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T H R I V I N G I NSASKATCHEWANJ O U R N A L

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I N TH IS I SSUE :Main Street SaskatchewanLakeshore Management Healthy Community DesignP3s in Saskatchewan Living HeritageCity Building for Youth

i SPPI PLANNING JOURNAL

SPPI COUNCIL

PresidentKaren Bolton MCIP RPP

President-ElectBill Delainey MCIP RPP

Secretary/TreasurerSarah King MCIP RPP

Administration & GovernanceJenna Schroeder MCIP RPP

Promotions & Public Relations

Melissa Austin MCIP RPPDanae Balogun MCIP RPP

Brittany Shewchuk MCIP RPP

Professional DevelopmentSamantha Mark MCIP RPPBonnie Gorelitza MCIP RPP

Student RepresentativeGenesis Hevia Orio

Executive DirectorMarilyn Steranka

505-2300 Broad StreetRegina, SK

S4P [email protected]

SPPI PLANNING JOURNAL COMMITTEE

Brittany Shewchuk MCIP RPPJonathan Pradinuk

Sheri FlorizoneBen Mario MCIP RPP

Ian GoeresLinda Hunyh

Message from the President

Message from the Journal Committee

About the SPPI Planning Journal

The Saskatchewan Professional Planners Institute is pleased to provide you with the inaugural edition of the SPPI Planning Journal, Thriving in Saskatchewan. As true integrators, planning practitioners work behind the scenes or on the ground to connect the dots; acknowledging successes and challenges of the past, recognizing present realities and looking toward the future. Facilitating communication and building shared understanding, planners help citizens and decision makers find common ground, articulate a vision and define a practical way forward. This journal is a platform for our community of practice, providing the opportunity for Saskatchewan planners to share with others the learnings that arise out of their planning experiences. I thank those of you who have contributed to this first edition and encourage all of you to speak to other planners through this forum.

When the volunteer committee members held our first call, there was some uncertainty about the direction this journal would take. By then we had all skimmed through the impressive publications from other CIP affiliates and were perhaps feeling overwhelmed. However, there was also a very palpable shared sense of excitement over what this journal could be – another great opportunity to raise the platform of planning in Saskatchewan and showcase what great things planners and other professionals are doing to improve their communities The timing certainly couldn’t be better. In June, SPPI will welcome planners from all over the country at Thrive 2015 in Saskatoon.

For this inaugural issue, the Journal Committee opted for a general theme in order to best represent the variety of planning trends emerging from the public, private, and not-for-profit sectors. With topics ranging from main street revitalization to lakeshore management, we believe this collection of articles achieves just that. Despite the broad approach, there are some clear links threaded between many of the authors’ works. In Urbanity 101, Graham Haines discusses how a speaker series in Regina both educated the public on planning issues and empowered them with ideas and tools to facilitate positive change in their city. We hope that you too can take something away from this journal that impacts your day-to-day or at the very least, leads you to think about an issue differently than before. If there’s one trait common to all reaches of the our profession, it’s a passion for learning from others.

Over the past few years, SPPI’s membership expressed their desire for a Saskatchewan-based planning journal similar to those produced by other CIP provincial affiliates. The SPPI Planning Journal now provides the opportunity for the Saskatchewan Planning community to publish original articles about urban and rural planning issues, best practices, and emerging trends in various sectors, fields, and geographic locations across Saskatchewan. Stay tuned for future versions of the SPPI Planning Journal or potential journal partnerships with other provincial affiliates.

The Journal Committee is interested in any article that would be of value to the planning community. If you have questions about how to get your article published or if you have any feedback on this inaugural issue, please contact the SPPI Journal Committee at [email protected].

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C 0 N T E N T S1 Main Street Saskatchewan Submitted by Marvin Thomas

4 A Planning Framework for Community-Based Lakeshore Management Planning: A Case Study Submitted by Kyle I. Young & Robert J. Patrick

8 Finding Hope for the Future by Revealing the Present Submitted by Alicia Buckley

14 City of Regina Town Planning Day: City Building for Youth Submitted by Sheri Florizone

14 Moving Forward Together Submitted by Tracy Sanden & Kaylee Michnik

16 Urbanity 101: A Series to Build Capacity and Encourage Citizen-Driven City Building Submitted by Graham Haines

18 Living Heritage, Quality of Life & Community Development Submitted by Sandra Massey

22 Saskatchewan is in the P3 Market Submitted by Jenna Mouck

Cover Image Credit: Glenn Sutter. This page, James Briggs.

1 SPPI PLANNING JOURNAL

Main Street Saskatchewan: Where Culture, Community and Commerce MeetSubmitted by Marvin Thomas

The Main Street FourPoint Approach®The Main Street FourPoint Approach® is a community-driven strategy that draws on a downtown’s full range of assets - historical, cultural, economic and human - to restore confidence in downtown as a place to shop, invest, live, work and play. The “Four Points” refer to four areas of activity that operate together to achieve successful, sustainable revitalization:

1. Organization focuses on forging consensus and strengthening collaboration among all the groups, both public and private, that have a stake in the success of downtown.

2. Promotion involves advertising, retail promotions, special events and branding campaigns to create a positive image of downtown as a distinctive and appealing place to shop and invest.

3. Economic Restructuring means strengthening downtown’s economic base by retaining and enhancing existing businesses and attracting new businesses to create a retail mix that appeals to today’s consumers.

4. Design/Heritage Conservation involves creating an inviting, visually appealing downtown through public realm improvements, sensitive rehabilitation of heritage buildings, and compatible new construction, all of which are respectful of the downtown’s history and authentic character.

It is this comprehensive approach and its emphasis on heritage and authenticity as underpinnings for growth that distinguish the Main Street Approach® from other economic development and community revitalization strategies.

This unique methodology was developed in the United States in the late 1970s, where it has been used to rejuvenate historic downtowns and older neighbourhood commercial streets in over 2,000 communities. In the 1980s, the Heritage Canada Foundation (now Heritage Canada The National Trust) sponsored Main Street programs in dozens of communities across Canada, including Gravelbourg, Moose Jaw and Saskatoon’s Broadway Avenue.

The Main Street Saskatchewan ProgramFrom 2011-2014, the Ministry of Parks, Culture and Sport undertook a demonstration program to test the effectiveness of the Main Street Approach® in four Saskatchewan communities: Indian Head, Maple Creek, Prince Albert, and Wolseley. In the four demonstration communities combined, the program saw 132 jobs created, 43 new business openings, $4.9 million committed to historic building and streetscape improvements, 44 historic buildings rehabilitated, and $6.5 million in property acquisitions. Over 14,000 hours of volunteer time were contributed to Main Street related activities, and community attitudes toward downtown improved markedly.

In light of the demonstration program’s success, the Government of Saskatchewan launched the Main Street Saskatchewan Program in 2014. Communities can choose to participate in the new program at one of two levels, depending on their state of readiness. Those that are prepared to meet the program’s highest performance standards participate at the top “Accredited” level, and receive the full package of program benefits and services. Up to two Accredited communities are admitted

Rejuvenating Historic Downtowns Downtown used to be the economic, social and cultural centre of our communities. However, downtowns began to suffer in the later stages of the twentieth century as commercial development shifted to large suburban malls with abundant surface parking and access off major highways or arterials. The competition from these suburban developments led to declining retail sales in many downtowns, resulting in business closures, falling property values and a downward spiral of disinvestment and deterioration. The heritage based Main Street FourPoint Approach1 is a proven strategy for reversing this trend. In the hundreds of communities across North America where this innovative revitalization strategy has been applied, historic downtowns are once again engines of economic growth and sources of community pride. Saskatchewan communities now have access to this powerful revitalization tool through the Main Street Saskatchewan Program administered by the Ministry of Parks, Culture and Sport.

1 The Main Street Approach®, the Main Street Four-Point Approach® and the FourPoint Approach® are trademarks used under license from Heritage Canada The National Trust.

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annually through a competitive application process. Communities that are interested in applying the FourPoint Approach®, but not yet ready to commit to the full Accredited standards can enter the program at the “Affiliate” level, and receive a reduced level of services. Any number of Affiliate communities can be admitted, provided they meet certain minimum eligibility requirements. Currently, there are five Accredited communities and nine Affiliate communities in the program.

Under the program, the Ministry of Parks, Culture and Sport provides participating communities with training in the FourPoint Approach®, promotes the development of the Main Street Saskatchewan brand, coordinates networking opportunities, and oversees the grant funding that is available to local Main Street programs. Affiliate-level communities are given an opportunity to learn the FourPoint Approach® and how to apply it to the extent they are able. Accredited communities make a much stronger commitment to implementing the FourPoint Approach® that includes, among other things, establishing a volunteer Board of Directors and standing committees, employing a paid program coordinator, maintaining a Main Street office, and assuming responsibility for raising money for the program’s operating and project expenses.

For both tiers, local municipal government support is critical. At the Affiliate level, the municipality has to endorse the goals of the Main Street Approach® and pledge to provide support as deemed feasible. At the Accredited level, the municipality is expected to actively participate in the program by providing financial support, having representation on the Main Street Board of Directors, and instituting community planning tools that facilitate the implementation of the FourPoint Approach®.

Downtown Revitalization and Community PlanningImproving a downtown’s appearance while preserving its traditional “sense of place” is a central aim of the Main Street Approach®. To ensure that improvements to buildings and public spaces are true to a downtown’s authentic heritage character and consistent with community aspirations, one must have a good understanding of the downtown’s historical development and the community’s wishes for its future. In the Main Street Saskatchewan model, this is achieved by researching the history of downtown, compiling an inventory of downtown heritage resources, and holding community visioning sessions. The results of these exercises inform the development of the community’s Main Street implementation plan, and the creation of design guidelines that serve as a planning tool for downtown improvement projects.

