,000 population scenarios that reflect the Nodes, Corridors and Infill Plan, support the Core Bridge Strategy and Rapid Transit Business Case, and meet the growth objectives for the City • We will meet with City staff at the beginning of the model update process to develop a clear understanding of the areas requiring focus and to discuss approaches that will maximize the long term value of the effort spent on the model update • A transit demand forecasting tool is required for the Nodes, Corridors and Infill Plan and the Rapid Transit Business Case that can project variations in transit ridership resulting from alternative land use and transit service strategies. We will use the auto layer of the existing travel demand model and observed traffic and transit ridership data to extend the existing travel model to create person-trip and transit trip matrices

Economic Analysis It is understood that the City will undertake a detailed Employment Area Study in the near future; however, the need for evaluating existing and new sites for strategic employment area development is critical to the success of the Rapid Transit Business Case and the Nodes, Corridors and Infill Plan. As a result, population and employment forecasting and economic analysis will be completed using a systematic approach to determine the optimal use and location of land. The analysis will involve a comparison of two or more alternatives to achieve set objectives as noted in the RFP (e.g., quantity land value uplift as a result of the rapid transit corridor). The results of the analysis will support all Elements and ensure consistency in baseline data related to population and employment forecasting. Details on the scope of work are noted in Tasks 1.7 and 1.8 of the Nodes, Corridors, and Infill Plan.

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a great place to live General Approach The Nodes, Corridors, and Infill (NCI) Plan will establish a visionary framework for both infill and greenfield development that aims to maximize economic development efforts while adhering to the guiding principles established by the City including • Create and enhance complete communities • Improve access to employment and amenities • Create and enhance mobility options for people • Promote connectivity between and within neighborhoods • Ensure efficient use of infrastructure and land Building on the City’s Strategic Plan, Community Vision and other planning initiatives, the key objective of the NCI Plan is to identify potential node and corridor locations with the greatest net benefit to the City and its residents. Nodes will be economic and cultural focal points of the City, while corridors will serve as the multi modal connectors throughout the City. Together nodes and corridors will form a mutually beneficial system within which the whole is greater than the sum of its parts. It is evident from Saskatoon Speaks that connectivity is essential to City residents, therefore location of corridors in relationship to nodes is a critical part of the methodology in identifying potential nodes and corridors for sustainable growth. Existing and proposed infrastructure and economic activity will inform locations for nodes and corridors and show their potential for intensification through infill. Therefore, the NCI Plan will be fully coordinated with the Core Bridge Strategy and Rapid Transit Business Case Elements, and supported by employment areas analysis to ensure a truly integrated approach to Saskatoon’s IGP.

The NCI Plan will investigate candidate nodes and corridors outlined in the City’s RFP Appendix B Nodes, Corridors and Infill Study and be based on land use, economic, and transportation analysis and will further investigate the viability of candidate nodes and corridors as well as explore other potential strategic locations. Through analysis of current land use, transportation, economic sectors, and Saskatoon’s many assets, we will develop a transformative plan, taking into consideration the following • Short, medium and long-term planning strategies to address the City’s future population target • Key infill corridors and strategic infill zones in currently developed areas of the City to capitalize on existing infrastructure and revitalize underutilized sites • Strategies to incentivize infill development • New sustainable development areas focused on building integrated communities around “Main Street” and TransitOriented Development (TOD) concepts • The highest and best use of the land for each type of area • Development of transition areas between nodes, corridors and infill areas, and the existing urban fabric • Development and framework for a Complete Streets policy in order to facilitate a range of active transportation options • Prioritization of locations for development will pay particular attention to the rapid transit business case being developed concurrently • Linking land use context along corridors and the design and function of the roadways themselves The NCI Plan will explore opportunities and propose strategies to develop vibrant, walkable, mixed-use, multi-modal communities that preserve the vitality of existing neighborhoods, and are rooted in economic, political, and operational realities.

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Methodology

The background materials collection and review will be done in a coordinated and efficient manner in order to ensure that information required to support other Elements is also identified.

Phase 1. Discovery The Discovery phase of work will involve a broad investigation and analysis of existing conditions to understand the character of the study area and relevant social, economic, environmental, land use, urban design, built heritage, cultural heritage landscapes, and municipal infrastructure conditions as the basis for the study. The process will include a tour of the study area; collection and review of base data, background information and current and ongoing planning studies; GIS analysis of existing conditions; planning and urban design analysis; economic analysis; and confirmation of guiding principles for identifying nodes, corridors and infill opportunities. These tasks will be followed by an integrated team work session to coordinate initial findings with the Core Bridge and Rapid Transit planning elements, and review by the Steering Committee and Infrastructure Services Department. The NCI analysis and guiding principles will be refined based on the outcomes of the team work session and direction from the Steering Committee and Infrastructure Services Department. Subsequently, the analysis will be presented to community stakeholders through the public consultation process, and documented in a report to Council. Specific Phase 1 tasks include Task 1.1, Review Initial Nodes, Corridors and Infill Study and Confirm Methodology

The team will review the NCI Study Preliminary Discussion Paper in order to understand and confirm the study’s guiding principles, methodology, identified constraints, and initial list of candidate nodes and corridors. The team will either confirm the principles and methodology, or recommend adjustments. Any recommended revisions to the principles and methodology will be reviewed and confirmed with the project Steering Committee. Task 1.2, Study Area Tour

The team will tour the City with a particular emphasis on the candidate nodes and corridor areas identified in the NCI Task Team’s Preliminary Discussion Paper. The goal of the tour is to understand the character of the study area and document existing conditions. The tour will be coordinated to include other critical team members to understand the opportunities and constraints related to other project Elements (i.e., Core Bridge Strategy, Rapid Transit Business Case). Tasks 1.3, Data and Background Material Collection and Review

The NCI team will collect and analyze existing data and background material to develop an understanding of existing conditions. The review will include demographic information, city policies and regulations, current and ongoing planning studies, and other data.

An initial list of studies includes • City of Saskatoon Strategic Plan 2012-2022 • Saskatoon Speaks Community Vision City Centre Plan • City of Saskatoon Official Community Plan • North Commuter Bridge Plan • Neighbourhood Level Infill Design Guidelines • North Downtown Master Plan • Household Travel Survey • College Quarter Concept Plan • Planning for Growth Regional Corridor Study • Ongoing Sector Plans • Other Planning and Development Branch planning studies Task 1.4, Review and Confirm Initial Candidate Nodes and Corridors

Based on the confirmed principles and methodology, City tour, and background material review, the team will review the list of candidate nodes and corridors and recommend additions or deletions to the list. The proposed changes will be reviewed with the Steering Committee, and the revised list will form the basis of subsequent investigations. Task 1.5, GIS Analysis of Candidate Node and Corridor Analysis

Using existing City GIS data and maps, the team will perform a GIS analysis of the candidate nodes and corridors, taking into consideration such factors as existing and adjacent land uses, density, land ownership, municipal infrastructure, mobility and access, land values, environmental conditions, natural features and other factors. The GIS analysis will be used solely to inform design and development decisions and will not be delivered as a stand alone GIS data protocol to the City. The findings of the analysis will be mapped graphically in order to reveal patterns, as well as opportunities and constraints within the candidate sites. The consultant will perform analysis based on the data provided by the City of Saskatoon and will not be responsible for collection of new or missing GIS data. Task 1.6, Planning and Urban Design Analysis

The team will perform a planning and urban design analysis of the candidate sites to understand overall character, built form, building typologies, built heritage, cultural heritage landscapes, natural features, open space quality and character, structure and conditions, natural features, and municipal infrastructure information. The findings of the analysis will be documented with images and diagrams in order to reveal patterns, as well as opportunities and constraints within the candidate sites.

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Task 1.7, Growth Scenarios

In accordance with the population targets established by the City (i.e. 300,000, 400,000 and 500,000), the team will provide a range of corresponding short, medium and long-term employment forecasts for the City. These employment forecasts will be developed based on an assessment of key macro-economic growth drivers within the City and surrounding region. Specific consideration will be given to identified growth potential in existing and emerging “export-based” employment clusters related to the industrial and office commercial sector. The long-term population and employment growth forecasts will be evaluated and reviewed at a high-level by the NCI team and the Steering Committee to develop a preferred long-term municipal-wide growth scenario for the City. Based on a review of existing land use and infrastructure opportunities, forecast population and employment growth potential will be identified within existing intensification areas, designated greenfield lands and future urban expansion areas. Specific attention will then be given to identified growth opportunities along the proposed rapid transit corridor and other identified existing and future nodes and corridors. Task 1.8, Economic Analysis

In identifying future priority growth areas along identified nodes and corridors, consideration will be given to the market demand and feasibility of residential and non-residential development with respect to built-form (e.g. high-density housing, commercial office) and forecast absorption rates. Based on an assessment of local economic conditions, identified areas for potential intensification, revitalization or redevelopment along the rapid transit corridor and other nodes and corridors will be listed according to strong, moderate or low market potential. Areas with lower market potential may require financial incentives/ tools to improve their financial viability. These include (but are not limited to) • Tax increment financing (TIF) • Waiving of building permit and planning fees • Development levy exemptions • Special tax rates • Redevelopment loan/grant programs • Brownfield remediation programs • Public-private partnerships • Other economic development support programs, including the marketing and promotion of residential and non-residential redevelopment areas The potential benefits of financial incentives (in terms of encouraging development that otherwise would not have occurred) will be considered at a high-level against the potential impacts on municipal revenues. As with any government subsidy or program which is designed to influence private sector investment decisions, it is important to ensure that the public expenditure or foregone revenue produces a community benefit of a greater magnitude. Ideally, such funding would be

“gap funding,” which serves to move an opportunity which is at the margin or just below it, from an investor’s perspective, into an acceptable business case. Given the range in financial feasibility associated with developing throughout the proposed transit corridor as well as along other identified nodes and corridors, financial incentives will be focused in areas where market demand potential or development interest has been identified and where the “funding gap” can be reasonably overcome through financial incentives. Consideration will then be given to the broad economic impacts associated with forecast development along the proposed rapid transit corridor and other identified nodes and corridors, including • Temporary (i.e. construction), direct, in-direct and induced employment • High-level consideration of the value uplift associated with the proposed rapid transit corridor • Future tax assessment revenue Task 1.9, Integrated Team Collaboration and Steering Committee Review

The NCI team will meet in a work session with the Core Bridge and Rapid Transit teams to share findings from the analysis of each planning element so there is a shared understanding of existing conditions, issues, opportunities and constraints. Subsequent to this work session, the integrated planning team will seek feedback and direction on the initial findings from the IGP Steering Committee. The team will also meet with the City’s Infrastructure Services Department during this work session. Task 1.10, Revise Analysis and Principles

The NCI team will revise the analysis based on the outcomes of the work session and Steering Committee and Infrastructure Services Department review. Task 1.11, Public Consultation and Report to Council

The team will seek input on the analysis from community stakeholders at a public consultation event (Launch Event planned for October 2013), and will prepare a subsequent summary report to Council. The public consultation event will be coordinated with other Elements needs for public consultation and input in order to ensure a coordinated “one window” approach.

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Phase 1 Deliverables • • • • • • • • •

City of Saskatoon Tour Technical memorandum documenting recommendations and confirmed direction from NCI study review Photo documentation of study area tour Summary technical memorandum documenting relevant key findings from document review Annotated PowerPoint documenting findings of GIS analysis Annotated PowerPoint presentation documenting planning and urban design analysis Technical memorandum documenting economic analysis Annotated PowerPoint presentation and poster boards (where required) for public consultation event Summary report to Council

Phase 2. Alternatives The goal of the alternatives phase is to create up to three alternatives and use them as learning tools to inform the creation of the preferred integrated growth vision plan. It will explore options for nodes and corridor area development where a transition to increased density and mix of uses may be appropriate. The alternatives will confirm the priority nodes and corridors that align with opportunities for improved transit service, including potential rapid transit. Particular consideration will be given to opportunities for intensification and transit-oriented development in both residential and employment areas. The NCI team will prepare up to three alternatives for priority nodes and corridors based on the findings of the analysis phase of work. The alternatives will consider existing and surrounding land uses and character, potential for intensification or redevelopment, potential to support rapid transit options, economic viability, and other factors.

The alternatives will be tested using Sasaki’s SmartPlan model, which will generate a summary of development characteristics for each alternative, including Floor Area Ratio (FAR), land uses by type (e.g. low- medium- and high-density residential units, retail, commercial or employment uses), number of parking spaces for each land use, open space areas, vehicular and pedestrian circulation elements by linear or square foot, and other physical planning factors, as required. The data generated through the SmartPlan model will assist in comparing each alternative relative to the City’s planning and zoning regulations, and from a financial perspective. The visual and urban design characteristics of each alternative will be illustrated in plan form and 3-D digital massing studies developed in the SmartPlan model. The initial alternatives will be reviewed in an integrated team work session to align node and corridor options with Core Bridge and Rapid Transit planning, and subsequently, by the Steering Committee and Infrastructure Services Department. The alternatives will be refined based on the outcomes of the team work session and direction from the Steering Committee and Infrastructure Services Department. As noted in the following Element sections, at this time revisions to the Core Bridge Strategy and Rapid Transit Business Case will also be made by the team to ensure consistency in deliverables. Subsequently, the alternatives will be presented to community stakeholders through the digital techniques identified in the public consultation process, and documented in a report to Council.

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Specific Phase 2 tasks will include -

Phase 3. Plan Documentation

Task 2.1, Prepare Initial NCI Alternatives

The Plan Documentation phase of work will focus on developing the draft and final NCI plan, together with General Design and Development Guidelines. A location for the pilot secondary plan will also be identified during this phase.

The NCI team will prepare an initial round of alternative options for priority nodes and corridors based on the findings of the analysis phase of work. The alternatives will consider existing and surrounding land uses and character, potential for intensification or redevelopment, potential to support rapid transit options, economic viability, and other factors. As part of this task, the NCI team will employ Sasaki’s SmartPlan model to generate a summary of development characteristics for each alternative, in order to analyze and compare each alternative. Task 2.2, Integrated Team Collaboration and Steering Committee Review

The NCI team will meet in a work session with the Core Bridge and Rapid Transit teams to review the alternatives and revise, improve or reject options. Subsequent to this work session, the integrated planning team will present the alternatives to the IGP Steering Committee for review and direction. The team will also meet with the City’s Infrastructure Services Department during this work session. Task 2.3, Prepare Preferred Alternatives

The NCI team will revise the alternatives based on the outcomes of the work session and Steering Committee and Infrastructure Services Department review. The preferred alternatives will be developed with appropriate graphics and data for clear communication to community stakeholders during subsequent public consultation events. Task 2.4, Steering Committee Review

The revised alternatives will be submitted to the Steering Committee for review, feedback and approval in advance of the public consultation event. Task 2.5, Public Consultation and Report to Council

The team will engage the community stakeholders and seek feedback on the preferred alternatives at a public consultation event and prepare a subsequent summary report to Council.

