A Strong Foundation – The Housing Strategy for Saskatchewan · ts in Saskat askatchewa of urban...

A Strong Foundation – The Housing Strategy for Saskatchewan

SaskatchewanMinistry ofSocial Services

Status of WomenOffice

1

OPENING REMARKS 3 LETTERFROMMINISTEROFSASKATCHEWANHOUSINGCORPORATION 3 LETTERFROMSASKATCHEWANURBANMUNICIPALITIESASSOCIATION 4 LETTERFROMCANADIANHOMEBUILDERS’ASSOCIATION 5 LETTERFROMASSOCIATIONOFSASKATCHEWANREALTORS 6 LETTERFROMSASKATCHEWANASSOCIATIONOFRURALMUNICIPALITIES 7

ACKNOWLEDGEMENTS 8

SUMMARY 10

INTRODUCTION: NEED FOR A COMPREHENSIVE APPROACH TO HOUSING 11

THE CONTEXT 12 ECONOMICANDDEMOGRAPHICCHANGE 12 HOUSINGMARKETCHANGES 12

CONSULTATIONS 15

MAIN HOUSING ISSUES IN SASKATCHEWAN 16 HOUSINGSTOCK 16 INCREASEDCONSTRUCTIONCOSTSANDFINANCINGDIFFICULTIES 16 TAXATIONSTRUCTUREFORRENTALPROPERTIES 16 REGULATORYANDPROCESSBARRIERS 16 INCREASINGNEEDSOFPOPULATIONSEGMENTS 16 COMMUNITYVARIATION 17 UNDERSTANDINGOFNEEDS 17 GAPSINEDUCATIONANDAWARENESS 17 FUNDING 17 THEHOUSINGSECTORISWORKINGINSILOS 17

UNDERSTANDING THE IMPORTANCE OF HOUSING 18 UNDERSTANDINGHOUSINGASTHESOCIALANDECONOMICFABRICOFCOMMUNITIES 18 ECONOMICSECURITY 18 PERSONALWELL-BEING 18 STRONGCOMMUNITIES 18 UNDERSTANDINGTHEHOUSINGCONTINUUM 18 UNDERSTANDINGTHEHOUSINGSECTOR 19 PRIVATESECTOR 20 PUBLICSECTOR 20 NON-PROFITSECTOR 22

SASKATCHEWAN’S STRATEGY 23 VISIONFORSASKATCHEWAN 23 PRINCIPLES 23

TABLE OF CONTENTSThe Housing Strategy for Saskatchewan

2

STRATEGIC DIRECTION 1 – INCREASE THE HOUSING SUPPLY 25OBJECTIVE1.1 DEVELOPNEWRENTALHOUSING,HIGHDENSITYHOUSINGAND

HOUSINGATTAINABLEFORFIRSTTIMEOWNERS 25OBJECTIVE1.2 PRIORITIZEACTIVITYTOZONEANDSERVICELANDSOITISAVAILABLEFORRESIDENTIAL

DEVELOPMENT 26OBJECTIVE1.3 USEFINANCIALANDBUILDINGINNOVATIONANDPROVENPRACTICES

TOPROMOTENEWHOUSINGSUPPLY 26OBJECTIVE1.4 CREATEHOUSINGOPTIONSSPECIFICALLYFORWORKERS,STUDENTSAND

OTHERMOBILEPOPULATIONS 27OBJECTIVE1.5 REDUCEPROCESSANDREGULATORYBARRIERSTHATDIMINISHNEWDEVELOPMENTS 27OBJECTIVE1.6 PARTNERTOIDENTIFYANDMAINTAINASUSTAINABLEHOUSINGINDUSTRY

LABOURFORCECAPACITY 28

STRATEGIC DIRECTION 2 – IMPROVE HOUSING AFFORDABILITY 29OBJECTIVE2.1 RESEARCH,PROMOTEANDDEVELOPALTERNATIVEHOUSINGTENURES 29OBJECTIVE2.2 REDUCERESIDENTIALBUILDINGCOSTS 30OBJECTIVE2.3 MAINTAINANDIMPROVETHEMOSTAFFORDABLEHOUSING–THEEXISTING