In Accredited communities, the municipality agrees to incorporate policy in its Official Community Plan (OCP) that supports the Main Street implementation plan, including Credit: Ministry of Parks, Culture, Sport, & Heritage


policy respecting the use of the heritage inventory and design guidelines. The local Main Street organization and municipality also agree to work together, often with other stakeholders, to create a municipal cultural plan that supports the Main Street program’s downtown goals. Some of Saskatchewan’s Main Street communities have found it valuable to undertake the development of an OCP and/or municipal cultural plan in tandem with the implementation of their Main Street program.

Of course, all municipalities, not just those with active Main Street programs, can use a variety of planning tools to support the rejuvenation of their historic downtowns. For example, an OCP might contain policy for the use of financial incentives to encourage the rehabilitation and reuse of heritage buildings in order to increase the supply of downtown housing and commercial space. An OCP and zoning bylaw could also provide for the use of architectural controls to ensure that new development is compatible with downtown’s heritage character; or, provide for the use of contract zoning, discretionary use, and relaxation of development standards to make it easier for property owners to creatively find new adaptive uses for downtown heritage buildings. These are but a few examples of the numerous planning approaches municipalities can use to facilitate downtown redevelopment, and better capitalize on their heritage resources.

Who Benefits from Downtown Revitalization?An economically dynamic, culturally vibrant downtown benefits the whole community by providing shopping and entertainment opportunities, generating jobs, growing the local economy, and increasing the municipal tax base. Equally important, a successful, well cared for downtown also engenders civic pride, reinforces people’s sense of community identity, and sends a positive message to visitors and potential investors. The enhanced quality of life and increased prosperity that result from revitalizing an historic downtown are dividends that will be enjoyed for generations to come.

For Further InformationTo learn more about the Main Street Saskatchewan Program, or for information about heritage planning and other things communities can do to conserve and develop their heritage and culture resources, visit the Ministry of Parks, Culture and Sport’s website at www.pcs.gov.sk.ca/heritage, or contact the Heritage Conservation Branch at 306-787-2817 or [email protected].

Marvin Thomas, BA Honours, Community Liaison, Ministry of Parks, Culture and Sport, Heritage Conservation Branch.Marvin spent his early career as an archaeologist. In his current position with the Heritage Conservation Branch, he devotes much of his time to helping municipal governments and community organizations develop tools for conserving their local heritage and culture resources. When not working to promote Saskatchewan’s heritage and culture, he loves to spend his free time enjoying the heritage and culture of other countries.

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Community-Based Lakeshore Management Planning: A Case Study in the District of Lakeland, SKSubmitted by Kyle I. Young & Robert J. Patrick**corresponding author

Canada’s water resources are under increasing pressure from upland development, including residential development and associated recreational activities. Local governments have an important role to play in the protection of water resources through local planning and management. However, local governments require the necessary planning tools to undertake effective planning, particularly in the face of increasingly complex and conflict-ridden lakeshore development issues now emerging in Saskatchewan. In this paper we present the results of a planning framework applied to a community-based planning process in the District of Lakeland, Saskatchewan. The planning framework identified 25 environmental issues, prioritized those issues, assigned management options, and developed a preliminary implementation strategy. Overall, the framework proved useful not only as an effective planning tool but also as a means to engage and empower local citizens in a productive planning process.

IntroductionThe health of Canada’s watersheds is under increasing stress as a result of environmental impacts from varied and multiple developments (Schindler and Donahue 2006; Schindler 2001). The success of federal and provincial environmental impact assessments (EIA) to minimize the impacts of development on Canada’s watersheds has been, at best, limited (Harriman and Noble 2008). A major gap in EIA legislation is that many forms of development are exempt from the requirement to conduct an EIA. For example, urban development, specifically residential development adjacent to rivers, lakes and wetlands, is exempt from any requirement for an EIA (CEAA 2012). In Canada, this regulatory gap poses a significant threat to innumerable, sensitive water resources. The problem is only exacerbated with the continued spread of exurban development into “cottage country” where the conversion of holiday homes into permanent residences and the promotion of water sport recreation threatens to destroy the very environment that makes these areas so desirable. This research is set at the local scale to examine the efficacy of community-based lakeshore planning as a means of identifying environmental impacts, quantifying environmental risks and assigning management options to reduce those risks. This planning framework may also fill the present void in readily

available planning tools for the purpose of community-based lakeshore planning. Lakeshore planning and management may be classified as one of those ‘wicked’ planning problems given that local government jurisdiction is a complex and conflict-ridden matter. This is especially true when it comes to temporary and seasonal land and water uses, particularly when those uses are on, or adjacent to, waterbodies. This case study was conducted within the District of Lakeland in mid-central Saskatchewan (see Figure 1.0). The results indicate that local knowledge, combined with a workable planning framework, provides local empowerment to engage in an efficient plan-making process to better protect lakeshore environments for future generations.

Figure 1.0: District of Lakeland, Saskatchewan, Source: GeoBase ® 2014


Case Study AreaThe District of Lakeland No. 521 (“the District”) is one of 296 rural municipalities in the province, located in mid-central Saskatchewan approximately 200 kilometres north of Saskatoon (see Figure 1.0). Recent highway twinning between Saskatoon and Prince Albert has shortened travel time. As well, two other large urban centres (North Battleford and Prince Albert) enjoy ease of access to Lakeland. The District is governed by a reeve and five councillors, each of which represents one of five divisions in Lakeland. Administration of local bylaws, policies and services is carried out by staff in the District’s office located in the Village of Christopher Lake bordering the southern edge of Lakeland.

The total area of the District is approximately 55,600 hectares (556 km2), measuring approximately 15 km wide by 50 km long (see Figure 2.0). Since its incorporation in 1977, the District has grown to a year-round population of 884 but the seasonal influx in the summer months can exceed a population of 20,000 (District of Lakeland 2014). Between 2001 and 2011, the population grew by 33 percent and, like the rest of Canada, Lakeland has an aging population (Gov’t of Sask. 2012). Approximately 1,900 dwelling units, of mixed seasonal and permanent resident status, exist in Lakeland. Population projections show that Lakeland will continue to increase in population to just under 1,200 permanent residents by 2031 (District of Lakeland 2014). Over the next two decades it is predicted that this region of Saskatchewan and Lakeland, in particular, will continue to be a popular destination for day and weekend visitors, tourists, seasonal cottage owners, and exurban commuters to Saskatoon and Prince Albert, retirees and full-time residents.

Table 1.0 shows the size of the main recreation lakes within Lakeland. Recreational boating, cottage development, permanent home conversions, dock construction and other shoreline alterations continue at an accelerated rate in Lakeland. These and other activities of concern to the District of Lakeland contributed to the development of a lakeshore management plan to assist in mitigating or reducing environmental and aesthetic impacts. At the request of the District of Lakeland the authors became involved with facilitation of a planning process in May 2014 to produce a draft plan by August 2014. This paper will highlight both the planning process and the outcome of that process.

Planning ProcessThe process adopted for this plan follows the five stages outlined in Figure 3.0. A working group was initially established from current members of the District’s Environmental Advisory Committee, as well as Council, staff and representatives from the University of Saskatchewan (15 total members). In total, five working group meetings were held, each lasting approximately five hours. It was expected that the draft plan would serve as a ‘jump start’ to future discussion about environmental planning and management in Lakeland, with the possibility of substantial changes following public review and partner engagement including public agencies and First Nations.

Figure 2.0: Lakes of Lakeland, Source: GeoBase ® 2014

Table 1.0: Lake Areas, Source: GeoBase ® 2014

Lake Area (ha)

Emma Lake 1,768

Anglin Lake 1,306

Christopher Lake 666

Oscar Lake 414

Sampson Lake 215

Marshall Lake 215

McPhee Lake 188

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Figure 3.0: A Lakeshore Planning Framework, Source: Modified from AANDC 2013

The initial task of the Working Group was to develop a list of environmental issues affecting the lake and surrounding environment (Stage 2). This phase was an iterative exercise where individuals voiced their concerns about real or perceived environmental issues affecting the lake. All of the various environmental issues were discussed openly, verified through shared experiences, and recorded as part of Stage 2: Assessment of Environmental Issues process. In total, 25 environmental issues were identified ranging from boat launches and marinas to the number and operation of motorized watercraft. As part of Stage 2 a priority risk ranking exercise allowed the Working Group to assign a relative value of risk to each identified environmental issue. The purpose of assigning a priority rank to a particular issue was to help establish priorities for environmental management (see Stage 3). If an environmental issue is more likely to be an ecological threat within the planning time frame and the impact is expected to be more severe, actions to address that issue will be identified as more urgent. Likelihood of occurrence and impact of occurrence were ranked on a scale of one to five, as shown in Table 2.0. Using the matrix shown in Table 2 the product of ‘likelihood’ multiplied by ‘impact’ produces a relative risk rank with a possible range between 1 (low risk) and 25 (high risk).

The risk ranking exercise identified “low, medium, and high” risk groupings based on a ‘stop-light’ colour code method shown in Table 2.0. The boundaries

of the colour code were defined through consensus by the working group based on local knowledge. As facilitator, the planner will assist to ensure all participants are heard, that local knowledge and experiences are shared equally, and that adequate discussion is given to all risks prior to a final risk ranking. Priority risk rank values for the identified environmental issues ranged from a low of 2 (e.g. boat launches and marinas) to a high of 25 (shoreline alteration), with an average of 13 (see Table 3.0).Stage 3 calls upon the identification of existing and future management actions to address each prioritized risk. Recognizing that not all risks can be eliminated, the approach of the working group was to limit, or reduce, risk through affordable, realistic management actions. In some cases existing management actions were seen to be effective yet in other instances future management actions were identified by consensus. A total of 81 management actions were identified for the 25 environmental issues. For ease of reference, only the top 10 identified environmental issues and associated management actions are shown in Table 3.0.