Phase 2 Deliverables • • • •

The NCI plan will contain an Urban Structure Plan with typologies for nodes and corridors, as well as descriptions of the land use context next to major transportation linkages. It will identify existing TOD nodes as well as nodes where additional development will achieve an appropriate TOD mix. The plan will identify and prioritize corridors, corridor segments or station areas where transitions to increased density and mix of uses may be appropriate with a focus on residential and mixed-use areas, and consideration of non-residential areas. It will also include new land use typologies for the City’s Official Community Plan. The NCI Plan will integrate the findings of the economic analysis performed in Phase 1, including recommendations for financial incentives and tools to improve the financial viability of NCI strategies, and be developed with close guidance and advisory support of the Core Bridge and Rapid Transit teams to ensure that all connections are made where required. The General Development Guidelines will contain best practice principles for transit-oriented development. The guidelines will include general criteria to identify underutilized properties, principles for TOD development with appropriate transitions to adjacent areas, and strategies to mitigate impacts of new development adjacent to existing stable communities. The guidelines will also contain principles for public realm improvements to ensure new developments are integrated with Complete Streets Policies. The draft NCI Plan and Development Guidelines will be reviewed in an integrated team work session to ensure alignment with Core Bridge and Rapid Transit planning elements, and subsequently, by the Steering Committee and Infrastructure Services Department. The Plan and Guidelines will be refined based on the outcomes of the team work session and direction from the Steering Committee and Infrastructure Services Department. Subsequently, they will be presented to community stakeholders through the public consultation process, and documented in a report to Council . Specific Phase 3 tasks will include the following Task 3.1, Prepare Draft NCI Plan and Guidelines

Annotated PowerPoint documenting initial alternatives SmartPlan summary of development characteristics Annotated PowerPoint presentation and poster boards (where required) documenting preferred alternatives for the public consultation event Summary report to Council

The NCI planning team will develop the draft NCI Plan, including the Urban Structure Plan and Development Guidelines, as described above.

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Task 3.2, Integrated Team Collaboration and Steering Committee Review

The NCI team will meet in a work session with the Core Bridge and Rapid Transit planning teams to review the draft NCI Plan and Guidelines. Subsequent to this work session, the integrated planning team will present the alternatives to the IGP Steering Committee for review and direction. The team will also meet with the City’s Infrastructure Services Department during this work session. Task 3.3, Revise Draft NCI Plan and Guidelines

The NCI team will revise the draft NCI Plan and Guidelines based on the outcomes of the work session and Steering Committee and Infrastructure Services Department review. The draft NCI Plan and Guidelines will be developed with appropriate graphics and data for clear communication to community stakeholders during the subsequent public consultation event. Task 3.4, Present Draft Plan and Guidelines to Stakeholders and Community

The team will review and seek feedback on the Draft Plan and Guidelines from community stakeholders at a public consultation event. Task 3.5, Prepare Final NCI Plan and Guidelines and Identify Secondary Plan Location and Zoning Amendments

Based on the input from the public consultation event and Steering Committee direction, the NCI team will prepare the final NCI Plan and Guidelines report. As part of this effort, a recommended location for the pilot secondary plan will be identified, and criteria for amending the City’s Zoning By-laws will be highlighted. Task 3.6, Steering Committee Review

The final NCI Plan, guidelines, recommended Secondary Plan location, and criteria for amending the Zoning By-laws will be submitted to the Steering Committee for review prior to submission of the final report to Council. Task 3.7, Report to Council: Final NCI Plan

The team will prepare a summary report to Council documenting the final NCI Plan, Guidelines and recommended Secondary Plan location and criteria for amendment the Zoning By-laws.

Phase 3 Deliverables • • •

Annotated PowerPoint documenting draft NCI Plan and Guidelines Annotated PowerPoint documenting final NCI Plan and Guidelines for public consultation event Draft and final NCI Plan and Guidelines summary report to Council, including recommended Pilot Secondary Plan Location and criteria for amending the City’s Zoning By-law

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Phase 4. Implementation The Implementation Phase goal is to bridge the gap between the preferred vision plan and the subsequent work involved in translating the vision into practice and it will lay out groundwork for implementation that will be carried out by the City of Saskatoon into the future. The work will focus on the preparation of the Complete Streets Policy, Pilot Secondary Plan, and Secondary Plan Process Guide. The Policy, Plan and Guide will complement the NCI Plan and build on the General Design and Development Guidelines completed in Phase 3 of the work program. The Complete Streets Policy will contain high level goals, and a recommended policy framework. The Pilot Secondary Plan will be prepared for the rapid transit corridor, or a high priority segment of the corridor. The content of the plan will be developed in collaboration with the Steering Committee, and will address land use opportunities for areas adjacent to future transit, taking into consideration the findings of the economic analysis performed in Phase 1 of the work program. It will contain a vision for the corridor that builds on the content of the NCI Plan and General Development Guidelines, and incorporate strategies to ensure development is compatible with surrounding development and that impacts are mitigated. The Pilot Secondary Plan will contain an urban design framework plan and design principles for compliance with the General Development Guidelines. It will also outline an implementation strategy and identify potential Official Community Plan and Zoning Bylaw amendments. The Secondary Plan Process Guide will contain guidance for City Administration to undertake future Secondary Plans. The content of the Process Guide will be developed in consultation with the Steering Committee. The draft Complete Streets Policy, Pilot Secondary Plan, and Secondary Plan Process Guide will be reviewed in an integrated team work session to ensure alignment with Core Bridge and Rapid Transit planning elements, and subsequently, by the Steering Committee and Infrastructure Services Department. The draft Policy, Plan and Guide will be refined based on the outcomes of the team work session and direction from the Steering Committee and Infrastructure Services Department. Subsequently, they will be presented to community stakeholders through the public consultation process, and documented in a report to Council . The NCI team will draw on the expertise and advisory support of the City staff to assist in developing these elements. Specific Phase 4 tasks will include the following Task 4.1, Prepare Draft Complete Streets Policy

The NCI team, with advisory support from other Element team members, will prepare the draft Complete Streets Policy, which will complement the NCI Plan and build on the General Design and Development Guidelines completed in Phase 3 of the work plan.

Task 4.2, Prepare Draft Pilot Secondary Plan

The NCI planning team, with advisory support from other Element team members, will prepare the draft Pilot Secondary Plan for the rapid transit corridor, or a high priority segment of the corridor. The content of the plan will include information on population, density, built forms, transportation and infrastructure and any other information deemed appropriate through collaboration with the Steering Committee. Task 4.3, Prepare Draft Secondary Plan Process Guide

The NCI team will prepare the draft Secondary Plan Process Guide, which will also be developed in collaboration with the Steering Committee. Task 4.4, Integrated Team Collaboration and Steering Committee Review

The NCI team will meet in a work session with the Core Bridge and Rapid Transit planning teams key members to review the draft implementation plans and policies. Subsequent to this work session, the integrated planning team will present the implementation plans and policies to the Steering Committee for review and direction. The team will also meet with the Cityâ&#x20AC;&#x2122;s Infrastructure Services Department during this work session.

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Task 4.5, Public Consultation: Draft Complete Streets Policy, Secondary Plan and Process Guide

The team will seek feedback on the draft complete streets policy, pilot secondary plan and process guide from community stakeholders at an online public consultation event. Task 4.6, Prepare Final Complete Streets Policy, Pilot Secondary Plan and Process Guide

Based on the input from the public consultation event and Steering Committee direction, the NCI team will prepare the final Complete Streets Policy, Pilot Secondary Plan and Process Guide. Task 4.7, Steering Committee Review

The final Complete Streets Policy, Pilot Secondary Plan and Process Guide will be submitted to the Steering Committee for review prior to submission of the final report to Council. Task 4.8, Report to Council: Final Complete Streets Policy, Pilot Secondary Plan and Process Guide

The NCI consultant team will prepare a summary report to council documenting the final Complete Streets Policy, Pilot Secondary Plan and Process Guide.

Phase 4 Deliverables • • •

Annotated PowerPoint documenting draft Complete Streets Policy, Pilot Secondary Plan, and Secondary Plan Process Guide for public consultation event Draft Complete Streets Policy, Pilot Secondary Plan, and Secondary Plan Process Guide Final summary report to Council, documenting the Complete Streets Policy, Pilot Secondary Plan, and Secondary Plan Process Guide

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Table 3: Nodes, Corridors and Infill Plan - Project Team

Name

Daniel Kenney (Lead) Sasaki Associates LTD.

Philip Perlin

Sasaki Associates LTD.

Ron Shishido

Dillon Consulting Limited

Viktorija Abolina

Sasaki Associates LTD.

Ann Joyner

Dillon Consulting Limited

Dennis Pieprz

Sasaki Associates LTD.

Victor Eskinazi

Sasaki Associates LTD.

Brendyn Seymour

Dillon Consulting Limited

Pablo Savid-Buteler Sasaki Associates LTD.

Alexis Canter

Sasaki Associates LTD.

Eha Naylor

Dillon Consulting Limited

Alexandra Toteya

Sasaki Associates LTD.

Les Humphrey

Dillon Consulting Limited

Years of Experience

Credentials AICP, AIA

MUP, B.A, AICP, CIP, SCUP.

M.E.S., B.A. (Geography)

M.Arch, MCP, Urban Design Certificate, B.A.

3.5

MES, MCIP, RPP

HASLA

MCP, Urban Design Certificate, B.Arch (licensed 10 architect in Brazil, CAU) BA (Hons), MAUD 7 (Dist.), RPP, MCIP

Role

Lead for Nodes, Corridors, and Infill Plan Community and Community and land use planning Land Use Planning across all phases Community and land Community and use planning support Land Use Planning across all phases Sustainable Planning GIS Analysis in Phase 1, Urban sustainability and Geographic strategies across Information all phases Systems (GIS) Urban sustainability Sustainable Planning strategies support across all phases Urban Planning and Design

Urban Design

Urban design and analysis

Urban Design

Urban design and analysis

Urban Design

Urban design and analysis

M.Arch, LEED

Architecture

Scenario development

MLA

Landscape Architecture

Landscape Design and analysis

Landscape Architecture

Landscape Design and analysis support

7.5

Land Development

Land use analysis and development

Land Development

Land Development support

MBA Bachelor of Landscape Architecture B.A. Architecture and Economics BES, M.Arch, RIBA

Jamie Cook

M. (Urban and Regional Planning) MCIP, RPP

Land Economist

Barb Oâ&#x20AC;&#x2122;Connor

M.(Environmental Studies) MCIP, RPP

Land Economist

Erik Karvinen

M. (Urban Planning) MCIP

Land Demand Specialist

Brian Hanger

B. (Urban & Regional Planning)

Land Demand and Modelling Specialist

Watson and Associates LTD.

Watson & Associates LTD.

Responsibilities

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Lead for Population and Economic Analysis Demographics, Urban Planning and Municipal Finance Economic Impact Assessment, Municipal Finance Demographics, Land Needs Forecasts, Transportation Planning Demographics and Land Needs Forecast Modeling

Team Lead Bio - Nodes, Corridors and Infill Plans Daniel R. Kenney, AICP, AIA Number of years of experience: 38 Current Company Position and Duties: Managing Partner, Sasaki Associates Ltd. Expertise: Urban Planning and Design Project Experience Dan serves as a Managing Principal for numerous planning and design projects. He organizes multidisciplinary teams to provide comprehensive planning and urban design services. He has more than thirty-eight years of professional experience directing complex institutional, urban, land planning, resort, regional, and environmental projects throughout the world. He has taught both urban design (Boston Architectural Center) and campus planning (Harvard University Graduate School of Design Executive Education Program). He has also co–authored the book Mission and Place: Strengthening Learning and Community Through Campus Design, published by ACE/Praeger Press. Dan is also a member of the ULI Public-Private council and has won many awards including an Honor Award from the American Society of Landscape Architects, for Megaproyecto Puebla Plus, in Puebla, Mexico, and an Excellence in Planning Award from the Society for College and University Planning and the American Institute of Architects’ Committee on Architecture for Education for the University of North Texas - Dallas Master Plan, Dallas, Texas. As the Sasaki Managing Principal for this project, Dan has ample experience with nodes, corridors, and infill. His example work is vast including projects like the Lowry Air Force Base, a 1,866 acre facility providing 7,000 jobs. It was the first base to be closed that was located entirely within a city, 90% in Denver and 10% in Aurora, Colorado. He helped prepare a long-range master plan for Megaproyecto Puebla Plus in Puebla, Mexico, a rapidly urbanizing city of 1,000,000 people, encompassing an area of 1,400 km2. The plan establishes a sustainable strategy for growth by concentrating high density development along transit lines; locating industrial parks along transitways; defining a “growth limiting” greenbelt to encircle the city; improving infrastructure systems; preserving important cultural resources; restoring river corridors and agricultural resources. Another notable project, the Master Plan for West Campus Lands at the University of Calgary, was located within the city and densified the area, providing a dynamic blend of housing, workspace and laboratories, and cultural, civic and retail amenities. Dan worked in Rochester Minnesota on the Downtown Master Plan, and established a strong and sustainable framework of open space, streets, and an engaging public realm that forms a foundation within which future development can occur. Dan also worked on the Dallas Area Rapid Transit study, which revolved around a transit oriented development, the end goal of which created improvements that support the development of ground-level retail uses, to animate the street, and to provide a safe environment during off peak hours.

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an integrated city General Approach An investment in “higher-order” transit, planned and integrated with intensified urban development efforts, is necessary to realize the goals of the IGP. It is a critical that the key attributes of higher order transit, such as frequency, speed, reliability, comfort and convenience, fit within an overall approach to network design for the transit system. Different parts of the network, whether they be rapid transit, local main lines or feeder routes, must work together to provide easy and seamless travel. As a starting point, a review of Saskatoon Transit’s existing Network Design Philosophy will be undertaken and recommendations will be made to transition the existing timedtransfer, coverage-based network to one that supports the IGP’s goals. These recommendations, along with proposed criteria to evaluate rapid transit options, will be presented for feedback through public consultation activities coordinated by the Community Engagement and Communications team. The Network Design Philosophy and Rapid Transit Selection Criteria will be used in the development of the Rapid Transit Business Case. The preliminary work completed by the City in its “Rapid Transit Study” will then be reviewed, with possible modifications to the contemplated Green and Gold lines proposed and evaluated. In collaboration with the NCI and Core Bridge teams, this work will identify a preferred alignment and the desired station locations for each rapid transit corridor. In addition, order-of-magnitude ridership forecasts will be estimated for each corridor. The recommended rapid transit network concept plan will be presented for public comment through another round of consultation activities. The feedback will be used to finalize a recommended alignment/stations option for each corridor in the proposed rapid transit network.

To refine this concept plan for the City’s rapid transit network, a series of technical tasks will then be conducted. The technical work will include an assessment of rapid transit technologies, the development of representative design concepts/standards for major rapid transit elements (e.g. runningways, stations, transit priority measures), the design of a rapid transit service plan, and the preparation of Class D capital and operating cost estimates for the preferred alignment in each rapid transit corridor. The various corridors will then be assessed to identify the corridor with the highest potential to meet the goals of the IGP and to outline subsequent phases towards the completion of a full rapid transit network. This more detailed Rapid Transit Network Plan will then be presented for public comment through a third consultation round. For the highest-ranked rapid transit corridor, a functional plan will then be prepared. It will be consistent with the NCI Plans and Core Bridge Strategy, will include infrastructural and operational components and will be fully documented with plans, maps, and illustrations of design elements. This will be followed by the development of a funding and delivery strategy for consideration by the City. This approach will ensure that rapid transit complements and supports the intensification and sustainability goals of the IGP and that rapid transit is fully integrated with the Core Bridge Strategy and with other travel modes. Comprehensive consultation is planned at key milestones to ensure that the Plan is developed with public input and support.

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Methodology •

The following methodology details tasks spread throughout four key Phases (Discovery, Alternatives, Plan Documentation, and Implementation).