HOUSINGSTOCK 31OBJECTIVE2.4 STREAMLINEPROCESSESTOSPEEDDEVELOPMENTAIMEDATHOUSINGTHATIS

AFFORDABLE 31OBJECTIVE2.5 CREATEINCENTIVESANDNEWFINANCIALOPTIONSTOIMPROVEAFFORDABILITY 32

STRATEGIC DIRECTION 3 – SUPPORT INDIVIDUALS AND FAMILIES IN GREATEST HOUSING NEED 33

OBJECTIVE3.1 ADDRESSGAPSINSUPPLYANDSERVICESALONGTHEHOUSINGCONTINUUM

FORGREATERAVAILABILITYOFHOUSINGTARGETEDFORLOW-INCOME

ANDVULNERABLEPEOPLE 33OBJECTIVE3.2 INCREASEEDUCATIONANDAWARENESSFOR,ANDABOUT,HOUSINGFORLOW-INCOME

ANDVULNERABLEPOPULATIONS 33OBJECTIVE3.3 SUPPORTAVAILABILITYOFTHEAPPROPRIATETYPEOFHOUSINGANDCOMPLEMENTARY

SUPPORTSTOINDIVIDUALSANDFAMILIESWITHNEED 34

STRATEGIC DIRECTION 4 – ENHANCE STRATEGIC PLANNING FOR HOUSING 35OBJECTIVE4.1 PLANFORHOUSINGATBOTHCOMMUNITYANDREGIONALLEVEL 35OBJECTIVE4.2 INCREASEACCURACYANDAVAILABILITYOFDATAANDEXPERTISEABOUTHOUSING 36

STRATEGIC DIRECTION 5 – COLLABORATE, COMMUNICATE & EDUCATE 37OBJECTIVE5.1 INCREASEPUBLICANDSECTORAWARENESSOFHOUSINGISSUESAND

NEEDSACROSSTHECONTINUUM 37OBJECTIVE5.2 INCREASEPARTNERSHIPSTOLEVERAGEFINANCIALANDHUMANRESOURCESWITHIN

THEHOUSINGSECTOR 38OBJECTIVE5.3 COMMUNICATEPROVENPRACTICESWITHINTHEHOUSINGSECTOR 39

PUTTING THE PLAN INTO ACTION 40 ACTIONTEAMS 40

TRACKING SUCCESS 41 STRATEGICINDICATORS 42

APPENDIX A: GLOSSARY OF TERMS 43

TABLE OF CONTENTS (continued)

The Housing Strategy for Saskatchewan

3

LETTER FROM MINISTER RESPONSIBLE FOR SASKATCHEWAN HOUSING CORPORATION

ItgivesmegreatpleasuretolaunchA Strong Foundation - The Housing StrategyforSaskatchewan.Thisstrategyhascometogetherthankstotheworkofmanypeopleacrossgovernments,communityorganizationsandthehousingsector.Thislong-termstrategyisthefirstofitskindinSaskatchewanandIamveryproudtobeapartofit.

Saskatchewanisexperiencingunprecedentedeconomicandpopulationgrowththatisexpectedtocontinueforyearstocome.Oneofthechallengesofthisgrowthhasbeenincreasedpressureonhousingsupplyandaffordability.

InMarchandAprilofthisyear,theSaskatchewanHousingCorporation(SHC)heldconsultationswithover350housingstakeholders

throughouttheprovincetotackletheseissuesandsetouttangiblesolutions.Thesediscussionsresultedinfivebroadstrategicpriorities:

Increasethehousingsupply;

Improvehousingaffordability;

Supportindividualsandfamiliesingreatesthousingneed;

Enhancestrategicplanningforhousing;and

Collaborate,communicateandeducate.