Table 2.0: Tables and method used to assign priority rank of threat, Source: Modified from AANDC 2013

Insignificant Minor Moderate Severe1 2 3 4

Most Unlikely

1

Unlikely

2

Likely

3

Probable

4

Almost Certain

5Low High

Value12345

Value12345

Threat LevelLikelihood of Occurrence

Impact of Occurrence

Likely - evenly split between likely and not likely to happen in the next 4-5 yearsProbable - is expected to happen in the next 4-5 yearsAlmost certain - confident this will happen at least once in the next 4-5 years

Most unlikely - extremely small chance of happening in the next 4-5 years Unlikely - possible to occur in the next 4-5 years

Medium

6 8 10

5 10 15 20 25

4 8 12 16 20

Li

kelih

ood

of O

ccur

renc

e

Impact of OccurrenceCatastrophic

5

1 2 3 4 5

3 6 9 12 15

2 4

Catastrophic - actual illness or potential long term health effects (human or ecosystem)

Insignificant - no human health/environment risk;Minor - short term or localized human health/environment risk e.g. aesthetic/noiseModerate - widespread aesthetic issues or long term non-compliance, not health-relatedSevere - actual or potential short to medium term health effects (human or ecosystem)


Stage 4 moves into an implementation strategy to bring planning action to the identified management actions. This stage identifies the time frame for each action, as well as the key partners with whom the District will need to liaise. The intent in the next steps is to engage further with each of the partners on the details of implementation. The tendency is to start immediately on all management actions, but limited resources and availability of key partners and agencies will require the prioritization of actions. Again, the planner will play a key role to facilitate this discussion. The implementation strategy for the top 10 ranked environmental issues are shown in Table 3.

ConclusionThis paper introduces a planning framework for use by communities interested in environmental planning. Here, the application was for lakeshore planning, but the framework is adaptable to other environmental planning applications. In fact, the framework utilized in this study was adapted from an existing model (AANDC 2013).

The framework uses a priority ranking method that can be easily applied in a community-based environmental planning process allowing time efficient plan formulation from which public and partnership engagement can be structured. Moreover, the framework enables participants to consider all environmental issues relative to one another, resulting in a structured, comprehensive risk prioritization. Key to the framework is that local knowledge tempered with consensus-based decision making drives the planning process.

A limitation of the framework is assurance that all stakeholder views are represented early in the process, including those of relevant agencies as well as First Nations rights holders. Economic considerations related to plan implementation were not factored into this case study.

ReferencesAboriginal Affairs and Northern Development Canada. 2013. First Nations On-Reserve Source Water Protection Plan. Guide and Template. Community Infrastructure Branch. 72 Laval Street, Gatineau, QC.

Canadian Environmental Assessment Act (CEAA) 2012. Available online at: http://www.wd-deo.gc.ca/eng/4767.asp. Last Accessed March 12, 2015.

District of Lakeland No. 521 (2014). A District Environmental Management Plan for the Community of Lakeland, Saskatchewan (2015-2019). Prepared by Kyle Young for the District of Lakeland No. 521.

District of Lakeland No. 521 (2013). District of Lakeland Strategic Plan. Prepared by Crosby Hanna & Associates for the District of Lakeland No. 521.

GeoBase ® & Information Services Corporation (ICS), SaskAdmin_2014_FullProduct. Available online at: https://www.geosask.ca/Portal/ptk. Last accessed March 11, 2015.

Government of Saskatchewan (2012) 2011 Census of Canada: Saskatchewan Population Report. Bureau of Statistics, Ministry of Finance, Government of Saskatchewan. Accessed online at http://www.stats.gov.sk.ca/pop/.

Harriman, J. And B. F. Noble (2008). Characterizing regional approaches to project and cumulative effects assessment in Canada. Journal of Environmental Assessment Policy and Management, 10(1): 1-26.

Schindler, D. and W. Donahue. (2006). An impending water crisis in Canada’s western prairie provinces. Proceedings of the National Academy of Science of the United States 103: 7210-7216.

Schindler, D. (2001). The cumulative effects assessment of climate warming and other human stresses on Canadian freshwaters in the new millennium. Canadian Journal of Fisheries and Aquatic Sciences 58: 18-29.

Kyle i. Young, MSEM, MCIP, RPP, Planner, Municipality of North CowichanKyle currently works in the Planning and Sustainability Division at the Municipality of North Cowichan. In his position, Kyle is engaged in watershed management and community planning projects that explicitly consider the ecological implications of land use and development.

Robert J. Patrick, PhD, RPP, University of Saskatchewan Dr Patrick is Chair of the Regional and Urban Planning program at the University of Saskatchewan. His research area includes watershed planning and source water protection planning, primarily with First Nation communities in the Prairie region.

Table 3.0: Implementation Strategy (top 10 of 25 environmental issues listed only), Source: Lakeland Environmental Plan, 2014

STAGE 3

Environmental Issue Priority Risk Ranking

# Future Management

ActionsImplementation

Training Key Partners

Algae and Weed Growth 15 1 Ongoing (1)

Saskatchewan Water Security Agency

District Development 15 4

Ministry of Environment, Residents

Sediment Drainage and Sedimentation 15 3

Residents, Ministry of Environment, Ministry of Highways and Infrastructure

Short (2)Medium (1)

Long (1)

Short (1)Ongoing (2)

Exotic Invasive Species 20 4

Saskatchewan Invasive Species Council, Ministry of Environment, Public Schools, Residents

Off-road Motorized Vehicles 15 6

Saskatchewan ATV Association, Ministry of Environment, Ministry of Parks, Residents

Short (1)Medium (2)

Long (1)Ongoing (2)

Short (3)Medium (1)

Degradation of Ecologically Sensitive Areas 20 4

University of Saskatchewan, Residents, NGOs, First Nations, Ministry of Environment

Septic Tanks and Grey Water 20 5

Regional Development 20 3

Short (3)Medium (1)Ongoing (1)

Ministry of Health,Residents


Short (1)Medium (2)

Long (1)

Adjacent municipalities, District Planning Commission

Shoreline Alteration 25 6

Saskatchewan Water Security Agency, Fisheries and Oceans Canada, Contractors, Residents, local businesses, Ministry of Community Affairs

Short (1)Medium (2)Ongoing (3)


STAGE 2 STAGE 4

Number and Operation of Motorized Watercraft 25 4

Fisheries and Oceans Canada, Ministry of Community Affairs, Saskatchewan Water Security Agency

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Part of a Planner’s job is research, whether primary research in the field or secondary research scanning various documents and online materials. Prairie Wild Consulting Co. (PWC) was contracted by the Provincial Métis Housing Corporation (PHMC) and the Aboriginal Homelessness Advisory Board (AHAB) to conduct research on Aboriginal homelessness, outside the major centres of Saskatoon and Regina and Off-Reserves. The project was undertaken to shed light on Saskatchewan’s homeless Aboriginal population and to inform the Homelessness Partnering Strategy (HPS).

The PWC team visited thirteen communities across Saskatchewan and one in Manitoba to speak with service providers, Elders, community members, and people who are experiencing homelessness or have in the past. These communities were selected primarily based on geospatial and service provision criteria.

Out of Saskatchewan’s 1,008,760 people, 15.6% are of Aboriginal descent. Saskatchewan has the second highest provincial population of Aboriginal people in Canada, excluding the territories (Statistics Canada, 2013). Enumerating the Aboriginal homeless population is difficult partially because a portion of this population has no known address and is often in constant transition (Chopin & Wormith, 2008). The qualitative accounts of those

Finding Hope for the Future by Revealing the Present:Environmental Scan for Homelessness in Saskatchewan Off-Reserve and Outside Saskatoon and ReginaSubmitted by Alicia Buckley

Figure 1.0: Provincial Distribution of Agencies Providing Services for Homelessness, SK - Winter 2015, Source: Online Scan of Programs and Services by PWC

experiencing homelessness are necessary to define the population, and understand needs for homelessness intervention strategies.

The primary research conducted by the PWC team consisted of semi-structured focus groups and one-on-one interviews. This included interviews both with people who identified themselves in some manner as ‘homeless’ and people who worked with people who identified as ‘homeless’. Secondary research included an intensive literature review and online inventory of agencies providing programs and services to aid in the reduction of homelessness. Figure 1 represents the geographical distribution of agencies that provide services for homelessness that were inventoried in this study.

Based on the focus of the project, which was to identify and understand homeless Aboriginal people, six striking themes arose from the primary research findings. This article will speak to each of the key themes that were voiced by people from communities across Saskatchewan.

• Understanding the definition of homelessness• Health concerns related to homelessness• Family violence associated with homelessness• Trends of mobility• Policy and legislation around homelessness• Education and public awareness

Understanding the Definition of HomelessnessThe first prevalent theme is the way in which “Aboriginal homelessness” is defined in Saskatchewan.

The definition provided by the Homelessness Partnering Strategy (2012), defines homelessness as either chronic or episodic. Chronic homelessness refers to individuals who are currently homeless and who have


experienced homelessness for six months or longer within a year. Episodic homelessness refers to individuals who have experienced three or more short periods of homelessness in the past year (HPS Directives, 2014-2019). According to our research, 26 of the 35 people we interviewed would be classified as experiencing episodic homelessness. The remaining 9 would be considered chronically homeless.

The Canadian Observatory on Homelessness (2012) defines homelessness based on a range of four types: 1) unsheltered: referring to individuals who are seen living on the streets; 2) emergency sheltered: referring to those who are staying in emergency shelters; 3) provisionally accommodated: referring to temporary or insecure housing; and 4) at risk of homelessness: referring to people who are living in unsafe housing or are paying more than their current financial situations can accommodate. Figure 2.0 provides a breakdown of identified homelessness for our study, utilizing the categories outlined by the Canadian Observatory on Homelessness. What we observed in utilizing both of these definitions is that further specifics regarding how people were experiencing homelessness are missing.