Phase 1. Discovery Specific Phase 1 tasks include Task 1.1, Review Saskatoon’s Transit Network Design Philosophy

Saskatoon Transit currently operates a network of 22 routes • 11 provide all-stop service on all days of the week • 4 provide limited-stop service on all days of the week (DART routes) • 3 provide all-stop service throughout the day on weekdays only • 4 provide all-stop service during weekday peak periods only The routes operate predominantly on clock-face headways of 30 or 60 minutes with timed transfers amongst routes scheduled at major transit hubs in the City Centre/Downtown and at 5 suburban locations. It is important that any new component to the transit network be consistent with an overall network design philosophy. With the introduction of rapid transit, a re-examination of the existing network philosophy is warranted. In particular, the respective roles of different types of services and the manner in which they are coordinated and integrated require definition. The current service standards policy and work completed to date by the City on Transit 2.0 will be used to inform this review. Through an initial project start-up meeting and subsequent telephone/ email exchanges with City staff, such issues as the following will be reviewed • One of the City’s objectives (as stated in the RFP) is to base transit service “primarily on patronage rather than coverage”. This suggests the establishment of a Frequent Transit Network (FTN). Should the FTN include only the contemplated rapid transit corridors, or should it include other corridors where there is high ridership demand but insufficient space for rapid transit infrastructure? • What design guidelines should be used for the FTN? • Should complete arterial corridors or only portions of them be included in the FTN? • What are the minimum service standards for the FTN (days of operation, hours of service, headways)? • Is the timed-transfer model appropriate for the FTN? • What approach should be used for rapid transit service design: a “through-routing” approach to minimize transfers (where vehicles uses a combination of rapid transit runningways and the street system to provide a complete set of “feeder”, “line haul”, and “distribution” functions), or a “connection-based” approach that mimics the network design of fixed-rail systems

•

(where passengers must rely on feeder routes, park and ride lots, walking and cycling to access rapid transit service)? What other types of services should be provided in areas not covered by the FTN (local mainline services, feeder routes, industrial park shuttles, etc.)? How should paratransit service be integrated with the FTN?

Options on Transit Network Design Philosophy will be summarized and presented for consideration by City staff and for public feedback during the consultation in Task 1.5. During Task 1.1, a coordinated tour of Saskatoon and appropriate background research/review will be undertaken, as noted in Tasks 1.2 and 1.3 of the NCI Plan. Task 1.2, Develop Evaluation Criteria for Selection of Rapid Transit Corridor Alignments and Station Locations

This task will build on the work undertaken by the City in its “Rapid Transit Study” and will develop evaluation criteria that will be used to provide an updated assessment of rapid transit alignments and station locations. Examples of candidate criteria include: • Proximity to locations that can accommodate higherdensity development as identified in the alternatives analysis conducted by the the NCI consultant team • Proximity to locations/activity centres that generate/attract high levels of transit ridership (University, downtown, etc.) • Integration with the Core Bridge Strategy (Does the rapid transit alignment require a widening of an existing bridge, the construction of a new bridge? Is there potential for the bridge and rapid transit strategies to share infrastructure?) • Congruence with overall Transit Network Design Philosophy • Nature of adjacent land use • Estimated future transit demand in major travel corridors as the City grows (as estimated by the Demand Forecasts work) • Physical characteristics of the candidate corridors (Is there sufficient space in the pedestrian realm to accommodate stations? Is there sufficient right-of-way width to accommodate a rapid transit runningway? Would existing traffic lanes need to be converted to exclusive transit use? Can intersections be modified to accommodate rapid transit requirements?) • Traffic operational impacts (signalization coordination, emergency vehicle access, management of cross-street traffic, etc.) • Projected impacts of rapid transit on other road users in the corridor (traffic congestion, travel time, delay, turning restrictions, access/egress, etc.) • Potential impacts on property/businesses/residences adjacent to candidate corridors • Potential impacts on utilities • Overall project capital costs • Operating costs A proposed matrix of evaluation criteria will be prepared for consideration during the Public Consultation in Task 1.5.

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Task 1.3, Integrated Team Collaboration and Steering Committee Review

The Rapid Transit team will meet in a work session with the NCI and Core Bridge teams key members to review the results from Tasks 1.1 and 1.2. Subsequent to this work session, the integrated planning team will present the results to the Steering Committee for review and direction. Please note that these are the same meetings as mentioned in Task 1.9 of the NCI Element above. These are not additional meetings. Please refer to the project schedule for more information. Task 1.4, Revise Analysis and Principles

The Rapid Transit team will revise the analysis based on the outcomes of the work session and Steering Committee review. Task 1.5, Public Consultation: Transit Network Design Philosophy, Principles and Rapid Transit Evaluation Criteria

At the Launch Event scheduled for October 2013 (as previously mentioned in Task 1.11, NCI Plan above), we will gather and analyze feedback on • Options for the type of transit network desired by citizens to meet current and future travel needs • The evaluation criteria the City should use to select and prioritize rapid transit corridors and station locations Task 1.6, Report to Council

The Rapid Transit team will prepare a subsequent summary report for the Steering Committee and Council to include the Transit Network Design Philosophy, Principles, and Rapid Transit Selection Criteria, upon refinement based on community feedback.

Phase 1 Deliverables • • •

Summary technical memorandum identifying recommended Transit Network Design Philosophy, Principles, and Rapid Transit Evaluation Criteria Summary memorandum outlining feedback received during the public consultations Annotated PowerPoint presentation and poster boards (where required) for public consultation event

Phase 2. Alternatives Specific Phase 2 tasks include Task 2.1, Select Preferred Rapid Transit Corridor Alignments and Station Locations

Using the Transit Network Design Philosophy, Principles, and Rapid Transit Evaluation Criteria, this task will review the preliminary work undertaken by which the City in its “Rapid Transit Study”, propose and evaluate modifications to the contemplated Green and Gold lines, and outline preferred corridor alignments and station locations. Ridership estimates will be made for the rapid transit corridors, including: • Peak period and non-peak rapid transit ridership for each population target (300,000; 400,000; 500,000) as estimated by the Demand Forecasts work. This will be used to determine the temporal requirements for the rapid transit service (weekday peak periods only, all day on weekdays only, all day on all days of the week, etc.) • An estimate of passenger activity at each station, including those proposed at nodes identified as having high potential for high density development by the NCI team The work of this task will be coordinated with that of the NCI team to identify the best locations for high density development and to estimate the associated population/employment levels required to support rapid transit. It will be coordinated with the Core Bridge Strategy team to identify opportunities to optimize river crossing infrastructure for transit vehicles, active transportation users, and motorists. Task 2.2, Integrated Team Collaboration and Steering Committee Review

The Rapid Transit team will meet in a work session with the NCI and Core Bridge teams key members to review the results from Tasks 2.1 above. Subsequent to this work session, the integrated planning team will present the results to the Steering Committee for review and direction. Please note that these are the same meetings as mentioned in Task 2.2 of the NCI Element above. These are not additional meetings. Please refer to the project schedule for more information.

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Task 2.3, Public Consultation: Rapid Transit Corridor Alignments and Station Locations

A summary of the analysis of options and the preferred alignment/ station locations for each rapid transit corridor will be presented to the public and stakeholders for feedback. The options will be displayed in map format, along with their advantages and disadvantages, and the public will be invited to raise questions, issues and concerns, and comment on them and suggest modifications for further consideration. The Online corresponding Alternatives and Options Event (January 2014) will provide us the opportunity to gather and analyze feedback from the public and stakeholders. Based on the feedback received and in collaboration with the Steering Committee, the Rapid Transit team will finalize a recommended option for each rapid transit corridor. Task 2.4, Recommended Rapid Transit Corridor Alignments and Station Locations Working Paper

Documenting the work undertaken in Tasks 2.1, 2.2 and 2.3, this task will outline a recommended alignment and station locations for each rapid transit corridor, summarize ridership forecasts for the recommended rapid transit corridors, and identify the temporal requirements for rapid transit service in the recommended rapid transit corridors. Task 2.5, High Level Assessment of Rapid Transit Technology Options

Based on the Transit Network Design Philosophy, the physical characteristics of the recommended corridor alignments, rapid transit ridership forecasts, representative capital costs, and development goals, the following technologies will be assessed: • LRT: At Grade • BRT: Median Busway • BRT: On-Street (Dedicated Lanes/Queue Jumps, Transit Signal Priority, etc.) A report will be prepared that compares the technologies, identifies the contexts to which each technology is most suited, and assesses applicability in the City’s context. While a specific rapid transit technology will be recommended, the assessment will include potential options to transition from one technology to another as the City grows towards the 500,000 population target. Task 2.6, Develop Conceptual Infrastructure Plan

This task will include the preparation of preliminary and representative design concepts/standards for the major rapid transit elements (runningway, stations, transfer facilities, transit priority measures, etc.). Standards, guidelines, and typical applications outlined in our existing internal “BRT Planning and Design Manual” (which summarizes industry best practices for application in the Canadian context) will be used to develop these conceptual designs. Where appropriate, variations

of each element will be prepared to provide flexibility in application for the different urban contexts in the rapid transit corridors. For stations, representative design concepts will be prepared, illustrating layouts and passenger amenities. This work will be undertaken with the NCI team to ensure that rapid transit design elements support the overall intensification, development, and urban design objectives of the IGP. These concepts and standards will be reviewed with the Steering Committee, will be used in the Conceptual Service Plan of Task 2.7 below, and will be included in the Public Consultation activities of Task 2.11 also described below. Task 2.7, Develop Conceptual Service Plan

Based on the Transit Network Design Philosophy and the recommended technology, a conceptual service plan will be developed for the recommended option of each rapid transit corridor. A phased service plan will be developed with service levels outlined for each population horizon (300,000; 400,000; 500,000). For each horizon year, the components of the service plan will include: • Right-of-way requirements for the rapid transit runningway and stations • Routings for rapid transit routes and other routes that provide connections with the rapid transit service • Specification of service spans, headways, and vehicle requirements for each rapid transit route by day of week and time period • Rapid transit fleet requirements, including spares • Representative station layouts (from Task 2.6) • Representative transit priority applications (from Task 2.6) • Allocation of right-of-way space amongst the various road users • Impact of rapid transit on other road users and adjacent properties (traffic congestion, travel time, delay, turning restrictions, access/egress, etc.) Task 2.8, Prepare Cost Estimate of Alternatives

Class D Cost Estimates (defined “to be in unit cost analysis format based upon a comprehensive list of project requirements and assumptions”) of capital and operating costs will be prepared for the recommended option in each rapid transit corridor. These estimates will provide “order of magnitude” costs suitable for long-term capital planning and budgeting purposes. Class D capital costs will be developed for the following components: • Runningways • Structures • Stations, Shelters, and Passenger Amenities • Lighting, Signage, Landscaping

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• • • • • • • •

Land Drainage Utility Modifications Property acquisition Vehicle Maintenance/Storage Facilities Transit Priority Measures Traffic Signal/Traffic Operations Modifications Intelligent Transportation Systems (ITS) Applications Fleet Acquisition

An estimate of equivalent annual Class D operating costs will be developed for service operations (including rapid transit routes and supporting route network). This work will include consultation with Saskatoon Transit to determine local unit costs to use to prepare the operating cost estimates and to discuss operating requirements for rapid transit support services (e.g. runningway maintenance, station maintenance, ITS support, etc.). Task 2.9, Develop Rapid Transit Network Phasing Plan

The recommended option for each rapid transit corridor will be assessed and ranked using the following criteria: • Consistency with Transit Network Design Philosophy • Mobility Impacts (Availability, Frequency, Reliability, Travel Time, Comfort, Convenience, Safety) • Access Impacts (transit access to key destinations and activity centres) • Potential to Attract New Ridership • Degree of integration with NCI Plan • Potential for Development/Re-development of Adjacent Properties • Environmental Benefits • Impacts on Other Road Users • Capital Costs • Operating Costs This assessment will prioritize rapid transit corridor development in the City, identify the initial corridor that has the highest potential to meet the goals of the IGP, and recommend a phasing plan for the development of a complete rapid transit network.

information and comment. The Offline and Online Alternatives and Options Event (March 2014) will provide us the opportunity to gather and analyze public feedback. This feedback will be used to refine the plan, including both infrastructural and operational components. Task 2.12, Recommended Rapid Transit Network Phasing Plan

This deliverable will document the work undertaken in Tasks 2.6 - 2.11, including documents, maps, and drawings that illustrate the recommended overall rapid transit network plan, its phasing, and overall service plan. Specific documentation for the recommended initial corridor will include: • Representative cross-sections of key alignment segments • Station locations • Station designs concepts • Right-of-way arrangements for traffic, rapid transit, pedestrian, and active transportation functions

Phase 2 Deliverables •

Task 2.10, Steering Committee Review

The integrated planning team will present the findings to the IGP Steering Committee for review and direction prior to proceeding to the consultation event. Task 2.11, Public Consultation: Recommended Rapid Transit Network Phasing Plan

Documents, maps, and drawings will be used to present the overall rapid transit network plan, its recommended phasing, representative design concepts for the major rapid transit elements, and an overall rapid transit service plan for public

• • • • • • •

Summary technical memorandum and illustrative map showing each alignment/stations option, including documentation of advantages/disadvantages of each option Draft and Final Rapid Transit Corridor Alignments and Station Locations Working Paper Summary technical memorandum identifying Rapid Transit Technology Options Draft and Final Conceptual Infrastructure Plan Draft and Final Conceptual Service Plan Draft and Final technical memorandum outlining Class D cost estimates for Alternatives Draft and Final Rapid Transit Network Phasing Plan Annotated PowerPoint presentation and poster boards (where required) for public consultation event

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Phase 3. Plan Documentation

illustrative drawings of the alignment, cross-sections, station locations, and representative station designs will be prepared for the City to use in its public communications.

Specific Phase 3 tasks include Task 3.1, Functional Plan for Highest Rated Rapid Transit Corridor and Public Communications Materials

Based on available information on existing rights-of-way, adjacent properties, utilities, underground utilities, etc., a functional design for the recommended initial rapid transit corridor will be prepared. This functional design will include a plan to view the horizontal alignment of the corridor and representative cross-sections, will illustrate station footprints and layouts, and will identify any property requirements and reconfigurations of existing streets and intersections. The plan will include a phasing strategy to expand both infrastructure and service levels on the initial corridor as the City grows in population and employment. Standards, guidelines, and typical applications outlined in our internal “BRT Planning and Design Manual” will be used to inform the development of the functional plan for the infrastructure, including: • Rapid transit runningway, adjacent roadways, intersections, and vehicle access/egress approaches • Design requirements for any required structures • Station locations, types, and representative designs • Lighting and landscaping requirements • Land drainage requirements • Utility modification requirements • Property requirements • Required transit priority measures • Required new traffic signal infrastructure • Required equipment for ITS applications (e.g. on-board information displays, on-board security cameras, realtime passenger information systems, transit signal priority) • Active transportation integration The operational component will include: • A phased rapid transit service plan (route network, days of operation, service span, service frequency, vehicle requirements) that outlines opening day service levels and provides guidelines for service expansion as the city grows • A complementary service plan for other parts of the transit network • A vehicle acquisition plan (volume and timing of acquisitions, required spare ratio) • Rapid transit support requirements (runningway maintenance, station maintenance, ITS support, rapid transit branding strategy, etc.). To facilitate public comprehension and understanding,

Task 3.2, Transit Demand Forecasting Methodology

To assist in the phased development of the rapid transit network, as previously mentioned, a transit demand forecasting methodology will be prepared for integration with the City’s Transportation Model currently under development. Task 3.3, Integrated Team Collaboration and Steering Committee Review

The Rapid Transit team will meet in a work session with the NCI and Core Bridge teams key members to review the results from Tasks 3.1 and 3.2 above. Subsequent to this work session, the integrated planning team will present the results to the Steering Committee for review and direction. Please note that these are the same meetings as mentioned in Task 3.2 of the NCI Element above. These are not additional meetings. Please refer to the project schedule for more information. Task 3.4, Revise Functional Plan and Public Communications Materials

The Rapid Transit team will revise the results and analysis based on the outcomes of the work session and Steering Committee review. Task 3.5, Present Draft Plan and Guidelines to Stakeholders and Community

The Rapid Transit team will present the Draft Plan and Guidelines to the community stakeholders at an online public consultation event. Task 3.6, Prepare Draft Report: Implementation and Delivery Mechanisms

This task will identify next steps to progress the design of the initial rapid transit corridor to a stage at which more detailed cost estimates can be made, identifying potential funding sources, and evaluating project delivery mechanisms. Examples of potential funding sources include: • Tri-partite funding agreements amongst governments • Allocation of a portion of annual transit fare revenue to a rapid transit reserve • Project dedicated transportation user charges • Project dedicated tax • Private sector contributions (e.g. through land uplift value capture) Based on an assessment that considers project costs, project

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risks, funding sources, and local practices, and in consultation with City staff, one of the following potential delivery mechanisms will be recommended: • Traditional design, tender, construct • P3 Design/Build (DB) • P3 Design/Build/Finance (DBF) • P3 Design/Build/Finance/Maintain (DBFM) Task 3.7, Report to Council

The Rapid Transit team will prepare a subsequent draft report for the Steering Committee and Council to include Implementation and Delivery Mechanisms, upon refinement based on community feedback.