Thisstrategyisaneight-yearplanthatwillmotivateeveryoneinthehousingsectortomakethedifferenceneededtobuildastronghousingenvironmentforSaskatchewanpeople.Thisistrulyacollaborativecommunity,industryandgovernmentdriveninitiativewhichgoesbeyondwhattheGovernmentofSaskatchewancando.ItservesasatangibleroadmapfromwhichwewillallbuildasweworktogethertosecureSaskatchewanasthebestplacetolive,workandraiseafamily.

Althoughtheobjectiveofthisstrategyistoincreasehousing,italsoaimstocreatehomes,homesthatoffersecurity,shelter,well-beingandaplaceforfamiliestogrowandexperiencelifetogether.Tome,thisisthemostimportantobjectiveofall.

Isincerelythankallofthepeopleinvolvedindevelopingthisstrategy.YourinputandexpertisewerevitaltocreatingthesolutionsoutlinedwithinthisplanandwillcontinuetoinspirefutureworkinSaskatchewan’shousingsector.

Sincerely,

HonourableJuneDraude

MinisterResponsiblefortheSaskatchewanHousingCorporation

4

LETTER FROM SASKATCHEWAN URBAN MUNICIPALITIES ASSOCIATION


The Housin

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5

LETTER FROM CANADIAN HOME BUILDERS’ASSOCIATION

The Housin

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6


LETTER FROM ASSOCIATION OF SASKATCHEWAN REALTORS

The Housin

July 12, 2 HonourabMinister RRoom 346Regina, S Dear Mini Shelter is most impo Saskatcheprovince. for meetin The key tois thereforacross themovemenquality. R REALTORand suppofunctions housing p Saskatchebuilt by peThis stratesectors; w Yours Tru

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The Housin

July 12, 2 HonourabMinister RRoom 346Regina, S Dear Mini Shelter is most impo Saskatcheprovince. for meetin The key tois thereforacross themovemenquality. R REALTORand suppofunctions housing p Saskatchebuilt by peThis stratesectors; w Yours Tru

Bill MaddeExecutive

2811 E

ng Strategy for

011

ble June DrauResponsible fo6, 2405 Legis

SK S4S 0B3

ster Draude:

one of the mortant factors

ewan’s REALIn particular w

ng the need fo

o housing strare likely to bee entire housint of the markREALTORS®

RS® are proporting efficienare critical no

plays a centra

ewan’s REALeople with divegy can be th

we look forwa

uly,

er e Vice Preside

Estey Drive, S

info@sas

A

r Saskatchewan

ude or Saskatchewslative Buildin

ost basic humin meeting th

LTORS® welcwe welcome tor shelter.

ategy is creat driven by theing spectrum.et, making beare encourag

perty professioncy in price anot only to meel role.

LTORS® lookverse backgrohe start of a nrd to working

ent

askatoon, SK

skatchewanre

ASSOCIAT

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wan Housingg

man needs, ahat need effic

come the devthe recognitio

ting more supe extent to wh. And, the hoetter use of exged to see the

onals. Their innd the transfoet housing ne

k forward to inounds and inteew approach with all hous

K S7J 2V8 | 306.373

ealestate.com

TION OF SA

Corporation

nd a healthy iently.

elopment of aon in public po

pply. The mid hich it can sucousing strategxisting stock ie beginnings

nteractions crormation of preds but also t

nnovating anderests, with athat unleashing stakehold

306.373.3353.5377 (fax)

m | www.sask

ASKATCHE

market for pr

a comprehensolicy that the

and longer tecceed in makgy can succeein the effort toof policy des

reate a markeroperty to its hto meet the n

d exploring nea common deses the energy

ders to make

50 (phone) | 1.

katchewanrea

EWAN REA

roperty and ho

sive housing market is a h

erm success oking new invesed by facilitatio deliver afforigned for thes

et, linking buyhighest and bneeds of grow

ew options. Sasire to create y and the resoit succeed.