To gain some further insight we asked the question, ‘what does homelessness look like?’ The responses led to a further breakdown of how people experience homelessness. This includes people living with another relative (outside their nuclear family and who are part of their extended family or friendship/acquaintance circle) and typically involved some form of couch-surfing (i.e. bouncing from one household to another for either short or long durations of time). This experience adds a complex layer to how homelessness is typically understood by the definitions provided above. Figure 3.0 shows the percentage of individuals not in census families living with relatives or others, this may in part indicate people who are couch-surfing.

Health Concerns Related to HomelessnessHealth concerns are often attributed to poor living conditions (Quennell, 2011). Poor living conditions include overcrowding, unsafe, and uncertain housing. Couch-surfing, and overcrowding may cause a host of challenges to health, safety, education and family cohesion when homes are overcrowded and/or in poor condition (Irvine & Quinn, 2011). Overcrowding is most prevalent in Northern Saskatchewan with the highest percentage (33.3% or 150 individuals) in Pelican Narrows (Irvine & Quinn, 2014). Homes in need of major repair that are unsafe and considered inadequate are represented in Figure 4.0 (Statistics Canada, 2011).

Malnutrition and sleep deprivation, related to overcrowding, are some of the top concerns identified by service providers. “When kids are not in stable housing, it affects them in school. They don’t get enough to eat or haven’t slept – so they act out. There’s no quiet place for them [to sleep]” (quote from a service provider in Sandy Bay).

Other major health concerns that arose are mental illnesses and addictions. In Saskatchewan, 32.3% of all residents reported poor to fair overall mental health, and nearly 20% reported being heavy consumers of alcohol (Statistics Canada Health Profile, 2013). Interview respondents observed that evictions could be attributed to drugs, alcohol and/or gambling addictions. Communities know that they “need to

Figure 3.0: Percent of People not in Census Families that were Living with Relatives or Non-Relatives, Cen-sus 2011 Health Region Profiles

Figure 2.0: Reports of Experiencing Homelessness in Saskatchewan, Source, Primary Re-search - Interviews with Aboriginal People, PWC - Winter 2015

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deal with the addiction and then the underlying mental health problem” (quote from a service provider in Buffalo Narrows). Treatment is the next step to managing these health concerns. Many agencies mentioned they do not have the capacity to provide services for both mental health and addictions. If one is treated without the other, the cycle continues, and resources are needed to break the cycle. Through the online inventory of services we learned that some communities provide services for one or the other, not both.

Those who are spending their nights on the street or in emergency shelters are usually the ones with the most severe mental illness and addictions, according to interviewees. Many mentioned that some homeless people prefer to live alone, or with friends who are in similar situations. They can get the support they are seeking from like-minded individuals that they cannot get from other community members. Family members of people experiencing homelessness commented that the stress of looking after loved ones was overwhelming, to the point where they needed to ask the person to leave. The extreme stress for the homeless and/or their family can lead to overall poor health, including chronic health problems and unhealthy choices, such as addictions and unhealthy eating habits (Statistics Canada Health Profile, 2013).

Family Violence Associated with Homelessness Another key theme that was brought forward was lateral family violence. From service providers, we learned that women’s shelters are meant for women and their

children who are fleeing from domestic violence, and that everyone in the family suffers from domestic violence and family break up. Family members end up displaced from their livelihoods and needs, such as access to groceries, transportation and housing (Schiff et al, 2012). Domestic disputes are stressors that lead to homelessness (Schiff et al, 2012).

Lateral violence was mentioned as being an underlying factor of homelessness. Interviewees commented that lateral violence can stem from residential school trauma, and a lack of support systems in communities. Peter Menzies (2009) explains that family violence has a direct link to personal trauma, like that arising from residential school experiences. Families pay the price because they are the only means of support within many rural and remote communities. Stephen Gaetz (2014) expresses that the Housing First Model can add to the supports a community has by ensuring access to different types of supports for different needs. Gaetz (2014) also explains that individuals find “natural supports”, such as friends, family and other community members they are close to. The Housing First Model provides housing to individuals regardless of their situation, and ensures supports are continuously available in collaboration with clients (Canadian Housing First Toolkit, 2014).

Trends of MobilityMobility is also a frequent theme emerging from this research; this refers to the transiency of individuals. Many researchers (Distasio, 2004; Peters & Robillard,

Example of Housing Conditions in Sandy Bay, SK, Credit: PWC

Figure 4.0: Percent of Occupied Dwellings with Major Repairs Needed, NHS 2011 Health Region Profiles


2009; Peters & Robillard, 2013; Statistics Canada, 2013) use this term to reflect the movements of those who are experiencing homelessness.

Long range geography and scarce services were mentioned as the leading causes to transiency because many communities in rural and remote Saskatchewan do not have the appropriate services that people require. People migrate to larger centres close to their homes for work, housing, healthcare, justice and more (Schiff et al, 2012). However, desire for family connections often brings them back to their home community. To understand some of the reasons for transience, Figure 5 shows Saskatchewan’s unemployment rates. Community members mentioned that jobs, education and services were the primary reasons for moving. Peters and Robillard (2009) identify some of the causes of transiency; they state that Aboriginal “mobility” is brought on by the lack of services in rural and remote communities, like employment opportunities (Peters & Robillard, 2009).

Hearing from Saskatchewan’s northern communities, transiency was the direct result of the actions of the justice system. For example, when accused individuals are court-

ordered to appear before a judge, they are usually police escorted to larger urban centres. If the accused is acquitted or released they have no way of returning home because police officers are not required to provide transportation home. This in turn adds to the transient population of the larger urban centres (Distasio, 2004).

On and Off-Reserve movement was found to be part of Aboriginal transiency. Leaving homes to “access services that are unavailable in small, rural centres” is becoming the norm (Saskatchewan Indian Institute of Technologies, 2000). Through the online inventory, we learned that cultural and traditional supports and programming are minimal. Few Aboriginal-run organizations exist outside of Reserves and larger urban centres as found in the primary research. According to our interviews, cultural supports are constrained and clients are the ones feeling the effects. When asked the question “where can you go for traditional healing?” many respondents said “on your Reserve”. This contributes to the transience of Saskatchewan’s Aboriginal population, because services are geographically disbursed between Reserves and urban centres. Individuals are unable to access all the services and supports they need On-Reserves (Peters & Robillard, 2013).

Policy and Legislation around HomelessnessInterview respondents noted that individuals and families who are looking for help through policies and legislation have difficulty finding and interpreting policies and programs that help. Focus group respondents indicated that advocacy supports are needed to help with aligning people with the supports they require or with raising awareness about the gaps that exist. Through the research, PWC found that there is

Jurisdictional Boundaries La Ronge, SK, Credit: PWCBoundary lines are invisible. The two buildings on the right are located in the Northern Village of La Ronge, while the small building on the left is located on Lac La Ronge Indian Band Lands.

Figure 5.0: Total Population Unemployment Rates, NHS 2011 Health Region Profiles

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no formal body that advocates for tenants at risk of homelessness, the closest agency is in the Ministry of Justice, Office of the Residential Tenancies. This agency does not fill the gap of advocacy between tenants and landlords because they only deal with rental legislation, acting like a small claims court.

The Housing Strategy for Saskatchewan (2012) mentions that community based organizations are often responsible for advocating on behalf of their clients. Although staff of community based organizations do what they can, organizations and program providers mentioned that their capacities are limited. Partnerships usually flourish between organizations because of the limited capacity of individual organizations to respond to the range of service needs (Gaetz, 2014).

Policy and legislation that is transparent and in plain language is crucial to understanding. This transparency extends to providing clear and accessible information about the specific roles of governments and organizations. Many interview respondents mentioned that they are confused about where to turn to for help. For example, Saskatchewan Housing Corporation (SHC) is a provincial entity that provides social housing; but individual housing authorities in each community act as separate organizations, and it can be difficult to clearly map out the governance structure of housing provision. In 2013, 29,600 housing units were provided by SHC, this includes approximately:

• 18,229 rental units (social and affordable housing) that are owned by SHC; and• 11,393 units owned and managed by about 248 non-profit and cooperative

groups (SHC, 2013).

Interview respondents mentioned that help becomes more of a hindrance because they were passed from agency to agency in their search for information about housing solutions. The Saskatchewan Indian Institute of Technologies (2000) explains that in many cases, people end up turning to an array of organizations. The gap in services could be solved by creating a one-stop-shop for help on homelessness.

Jurisdiction was another key factor that surfaced for service providers. Jurisdictional boundaries that were found in the study included: On and Off-Reserve lands, cross provincial borders and specific Aboriginal background mandates (First Nation and Métis). Helping clients was a challenge to interview respondents because “when it comes to finding funding or assistance” it comes down to which lands you are standing on and what ancestry you can self-identify (quote from a service provider in La Ronge). A suggestion, made by the interviewees, to overcoming this challenge was to make services available regardless of the boundaries.

Another important insight into legislation that surfaced more than once is that housing in not a basic right under the constitutional law of the Canadian Charter of Rights and Freedoms. Bruce Porter (2004) explains that changes to policy and legislation, like making housing a right under the Charter of Rights and Freedoms, would provide hope for the future and the reduction of homelessness across Canada. For example, SHC implements housing initiatives on behalf of the Province, who in turn supports housing through funding partnerships with the Federal government (CHMC, 2011). These partnerships, where the Province must match all Federal dollars, are the way the Federal government currently supports housing. The Federal government used to fund new construction of social housing directly, but tapered off contributions since the 1980s, ending funding completely in 1993. Many researchers (Gaetz, 2014) connect this with the rise in homelessness since that time. Making housing a human right under the Charter of Rights of Freedoms would influence federal spending priorities.