Phase 3 Deliverables • • • •

Draft and Final Functional Plan for Highest Rated Rapid Transit Corridor Draft and Final Illustrations for Public Communications Draft and Final technical memorandum outlining Transit Demand Forecasting Methodology Draft and Final Implementation and Delivery Mechanisms Report

Phase 4. Implementation The Rapid Transit team will provide advisory support to the NCI team throughout Phase 4. Any other Phase 4 work, as noted below, is out of scope. Phase 4 work may include • Appointment of consultants for detailed design • Design preparation - 70% • Design presentation to the public and key stakeholders as information • Detailed design preparation - 100% • Funding decision for construction/implementation • Integrated team collaboration and Steering Committee review • Construction/implementation

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Table 2: Rapid Transit Business Case - Project Team

Name

William (Bill) Menzies (Lead) MBA Dillon Consulting Limited

Dennis Kar

Dillon Consulting Limited

Stephanie Simard

Dillon Consulting Limited

Keenan Patmore

Dillon Consulting Limited

David Wiebe

Dillon Consulting Limited

David Krahn

Dillon Consulting Limited

Richard Pidsadny

Dillon Consulting Limited

Eha Naylor

Dillon Consulting Limited

Alexis Canter

Sasaki Associates LTD.

Pablo Savid-Buteler Sasaki Associates LTD.

Years of Experience

Credentials

Role

Transportation and Transit Planning

M. (Urban Planning) MCIP, RPP

Transit & Transportation System Planning

M.Sc (Civil Engineering)

M.Sc (Civil Engineering) B.SC ( Civil Engineering)

P.Eng.

C.Tech

MBA B.(Landscape Architecture)

MLA

M.Arch., LEED

B.Comm (Hons)

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Responsibilities Lead for Rapid Transit Business Case

Transit & Transportation System Planning Lead for Transit Service Planning Transit & Transportation Transit & Transportation System Planning System Planning Assistance for Transit Service Planning Transit & Transportation System Planning Transit & Transportation Assistance for Transit System Planning Service Planning and Rapid Transit Functional Planning Transportation Transportation Engineering Civil Engineering Engineering Lead for Rapid Transit Civil Engineering Functional Design Transportation Engineering and Transportation Engineering and Planning Planning Civil Engineering Civil Engineering Senior Advisor for Rapid Transit Business Case Transportation Technologist Transportation Assistance for Technologist Rapid Transit Functional Design Landscape Architecture Lead for Landscape Landscape Architecture Architecture for Rapid Transit Functional Design Assistance for Landscape Architecture Landscape Architecture Architecture Lead for Integration Architecture of NCI and Rapid Transit Plans

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Team Lead Bio - Rapid Transit Business Case William (Bill) Menzies, MBA, B.Comm (Hons) Number of years of experience: 32 Team: Dillon Consulting Limited Expertise: Transit Planning, Transit Service Evaluation, BRT Planning/Design/Implementation, ITS Planning Project Experience Bill Menzies recently joined Dillon after completing a 32-year career with Winnipeg Transit, a department of the City of Winnipeg. As Winnipeg Transit Manager of Service Development, Bill was responsible for service planning, scheduling, passenger information systems, marketing, rapid transit development, and the integration of transit planning with overall city planning. He also managed the department’s multi-year Transit Improvement Program between 2007 and 2012 that included a comprehensive implementation of Intelligent Transportation Systems (ITS) technology, on-street transit priority measures, bus stop/station infrastructure upgrades, fleet renewal, park and ride facilities, and Winnipeg’s first rapid transit project, the Southwest Transitway. As Winnipeg Transit’s project manager for the Southwest Transitway, a fully-featured, grade-separated Bus Rapid Transit (BRT) facility, Bill coordinated project planning studies, technology reviews, and cost estimation exercises, prepared reports and documents required for project and funding approvals, and was responsible for BRT system design, public consultation, rapid transit service design, passenger information systems, marketing, and all implementation matters. During his tenure at Winnipeg Transit, Bill coordinated work on other rapid transit initiatives including the Graham Avenue Transit Mall (the downtown component of the rapid transit system - implemented in 1996), the Eastern Transit Corridor and the Western Transit Corridor. As Dillon’s Senior Transit Planner, Bill recently completed a review of the proposed service plan for Rapibus in Gatineau, Quebec. Rapibus is a new 12 km BRT facility that will be put into operation in the fall of 2013 by Gatineau’s transit agency, La société de transport de l’Outaouais (STO). Throughout his career at Winnipeg Transit, Bill was extensively involved in Winnipeg’s urban planning. He was a key member of the City’s inter-departmental planning group, contributed directly to regular updates of the City’s official plan, and served on the steering committee for the Transportation Master Plan. Bill holds MBA and B.Comm (Hons) degrees from the University of Manitoba, with specialization in quantitative methods, operations research, and marketing research.

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making connections General Approach The following provides a systematic approach to the completion of the Core Bridge Strategy scope of work. The general approach (and methodology) noted below will determine the need for additional crossing capacity in the City of Saskatoon City Centre and recommend an appropriate course of action for the medium and long-term. Through our approach, due attention will be paid to alternatives that include making the existing bridges and connecting transportation system work as effectively as possible and evaluating non-bridge construction approaches to manage river crossing capacity.

Identify Planning Parameters Upon completion of the tour of Saskatoon and background materials review, the Core Bridge team will begin the Core Bridge Strategy by establishing the planning framework for a possible new facility. The City identified a number of detailed system performance measures in the RFP document; we will confirm their expectations of the system analysis and system performance, particularly given the challenges associated with the Strategic Travel Demand Model that will be used for the IGP. Working in parallel and coordination with the NCI and Rapid Transit teams, we will compile and synthesize the transportation and land development philosophies and policies from the City long range planning documents, such as Transit 2.0 and the Official Community Plan, to give context to the identification and evaluation of alternative bridge corridors. Design parameters for a new bridge will be determined through a review of Provincial and City design guidelines, transit system objectives, and Saskatoon’s Active Transportation practices. Finally, evaluation criteria and a comparative evaluation process for bridge alternatives will be established. Document potential corridors The existing road network pattern and planned development/ redevelopment opportunities will be reviewed and all feasible corridors that provide the potential for additional transportation capacity across the South Saskatchewan River will be identified

(including widened and/or new bridges). We will also consider, develop, and analyze a ‘’non-construction’’ option to ensure that all possible infrastructure and service improvement options for the medium to long-term have been assessed. All corridors will be reviewed at a strategic level to screen out any that have significant Natural, Human, Engineering, or Transportation Environment impediments to implementation (e.g., impacts on a sensitive natural area, inconsistency with planned City-building objectives, inability to achieve transportation capacity benefits of the bridge on the bridge approaches, etc.). Existing and planned future conditions will be compiled and documented for the remaining Bridge Alternatives.

Forecast travel demands The updated 2006 Strategic Transportation Demand Forecasting Model will be used to project strategic transportation demands across the South Saskatchewan River for the 300,000, 400,000, and 500,000 person population scenarios for all modes of travel. Demand forecasts and growth at the Screenline level and documented existing demands within the Alternative Bridge corridors will be used to project future demands at a corridor level for each Alternative. Identify potential of non-auto solutions Potential contributions from improving efficiencies in existing corridors, reducing demands through Travel Demand Management Measures, and promoting shifts to transit and Active Modes will be identified and assessed. Working closely with the Rapid Transit team, particular attention will be paid to the potential to increase transit ridership through the development of a Rapid Transit system. Prepare functional designs for alternative bridge corridors In support of the work completed to date the Core Bridge

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Strategy, the following tasks will be completed as part of assessing alternative bridge corridors • Compile base mapping for corridors • Prepare cross-section based on transportation demands and objectives, and appropriate bridge design criteria • Prepare functional design for each alternative bridge, identifying centreline, profile, and property envelope • Identify modifications required to optimize approaches for each alternative bridge • Prepare Class D cost estimate for each alternative bridge

Public Consultation Up to three opportunities will be provided for stakeholders and the public to provide input into the Core Bridge Strategy. Consultation will take place through both online and in-person events and be completed in coordination with the need for input to NCI and Rapid Transit Elements. Select Preferred Corridor The potential impacts and benefits of each alternative bridge will be evaluated for all aspects of the environment (Natural including air quality, Human, Transportation, and Engineering) using the draft evaluation criteria established earlier in the project. A comparative evaluation of the alternative bridges will be completed using the estimated impacts and a preferred alternative will be identified.

Methodology The following methodology details tasks spread throughout four key Phases (Discovery, Alternatives, Plan Documentation, and Implementation).

Phase 1. Discovery Specific Phase 1 tasks include Task 1.1, Synthesize Background Data and Reports

As part of the documents review to be completed by the team (previously noted in Tasks 1.2 and 1.3 of the NCI Plan, and Task 1.1 of the Rapid Transit Business Case), the Core Bridge team will collect all available background data and reports from the City of Saskatoon and the Province of Saskatchewan and synthesize it into a concise summary of the foundation of the Core Bridges Element. The foundation document will include brief written summaries of background reports and graphical presentation of data, issues and opportunities. During this task, a coordinated tour of Saskatoon will also be completed as previously mentioned. Task 1.2, Project Initiation Meetings

The Core Bridge team will conduct a “Listen and Learn” project

initiation meetings with City staff to develop a more complete understanding of the City’s expectations for the Core Bridges Strategy and the status of current parallel and integrated work. It is expected that these meetings will take place during the trip to Saskatoon for the tour. The meetings will focus on a unique aspect of the planning and design of a new bridge crossing, as well as exploring the non-bridge and do-nothing considerations, allowing the appropriate City staff with interest and responsibilities in the individual workshop topics to provide background and context in their areas of expertise. Meetings will be conducted on: 1. The development of the expanded/upgraded Strategic Demand Forecasting Model 2. The assessment of Transportation System performance (measurements and benchmark targets) 3. The design of modified and/or new Bridge corridors 4. The evaluation of Alternative Bridge Corridors The Strategic Demand Forecasting Model meeting will discuss the status of the current model and identify the areas where the team will need to focus in the model update. We will also discuss the City’s approach to the 2015 model upgrade and identify areas where the value of the proposed effort can be maximized for the ultimate model. The System Performance workshop will discuss the list of performance measures historically used by the City, the list of measures suggested in the Terms of Reference and the City’s planning and operations objectives and determine a list of performance measures and targets to use in the IGP. In tune with the needs and direction of the NCI team, we will include a discussion about Complete Streets and determine any impact on measuring performance and/or performance targets. The Design meeting will discuss the required bridge design parameters for both modified bridge corridors and new bridge corridors (if different). The discussion will also include parameters to be used in designing modifications to the roadway approaches to the bridges, as the solution must account for the corridor, not just the bridge. The evaluation of alternative designs meeting will discuss the appropriate parameters to assess impacts and benefits from new or modified bridge corridors and the recommended approach to selecting the preferred alternative through a comparative evaluation process. The Core Bridge team will tour Saskatoon during this task, observing conditions and operations in the key potential corridors. Task 1.3, Update 2006 Strategic Demand Forecasting Tool

As mentioned at the outset, the team will update the existing (2006) Strategic Demand Forecasting Model, making it available to support the completion of all Elements of the IGP. We will

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begin by confirming and updating as necessary the population and employment data within the model for the 300,000, 400,000, and 500,000 population scenarios, accounting for the anticipated growth areas within Saskatoon and the initial directions of the NCI Plan. The team will also update transportation network elements, accounting for municipal and provincial projects. The team will audit performance of the model against observed conditions, adjusting parameters as required and use existing transit ridership data to develop a transit ridership forecasting capability within the model. Task 1.4, Public Consultation: Community Input on Values, Principles and Measures

At the Launch Event scheduled for October 2013 (as previously mentioned in Task 1.11, NCI Plan and 1.4 of the Rapid Transit Business Case above), we will gather and analyze feedback on • Validation of the values and guiding principles for the core bridge strategy • Criteria to assist us when we measure, weigh, and prioritize the options and alternatives generated • Input on the analysis and criteria for the Core Bridge Strategy (new or modified bridges, alternative solutions) • Input on measures to assist in the evaluation of transportation system behavior under various bridge solution options and alternatives • Listen and learn opportunities about existing and planned future conditions Task 1.5, Confirm Values and Principles, and Develop Performance Measures and Targets for Transportation System

The Core Bridge (CB) team, working in close coordination with the NCI and Rapid Transit teams, will confirm value and principles, and develop a working vision and principles, and confirm the expected transportation system performance measures and targets to be used in the Saskatoon IGP with the City of Saskatoon.

Task 1.8, Document Existing and Planned Conditions in Bridge Corridors

The CB team will complete an inventory of the existing and planned conditions within the alternative bridge corridors, based primarily on available sources, supplemented by field observations where required. The team will review and document conditions in the Natural, Human, Engineering, and Transportation Environments, including a preliminary assessment of geotechnical and hydrological conditions in the area of potential bridge crossings. Task 1.9, Integrated Team Collaboration and Steering Committee Review

The CB team will meet in a work session with the NCI and Rapid Transit planning teams key members to review the results from Tasks 1.1 and 1.6. Subsequent to this work session, the integrated planning team will present the results to the Steering Committee for review and direction. Please note that these are the same meetings as mentioned in Task 1.9 of the NCI Element and Task 1.3 of the Rapid Transit Element. These are not additional meetings. Please refer to the project schedule for more information. Task 1.10, Revise Analysis and Principles

The CB team will revise the analysis based on the outcomes of the work session and Steering Committee review. Task 1.11, Report to Council

The CB team will prepare a subsequent summary report for the Steering Committee and Council to include the deliverables from Phase 1, upon refinement based on community feedback.

Phase 1 Deliverables

Task 1.6, Develop Design Criteria for Modified and New Bridge Crossings

The CB team will develop the preferred design criteria for a modified bridge, a new bridge, and for the roadway approaches within the bridge corridor. Task 1.7, Develop Evaluation Criteria for Selection of Preferred Bridge Crossing

The CB team will develop the evaluation criteria for measuring impacts and benefits within Bridge corridors and the selected approach to completing a comparative evaluation of the Alternative Bridges.