.877.306.773

alestate.com

ALTORS

omes is one o

strategy for ohighly effective

of housing postment attracting the naturardability with se purposes.

yers and sellebest use. Theswth, in which

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BillMadderExecutiveVicePresidentAssociationofSaskatchewanRealtors

7

LETTER FROM SASKATCHEWAN ASSOCIATION OF RURAL MUNICIPALITIES

DavidMaritPresidentSaskatchewanAssociationofRuralMunicipalities

8


ACKNOWLEDGEMENTS

55WestEnterpriseRegionAboriginalAffairsandNorthernDevelopmentAdvocoConsultingLtd.AffinityCreditUnionAllWeatherWindowsAmerescoCanadaAREVAResourcesCanadaInc.ArgyleParkHousingAuthorityAssociationofSaskatchewanRealtorsAssociationofBattlefordRealtorsAssociationofReginaRealtorsBattlefordsAgencyTribalChiefsBattleValleyEnterprisesBattlefordHousingAuthorityBattlefordsIntervalHouseBattlefordsUrbanNativeHousingCorporationBeaverRiverOfficeBethanyManorBoardwalkRentalCommunitiesBoychukConstructionCorporationBredenburyHousingAuthorityBattlefordsTribalCouncilBuffaloNarrowsRegionalHousingAuthorityBuffaloRidgeDevelopmentsCamecoCorporationCanadaMortgageandHousingCorporationCanadianHomeBuilders’

Association-SaskatchewanCarletonHousingInc.CarmichaelOutreachInc.CCLClassicCommunitiesLtd.CenturyWestDevelopmentCorporationSaskatoonTribalCouncilCitizensAllAssociationCityofHumboldtCityofLloydminsterCityofMartensvilleCityofMeadowLakeCityofMelfortCityofMelvilleCityofMooseJawCityofNorthBattlefordCityofPrinceAlbertCityofReginaCityofSaskatoonCityofSwiftCurrentCityofWeyburnCityofYorkton

CanadianMentalHealthAssociationColliersInternationalColumbianManorCommitteeSeekingAffordable

EnhancedHousingforSeniorsConexusCreditUnionConnaughtVillageHousingCo-opCressHousingCorporationCrestviewHousingCo-opCumberlandCollegeDufferinHomesDundeeDevelopmentsE&LBuildingContractorsEastviewHousingEdwardsSocietyEhrenburgHomesEhrloCommunityServicesElimLodgeEnterpriseSaskatchewanESIBuildingProposalEsterhazyHousingAuthorityEstevanHousingAuthorityEstevan&DistrictBoardofTourism,

TradeandCommerceFoamLakeHousingAuthorityFortQu’AppelleHousingAuthorityGabrielHousingCorporationGenworthFinancialCanadaGrandeurHousingLtd.GreaterSaskatoonChamberofCommerceHabitatforHumanityHamletofTurnerLakeHansonHomeHardwareLtd.HaroldOrrandSonsEngineersHeartlandEconomicDevelopmentCommissionHighlandParkHousingHomesbyVievilleCustomBuildersIle-a-la-CrosseHousingAuthorityInformationServicesCorporationInnovationCreditUnionInnovativeResidentialInc.InvestiaFinancialServicesItunaEconomicDevelopmentJohnson-ShoyamaGraduateSchool

ofPublicPolicyK.C.CharitiesInc.KelseyTrailHealthRegionKidsFirstLaRongeRegionalHousingAuthority

LivingSkiesHousingAuthorityLumsdenHousingAuthorityLutheranCareSocietyLutherCareCommunitiesMacklinRonaMacroPropertiesMcLurePlaceAssociationMeadowLakeHousingAuthorityMeadowLakeNativeUrbanHousingCorporationMeadowLakeSafeShelterMelfortHousingAuthorityMelfortLegionPlaceMelvilleHousingAuthorityMelvilleLegionManorInc.MétisUrbanHousingAssociation

ofSaskatchewanMewsCorp.MillerContractingLtd.MinistryofAdvancedEducation,

EmploymentandImmigrationMinistryofCorrections,PublicSafety

andPolicingMinistryofEducationMinistryofFirstNationsandMétisRelationsMinistryofMunicipalAffairsMinistryofSocialServicesModularHousingAssociationMooseJawHousingAuthorityMooseJaw-SouthCentralRegional