Education and Public AwarenessThrough the research, communities kept pointing to a lack of education in both basic education and life skills, as well as public awareness around the issues of homelessness. The literature review confirmed that in Saskatchewan, there is a lack information because very little research around rural and remote Aboriginal homelessness has been done.

Interview respondents commented that challenges arose from low literacy. With limited to no advocacy, applications for social housing and funding are difficult to complete (Saskatoon Indian and Métis Friendship Centre & University of Saskatchewan, 2009). There was also mention, in primary research, that high school “students register in September [for school] and by the end June [60%] leave” (quote from a community member in Sandy Bay). This contributes to low literacy, basic education and life skills. In 2013, 33% of the Aboriginal population in Saskatchewan (15 years and older) did not complete high school as compared to the 19% of non-Aboriginal population (15 years and older) (Ministry of Advanced Education, 2013-2014).

People who are looking to advance their education are met with other challenges when it comes to housing. Students are often paying for housing by living with multiple roommates, family or friends (Peters & Robillard, 2013). Interview respondents feared leaving home to advance their education because when they returned, they would have no home to return to. The Saskatchewan Indian Institute of Technology (2000) has observed similar challenges facing students,


which were expressed in Urban First Nations People Without Homes in Saskatchewan. This paper also speaks to other social factors that First Nations confront when dealing with homelessness such as poverty and racism.

ConclusionUnderlying factors of homelessness can be attributed to mental health and addictions, poverty, low education attainment, job markets, scarce services and inadequate housing. Addressing underlying factors through policy, legislation, public awareness are important, as is understanding the differences between homelessness in geographical locations throughout Saskatchewan.

Throughout this research, the challenges facing Saskatchewan’s Aboriginal homeless people were brought to the forefront. Everyone in the community feels the effects of homelessness, from those in the situation to those who strive to help. The environmental scan provided vital information in regards to communities and their commitment to each individual case. To address homelessness, everyone must understand the current conditions. Until this is achieved, the search of safe, secure and adequate housing within Saskatchewan’s Aboriginal population will continue. Collecting and sharing vital information on homelessness in the Aboriginal population is a step in the direction toward ending Aboriginal homelessness.

Alicia Buckley, BA, Community Planning and Research Apprentice, Prairie Wild Consulting.Alicia is a recent graduate of the Regional and Urban Planning Program at the University of Saskatchewan - Spring 2014. Following a student internship with Prairie Wild Consulting she is now a Community Planning and Research Apprentice working with the team to prepare communities for the future. When she’s not doing this - you can find her and partner, Brad adventuring across Canada and abroad. She’s grateful to the Prairie Wild Team for sharing in the editing of this piece – Kelley, Lenore, Kristin, Samantha, Danny and John – thank you.

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City of Regina Town Planning Day: City Building for YouthSubmitted by Sheri Florizone

November 5th, 2015, will mark the 5th anniversary of the City of Regina’s Town Planning Day event for youth at Regina’s City Hall. The event is run in collaboration with Regina District Industry Education Council. Local high school students spend the day moving between workshops related to aspects of city planning. The day is organized in conjunction with World Town Planning Day. It aims to provide youth with an experiential learning opportunity into how a city is designed, developed, and maintained. Students learn not only about sustainable city planning, but about possible career paths in planning. Workshop topics range from landscape architecture, building code, and water and sewer systems, through to transportation engineering, cultural planning and community development. They are given the opportunity to design and ‘build’ their own city. As part of this fun city-building workshop, role playing related to community planning and development gives students the opportunity to develop skills in collaborating in a multi-stakeholder setting. They even get to meet the Mayor and members of Regina City Council! Students in previous years have described the day as “educational,” “valuable,” and “exciting”. They said they took away ideas, such as “an appreciation of city planning,” “new ways to define urban sustainability,” “new ideas on how we can personally affect change,” and “the importance of working together.” Images from the City of Regina Town Planning Day 2013 & 2014,

Credit: City of Regina

Moving Forward Together: A Forum to Discuss Healthy Community Design in Small CommunitiesSubmitted by Tracey Sanden & Kaylee Michnik

Many concepts of healthy community design apply to rural and urban centres equally. Rural areas have different needs, concerns and revenues. They have lower population densities due to outmigration, or rapid growth. Expansive rural landscapes and dispersed populations all challenge the notion of compact, mixed use, and complete communities. These challenges make it especially important for rural communities to engage in proactive community planning and to communicate with surrounding communities and rural municipalities (RMs) to ensure complementary planning.

On March 30, 2015, Regina Qu’Appelle Health Region’s (RQHR) Health Promotion team hosted an event to give small communities within RQHR the opportunity to share ideas, discuss healthy community design and learn how the built environment can affect the health and well-being of residents. The built environment is defined as the human-made surroundings that provide the setting for all human activity, including those places where people live, work, eat, learn, rest and play. Healthy community design ensures the built environment is health promoting, and allows citizens to remain in their community and access services, regardless of changing lifestyles and physical capabilities. An example is the design of safe, accessible walking paths for all ages and abilities that connect to community centres or other destinations in community design plans. Another example of healthy community design is enabling access to natural areas for all community members through development or protection of natural areas, like community gardens, ponds, and conservation sites.


Typically, planning decisions are based on economic development. However, a balance between economic development and healthy planning is essential to maintaining the quality of life and retention of community members. When communities are designed to enable the healthy choice to be the easy choice, a healthier lifestyle is the outcome. This in turn promotes community vibrancy, encourages volunteerism, and participation in community events. A community that promotes healthy lifestyles attracts people and encourages them to stay.

The RQHR event on March 30, 2015, provided communities an opportunity to share their successes in promoting healthy lifestyles through community design. A number of success stories were provided including one community’s report on how they strategically located their new playground to ensure all children could safely access the playground. Previously, children had to cross a railroad track to access the playground which may have prevented some children from using the playground due to safety concerns.

Facilitated discussion groups were used to engage the participants to learn about the communities, and generate ideas about how they could be improved for the health of their residents. Some of the questions discussed included: “what is your community’s vision?”, “what are potential challenges of making your vision a reality?”, and “what areas would you like to see grow within your community?” Almost all communities valued good health and wellbeing or improved quality of life for their community members and wanted to see this further develop. One of the main challenges discussed was getting community members to participate in community planning. Pairing planning events with popular community events and improved communication with community members were discussed as possible solutions.

The outcome of the event left participants with tangible actions and next steps to take back to their communities for the purposes of inspiration and implementation.

Communities were appreciative of this event, as they could relate to the sense of community and benefits for all ages that healthy community design can provide. The opportunity for communities and RMs to come together to discuss complementary planning and to build off each other’s strengths was also a noted benefit by participants.

Resources for community needs assessments and built environment assessments were provided to the participants for them to implement in their communities. RQHR Health Promotion is committed to continue to work within the region to support the development of healthy communities.

Credit: Regina Qu’Appelle Health Region

Tracy Sanden,R.D, MPH(HP) B.Sc., Public Health Nutritionist, Regina Qu’Appelle Health Region & Kaylee Michnik, R.D B.Sc. Public Health Nutritionist, Regina Qu’Appelle Health Region

Kaylee and Tracy are Public Health Nutritionists with the Regina Qu’Appelle Health Region. They work with various stakeholders toward building healthy public policy and healthy built environments.

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Urbanity 101: A Series to Build Capacity and Encourage Citizen-Driven City BuildingSubmitted by Graham Haines

City building is no longer just the realm of urban planners, architects, engineers and politicians. For the better, urban planning is becoming a topic of general interest. Civic politics regularly make the headlines across Canada, Spacing Magazine has made urbanism a popular topic nationally, groups like Evergreen CityWorks are actively encouraging and nurturing city-building through events like We Are Cities and 100 in 1. Finally, civic pride is on the upswing. In our own backyard, Hardpressed Print Studio’s city and neighbourhood branded clothing is turning this pride into a successful business venture.

Professional planners should embrace the popularization of city-building issues. Encouraging and building upon this growing interest in Saskatchewan was the focus of Urbanity 101, a three-part discussion series held recently at the Queen City Hub, a non-profit co-working space in downtown Regina. Urbanity 101 was born out of casual conversations between members of Regina Advocates for Design (RAD) and Queen City Hub, two groups with a keen interest in engaging the general public in civic affairs and the idea of city building. After the general structure of the series was conceived, the group began to meet regularly to discuss the details of each engagement session. Urbanity 101 aimed to combine elements of education, capacity building, and hackathons—arming residents with knowledge about urban planning and civic processes, and with ideas about how to improve their community and the wider city. Citizens were then tasked with creating their own strategies and vision to improve their city.

The first of the three Urbanity 101 sessions explored best practices in urban planning, including an introduction to the concepts of livability and walkability, the positive impacts of urban design done well, and building an inclusive city. Examples were taken from other cities similar in size and climate to Regina, such as Oulu, Finland, which has made positive strides toward building more sustainable and equitable transportation systems that eliminates individuals’ dependence on the private automobile. This was followed by a discussion of Regina’s history of urban planning, and an overview of the new Official Community Plan, DesignRegina. Participants were also shown that even well-intentioned plans can lead to negative outcomes. Particular emphasis was placed on the need to prioritize engaging the public to ensure city plans reflect the ongoing and evolving vision of our City’s residents.