• • • • • • • • • •

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Summary technical memorandum documenting relevant key findings from document review Summary memorandum documenting results from project initiation meetings Updated 2006 Strategic Demand Forecasting Tool Draft and final principles, performance measure, and targets for transportation system Draft and final design criteria for modified and new bridge crossings Draft and final evaluation criteria for selection of new bridge crossing Draft and final summary technical memorandum documenting existing and planned conditions in bridge corridors Summary memorandum documenting results of the public consultation session Phase 1 results summary report for the Steering Committee and Council Annotated PowerPoint presentation and poster boards (where required) for public consultation event

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Phase 2. Alternatives Specific Phase 2 tasks include Task 2.1, Screening Level Assessment of Alternatives

The CB team will review all corridors at a strategic level to screen out those that have significant Natural, Human, Engineering, or Transportation Environment impediments to implementation (e.g., impacts on a sensitive natural area, inconsistency with planned City-building objectives, inability to achieve transportation capacity benefits of the bridge on the bridge approaches, etc.). Task 2.2, Forecast Travel Demands Across Planning Screenlines

The CB team will forecast the travel demands across the key planning Screenlines (e.g., the South Saskatchewan River) for all modes of travel for the 300,000, 400,000, and 500,000 population scenarios. Forecasts will acknowledge the early thinking in the NCI Plan and the Rapid Transit Business Case. Task 2.3, Forecast Travel Demands Within Potential Bridge Corridors

The CB team will develop travel demand forecasts within the Alternative Bridge corridors. We will use the Screenline forecasts to factor the existing travel demands in the corridors to represent future demands under the 300,000, 400,000 and 500,000 population scenarios. Task 2.4, Identify Potential of Non-Structural Solutions (TDM, TSM, Active Modes, etc.)

The CB team will review current and anticipated travel conditions across the South Saskatchewan River Screenline and identify the potential for non-structural solutions to resolve any future capacity deficiency. We will consider current Travel Demand Management (TDM) initiatives in the City and the potential for additional reductions in single auto travel. We will review transportation operations in existing Bridge corridors and look for potential to improve carrying capacity through optimization (i.e. Transportation System Management or TSM). We will also look for opportunities to increase the mode shares of non-auto modes through system and local improvements. Task 2.5, Prepare Conceptual Designs for Alternative Bridge Corridors

The CB team will compile engineering base mapping for the Alternative Bridge corridors, using mapping available from the City (ideal scale is 1:10,000). Each corridor will include the Bridge crossing and the roads comprising the bridge approaches.

The team will prepare a typical cross-section for the modified or new Bridge based on transportation demands and objectives and appropriate bridge design criteria. After that point we will prepare functional designs for each Alternative Bridge, identifying centreline, profile, and property envelope. As well, we will also identify the modifications required to optimize the approaches for each Alternative Bridge to ensure that the added Bridge capacity can be achieved within the transportation system. We will prepare Class D cost estimates for each Alternative Bridge. Task 2.6, Steering Committee Review

The CB team will meet in a work session with the NCI and Rapid Transit planning teams key members to review the results from Tasks 2.1 and 2.7. Subsequent to this work session, the integrated planning team will present the results to the Steering Committee for review and direction. Please note that these are the same meetings as mentioned in Task 2.2 of the NCI Element and Task 2.2 of the Rapid Transit Element. These are not additional meetings. Please refer to the project schedule for more information. Task 2.7, Evaluate Benefits, Impacts and Performance of Potential Solutions

The CB team will assess the impacts and benefits associated with each Alternative Solution, using the Evaluation Criteria established in the Discovery Phase of the IGP. The assessment of Alternative Solutions will include an explicit evaluation of the Do-Nothing or Non-Construction Option to clearly place the physical and financial impacts of new construction in context. Environmental effects in all aspects of the Environment (Natural, Human, Engineering, Transportation) will be measured based not only on the footprint of the Alternative, but also as a result of construction of the Alternative and operation of the transportation system with the Alternative Bridge in place. The evaluation will be completed in collaboration with the NCI and Rapid Transit team in order to ensure that consistent and functioning solutions are achieved.

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Task 2.8, Select Possible Preferred Alternative

The CB team, based on input from the other Element teams, the City, and public consultation, will select the Preferred Bridge option by comparing the impacts and benefits of the Alternative Bridges and evaluating trade-offs through a lens that reflects the values of the community, the criteria gathered and the perspectives of the City of Saskatoon. Task 2.9, Integrated Team Collaboration and Steering Committee Review

The integrated planning team will present the findings to the IGP Steering Committee for review and direction prior to proceeding to the consultation event. Task 2.10, Revise Analysis

The CB team will revise the analysis based on the outcomes of the work session and Steering Committee review. Task 2.11, Public Consultation: Evaluation of Alternative Bridge Corridors

At the offiline and online consultation events, we will gather and analyze feedback on An understanding of any issues or concerns • Bridge and roadway capacity options and priority locations • Input into the benefits, impacts and performance of potential bridge corridors • Feedback that will assist us in understanding of the environmental, natural, human, engineering and transportation issues, impacts, and concerns about the alternative bridge solutions • Gathering criteria that will assist in evaluating the “non construction” and non-structural bridge alternatives • Gather input regarding designs, options, and alternatives • Annotated PowerPoint presentation and poster boards (where required) for public consultation event Task 2.12, Report to Council

The CB team will prepare a subsequent summary report for the Steering Committee and Council to include the deliverables from Phase 2, upon refinement based on community feedback.

Phase 2 Deliverables • •

Summary memorandum documenting results of the public consultation session Draft and Final Phase 2 results summary report for the Steering Committee and Council

Phase 3. Plan Development Specific Phase 3 tasks include Task 3.1, Functional Design of Preferred Bridge Alternative

The CB team will prepare a Functional Design for the preferred Alternative Bridge corridor at a 1:1,000 scale. Task 3.2, Phasing and Staging Concept for Corridor Modifications, Including Cost Analysis

The CB team will prepare an initial phasing strategy for modifications within the preferred Bridge corridor, identifying logical staging and dependencies for the construction phase. We will refine and improve our Class D cost estimate for the preferred Alternative for budgeting purposes. Task 3.3, Preliminary Mitigation Strategy

The CB team will review the environmental effects identified for the preferred Bridge corridor and develop a preliminary mitigation strategy to reduce or eliminate negative impacts. Cost for all mitigation effects will be included within the cost estimate for the Bridge. Task 3.4, Core Bridge Strategy Draft Report

The CB team will prepare a project report documenting the data, evaluation and recommendations of the Core Bridge Strategy. The report will also identify all future work required to implement the preferred Bridge strategy. Task 3.5, Integrated Team Collaboration and Steering Committee Review

The CB team will meet in a work session with the NCI and Rapid Transit planning teams key members to review the results from Tasks 3.1 and 3.4. Subsequent to this work session, the integrated planning team will present the results to the Steering Committee for review and direction. Please note that these are the same meetings as mentioned in Task 3.2 of the NCI Element and Task 3.3 of the Rapid Transit Element. These are not additional meetings. Please refer to the project schedule for more information.

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Task 3.6, Revise Analysis

Phase 3 Deliverables

The CB team will revise the analysis based on the outcomes of the work session and Steering Committee review. Task 3.7, Public Consultation: Implementation and Mitigation Plan

The following outlines the outputs of the online consultation event • • •

Feedback on the functional design of the preferred bridge alternative solution, phasing, and mitigation strategies An understanding of any issues or concerns Inputs on the development of the strategic travel demand forecasting model

Task 3.8, Updated 2006 Strategic Travel Demand Forecasting Model

The CB team will transfer the updated Strategic Travel Demand Forecasting Model files to the City to further their work in the 2015 Model upgrade. We will include a written summary of the assumptions and modifications used to develop the model update. Task 3.9, Report to Council

•

• • • •

A city-wide map illustrating relevant transportation and river crossing infrastructure, proposed river crossing locations and cross-sections of the proposed river crossing(s) and network connection. Summary memorandum documenting results of the public consultation session A draft and final Core Bridge Strategy report documenting the data, evaluation and recommendations of the core bridge study completed in all phases. Travel demand model forecasting model files in an electronic and compatible format Annotated PowerPoint presentation for public consultation event

Phase 4. Implementation The CB team will provide advisory support to the NCI team throughout Phase 4. Any other Phase 4 work, as noted below, is out of scope. Phase 4 work may include • Modifications to Existing Traffic Operations/Control Strategies • Preliminary Design of Bridge Corridor Modifications • Detailed Design of Bridge Corridor Modifications • Construction of Bridge Corridor Modifications

The CB team will prepare a subsequent Core Bridge Strategy report for the Steering Committee and Council to include the deliverables from Phase 3, upon refinement based on community feedback.

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Table 1: Core Bridge Strategy - Project Team

Name Mike Lau (Lead) Dillon Consulting Limited

Credentials

Years of Experience

Role

P.Eng.

Transportation Engineering and Planning

P.Eng.

Transportation Engineering and Planning

C.Tech

P.Eng.

Tim Hiebert Dillon Consulting Limited

C.Tech.

Sital Rihal Dillon Consulting Limited

P.Eng.

Nestor Guingcangco Dillon Consulting Limited

CADD. Tech.

P.Eng.

David Krahn Dillon Consulting Limited Richard Pidsadny Dillon Consulting, Limited Jeff Crang Dillon Consulting Limited Michael Prime Dillon Consulting Limited

Gene Froc AMEC Engineers Ravi Mahabir Dillon Consulting Limited Rod Drummond Dillon Consulting Limited Trent Hreno Dillon Consulting Limited Andrew Chan Dillon Consulting Limited Shawn Doyle Dillon Consulting Limited Paula Neto Dillon Consulting Limited Jeff Axisa Dillon Consulting Limited Michael Flainek Dillon Consulting Limited Douglas Green Dillon Consulting Limited Eric Stewart Dillon Consulting Limited Paul Bumstead Dillon Consulting Limited Adam Lanigan Dillon Consulting Limited Jon Kostyniuk Dillon Consulting Limited

B.Sc., R.P.Bio, CPESC 16 M.N.R.M.

P.Eng., M.Sc., B.A.Sc.

P.Eng.

B.E.S. M.Sc.PL

M.A. (Geography)

M.Eng.

B.Sc. (Civil Engineering) B.Eng. (Civil Engineering)

Lead for Core Bridge Strategy

Senior Advisor for Core Bridge Strategy Senior Geometric Transportation Technologist Design of Roadway Transportation Engineering Senior Geometric and Planning Design Reviewer Transportation Engineering Senior Geometric and Planning Design Reviewer Develop City-Wide Transportation Transportation Technician and River Crossing Infrastructure Drawings Transportation and Conceptual Design Bridge Design of Bridges Develop Bridge Cross Bridge Technologist Sections, Layout and Elevation CAD Drawings Advisory on Geotechnical Geotechnical Engineering Engineering Air Quality and Carbon Advisory on Air Quality Management and Carbon Management Natural Environment Data Collection on Management Natural Environmental Natural Environment Advisory on Natural Management Environment Management Water Resources Advisory on Hydraulic Engineering and River Engineering Lead for Transportation Transportation Planning system planning and Traffic / Demand Forecasting Demand Forecasting Develop Transportation Transportation Policy Policy Assistance to developing Transportation Policy Transportation Policy Lead on Traffic Traffic Operations Operations Study

Traffic Operations

B.E.S.

Forecasting Planning

P.Eng.

Forecasting Planning

P.Eng.

Forecasting Planning

SASKATOON CONNECTS

Responsibilities

May 29, 2013

Traffic Operation Study Assistance to Traffic Operation Study Lead on Developing Traffic Demand Model Develop Traffic Demand Models and Analysis Develop Traffic Demand Models and Analysis

Team Lead Bio - Core Bridge Strategy Mike Lau, Ph.D., P.Eng. Number of years of experience: 30 Team: Partner, Dillon Consulting Limited Expertise: Structural and Bridge Engineering Project Experience: Mike Lau is a project manager and a senior structural engineer with extensive experience in bridge and building design for both public and private organizations. Mike is the leader and project manager for providing contract administration services for the construction of 157 km of all-season road and 10 bridges on the east side of Lake Winnipeg from PR 304 to Berens River First Nation. He has been involved in the design of over 100 bridges in Ontario, Manitoba, Saskatchewan, Alberta and British Columbia. He was involved in the detailed design of thirtytwo bridges on the DBFO Highway 407 partial east and west extensions, detailed design of bridges in the City of Thunder Bay and Kenora, detailed design of bridges on Kicking Horse Canyon Project in British Columbia, and design of bridges on DB Circle Drive in Saskatoon. Mike has worked as a Project Manager, lead Structural Engineer and coordinator on many detailed design projects including Red River Floodway bridges for Manitoba Floodway Authority, bridges and overpasses for Manitoba Infrastructure and Transportation. He has been involved in project management and inspections of hundreds of bridges and culverts in Manitoba. Mike has designed many total precast concrete buildings, parkade and heavy industrial building in Canada and USA. He is an expert in the design of prestressed precast concrete bridges and buildings. Some of his projects have received Innovation Design Awards, Award of Merits and Honourable Mention. He has authored and co-authored a dozen conference papers and papers in referred journals. He has been a part time sessional lecturer at University of Manitoba since 1991, and has served as an external examiner for the Department of Civil Engineering at the University of Manitoba.

www.saskatoonconnects.ca May 29, 2013

Saskatoon connects General Approach Our team proposes to continue your journey of engagement to develop the details of the IGP by connecting the work of “Saskatoon Speaks” within a Conceptual Framework that we call Our Journey from Chaos to Wisdom (Figure 7). The continuation of successful consultation, communication, and engagement will require an inclusive process that involves reaching, involving and bringing the public and stakeholders to the table and keeping them engaged. Our approach is a blend of marketing designed to motivate and connect with stakeholders to get them to participate; communications to inform, educate, and share information; and a collaborative mix of traditional offline and online methodologies that connects the community vision to the plans of the future. Figure 7: Chaos to Wisdom - Our Conceptual Framework

OUR CONCEPTUAL

FRAMEWORK

This isat we D O wh

WISDOM

This isat we G E T wh

A framework that takes us from Chaos to Wisdom Apply

LVE INVO

EXPERIENCE, INTUITION,

EMPOWER

Common/ shared

and a li le

KNOWLEDGE

MAGIC

C O N S U LT + C O L L A B O R AT E

SPECTRUM

ENGAGE

Create

NARRATIVE and stories around the informa on

INFORMATION: A frame of reference

Place data into CONTEXT and

LISTEN + LEARN + E D U C AT E

MEANING (analyze/ synthesize)

DATA G AT H E R + INPUT

Bring

NOISE,

ORDER to noise (sort/ classify) LISTEN &

INFORM

LEARN

CHAOS

REACH

undifferentiated noise

GET

START HERE 51

opinions, ideas

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Balanced Participation

The journey from chaos to wisdom is well underway. “Saskatoon Speaks” has reached into the crowd and engaged the community. Your Team has listened, learned and gathered thoughts, opinions, and comments of undifferentiated noise (chaos) among your stakeholders.

Our Team will work with the City to identify the key stakeholders, as noted in the RFP, that have been part of and will continue to be part of this project.