IntersectoralCommitteeMooseJawTransitionHouseNAIMACanadaNamerindHousingCorporationNationswestHousingCorporationInc.NativeNationNewNorth,SaskatchewanAssociation

ofNorthernCommunitiesNipawin&DistrictServicetothe

Handicapped,Inc.Nipawin&DistrictChamberofCommerceNipawinHousingAuthorityNorthBattlefordHousingAuthorityNorthCentralCommunityAssociationNorthEastEnterpriseRegionNorthEastOutreachandSupportServicesNorthRidgeDevelopmentCorporationNorthWestEnterpriseRegionNorthWestRegionalCollegeNortheastRegionalIntersectoralCommittee

Thisstrategycouldnothavebeendevelopedwithouttheexpertcontributionofthemanyhousingsectorstakeholders.Thesolutionsandinnovativeideaswithinthestrategyarearesultofthedirectcontributionofthefollowing:

9

NorthernSpruceHousingCorporationNorthernTeacherEducationProgram(NORTEP)NorthlandsCollegeNorthridgeDevelopmentsNorthSaskSpecialNeedsHousing,

EmploymentandRecreation,Inc.NorthwestRegionalIntersectoralCommitteeOASISOfficeofResidentialTenanciesParklandCollegePlainsHousingAuthorityPleasantHomesLtd.PrairieInnovationEnterpriseRegionPrairieNorthHealthRegionPrairiePioneersIndependentHousingPrinceAlbertCommunityHousingSocietyInc.PrinceAlbertHousingAuthorityProvincialAssociationofTransitionHouses

andServicesofSaskatchewan(PATHS)ProvincialMétisHousingCorp.PuderakHousingPureDevelopmentsInc.QuintDevelopmentCorporationRainbowHousingCo-operativeRainbowYouthCentreReginaandDistrictChamberofCommerceRegina&RegionHomeBuilders’AssociationReginaHousingAuthorityReginaPioneerVillageReginaQu’AppelleHealthRegionReginaRegionalIntersectoralCommitteeReginaRegionalOpportunitiesCommissionRemaiConstructionGroupInc.RemaxRiverBankDevelopmentCorporationRMofBrowningRMofPrinceAlbertRMofRudyRMofSwiftCurrentRONARoyalBankofCanadaSaskatchewanAssociationofRural

MunicipalitiesSaskatchewanRegionalIntersectoralCommitteeSaskatchewanRentalHousingIndustry

AssociationSaskatchewanRealEstateServices

SaskatchewanAssociationforCommunityLivingSaskatchewanCo-operativeAssociationSaskatchewanHousingCorporationSaskatchewanUrbanMunicipalitiesAssociationSaskatoonCentreSaskatoonHousingAuthoritySaskatoonHousingCoalitionSaskatoonIntervalHouseSaskatoonMennoniteCareServices,

BethanyManorSaskatoonPoliceServiceSaskatoonRegionalEconomic

DevelopmentAuthoritySaskatoonRegionalIntersectoralCommitteeSaskPowerServiceCanada,Homelessness

PartneringStrategySilverSageHousingCorporationSouthEastEnterpriseRegionInc.SoutheastRegionalCollegeSoutheastRegionalIntersectoralCommitteeSouthwestEnterpriseRegionSpinHoldingsInc. St.Ann’sSeniorCitizensVillageCorp.StewartPropertyHoldingsStrategyByDesignStreetCultureProjectSunRidgeGroupSundogDevelopmentsSunriseHealthRegionSwiftCurrentChamberofCommerceTDPrairieRealEstateGroupTerraDevelopmentsInc.TheEnergyDoctorTheLighthouseSupportedLivingInc.ThunderchildFirstNationsTilburyDesignLtd.TisdaleHousingAuthorityTownofAllanTownofAssiniboiaTownofBienfaitTownofCarlyleTownofCarrotRiverTownofChurchbridgeTownofCuparTownofDalmenyTownofDavidson