This first session was largely designed around capacity building; providing participants with knowledge about urban planning processes and terminology while also discussing what is occurring in Regina. A key message provided throughout was that building a better city requires active and meaningful civic participation. Writing ambitious plans is just one step. Follow-through on these plans requires that citizens engage their politicians and get involved with planning activities occurring across the city. With these lessons shared, participants were encouraged to think about what they liked and disliked about Regina, and to Credit: Regina Advocates for Design


consider where and how change might be possible.Built on the foundations of the first session, the second session of Urbanity 101 more directly examined how citizens themselves could make a difference in their city and their neighbourhood. The evening began with seven short and dynamic presentations, which provided

an overview of a variety of ways that individuals can participate in their city’s success, including but not limited to: voting, shopping locally, acting as a delegation at city hall, and implementing their own tactical urbanism projects. Presenters showcased examples of citizen led-initiatives that have occurred in Regina and other cities around the world including: starting local co-ops, PARK(ing) Day, community visioning exercises, the creation of community gardens, DIY bike lanes, “chair bombing,” etc. The goal of these presentations was to provide participants with the inspiration and ideas required to make change happen themselves. Following the presentations, participants gathered together in groups to brainstorm what type of specific initiatives they would like to see occur in Regina. The most popular ideas to arise from the

evening were (1) creating a new winter festival in Regina, (2) activating Regina’s downtown alleyways, and (3) making better use of vacant lots. Other ideas included envisioning and designing bridges to cross Regina’s railway tracks, creating better active transportation infrastructure, planting potholes with trees, and creating an urban policy lab.

Urbanity 101 culminated in its third and final session, where attendees were given an opportunity to choose one of the three most popular ideas and develop it in workshops facilitated by RAD members. After a brief brainstorming session, the three groups were tasked with completing a rough action plan for their initiative that identified potential challenges, keys to success, and partnering opportunities. The evening concluded with short presentations of the three action plans. Just a few of the exciting proposals included partnering with the Regina Farmers Market in order to create a food truck festival in a downtown alley, and the development of a winter concert series hosted in Victoria Park in downtown Regina.

Enthusiastic participation at all three sessions from the combined 200+ participants was a strong indication of the growing interest in Regina’s development by its residents. As such, Regina Advocates for Design and the Queen City Hub are already considering how they might build off the success of Urbanity 101 and host another series sometime in the fall to continue building capacity for better city-building in Regina and other interested communities.

Urbanity 101 - March 12, 2015. Credit: Tria Donaldson

Parking Day, 2014. Credit: Jonathan Pradinuk

Graham Haines BA.Sc., M.Pl., Senior Policy and Research Analyst, City of ReginaGraham is member of Regina Advocates for Design, and a Senior Policy and Research Analyst with the City of Regina. He holds a Masters of Planning from Ryerson University and an Engineering degree from the University of Toronto. Before moving back to Regina in the past year, he worked in Ontario for Arup as a Transportation Consultant, and for the Pembina Institute as a policy analyst where he researched sustainable land-use and transportation solutions.

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Living Heritage, Quality of Life and Community Development:Five Approaches to Planning for Growth in SaskatchewanSubmitted by Sandra Massey

There are several models currently being used to guide sustainable community development in Saskatchewan. This article will introduce five models that reveal an in-tuitive understanding of the role of Living Heritage; the values, beliefs and ways of living that shape the choices we make, not only for ourselves but others as well. To begin, the concept of Living Heritage will be explained and connected to quality of life issues and community development.

Although the concept of Living Heritage is not new, the United Nations Educational, Scientific, and Cultural Or-ganization, (UNESCO) Convention for the Safeguard-ing of Intangible Cultural Heritage (ICH) established a definition in 2003 that reflects the lived experience of heritage:

The “intangible cultural heritage” means the practices, representations, expressions,

knowledge, skills – as well as the instru-ments, objects, artifacts and cultural spaces associated therewith – that communities, groups and, in some cases, individuals recognize as part of their cultural heritage. This intangible cultural heritage, transmitted from generation to generation, is constant-ly recreated by communities and groups in response to their environment, their interaction with nature and their history, and provides them with a sense of identity and continuity, thus promoting respect for cultural diversity and human creativity.

Living Heritage shapes our landscapes, and our sense of identity, belonging and place in the world. The quality of life we enjoy depends on building strong relation-ships: with ourselves, within our families, and with others. In addition, all learning occurs within a cultural context. Therefore, all human development and sub-sequently all community development are connected; both shape our quality of life and wellbeing.

Living Heritage & Quality of LifeGovernments, healthcare providers and care-givers agree that health and wellbeing is about more than just treating disease. The ‘Population Health’ approach to healthcare in Saskatchewan recognizes that many factors influence lifestyle and individual behaviour. Our values, beliefs and ways of life, in other words, our Living Heritage, shape both individual and collective life choices. Governments, law enforcement agencies, human rights advocates, social workers and others who work with marginalized groups, know from first-hand experience

that context matters. Social cohesion depends on reci-procity, the give and take that occurs when values and ways of living are negotiated within a community. An understanding of our own Living Heritage is where un-derstanding the ‘other’ begins. Social cohesion depends on an active citizenry willing to negotiate a set of values, beliefs and ways of living that recognizes common ground and respects differences at the same time.

Governments, educators, students, business leaders and entrepreneurs understand the benefits of culturally sensitive learning environments and workplaces. Preparing youth for the workplace is a complex challenge inherently linked to human development. The confidence to contribute in a meaningful way comes from a strong sense of identity, belonging and place over and above skill development and specific subject knowledge and understanding. There is a growing body of evidence that culture-sensitive learning environments provide the social context necessary for learning to occur. This extends to life-long learning experiences and success in the workplace as well. Businesses that value creative thinking and innovative solutions value difference of perspective, ideas, and options. Many employers, and certainly front-line workers, face day to day situations where an understanding of the intangible cultural heritage of those they work with and those they hope to serve enables them to do their job more effectively and efficiently.

Any model for sustainable community development needs to address quality of life issues related to health and wellbeing, citizenship and social cohesion, and education and employment. Each of the models introduced below are based on an intuitive

Smudge, 2009. Credit: Greg Girard


understanding of Living Heritage and the power of the past to shape individual and collective choices.

Saskatchewan Main Street ProgramThe Main Street Program was introduced in 1979 by the National Trust of Canada to “use a community’s ‘heritage’ (in its broadest sense) as a revitalization tool . . . It is about people working together to revitalize the economic health of their communities, while preserving the character of their downtowns.”

In 2011 the Government of Saskatchewan launched the Saskatchewan Main Street program selecting four communities to participate in demonstration projects. The program’s Four-Point Approach focuses on:

• Community organization (bringing residents, property owners, merchants and other stakeholders together to work toward a common goal);

• Economic restructuring (working with other economic development organizations to recruit new businesses; support, nurture, and retain existing businesses; develop initiatives and programs that respond to consumer needs);

• Design/heritage conservation (creating an inviting pedestrian oriented downtown, rehabilitating historic buildings, encouraging new construction sensitive to the area’s heritage character); and

• Promotion (to create and enhance the perception of the commercial district as a hub of commercial and cultural activity; a viable place for consumer and business investment).

Guided by a governing board, a key component of the program is hiring a coordinator to organize community activities and build momentum for various projects. Community consultations throughout the process reveal the value of living heritage; the cultural and natural heritage resources, both tangible and intangible, that gives residents a sense of identity, belonging and place.

Projet du TerroirThe concept of terroir is also grounded in a sense of identity, belonging and place. In 2005, UNESCO adopted the following definition:

A terroir is a determined geographical area, defined by a human community,

which generates and accumulates along its history a set of distinctive cultural traits, knowledge and practices based on a system of interactions between the natural environment and human factors. The know-how involved carries originality, confers its typical nature, and enables recognition of the goods and services originating from this specific geographical area and thus of the people living within it. These areas are living and innovative spaces which are more than just about tradition.

Using this definition to inform discussions, the steering committee of the Projet du Terroir recognized Living Heritage as a vital component of community development.

“The terroir program aims to revitalize rural communities by recognizing and reclaiming ancestral knowledge and skills. At the same time, it seeks to increase appreciation of the farmer’s role by ensuring the region’s sustainable development and protecting the cultural integrity of the communities who live on the land.”

Program partners include L’Assemblée communautaire fransaskoise (ACF), the Fédération des aînés Fransaskois and L’Institut français. Together with participating communities, the project pursued four main themes: identity and a sense of belonging; demography and migration; intercultural dialogue; and collaborative economics and interdependence. Participants successfully implemented an educational program, an intergenerational garden, as well as hosting an international symposium in 2009.

The Projet de Terroir recognizes the connection between Living Heritage and sustainable community/regional development based on authentic cultural and social Eco-Museum Workshop, Credit: Glenn Sutter

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expressions related specifically to food production, preparation, and marketing. In other words, the economic value of the agricultural product is a spin-off benefit of the cultural, social, and environmental values of the community.

Saskatchewan Ecomuseum Initiative Ecomuseums were first developed in France in the 1970’s, focusing on a holistic approach to heritage preservation and interpretation that combined an acknowledgment of the cultural, social and environmental values of the community. The Saskatchewan Ecomuseum Initiative steering committee, Chaired by Glenn Sutter of the Royal Saskatchewan Museum, includes representatives from Heritage Saskatchewan, Museums Association of Saskatchewan, SaskCulture and The National Trust of Canada. Their working definition of an ecomuseum is as follows:

An ecomuseum is a community museum that provides a unique mechanism for community engagement, in which community members work to preserve and learn from tangible and intangible heritage in its living form. Through community consultations, stakeholders agree on natural and cultural assets that they value and create plans to ensure they are preserved and used to foster a culture of sustainability. . . . they enable communities to preserve valued objects, sites, and cultural practices where they exist, enhancing their visibility and the contributions they make to community development activities.

Several communities in Saskatchewan are using the Ecomuseum model to guide growth in a sustainable way. Learning about local history, connecting the past

to the present and developing community partnerships builds social capital. Although not the main purpose of an ecomuseum, tourism and economic development are usually spin-off benefits. The development process brings people together, providing a public space for discussion of different value systems and the negotiation of shared values.