Your team sought the public’s input to developing “questions that matter” by inviting them to provide initial input early in the process. This early signal is a good indication of what was important to them and it was used to help shape the process. Continuing on the journey your team brought order to the noise by sorting and classifying the opinions and ideas. Data was produced! Next, your team created opportunities to place the data into a context and made meaning from it. Information was developed! This information created a frame of reference for the emerging vision - “Saskatoon Speaks.” Continuing Your Journey… From Information to Knowledge

Our work will begin in the transformation of the information and concepts that have been gleaned by enrolling your community in building narrative or story. We propose offering a range of events to reach out to connect with specific groups of key stakeholders within their own contexts (e.g. experts, youth, school classrooms, seniors, aboriginal communities, cultural groups, developers, people on the street, government bodies and officials, etc.) through a series of offline (i.e., in-person) and online (i.e., digital) activities such as mini Design Charette events, World Cafés, open houses, and much more is proposed. This allows participants to be part of the design development, both off and online that build an ever increasing layer of shared knowledge about “moving around” and “sustainable growth” alternatives and options.

We will reach out to our key stakeholders and broaden our list through the use of online and offline techniques. Online we will use our crowd intelligence tool developed by Chaordix, the City of Saskatoon website, Twitter and Facebook pages. Offline we will also use traditional methods to reach and involve participants through adverts, mail and through the media. Furthermore, we will seek out cultural and community organizations, festivals, fairs, and organized events to join the celebrations to build awareness and gather inputs to ensure balanced participation in our process. In order to measure, evaluate and if necessary adjust the balanced participation, we will use tracking tools for both our online and offline events. Participation in our online crowdsourcing platform (our “Open MICrophone”) will provide us with demographic data and analytic reports. We also intend to utilize our tracking and documenting record of contact database to track information from the various offline events or activities. Variety of Engagement Methods

Our team will identify and invite participants to attend events is is along our Spectrum of Engagement (Figure 8). We will Th wha determine the most appropriate activities that will reach or involve them. One size does not fit all! Figure 8 : Spectrum of Engagement INVO

LVE

EX IN

EMPOWER C O N S U LT + C O L L A B O R AT E

From Information Knowledge to Wisdom

and stories around the informa on

ENGAGE

SPECTRUM

By adding experience and intuition from our professional planners and engineers, we will build on the shared knowledge we have generated to provide the wisdom the City of Saskatoon needs to make these very important decisions with the comfort that the public and stakeholders have had meaningful opportunities to be part of the decision making process and helping you “get it right.”

LISTEN + LEARN + E D U C AT E

Bring ORDER to noise (sort/ classify)

G AT H E R + INPUT

Community Engagement and Communications Objectives and Principles

INFORM

REACH

Your request in the RFP document is to refine the concepts articulated in the planning efforts to date and ensure each component and individual study piece involves public and stakeholder consultation. The goal is to rely on the input and feedback of your citizens to make sure “we get this right.” Our community engagement and communication approach and methodology are based on the City’s objectives and principles for community engagement and communication. The following is a description of how our plan will realize each of the City’s principles for community engagement and communication.

Create

NARRATIVE

Our engagement methods, both offline and online, will respect the needs of each of the Elements to gather specific data and information from the community and will be structured to be seamless and will ensure the integration and connectivity of the work among all elements.

www.saskatoonconnects.ca May 29, 2013

What is “Crowdsourcing”?

In just the past few years, crowdsourcing has rapidly become recognized as a new, highly effective method for citizen engagement and public consultation, and is a valuable addition to any stakeholder collaboration or urban planning program. Crowdsourcing uses digital web-based technology and refined processes to allow large groups of participants to collaborate to collect ideas, determine needs and priorities, solve problems, innovate and leverage the collective wisdom of the crowd for civic and urban planning purposes. Crowdsourcing methodology allows a process by which participants submit their ideas and thoughts and other types of contribution, collaborate on and refine those ideas, thoughts and contributions, and often rank or prioritize. To build on the strong community engagement from Saskatoon Speaks, and to support the journey from chaos to data we will create, maintain and nurture for Saskatoon Connects an online a digital crowdsourcing methodology to complement and extend the face-to-face events and meetings, which will be integrated with existing sites and optimize the opportunity to engage. Incorporating crowdsourcing methods into the engagement process will bring numerous advantages to this initiative, including: •

• •

•

Greater reach and opportunity for participation By using a combination of online collaboration and traditional methods, we will provide greater opportunity for participation by citizens for whom in-person meetings are not convenient. Stronger appeal for younger participants - Those who are under 25 in particular will be more inclined to participate in an online engagement than physical meetings. More democratic process - The nature of the online crowdsourcing process virtually eliminates the ability for any one group or person to dominate, which can happen at in-person forums. This helps ensure that each participant can have a voice in the process. Richer feedback - Crowdsourcing allows for dynamic interaction with citizens to gain both quantitative and qualitative data. Because crowdsourcing takes place over a period of days and weeks, it provides the opportunity to drill further into issues of importance. With crowdsourcing, new topics for citizen engagement and input can be added instantly, making the engagement dynamic and less reliant on “one shot” methods of gaining input. Better understanding of community priorities - Wider reach and the collaborative aspects of crowdsourcing allow for citizens to interact and evolve ideas, and vote, rank and prioritize the various submissions, which provide a more clear indication of needs.

We will utilize the award-winning Chaordix Crowd Intelligence™ platform and process to form the digital home for engagement. We call this platform the “Open MICrophone.” The “Open MIC” will be custom branded and configured specifically for this engagement to provide a compelling and inviting environment for participants consistent with other components of the program, and will contain a number of information pages that can help to build awareness and educate the participants. Story Tellers and Two Way Dialogue

Our team is comprised of skilled facilitators and moderators who will play a key role in all events both off and online. Our presenters and story tellers and those who staff our “information stations” will be supported with user friendly, easily understandable materials, maps, illustrations, and visuals that will help staff engage participants in the dialogue to inform as well as listen and learn about any issues, concerns, feedback, or questions they may have. Our team will be provided tools to capture the questions and responses given and note any issues and concerns or commitments made to them. These inputs will all be tracked and documented in our Team Record of Contact database and monitored on a regular basis by our project management team members. Online moderators play a valuable and critical role in the success of the engagement. Our Moderators are trained and skilled individuals who know how to encourage participation without biasing the discussion or results. Moderation activities include observing and fostering activity through active topic participation, crafting participant updates, answering participant questions, broadcasting crowd-wide notifications as needed, resolving conflicts when needed (this is very rare), and tagging data to aid in reporting and analysis. The Saskatoon online engagement platform will be configured to send out a regularly scheduled newsletter communications to all participants informing them of new activities and events, trending topics and new submissions. This is a very effective way of bringing people into the program and keeping them engaged. Moderators will customize the message that goes out with each email. Marketing and Communication

Our communication team will work with the City’s Project Manager and the City Corporate Communications Department to develop the appropriate branding strategy, key messages, and media plan ensuring that project updates and public engagement participation opportunities are advertised effectively; appropriate for all demographics; and far reaching. Through their local experience and presence we will be able to seamlessly tie together a strategy which meets the needs of the IGP vision and goals.

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Getting and Staying Ahead of Conflict

Not all stories and narratives necessarily have aligned interests or see the future in the same way. When competing interests are evident and issues or concerns arise, we engage those with competing interests in facilitated difficult conversations using our unique tools and dispute resolution processes to co-create a new vision of the future. Municipalities, large and small, when granting permits and approvals to project proponents or developers, sometimes experience organized community resistance led by certain individuals or groups who champion their causes based on fear and misinformation. Our Team offers services and advice that include the delivery of tools and processes that help project proponents and their planners “get ahead and stay ahead of conflict” and prevent escalation into project resistance and community outrage. We offer offline and online tools that support interest-based negotiation processes that help identify and bring together individuals or groups to engage in difficult conversations (Figure 9). Figure 9 : Getting and Staying Ahead of Conflict Wheel

ere

H Start

Ident ify t conc he issues, how w erns, and e got here.

co Pro m ce pl ss et e.

l tentia a po nce, t c u a Cond me, resist ation u o outc onflict sit . t c and ssessmen a

www.saskatoonconnects.ca May 29, 2013

e th e ed r ar at s o s. ep re p nt Pr o-c ma e c d em a ro gre a

Test o p and id tions not a eas g win/lo ainst how se but meet well they t intere he partie s well t sts and ho test o hey stand w f t and p legal, poli he tic ractic al rea al, lity.

ct Sele the t bes ns tio u l o s t tha he t t e me mon com sts to re inte ctively e effe ress th add es and issu cerns. con

oc br re ai at so ns e op lut torm and tio ion ns .

t the men Imple aps or m road ments. e agre

Explo re bar the road riers, bloc and ks, ch to m allenges e e t inter ests the part of all ies.

Trac doc k and ume nt.

ared e sh ilitat r Fac ories fo g st ndin ersta ts und interes the needs and parties. e of th t does Wha ess succ look like.

De sig fa Tog n “ c di ilit eth with ff a e pr icu ted r, d ” no oc lt c d e t fro e o ia sig “fo m ss w nv log n r” al it ers ue a . lp h a o t i ar np io r tie u n s. t

Methodology

Task 1.3, Event Logistics Plan

The implementation features of our Engagement and Communications Strategy includes the designing, hosting and facilitation of all engagement events and logistics,, coordinating major engagement events and activities, and the connecting and coordinating all Elements in seamless and integrated dialogue with the community. Our Strategy will also include information on our stakeholder database, online platform (Open MICrophone) and crowdsourcing analytics, and advice on how to employ our “get ahead and stay ahead of conflict” tools and techniques to deal effectively with community resistance. The following provides more information on our integrated approach.

Our team will be responsible for all logistics for the events. We will undertake the design, coordination, staffing, and management of all events and activities both off and online. Our team members will prepare logistical plans, budgets and make all arrangements to stage and tear down the events in an environmental friendly way. We will provide all the facilitation, agenda setting, and develop the “questions that matter” and activities, that will engage participants.

A seamless offline and online community engagement and communication strategy

Our proposed methodology illustrates both the offline and online events that will be held to support the work and the engagement of the community including City staff and Council in dialogue about the Core Bridge Strategy, the Rapid Transit Business Case, and the Nodes, Corridors and Infill Plan (which incorporates the employment areas work). The following details the tasks throughout the four Project Phases (Discovery, Alternatives, Plan Documentation, and Implementation).

Phase 1. Discovery Task 1.1, Identify Stakeholders and Crowds

During the first integrated collaborative team meeting our Community Engagement and Communications (CEC) team will work with the City to identify the key stakeholders that have been part of and will continue to be part of this project. Together we will identify the “who and “who else” to ensure balanced participation. Task 1.2, Online & Offline Public Engagement Plan

Our Online & Offline Public Engagement Plan will have both offline and online experiences and activities to inform and engage the public to participate in the dialogue. The Plan will identify who will be invited, what type of event is scheduled, and where the story should be delivered. We will seek input during our first integrated collaborative team meeting into the details of our planned events, confirm our marketing and communications plan, and logistics plan, and explore opportunities to enhance our community engagement through participation in local community events (i.e., community fairs, cultural events, festivals, and local entertainment opportunities).

Task 1.4, Marketing and Communication Plan

The Plan will be developed to support the Online & Offline Public Engagement Plan. It will provide the recommended marketing and communication tactics that are best suited to deliver the brand, the goals and the key messages of the project. The plan will be customized to best reach our targeted key stakeholder group and will focus on: • Educating and informing citizens in understanding the IGP program as a whole, each individual project and the interrelationships between all projects • Inviting and engaging the broad community to participate in the process in a manner they are most comfortable and with the aim of communicating key messages that tell compelling stories • Reporting outcomes of consultations and planning to citizens, key stakeholders and members of the media as a part of an overarching media and issues management strategy Task 1.5, Develop and Customize the Crowdsourcing Platform (Our ‘’Open MICrophone’’)

The crowdsourcing experience for the Saskatoon engagement will be designed to be enjoyable, compelling and meaningful to all stakeholder participants. This is central to how we are able to attract and maintain participation throughout the program and beyond. During the engagement planning process we will identify the critical elements of a successful crowdsourcing engagement for Saskatoon including how to best create an environment of community with common purpose for the Saskatoon stakeholders, what activities will be both enjoyable and deliver the deep insight and direction needed for a successful plan, how to apply various incentives such as badges and points to make participants feel valued.

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Participants including existing participants of Saskatoon Speaks, will be invited to join and participate through online and offline communication to be coordinated with other elements of the program. Signing up to participate is easy and takes just a few seconds, with an email confirmation to ensure we have a valid way to communicate with each participant as needed. Once signed in to the crowdsourcing platform, each participant will have a personalized dashboard where they can see the various activities available, see notifications from moderators, see badges or points they may have earned and access their profile. They can also personalize how they want to be communicated to, and for what kinds of events, such as when someone comments on their submission. The activities, both quantitative and qualitative, will be displayed in a compelling visual format and will be easy, fun and fast to complete. The â&#x20AC;&#x153;Quick Questionsâ&#x20AC;? at the top of the dashboard can be answered in just seconds, and give us the ability to gain quick insight and quantitative data about stakeholder needs and preferences as well as demographic information to allow more detailed analysis of all data coming from the stakeholder engagement. Discussion topics are used to spur detailed thought and discussion around issues where a collaboration among participant will lead to more insightful comments. Participants will be invited to submit responses to the topics which other participants can read, comment on and potential rank or vote on depending on the need. Notification systems will bring people back into the discussion as others comment on their submissions. Community features can be incorporated as desired to help build a sense of common objective and community spirit. This can include following other community members to make it easier to see what contributions and comments they make, member to member private messaging and more. By allowing participants to communicate with each other, and not just with the City, allows them to make connections with other likeminded people and build a stronger bond with each other and the mission of the engagement. Moderators will send timely and thoughtful periodic communications through the platform to keep all participants informed. Moderators are also a critical component of a successful engagement and our staff of professional moderators will ensure a productive and positive engagement. More detail is provided on the moderatorâ&#x20AC;&#x2122;s role below.

www.saskatoonconnects.ca May 29, 2013

The online site will be a constant throughout the program - a place where interested participants can always come to share a good idea, contribute through the activities and connect to other interested people. The activity level by design will vary from periods of high activity where new activities will be added on a frequent basis, and periods of lower activity where perhaps only one or two discussion topics will be open. This is to provide participants with a breather period, between times when we will encourage them to participate actively. Task 1.6, Develop Brand Identity and Key Messages

also serve to help us craft a list of criteria that we can utilize to measure and weigh the options and alternatives that will come in Phase 2 (Alternatives Phase) when we generate the preferred options. We propose a World Café format as one of the activities in the Launch Event. This structure will allow dialogue that builds on and connects the responses of others to the questions that matter and helps us understand the needs and interests of the community.

We will set the road map for the brand evolution with input from the City during the first integrated collaborative team meeting; it will include: brand essence, brand positioning statement, brand attributes, key messages and the brand look and feel. A “style guide” will be produced including: colour pallets, font families, graphical treatments and layout styles. The words and visuals produced will provide clear direction on exactly what the brand stands for, how it is positioned in the market and how it is portrayed visually. Also produced will be a logo, project name, adverts and poster templates and design platform for the website look and feel.