TownofEsterhazyTownofKelvingtonTownofKindersleyTownofKiplingTownofLaRongeTownofLampmanTownofLeroyTownofMacklinTownofMapleCreekTownofMoosominTownofNaicamTownofNipawinTownofPilotButteTownofPorcupinePlainTownofRedversTownofRocanvilleTownofSoutheyTownofSpringsideTownofSturgisTownofUnityTownofWadenaTownofWarmanTownofWatsonTownofWynyardTriKootRealEstateTripleMHousingLtd.UniversityofSaskatchewanUnitedWayUponorLtd.UrbanFirstNationsHousingUrbanOasisVillageofBuchananVillageofBuffaloNarrowsVillageofCumberlandHouseVillageofEdamVillageofIle-a-la-CrosseVillageofMervinVillageofPinehouseVillageofSandyBayWanda’sInternationalGuestHouseInc.WatrousHousingAuthorityWSETechnologiesYMCASaskatoonYorktonChamberofCommerceYorktonHousingAuthorityYorktonParklandHousingSociety

SaskatchewanHousingCorporationdiligentlyattemptedtocaptureeveryorganizationthatcontributed.Thereweresomeparticipantswhorepresentedmorethanoneorganizationandotherswhomayhavebypassedtheregistrationlists.Tothosemissed,wethankyouinadditiontothoselistedabove.

10

SUMMARYThe Housing Strategy for Saskatchewan

Vision Saskatchewan people have access to homes that enhance their well-being,

build local communities and contribute to a growing province.

Principles •Positivehousingoutcomesarecreatedthroughsharedresponsibility.•Housingneedandcapacitydifferacrosstheprovince,requiringdiversehousingresponses.•ThehousingcontinuumincludesoptionsforallpeopleofSaskatchewan.•Housingactionisbasedonsoundplanninganddemonstratesmeasurableoutcomes.•HousingbuildsandsustainseconomicandsocialindependenceforSaskatchewanpeople.•Thehousingsectoriscommittedtoinnovation.•Theprivatemarketisthemainproviderofhousing.•Partnershipsleveragefinancialandhumanresources.

DIRECTIONS

IncreasetheHousingSupply

ImproveHousingAffordability

SupportIndividualsandFamiliesinGreatest

HousingNeed

EnhanceStrategicPlanningforHousing

Collaborate,CommunicateandEducate

1.1Developnewrentalhousing,highdensityhousingandhousingattainableforfirsttimeowners

1.2Prioritizeactivitytozoneandservicelandsoitisavailableforresidentialdevelopment

1.3Usefinancialandbuildinginnovationandprovenpracticestopromotenewhousingsupplydevelopmentincommunitiesofgrowth

1.4Createhousingoptionsspecificallyforworkers,studentsandothermobilepopulations

1.5Reduceprocessandregulatorybarriers1.6Partnertoidentifyandmaintainasustainablehousingindustrylabour

forcecapacity

2.1Research,promoteanddevelopalternativehousingtenures2.2Reduceresidentialbuildingcosts2.3Maintainandimprovethemostaffordablehousing–theexisting

stock2.4Streamlineprocessestospeeddevelopmentaimedathousingthatis

affordable2.5Createincentivesandnewfinancialoptionstoimproveaffordability

3.1Addressgapsinsupplyandservicesalongthehousingcontinuumforgreateravailabilityofhousingtargetedforlow-incomeandvulnerablepeople

3.2Increaseeducationandawarenessfor,andabout,housingforlow-incomeandvulnerablepopulations

3.3Supporttheavailabilityofthe“right”typeofhousingandcomplementarysupportstoindividualsandfamilieswithhousingneed

4.1Planforhousingatboththecommunityandregionallevel4.2Increasetheaccuracyandavailabilityofdataandexpertiseabout

housing

5.1Increasepublicandsectorawarenessofhousingissuesandneedsacrossthecontinuum5.2Increasepartnershipstoleveragefinancialandhumanresources5.3Communicateprovenpracticeswithinthehousingsector

SECTOR OBJECTIVES

11

INTRODUCTION Need for a Comprehensive Approach to Housing

Whilemanyregionshaveenduredhardshipduringaneconomicdownturn,Saskatchewanhasfounditselfinauniquesituation,experiencingstrongeconomicandpopulationgrowth.Since2007,morenewpeoplehavebeenmovingtotheprovinceandfewerpeopleareleaving.Saskatchewanhasledthecountryingrowth,andthisisexpectedtocontinueintheyearsahead.