Municipal Cultural Planning (MCP) Municipal Cultural Planning (MCP) developed as a way of broadening the scope of municipal planning processes already in place. Proponents of MCP understand the intrinsic connection between living heritage and creating great places to live, work and play. According to the Creative City Network, MCP is based on “inclusive community consultation and decision-making” and provides municipal governments with “a clearer sense of a community’s aspirations and values” which in turn, “informs policy-making and planning decisions for the whole community.”

Many communities in Saskatchewan have developed Municipal Cultural Plans (MCPs) or are in the process of doing so. SaskCulture supports MCPs through the Municipal Cultural Engagement and Planning Grant Program (MCEP). Further, they identify five key steps in the MCP process: preparation; information gathering and research; analysis and drafting the plan; finalizing plans and building momentum; and ongoing updates and monitoring. Seeing a community through a cultural lens reveals both tangible and intangible assets that SaskCulture suggests, “can be used to inform sustainable, integrated and strategic planning for the community.”

Age-Friendly SaskatchewanThe Age-Friendly Cities Project was introduced by the World Health Organization (WHO) in 2006 following extensive consultations with seniors, senior-

care providers and other groups and individuals from several countries including Canada, in order to establish a framework to help cities address the needs of an aging population. Eight key areas of community life were identified: outdoor spaces and buildings, transportation, housing, social participation, respect and social inclusion, civic participation and employment, communication and information, and community support and health services.

In 2007, the Public Health Agency of Canada partnered with the provinces and territories to develop and promote the concept of Age-Friendly Communities across the country. The Saskatoon Council on Aging has led the way in Saskatchewan. The Age-friendly Saskatoon Initiative began with a community assessment involving over 500 older adults and older adult caregivers who shared their “lived” experience. Based on the results, a number of recommendations were developed that, when implemented, will enable the city to become an age-friendly community. In 2014, the Saskatchewan Seniors’ Mechanism launched the Age-Friendly Saskatchewan website joining several other provinces in promoting the concept of age-friendly communities to address quality of life issues for seniors and all residents throughout their life cycles.

ConclusionRegardless of the model adopted to guide the process, sustainable community development work is collaborative, multi-disciplinary, cross-cultural, inter-generational and ongoing. It begins in conversation with others and the sharing of lived experiences. It is measured in our quality of life and sense of wellbeing. The Canadian Index of Wellbeing defines wellbeing as:

The presence of the highest possible quality of life in its full breadth of expression focused on but not necessarily exclusive to: good


living standards, robust health, a sustainable environment, vital communities, an educated populace, balanced time use, high levels of democratic participation, and access to and participation in leisure and culture.

The role of Living Heritage is reflected in the Canadian Index of Wellbeing (CIW) and the eight domains established to measure quality of life in Canada which include: Environment; Leisure and Culture; Education; Healthy Populations; Democratic Engagement; Living Standards; Time Use; and Community Vitality. Consider the similarities between the eight domains of the CIW and the eight key areas of community life addressed by Age-Friendly Communities, the Municipal Cultural Planning process and the development process of an Ecomuseum; or the four main themes of the Projet de Terroir and the Main Street 4-Point Approach. They all share an intuitive understanding of Living Heritage as contemporary, traditional and living at the same time; inclusive (multiple voices, engaged citizens); representative (multiple stakeholders, collaborative); and community-based (grassroots, neighbourhoods, local identity). Recognizing the role of Living Heritage in our communities contributes in many positive ways to quality of life issues: healthy active living for seniors and aging in place, developing welcoming communities for newcomers and visitors, building social cohesion and creating culture-sensitive learning environments and workplaces, and identifying and conserving important wildlife areas and natural spaces.

Those involved in sustainable community development work must have excellent organizational and communication skills to engage residents in ongoing conversations about their values, beliefs and ways of life. Living Heritage is a powerful force that necessarily shapes the way we negotiate or co-create great places to live, work and play.

For More InformationHeritage Saskatchewan Alliance is the collective voice of all those who value heritage in Saskatchewan. Our vision is to see heritage as a valued and dynamic legacy that contributes to our sense of identity, creates an understanding of our past, is used to build communities in the present, and informs our choices for the future.

Heritage Saskatchewan#200 – 2020 11th Avenue

Regina, Saskatchewan, S4P 0J3Ph: 306.780.9191 Fax: 306.780.9190

www.heritagesask.ca

References

Age-Friendly Communities Canada Hub: www.afc-hub.caAge-Friendly Saskatchewan: www.skseniorsmechanism.ca/age-friend-ly-communities.html

Baeker, Greg Baeker, “Beyond Garrets and Silos:” Concepts, Trends and Developments in Cultural Planning, April 2002.

Bougoin, Josée, TERROIR: An alternative to Rural Development - Rural revitalization and sustainability through locally grown Value-added Prod-ucts, a slide presentation, downloaded June 2014 from www.seda.sk.ca/.../Josée-Bourgoin-Rural-Revitalization-and-Sustainability, no date. Canadian Index of Wellbeing web site: www.ciw.ca

Canadian Index of Wellbeing, How are Canadians Really Doing? The 2012 CIW Report. Waterloo, ON: Canadian Index of Wellbeing and University of Waterloo, 2012.

Creative City Network web site: www.creativecity.caDupré, Frédéric and Ludivine Tatieu-Bilhère, Saveurs et saviors: Grande région de Batoche / Greater Batoche region. Fédération des aînés Fran-saskois, Institut francais, and Assemblée communautaire fransaskoise, 2012.

Government of Saskatchewan website - www.pcs.gov.sk.ca/heritage

Government of Saskatchewan, Main Street Coordinator’s Manual - available online Heritage Canada National Trust website: https://www.heritagecanada.org/en/resources/regeneration/main-street The Main Street Program: Past and Present, prepared by the Heritage Canada Foundation for Saskatchewan Tourism, Parks, Culture and Sport, March 2009.

Heritage Saskatchewan and Museums Association of Saskatchewan, Ecomuseum Concept: A Saskatchewan Perspective on “Museums Without Walls”, February 2015.

Hilchey, Duncan, Gout de Terroir: Exploring the Boundaries of Specialty Agricultural Landscapes in Exploring the Boundaries of Historic Land-scape Preservation, downloaded June 2014 from www.clemson.edu/caah/cedp/cudp/pubs/alliance/05_hilchey.pdf.

Hume, Gord, Cultural Planning for Creative Communities. Municipal World Inc., 2009.

Massey, S. L., Living Heritage & Quality of Life: Reframing Heritage Activ-ity in Saskatchewan. Heritage Saskatchewan, November 2012.Public Health Agency of Canada: www.phac-aspc.gc.ca/seniors-aines/afc-caa-eng.php Saskatchewan Eco-museums Initiative Steering Committee, The Ecomuseum Concept: A Saskatchewan View, Working Paper, Nov. 20, 2013.

SaskCulture Inc., Municipal Cultural Planning, an informational pam-phlet, no date. UNESCO web site: www.unesco.org

Eco-Museum, Katepwa Tour. Credit: Glenn Sutter

Sandra Massey, BA (Hons), MA, Research Program Coordinator, Heritage SaskatchewanSandra studied at the University of Saskatchewan graduating with a B.A.(Hons.), with a major in Art History, before attending the University of Toronto where she completed a Master of Museum Studies. Her professional interests include memory and the value of personal storytelling, exploring the fine line between fact and fiction, and how we create meaning and build a sense of identity, belonging and place in a pluralistic world. She is currently on contract with Heritage Saskatchewan as the Research Program Coordinator.

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Saskatchewan is in the P3 MarketSubmitted by Jenna Mouck, RPP, MCIP

Like many other jurisdictions in Canada, Saskatchewan has a well-recognized infrastructure deficit that cannot be met through traditional infrastructure investment alone. This “infrastructure gap” is evident across all sectors, including highways, schools and healthcare facilities. Over the past few years, this has led both the provincial and municipal levels of government to seek other means of meeting the infrastructure demands across the province. This article focuses on Saskatchewan’s participation in the public-private partnership (P3) market along with showcasing various high profile projects currently underway in the province.

Typically, governments utilize the design-bid-build (DBB) methodology for facility design and construction. This includes the government first paying an architect and/or engineer to design the facility/infrastructure. Once the design is complete, the drawing package is tendered and awarded to the lowest bidder. The government then pays the general contractor to construct the project. The government is also responsible for paying to maintain the asset over the long-term. This procurement methodology has typically resulted in capital cost overruns, schedule delays, and scope creep. This approach also does not take into account the long-term condition of an asset, including the regular maintenance and lifecycle replacement schedule, resulting in poorly maintained facilities and critical infrastructure failures that will cost taxpayers significant money to keep facilities in operation.

Over the past few years, Saskatchewan’s provincial government and two largest municipalities, Saskatoon and Regina, have begun exploring other means of meeting the infrastructure gap across the province. This has involved the exploration of public-private partnerships (P3) for major infrastructure projects (generally over $100 million). Based on the upfront due diligence work, including business case development and preliminary value for money (VFM) analysis1, a variety of P3s are

1 Value for money (VFM) analysis involves comparing a traditional (i.e. DBB) procurement approach to a P3 pro-curement approach. The purpose of the VFM analysis is to identify the procurement option that would provide the greatest value through all project phases, including design, construction, maintenance and operations (if consid-ered). This involves numerous analyses, including a detailed financial analysis and risk analysis.

now being utilized in Saskatchewan and are at various stages in the procurement, and design and construction phases. These projects range from transportation infrastructure, to school bundles, to healthcare facilities and even wastewater treatment and sports.

According to PPP Canada, the federal Crown corporation created to advance P3s to all levels of government, P3s are long-term performance-based contracts involving private sector accountability over the long-term life of the asset (About Us, n.d.). The process involves maximizing private sector expertise and innovation as well as transferring risks associated with infrastructure development (e.g. cost overruns, schedule delays, unexpected maintenance) to the most appropriate sector. Substantial portions of the contract are paid over the long-term with fixed lifecycle, maintenance, and/or operations costs, providing governments with cost certainty over the life of the contract as well as little to no upfront capital contribution, depending on the project terms. (About P3s, n.d.)