Outputs of the offline and online Launch Event • Validation of the guiding values/ principles which will inform all Elements • A vision for the IGP • Criteria to assist us when we measure, weigh, and prioritize the options and alternatives generated • Criteria to select and prioritize rapid transit corridors and station locations • Input on the opportunities and analyses (GIS Analysis, Urban Design Analysis, Economic Analysis) • Criteria to assist in measuring the potential node and corridor candidates • Input on measures to assist in the evaluation of transportation system behavior under various solution options and alternatives • Listen and learn opportunities about the existing and planned future conditions in the alternative bridges corridor

Task 1.7, Launch the Brand

Task 1.9, Event Summary Report

Launching of the brand is necessary to create excitement and awareness of the project and the upcoming opportunities to engage. We propose utilizing the methods suggested below to reach potential participants in cost effective ways. The key messages and important information that have been developed will be posted to communication vehicles such as:: • City’s Website, Twitter, Facebook • Press Release and Media Event • Mail out to Key Stakeholders • Inserts in Community Newsletters • City’s Bus adverts • City’s Information Kiosks and Screens

Event Summary Reports will be done for each Element describing the details of the event, questions asked, responses given to the questions that matter, issues and concerns raised, as well as the analytics and a synthesis of the inputs and feedback received from participants. The Event Summary Reports will be circulated to the Steering Committee, Project Manager and Council after which it will be posted on our “Open MICrophone” to allow for appropriate opportunity for feedback and activities that relate to the next phase. A version of the Event Summary Reports will be made available in hard copy and distributed to participants and key stakeholders via mail and email.

In order to launch an initiative of this nature it is important to develop a brand that resonates, and achieves the following: • A brand that allows all participants to feel empowered • A brand that encourages all participants to engage • A brand that commands authority and respect

Task 1.8, Launch Event (Online & Offline)

Our Launch Event (October 2013) will be a mix of activities that will enrol participants in the process, give them opportunities to engage and assist them in understanding the journey we are undertaking together. Our goal will be to build on and confirm an integrated, seamless and well understood set of values / principles that will guide all Elements. Questions that matter will be structured to ensure all Elements are informed about the values / principles upon which the options and plans will emerge and eventually guide the IGP. The Launch Event will

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Task 1.10, Continuing the Dialogue Online

After the Launch Event and prior to the Options and Alternatives Event in Phase 2 we will continue to engage our communities of interest online through our “Open MICrophone.” Activities online will include a continuation of criteria gathering, testing of preliminary plans and options, opportunities for further input on analyses, draft designs and development guidelines, criteria for a draft conceptual service plan for rapid transit, and capacity options testing and criteria gathering for the core bridge strategy.

Phase 2. Alternatives Task 2.1, RT (Online Event)

An Online Alternatives and Options Event will be held in January 2014 to gather feedback on alignment/station location options for each rapid transit corridor. The options will be displayed in map format, along with their advantages and disadvantages, and the public will be invited to provide input, raise questions, issues, and concerns, and suggest modifications and mitigations for further consideration. Task 2.2 Marketing and Communication for Upcoming Event

Our CEC team will continue to create excitement and awareness of the upcoming opportunities to engage about alternatives and options. We propose utilizing the methods identified below to reach potential participants in cost effective ways. • City’s Website, Twitter, Facebook • City’s Information Kiosks and Screens • Community Newsletters • Email List Invite • Open MICrophone platform Task 2.3, CB, RT, and NCI Options and Alternatives Event (Offline & Online Events)

We propose an open house with and a mini charette format for our Options and Alternatives Event. Having gathered the criteria to help us build and evaluate possible options and alternatives, this event will allow us to demonstrate how we apply the criteria to the various options and in some cases, how the options ranked. Our options for each of the elements will be presented including:: • Preliminary bridge and roadway capacity options • An overall rapid transit network plan and its phasing • Preferred NCI Alternatives

into the preferred options and alternatives. We propose to use a “workbook” tool to help participants provide feedback and raise any potential issues or concerns to our planners in a systematic way. Input will be sought to continue to provide the criteria to help select the preferred options and alternatives. The Options and Alternatives Event will help us on our journey to wisdom. We will assemble the knowledge we have gained in the stories that have been told in our previous events, and by adding a dose of expertise and a dash of intuition and magic, we will generate the details that will form the IGP within which will reside the wisdom for Council to make its decisions about the future growth of the City. Outputs of the offline and online Options and Alternatives Event • Public feedback will assist in the refinement of the overall rapid transit network plan, its recommended phasing, and the overall rapid transit service plan. Issues or concerns will be identified, appropriate adjustments will be made to the plan, and the initial corridor with the highest potential to meet the goals of the IGP will be identified. • Bridge and roadway capacity options and priority locations • Feedback that will assist us in understanding of the environmental, natural, human, engineering and transportation issues, impacts, and concerns about the alternative bridge solutions • Gathering criteria that will assist in evaluating the “non construction” bridge alternative • Input into the NCI preferred alternatives Task 2.4, Event Summary Report

Event Summary Reports will describe the details of the event, questions asked, responses given to the questions that matter, issues and concerns raised, as well as the analytics and a synthesis of the inputs and feedback received from participants. The Event Summary Reports will be circulated to the Steering Committee, Project Manager and Council after which it will be posted on our “Open MIC” to allow for appropriate opportunity for feedback and activities that relate to the next phase. A version of the Event Summary Reports will be made available in hard copy and distributed to participants and key stakeholders via mail and email. Task 2.5, Continuing the Dialogue Online

After the CB, RT, and NCI Options and Alternatives Event and prior to the CB, RT, and NCI Draft Plan and Guidelines event in Phase 3 we will continue to engage our communities of interest online through our “Open MICrophone.”

The mini charette format will allow for better visualization of maps, diagrams and drawings that allow participants easily to understand the concepts being presented and ensure that feedback and input can be incorporated, where appropriate

www.saskatoonconnects.ca May 29, 2013

Phase 3, Plan Development

Task 3.3, Continuing the Dialogue Online

Task 3.1, CB, RT and NCI Draft Plan and Guidelines (Online Event)

After the CB, RT, and NCI Draft Plan and Guidelines event and prior to Phase 4 online events we will continue to engage our communities of interest online through our “Open MICrophone.”

These events will be conducted on our crowdsourcing platform, the “Open MICrophone” and will seek to gather deeper input from our existing online communities about the elements both in details and as an integrated plan.

Phase 4. Implementation

Outputs of the Online Plan Development and Review Engagement Events • Review and input into the Draft Functional Plan for the recommended initial Rapid Transit Corridor. (Based on available information on existing rights-of-way, adjacent properties, utilities, underground utilities, etc., a functional design for the recommended initial rapid transit corridor will be prepared. This functional design will include a plan view of the horizontal alignment of the corridor and representative cross-sections, will illustrate station footprints and layouts, and will identify any property requirements and reconfigurations of existing streets and intersections) • Testing of Illustrations for Public Communications (To facilitate public comprehension and understanding, illustrative drawings of the alignment, cross-sections, station locations, and representative station designs of the initial Rapid Transit Corridor will be prepared for the City to use in its public communications. ) • Feedback on the functional design of the preferred bridge alternative solution, phasing, and mitigation strategies • Inputs on the development of the strategic travel demand forecasting model • Review and inputs into the NCI Plan (Urban Structure Plan, existing and proposed TOD Nodes, ) corridor priority, corridor segments, station segments, land use typologies, and Development Guidelines • Inputs into the zoning amendments and secondary plan location • An understanding of any issues or concerns

Task 4.1, NCI Draft Complete Street Policy and Secondary Plan (Online Event)

The review of these documents will be conducted on our crowdsourcing platform, the “Open MICrophone” and will seek to gather deeper input from our existing online communities about the items such as complete streets requirements and evaluation criteria; and secondary plan study area built forms, density, transportation connections, infrastructure alignments, etc. Task 4.2, Event Summary Report

Event Summary Reports will describe the details of the event, questions asked, responses given to the questions that matter, issues and concerns raised, as well as the analytics and a synthesis of the inputs and feedback received from participants. The Event Summary Reports will be circulated to the Steering Committee, Project Manager and Council after which it will be posted on our “Open MICrophone” to allow for appropriate opportunity for feedback and activities that relate to the next phase. A version of the Event Summary Reports will be made available in hard copy and distributed to participants and key stakeholders via mail and email.

Task 3.2, Event Summary Report

Event Summary Report will describe the details of the event, questions asked, responses given to the questions that matter, issues and concerns raised, as well as the analytics and a synthesis of the inputs and feedback received from participants. The Event Summary Reports will be circulated to the Steering Committee, Project Manager and Council after which it will be posted on our “Open MICrophone” to allow for appropriate opportunity for feedback and activities that relate to the next phase. A version of the Event Summary Reports will be made available in hard copy and distributed to participants and key stakeholders via mail and email.

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Table 4: Community Engagement and Communications Strategy - Project Team

Name

Barbara Samuels (Lead) Dillon Consulting Limited

Audrey Lebel DĂŠsorcy (Coordinator)

Dillon Consulting Limited

David Gould

Dillon Consulting Limited

Jagdev Shahi

Dillon Consulting Limited

Anne Pigott

Dillon Consulting Limited

Brendan Salakoh

Dillon Consulting Limited

Matt Faucher

Dillon Consulting Limited

Jim Gibson

Chaordix Crowd Intelligence

Randy Corke

Chaordix Crowd Intelligence

Sharon McIntyre

Chaordix Crowd Intelligence

Credentials

B.Sc., M.Ed., PhD

Years of Experience 30

DCS Admin., B.B.A. 7

LL.B, Q.C., C.Med. Dip. NRM, B.Sc. NRM., B.Sc. EP, RPP, MCIP B .A., B.Sc. (Environment), C.Tech (GIS)

30 10 2

Role Community Engagement & Facilitation Information Architecture

Community Engagement Information Architecture

Dispute Resolution and Difficult Conversation Facilitation Community Engagement & Facilitation Community Engagement & Facilitation Community Engagement & Stakeholder Database Specialist Community Engagement & Stakeholder Database Specialist

MScPI, CIP

CPT, LEED Green Associate, ACE Illustrator

B.Comm, MBA

Digital Engagement

MBA, BA

Digital Engagement

M.Ed

Digital Engagement

Responsibilities Manage and deliver the community engagement and communications plan. Reports Editor. Community engagement and communications team and tasks coordination. Manage the logistics and coordination of all offline events Manage the stakeholder database. Facilitator for managing difficult conversations Events activity and outcomes co-ordination Table moderator Event staff Table moderator Local presence Event staff Table moderator Local presence Stakeholder database coordinator Manage and deliver the Open MICrophone platform Coordination of all online activities Coordination of all online moderators and discussion opportunities

Table 4 continues on the following page.

www.saskatoonconnects.ca May 29, 2013

Name

Ryan Townend

William Joseph Communications

Shannon To

William Joseph Communications

Jason Miller

William Joseph Communications

Amy Stewart-Nunn

William Joseph Communications

Amanda Howard

Dillon Consulting Limited

Teenna Tsang

Dillon Consulting Limited

Credentials

Years of Experience

Role

B.Comm (Mk and Ad)

Marketing, Branding and Communications

B.Comn (Mk)

Marketing, Branding and Communications

B.Des

Marketing, Branding and Communications

B.Comn

Marketing, Branding and Communications

B.Comn

Graphic Design and Information Architecture

B.Des

Graphic Design

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Responsibilities Develop and manage the marketing and communications plan Develop and manage the marketing and communications plan Develop and manage the creative execution of the plan Manage and execute the plan. Day to day contact. Story boards Map design Visuals development Report design Event visuals and displays Story boards Map design Visuals development Report design Event visuals and displays

Team Lead Bio - Community Engagement and Communications Strategy Barbara Samuels, B.Sc., M.Ed., PhD Number of years of experience: 38 Team: Partner, Dillon Consulting Limited Expertise: Engagement and Communications Specialist Project Experience Barb is an engagement and communications specialist at Dillon Consulting. Barbâ&#x20AC;&#x2122;s background is in planning, policy and program development, information architecture and large scale national and local public consultation, facilitated dialogues and workshops. Her work assists decision makers in recognizing the importance of stakeholder consultation and the role it plays in governance of organizations. She also assists them in weighing the influence of public participation as policy is developed and new strategic directions are considered. Barb works together with Project Teams when effective public consultation, engagement or dispute resolution processes are required to mitigate the potential risk of resistance, objection, conflict or outrage that may delay or block project approvals to a projectâ&#x20AC;&#x2122;s goals. Barbâ&#x20AC;&#x2122;s work has been in supporting industry, governments and organizations when difficult conversations are necessary by paying attention to the architecture of information messaging through the creation of understandable and effective materials that help them engage in effective dialogue. Barb will be the team lead for the Community Engagement and Communications Strategy. She will provide leadership to the Engagement and Communications team regarding both offline and online engagement, process and logistics for all events, and provide quality control on all communications and graphic design component of the project.

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A Legacy Project Fully Integrated Growth Plan

Saskatoon Speaks. Connects. Acts.

As you have read from our approach and methodology we have particularly emphasized and detailed the individual work Elements to demonstrate our overall bench strength to meet the needs of your interdisciplinary City team. However, we know the work ion. Although not required in the RFP, our team must be truly integrated in the end for the City to begin to take coordinated will provide additional value to this project by summarizing the findings from the Elements to create an IGP that can serve as the Cityâ&#x20AC;&#x2122;s single point of reference and legacy document outlining your vision and action plan for the future (Figure 10).

Figure 10: Team Integration Diagram

Nodes, Corridors and Infill Plans

Water, Wastewater and Utilities Servicing Plan

ngagement and ity E Co n m mu m o C

Financing Future Growth Plan

ategy n Str o i t ica un m

Core Bridge Strategy

City of Saskatoon Integrated Growth Plan

Rapid Transit Business Case

Employment Area Study

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project schedule

The project schedule (Figure 11) is based on critical milestones as identified by the City of Saskatoon. Dillon, as lead consultant, commits to delivering the scope within the timelines identified based on our current project understanding and assumptions.