Thisunprecedentedgrowthhasbroughtchange,opportunitiesandchallenges.Oneofthelargestchallengeshasbeenthedramaticallychangedhousingenvironment.Thegrowthhasbroughtanincreaseddemandforhousing,resultinginincreasedpressureonhousingsupplyandaffordability.Specifically,Saskatchewanhasseenadrasticincreaseinthepriceofhomesandrent.Vacancyrateshavefallenandnewhousingstartshavenotkeptpacewithdemand.Ultimately,thesepressurescandetercontinuedgrowthandnegativelyimpactlowtomoderate-incomehouseholdsandtheprovince’smostvulnerablepeople.

CollaborationacrossthehousingsectormusttakeplacetosupportSaskatchewan’sgrowingpopulationandensurethathousingisaccessibletoallpeople.Acrosstheprovince,housingexpertsstatedthateverymemberofthehousingsectorhasaroleinhelpingcreateaSaskatchewanwhereeveryonehasaplacetocallhome.Together,wewillstartfromhereandcontinuetobuildsolutions.

Thisstrategyisforeveryoneinthehousingsector.ItgoesbeyondwhattheGovernmentofSaskatchewancando.Thisstrategyisacatalystforthehousingsectortoacttogether.Itreflectstheopinionsandcontributionsofexpertsinthehousingsector,andidentifiespositivestepstodealwithchallenges.Thisstrategyisnotaboutquickfixes.Itisaboutmakingchangeforthelongterm.Itisaroadmapforustobuildastronghousingenvironmentoverthenexteightyears.

TheHousingStrategyforSaskatchewanputsforthavisiontomoveforwardtogetherunderfivestrategicdirections:

•IncreasetheHousingSupply

• ImproveHousingAffordability

•SupportIndividualsandFamiliesinGreatestHousingNeed

•EnhanceStrategicPlanningforHousing

•Collaborate,CommunicateandEducate

TheSaskatchewanHousingCorporationencourageseveryoneinthehousingsectortofulfilltheirroleincreatingsolutionstoSaskatchewan’shousingchallenges.

12

Economic and Demographic ChangeSaskatchewan’seconomicandpopulationoutlookstartedtochangein2006.Itbecameaprovinceofprosperityandgrowth,andisexpectedtocontinuetoleadthenationincomingyears.ItisanticipatedthatSaskatchewan’seconomywillhavethesecondhighestgrowthofallCanadianprovincesforyearstocome1.

Saskatchewanhitahistoricalpopulationhighin2010,reachingoveronemillionpeople2.Theprovincehascontinuedtogrow,attractingpeoplefromotherprovincesandcountriessotheycanpursuetheirdreamsandraisetheirfamilies.

Still,ourpopulationisolderwhencomparedtotherestofCanada.Accordingtothemostrecentprojections,thepopulationinSaskatchewanis

expectedtocontinuetoage.StatisticsCanadaprojectsthat40percentofSaskatchewan’spopulationwillbe65andolderby2036,leavinglessthan34percentofthepopulationworkingage3.

Despitetheagingpopulation,currentgrowthhasmeantanincreaseinthelabourforceand,subsequently,anincreaseinthenumberofpeopleemployedacrosstheprovince.ThestableeconomyhasresultedinSaskatchewanhavingthesecondlowestunemploymentrateinCanada.

Saskatchewanfamiliesareexperiencinganincreaseinincome.Between2000and2008,themedianafter-taxincomeforSaskatchewanfamiliesincreased21percent4.However,thisincomegrowthwasunevenlydistributed.