Let’s take a look at the P3s currently underway in Saskatchewan, starting at the provincial level. SaskBuilds, in cooperation with its ministry, health region and school division partners, is currently leading the procurement on the provincial P3 projects. SaskBuilds was established by the Government of Saskatchewan in October 2012 and is

Swift Current Long-Term Care Project Rendering, Source: SaskBuilds


responsible for leading a review of procurement options; however, the immediate focus for SaskBuilds is to assist in the development of large-scale infrastructure projects that are a priority for the province. (About SaskBuilds, n.d.)

In partnership with the Cypress Regional Health Authority, the Government of Saskatchewan participated in its first P3 with the signing of the Swift Current Long-Term Care contract in September 2014. The project involves the replacement of three existing long-term care facilities in Swift Current as well as adding additional capacity, for a total of 225 beds all to be owned and operated by the health region upon completion. The project is structured as a design-build-finance-maintain (DBFM) over a 30-year term (not including construction). The net present value (NPV) of the project is $108.5 million and the VFM report indicates an over 13% savings in comparison to the traditional DBB. The new facility is set to open in Spring 2016. (Swift Current, n.d.)

The Government of Saskatchewan also has a number of other P3 procurements currently underway with ministry, health region, and school division partners, which are expected to close in Summer 2015, including:

• Regina Bypass, which is structured as a design-build-finance-operate-maintain (DBFOM). The project will be the largest transportation infrastructure project in Saskatchewan’s history (Regina Bypass, n.d.). Construction on the publicly owned bypass is expected to begin in Summer 2015. (Regina Bypass Project, n.d.)

• Saskatchewan Hospital North Battleford – Integrated Correctional Facility, which is structured as a DBFM, similar to the Swift Current project, with the public sector maintaining ownership and operations of the facility once complete. The project involves the replacement of the over 100-year old provincial mental health facility, as well as an additional 96-room correctional facility that will house both male and female offenders, and will be operated as a therapeutic environment in the future. The project includes multiple provincial ministries, as well as the Prairie North Regional Health Authority. The new facility is scheduled for substantial completion in Summer 2018. (Saskatchewan Hospital, n.d.)

• Nine Joint-Use Elementary Schools, which is also structured as a DBFM, with public sector School Board ownership and operation of the new schools once complete. The school bundles involving the Ministry of Education, as well as both public and separate school divisions, will construct 18 elementary schools on nine joint-use sites across the province, including in Regina, Saskatoon, Warman and Martensville. The

schools are scheduled to be ready to open for the 2017/18 school year. (Nine Joint-Use, n.d.)

The municipal sector has also been busy with multiple P3 projects in recent years. The City of Saskatoon has two P3 projects – the Saskatoon Civic Operations Centre and the North Commuter Parkway and Traffic Bridge Replacement project.

• Saskatoon Civic Operations Centre involves the co-location of many key city operations by replacing the 100-year old transit facility. The project includes a DBFM of the new transit facility and a new snow management facility. The contract term is 25 years (not including construction) (Civic Operations Centre, n.d.), with approximately $38.5 million in federal funding. The contract was awarded in January 2015 with transit expected to move-in in late-2016, and the snow management facility to be operational in two years. The City has reported a VFM of $92.3 million compared to a traditional DBB. (City Awards, n.d.)

• The North Commuter Parkway and Traffic Bridge Replacement project involves a number of road and bridge works, including the replacement of a 108-year old bridge, with the project structured as a DBFOM. The contract term is 30 years (not including construction) (Saskatoon North, n.d.) with the federal government providing up to $66 million and the provincial government providing a $50 million contribution (P3 Canada Fund, n.d.). The RFP is scheduled to close in Summer 2015 with

Regina Stadium Project Rendering, Source: City of Regina

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construction to commence in Fall 2015 and substantial completion set for late-2018 (North Commuter, n.d.).

The City of Regina also has two P3 projects underway – the Regina Wastewater Treatment Plant and the Stadium project.

• Regina’s Wastewater Treatment Plant involves building a new facility for the City to meet new environmental regulations (Wastewater Treatment Plant, 2015). The contract is structured as a DBFOM over a 30-year term (including construction). The federal government has committed approximately $48 million to the project. The net present value (NPV) of the project is $377.2 million and the value for money (VFM) report indicates a 20.1% ($94.6 million) VFM for the overall project and total 29.3% ($138.1 million) for the City (taking into account federal funding only available if delivered as a P3) on the savings over a traditional DBB (Deloitte, 2014). The contract was signed in July 2014 and construction is currently on-schedule, scheduled for substantial completion in December 2016 (Wastewater Treatment Plant, 2015).

• The Stadium, which will be a 33,000-seat open-air facility, will be home to the Saskatchewan Roughriders and local sports teams and will include expandable seating and optional upgrades in the future (Stadium Project, n.d.). The contract is structured as a design-build-finance (DBF) over a 30-year term (not including construction). The total cost of the project is $278 million. The provincial government will provide $80 million, as well as a long-term loan to the City, while the Roughriders will contribute $25 million. Construction, which is currently on-schedule, commenced in June 2014 with substantial completion scheduled for August 2016, in time for the 2017 CFL season. (Cost, n.d.)

While the various P3 projects in Saskatchewan differ in terms of what is included in the long-term contract (i.e. operations and/or maintenance), they all have one thing in common – all are expected to be delivered on-time and on-budget and deliver positive value for the taxpayers of Saskatchewan. These projects account for a significant investment in the province and contribute to the replacement of key infrastructure in a timely manner.

References

About P3s. (n.d.). In PPP Canada. Retrieved May 11, 2015, from http://www.p3canada.ca/en/about-p3s/

About SaskBuilds. (n.d.). In SaskBuilds Retrieved May 11, 2015, from http://saskbuilds.ca/about-us/

About Us. (n.d.). In PPP Canada. Retrieved May 11, 2015, from http://www.p3canada.ca/en/about-us/

City Awards Civic Operations Centre Contract $25M Under Budget. (2015). In City of Saskatoon. Retrieved May 11, 2015, from https://www.saskatoon.ca/news-releases/city-awards-civic-operations-centre-contract-25m-under-budget

Civic Operations Centre. (n.d.). In City of Saskatoon. Retrieved May 11, 2015, from https://www.saskatoon.ca/business-development/major-proj-ects/current-projects/civic-operations-centre

Cost. (n.d.) In City of Regina. Retrieved May 11, 2015, from http://www.reginarevitalization.ca/stadium-project/cost/

Deloitte (2014). City of Regina Wastewater Treatment Plant Expansion & Upgrade Project Value for Money Report. Retrieved from http://www.p3canada.ca/~/media/english/resources-library/files/regina%20wwtp%20vfm.pdf

Nine Joint-Use Elementary Schools. (n.d.). In SaskBuilds. Retrieved May 11, 2015, from http://saskbuilds.ca/projects/Nine%20Joint%20Elemen-tary%20Schools.html

North Commuter Parkway and Traffic Bridge Replacement Projects. (n.d.). In City of Saskatoon. Retrieved May 11, 2015, from https://www.saskatoon.ca/business-development/major-projects/current-projects/north-commuter-parkway-traffic-bridge-replacement-projects

P3 Canada Fund to Contribute to the Saskatoon North Commuter Parkway Project. (n.d.). In PPP Canada. Retrieved May 11, 2015, from http://www.p3canada.ca/en/about-us/media-room/whats-new/p3-canada-fund-to-contribute-to-the-saskatoon-north-commuter-parkway-project/

Regina Bypass. (n.d.). In Government of Saskatchewan. Retrieved May 11, 2015, from http://www.highways.gov.sk.ca/Regina_bypass

Regina Bypass Project. (n.d.). In SaskBuilds. Retrieved May 11, 2015, from http://saskbuilds.ca/projects/Regina%20Bypass%20Project.html

Saskatchewan Hospital North Battleford – Integrated Correctional Facility. (n.d.). In SaskBuilds. Retrieved May 11, 2015, http://saskbuilds.ca/projects/Saskatchewan%20Hospital%20North%20Battleford.html

Saskatoon North Commuter Parkway and Traffic Bridge Replacement (Saskatoon, Saskatchewan). (n.d.). In PPP Canada. Retrieved May 11, 2015, from http://www.p3canada.ca/en/about-p3s/project-map/saskatoon-north-commuter-parkway/

Stadium Project. (n.d.). In City of Regina. Retrieved May 11, 2015, from http://www.reginarevitalization.ca/stadium-project/

Swift Current Long-Term Care Project. (n.d.). In SaskBuilds. Retrieved May 11, 2015, from http://saskbuilds.ca/projects/SC_LTHCF.html

Wastewater Treatment Plant (2015). In City of Regina. Retrieved May 11, 2015, from https://www.regina.ca/residents/water-sewer/wastewa-ter-treatment-plant/

Jenna Mouck MCIP, RPP, Principal Project Director, SaskBuilds Corp.Jenna obtained an undergraduate degree in Environmental Design from the University of Manitoba and a Master of Urban Planning from McGill University. Jenna spent a number of years in the private development sector in British Columbia and has been working for the Saskatchewan provincial government since 2011, where she has held numerous positions in the areas of Housing, Environmental Assessment, and Health Capital Asset Planning. Jenna’s current focus is the new mental health hospital project in North Battleford.

SASKATCHEWANP R O F E S S I O N A L P L A N N E R S I N S T I T U T E

SPPI

Saskatchewan Institute of Planners

505-2300 Broad StreetRegina, SaskatchewanS4P 1Y8

Phone: (306) 584 - 3879Email: [email protected]

facebook.com/saskplanning @SaskPlanner

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