Figure 11: Proposed Project Schedule City of Saskatoon Integrated Growth Plan Proposed Project Work Plan

Collaboration and Community Engagement and Communications P W C INTEGRATED GROWTH PLAN TASKS Phase 1: Discovery

NCI

Rapid Transit

Core Bridge

Phase 2: Alternatives

NCI

Rapid Transit

Core Bridge

Phase 3: Plan Documentation

65 NCI

Integrated Team Collaboration and Steering Committee Review Public Consultation with Stakeholders and Community Web-based Consultation Report to Council

Task 1.1, Review Initial Nodes, Corridors and Infill Study and Confirm Methodology Task 1.2, Study Area Tour Task 1.3, Data and Background Material Collection and Review Task 1.4, Review and Confirm Initial Candidate Nodes and Corridors Task 1.5, GIS Analysis of Candidate Node and Corridor Task 1.6, Planning and Urban Design Analysis Task 1.7, Growth Scenarios Task 1.8, Economic Analysis Task 1.9, Integrated Team Collaboration and Steering Committee Review Task 1.10, Revise Analysis and Principles Task 1.11, Public Consultation and Report to Council Task 1.1, Review Saskatoon's Transit Network Design Philosophy Task 1.2, Develop Evaluation Criteria for Selection of Rapid Transit Corridor Alignments and Station Locations Task 1.3, Integrated Team Collaboration and Steering Committee Review Task 1.4, Revise Analysis and Principles Task 1.5, Public Consultation: Transit Network Design Philosophy, Draft Principles and RT Evaluation Criteria Task 1.6, Report to Council Task 1.1, Synthesize Background Data and Reports Task 1.2, Project Initiation Meetings Task 1.3, Update 2006 Strategic Demand Forecasting Tool Task 1.4, Public Consultation: Existing and Planned Conditions and Planning Context Outcomes Task 1.5, Confirm Values and Principles, and Develop Performance Measures and Targets for Transportation System Task 1.6, Develop Design Criteria for Modified and New Bridge Crossings Task 1.7, Develop Evaluation Criteria for Selection of Preferred Bridge Crossing Task 1.8, Document Existing and Planned Conditions in Bridge Corridors Task 1.9, Integrated Team Collaboration and Steering Committee Review Task 1.10, Revise Analysis and Principles Task 1.11, Report to Council Task 2.1, Prepare Initial NCI Alternatives Task 2.2, Integrated Team Collaboration and Steering Committee Review Task 2.3, Prepare Preferred Alternatives Task 2.4, Steering Committee Review Task 2.5, Public Consultation and Report to Council Task 2.1, Select Preferred RT Corridor Alignments and Station Locations Task 2.2, Integrated Team Collaboration and Steering Committee Review Task 2.3, Public Consultation: Rapid Transit Corridor Alignments and Station Locations Task 2.4, Recommended Rapid Transit Corridor Alignments and Station Locations Working Paper Task 2.5, High Level Assessment of Rapid Transit Technology Options Task 2.6, Develop Conceptual Infrastructure Plan Task 2.7, Develop Conceptual Service Plan Task 2.8, Prepare Cost Estimate of Alternatives Task 2.9, Develop RT Network Phasing Plan Task 2.10, Steering Committee Review Task 2.11, Public Consultation: Recommended Rapid Transit Network Phasing Plan Task 2.12, Report to Council: Recommended Rapid Transit Network Phasing Plan Task 2.1, Screening Level Assessment of Alternatives Task 2.2, Forecast Travel Demands Across Planning Screenlines Task 2.3, Forecast Travel Demands Within Potential Bridge Corridors Task 2.4, Identify Potential of Non-Structural Solutions (TDM, TSM, Active Modes, etc.) Task 2.5, Prepare Conceptual Designs for Alternative Bridge Corridors Task 2.6, Steering Committee Review Task 2.7, Evaluate Benefits, Impacts and Performance of Potential Solutions Task 2.8, Select Possible Preferred Alternative Task 2.9, Integrated Team Collaboration and Steering Committee Review Task 2.10, Revise Analysis Task 2.11, Public Consultation: Evaluation of Alternative Bridge Corridors Task 2.12, Report to Council

SASKATOON CONNECTS

Task 3.1, Prepare Draft NCI Plan and Guidelines Task 3.2, Integrated Team Collaboration and Steering Committee Review Task 3.3, Revise Draft NCI Plan and Guidelines Task 3.4, Present Draft Plan and Guidelines to Stakeholders and Community

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Task 2.7, Develop Conceptual Service Plan Task 2.8, Prepare Cost Estimate of Alternatives Task 2.9, Develop RT Network Phasing Plan Task 2.10, Steering Committee Review Task 2.11, Public Consultation: Recommended Rapid Transit Network Phasing Plan Task 2.12, Report to Council: Recommended Rapid Transit Network Phasing Plan Task 2.1, Screening Level Assessment of Alternatives Task 2.2, Forecast Travel Demands Across Planning Screenlines Figure 11: Proposed Project Schedule Continued Task 2.3, Forecast Travel Demands Within Potential Bridge Corridors Task 2.4, Identify Potential of Non-Structural Solutions (TDM, TSM, Active Modes, etc.) City of Saskatoon Integrated Growth Plan Task 2.5, Prepare Conceptual Designs for Alternative Bridge Corridors Proposed Project Work Plan Task 2.6, Steering Committee Review Core Bridge Task 2.7, Evaluate Benefits, Impacts and Performance of Potential Solutions Task 2.8, Select Possible Preferred Alternative Collaboration and Community Engagement and Communications Task 2.9, Team Integrated Team Collaboration Steering Committee Review Integrated Collaboration and Steering and Committee Review Task Revise with Analysis P Public2.10, Consultation Stakeholders and Community Task 2.11, Public Consultation: Evaluation of Alternative Bridge Corridors W Web-based Consultation Task Report to Council C Report2.12, to Council INTEGRATED PLAN TASKS Phase 3: Plan GROWTH Documentation Phase 1: Discovery

NCI

Rapid Transit

Core Bridge

Core Bridge Phase 4: Implementation

NCI Phase 2: Alternatives

NCI

Rapid Transit (Out of Scope)

Rapid (Out Transit Core Bridge of Scope)

EA DELIVERABLES Phase 1. Discovery Phase 2. Alternatives

Core Bridge Phase 3. Plan Documentation

Phase 3: Plan Documentation Phase 4. Implementation NCI

Rapid Transit

Task 3.1, Prepare Draft NCI Plan and Guidelines Task 3.2, 1.1, Integrated Review Initial Nodes, Corridorsand andSteering Infill Study and Confirm Methodology Team Collaboration Committee Review 1.2, Revise Study Area Task 3.3, DraftTour NCI Plan and Guidelines 1.3, Present Data andDraft Background Collection and Review Task 3.4, Plan andMaterial Guidelines to Stakeholders and Community 1.4, Prepare Review and Confirm Initial Nodes and Corridors Task 3.5, Final NCI Plan andCandidate Guidelines and Identify Sec. Plan Location and Zoning Amed. 1.5, Steering GIS Analysis of Candidate Task 3.6, Committee ReviewNode and Corridor 1.6, Report Planning UrbanFinal Design Task 3.7, to and Council: NCIAnalysis Plan 1.7, Functional Growth Scenarios Task 3.1, Plan for Highest Rated Rapid Transit Corridor and Public Communications Materials 1.8, Transit Economic Analysis Task 3.2, Demand Forecasting Methodology 1.9, Integrated Team Collaboration and Steering Committee Review Task 3.3, 1.10,Revise ReviseFunctional Analysis and Task 3.4, PlanPrinciples and Public Communications Materials Task 3.5, 1.11,Present Public Consultation and Report toto Council Draft Plan and Guidelines Stakeholders and Community Task 3.6, 1.1, Prepare Review Saskatoon's Network Design Philosophy Draft Report:Transit Implementation and Delivery Mechanisms 1.2, Report DeveloptoEvaluation Task 3.7, Council Criteria for Selection of Rapid Transit Corridor Alignments and Station Locations 1.3, Functional Integrated Team Steering Committee Review Task 3.1, DesignCollaboration of Preferredand Bridge Alternative 1.4, Revise Analysis and Principles Task 3.2, Phasing and Staging Concept for Corridor Modifications, Including Cost Analysis 1.5, Public Consultation: Network Design Philosophy, Draft Principles and RT Evaluation Criteria Task 3.3, Preliminary MitigationTransit Strategy 1.6, Core Report to Council Task 3.4, Bridge Strategy Report 1.1, Integrated SynthesizeTeam Background Data and Task 3.5, Collaboration andReports Steering Committee Review 1.2, Revise Project Analysis Initiation Meetings Task 3.6, 1.3, Public UpdateConsultation: 2006 StrategicImplementation Demand Forecasting Tool Plan Task 3.7, and Mitigation 1.4, Updated Public Consultation: Existing and Planned ConditionsModel and Planning Context Outcomes Task 3.8, 2006 Strategic Travel Demand Forecasting Task 3.9, 1.5, Report ConfirmtoValues and Principles, and Develop Performance Measures and Targets for Transportation System Council Task 1.6, Develop Design Criteria for Modified and New Bridge Crossings Task 1.7, Develop Evaluation Criteria for Selection of Preferred Bridge Crossing 1.8, Prepare DocumentDraft Existing and Planned in Bridge Corridors Task 4.1, Complete Streets Conditions Policy 1.9, Prepare Integrated Team Collaboration and Steering Committee Review Task 4.2, Draft Pilot Secondary Plan 1.10,Prepare Revise Draft Analysis and Principles Task 4.3, Secondary Plan Process Guide 1.11,Integrated Report to Team Council Task 4.4, Collaboration and Steering Committee Review Task 4.5, Public Consultation: Draft Complete Streets Policy, Secondary Plan and Process Guide Task 4.6, Prepare Final Complete Streets Policy, Pilot Secondary Plan and Process Guide 2.1, Steering Prepare Initial NCI Alternatives Task 4.7, Committee Review 2.2, Report Integrated Team Collaboration and Streets SteeringPolicy, Committee Review Plan and Process Guide Task 4.8, to Council: Final Complete Pilot Secondary Task 2.3, Prepare Preferredfor Alternatives Appointment of Consultant Detailed Design Task 2.4,Design Steering Review Prepare (toCommittee 70%) Task 2.5,Design PublictoConsultation and Report to Council Present Stakeholders and Community for Information Task 2.1,Detailed Select Preferred Corridor Alignments and Station Locations Prepare Design (toRT 100%) Task 2.2,Decision Integrated Collaboration and Steering Committee Review Funding forTeam Construction/Implementation Task 2.3, Public TransitCommittee Corridor Alignments Integrated Team Consultation: Collaboration Rapid and Steering Review and Station Locations Task 2.4, Recommended Rapid Transit Corridor Alignments and Station Locations Working Paper Construction/Implementation Task 2.5, HightoLevel Assessment of Rapid Transit Technology Modifications Existing Traffic Operations/Control Strategies Options Task 2.6, Develop Infrastructure Plan Preliminary DesignConceptual of Bridge Corridor Modifications Task 2.7,Design Develop Service Plan Detailed of Conceptual Bridge Corridor Modifications Task 2.8, Prepare CostCorridor EstimateModifications of Alternatives Construction of Bridge Taskof2.9, Develop RT Network Phasing Plan City Saskatoon Taskof2.10, Steering Committee Review City Saskatoon Task 2.11, Public Consultation: Recommended Rapid Transit Network Phasing Plan Task 2.12, Report to Council: Recommended Rapid Transit Network Phasing Plan Task 2.1, Screening- Level Assessment of Alternatives Public Consultation Launch Event Task 2.2, Forecast(Results Travel Demands Across Planning Screenlines Report to Council of Discovery Phase) - Analysis, Principles, and Criteria for Evaluation Task 2.3, Forecast Travel Within Potential BridgeLocations Corridors Event Public Consultation (RT) - Demands Corridor Alignments and Station Task 2.4, Identify Potential of and Non-Structural Public ConsultationOptions AlternativesSolutions Event (TDM, TSM, Active Modes, etc.) Task 2.5,Selection, Prepare Conceptual for Alternative Bridge Corridor Design andDesigns Development Guidelines (NCI)Corridors Task 2.6, Steering Committee Review Functional Design (RT) Task 2.7,Options Evaluate(CB) Benefits, Impacts and Performance of Potential Solutions Location Task 2.8, Select Possible Alternative Report to Council (ResultsPreferred of Alternatives Phase) Task NCI 2.9, Integrated Team Collaboration and Steering Committee Review Final and EA Plan Task 2.10, Revise AnalysisPlan Location, Zoning Amendments Identification of Secondary TaskFunding, 2.11, Public Consultation: Evaluation of Alternative Bridge Corridors CB Identify Priority Locations Task 2.12, Report to Council Water and Wastewater Capacity Study (City of Saskatoon) Public Consultation - Draft Plans, Guidelines, and Implementation and Mitigation Plans Functional Design, Staging and Construction, Cost Estimates (RT) Task 3.1, Prepare(Results Draft NCIofPlan Guidelines Phase) Report to Council Planand Documentation Task 3.2, Integrated Implementation Plan Team (NCI) Collaboration and Steering Committee Review Task 3.3,Funding Revise Draft NCI Detailed Plan andDesign Guidelines Potential Decision on RT (City of Saskatoon) Task 3.4, Present Draft Plan and Guidelines to Stakeholders and Community Policy Amendments (NCI, EA) (City of Saskatoon) Task 3.5, Prepare Final NCI PlanSecondary and Guidelines Identify Sec.Streets Plan Location Zoning Amed. Public Consultation (NCI) - Draft Plan,and Draft Complete Policy, and Process Guide Task 3.6, Steering(NCI) Committee Review Report to Council (Results of Implementation Phase) - Pilot Secondary Plan, Complete Streets Policy, and Process Guide Task 3.7, Report to Council: Final NCI Plan Task 3.1, Functional Plan for Highest Rated Rapid Transit Corridor and Public Communications Materials Task 3.2, Transit Demand Forecasting Methodology Task 3.3, Integrated Team Collaboration and Steering Committee Review Task 3.4, Revise Functional Plan and Public Communications Materials Task 3.5, Present Draft Plan and Guidelines to Stakeholders and Community Task 3.6, Prepare Draft Report: Implementation and Delivery Mechanisms

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Innovation and Value Add Along with an excellent team and proposal methodology to meet the on-going requirements of the City, Dillonâ&#x20AC;&#x2122;s team provides innovative opportunities for value-added elements that other consultants may not be able to provide. Online Engagement and SmartPlan software can provide the City with additional information beneficial for this project. Explanations of these resources are listed below.

A Legacy of Online Engagement - Crowdsourcing Crowdsourced citizen engagement and crowd intelligence can be used throughout the planning and implementation process not just for input, but also for education and advocacy, for feedback on input, and as an ongoing way for public leaders to stay connected with their stakeholders. As the need for public and stakeholder engagement is increasing and is continual for most cities, towns and governments, this platform could be configured for Saskatoon to continually provide an ongoing cost-effective foundation for many community engagement needs moving forward and serves as a searchable repository for all compiled engagement data. The participants of one engagement becomes part of an on-demand community that can be invited to additional opportunities, enhancing participation and reach over time.

SmartPlan Software - Sasaki Sasaki views innovation as a core value and we are constantly striving to bring new ideas and perspectives to our clients. For this project we could use a variety of approaches to reach solutions and results. SmartPlan is our proprietary software that links spatial, financial, and environmental data, helping the Project Team test alternative scenarios and assess physical, financial, environmental, and fiscal impacts in real time. We have a variety of tools that can be used for an array of modeling and can be customized to meet the exact requirements of any client. We can also produce a Quantitative Analysis of the factors involved in this planning effort and create metrics-based results that relate directly to the problems that need to be addressed.

Listen, Learn, Participate - Mentorship The IGP program described above brings many new and innovative ideas and processes to successful plan completion. One of our key goals is to ensure that City staff not only follow along in the process but also participate in the process where appropriate in order to understand how we are moving forward, learn new concepts, participate in the brainstorming of ideas, and get a better understanding of the moving parts of the consultant â&#x20AC;&#x153;engineâ&#x20AC;? that will complete all the scopes of work. Mentorship is a key component of all project work completed by Dillon and we would be more than willing to bring City staff along for the ride.

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Closing Remarks We are confident the Team we have assembled has vast, relevant and recent experience in delivering logical, effective, and powerful integrated growth plans along with innovations in community engagement, communications, and branding. As this project is significant not only for the City but the Project Team as well, you will find our Project Team is solidly grounded locally and fully engaging the best expertise in urban design and transportation planning from across Canada and beyond. Not only are we a fully integrated, inter-disciplinary community planning team, we also share a keen interest in the transformation of existing city space and the creation of newly planned areas into active, innovative sustainable communities and most importantly, distinctively urban experiences. Dillon’s approach of marrying local knowledge with state of the art international expertise is key to delivering a fully Integrated Growth Plan for the City . We trust that the strength of our Team’s credentials, experience, our synergy and alignment with what you intend to accomplish, and our creative approach will allow you to select our team for this exciting project. Our goal is to work with you to continue your journey of engagement started in 2009 when the process toward a Strategic Plan began and to continue to build on the good work of your citizens after articulating a community vision to ensure “you get it right.”

www.saskatoonconnects.ca May 29, 2013

Transit Planning Land use planning

Landscape Architecture

Public Relations

Dispute Resolution and Facilitation

Branding Environment DIGITAL ENGagement

Marketing

Architecture

Urban design

Communication and Public Engagement Land development

Civil engineering

Bridge engineering

TRANSPORTATION ENGINEERING AND PLANNING Sustainable community planning

Transit Planning

Land use planning

Landscape Architecture

Public Relations

Dispute Resolution and Facilitation

Branding Environment DIGITAL ENGagement