Housing Market ChangesDemandforhousingoverthelongrunisdrivenbycomplexfactorslinkedtoeconomicanddemographicchanges.InperiodsofgrowthliketheoneSaskatchewanhasbeenexperiencingsince2006,housingneedsanddemandschange.Growthhasincreasedthedemandforhousing.

THE CONTEXT

1 Conference Board of Canada. (2011). Provincial Outlook Long-term Forecast: 2011. 2 Statistics Canada. (Quarterly). CANSIM Table 51-0005. Estimates of population, Canada, provinces and territories.3 Statistics Canada. (2006). Populations Projections for Canada, Provinces and Territories.4 Statistics Canada. (2008). Incomes of Canadians 2008 - Table 202-065 Median After Tax Income by Economic Family Type in Constant 2008 dollars.


95+90 to 9485 to 8980 to 8475 to 7970 to 7465 to 6960 to 6455 to 5950 to 5445 to 4940 to 4435 to 3930 to 3425 to 2920 to 2415 to 1910 to 145 to 90 to 4

Female

Male

60000 40000 20000 0 20000 40000 60000

Figure 1.Saskatchewan Population by Age and Sex, 2011

Source: Statistics Canada, 2011

13

Since2006,theaverageresalepriceofahomehasrisenmorethan83percent,makinghomeownershiplessandlessalikelyoptionforlowtomoderate-incomeearners.Priceincreaseshavebeenattributedtotheshortageofsupply.Asdemandincreases,therentalstockhasdeclinedandnewhousingstartshavebeenunabletokeeppace.

Intherentalhousingmarket,vacancyrateshaveremainedrelativelylow,creatingademandthathasdrivenuptheaveragecosttorentacrossSaskatchewan.

Figure 2. Net Gain in Saskatchewan Population, New Housing Starts, and Primary Privately-owned Rental Stock, 2001-2011

Source: Statistics Canada, 2011 and the Canada Mortgage and Housing Corporation, 2011

15000

20012002

20032004

20052006

20072008

20092010

2011(f)

2012(f)

5000

-5000

Population Net Gains Housing Starts Changes in Purpose Built Rental Stock

Figure 3. Average Resale Price of Residential Homes in Saskatchewan, 2001-2012

Source: Multiple Listing Service, 2011 (note: 2011 and 2012 are forecasted)

$50,000

$100,000

$-

$150,000

$200,000

$250,000

$300,000

2001

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(f)

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Highercosts,combinedwiththeunevendistributionofincomegrowth,haveplacedmanyhouseholdsingreaterneed.TheCanadaMortgageandHousingCorporation(CMHC)hasidentifiedanincreaseinthosewhohaveacorehousingneed(paytoomuchand/orliveincrowdedconditionsandinunitsinneedofrepair)between2001and20065.However,giventhatSaskatchewanhasseendramaticchangesinhousingsince2007,itisspeculatedthatthenumberofhouseholdsexpressingacoreneed,particularlyrenters,hasonlyincreasedinthepastfewyears.

ThemajorityofSaskatchewandwellingsareowned,singledetachedunits.InSaskatchewanurbancentres,therentalhousingstockhasdecreasedsince2006,andhasbeeninsteadydeclineforthepast15years6.Inaddition,thelargemajority(81percent)ofcurrenthousingstockwasconstructedover25yearsago,meaningthattheneedforrepairsandmaintenanceisgrowing.

THE CONTEXT (continued)

5 Canada Mortgage and Housing Corporation. (2009). Canadian Housing Observer. Characteristics of Households in Core Housing Need, Saskatchewan, 20066 Canada Mortgage and Housing Corporation. (2008). Rental Market Report: Saskatchewan Highlights.


2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

Figure 4. Saskatchewan Average Rent,Two Bedroom Apartment, 2001-2010

Figure 5. Average Vacancy Rate inSaskatchewan, 2001-2010

$100.000.0

1.0

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6.0

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$-

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Perce

ntag

eFigure 6: Housing Tenure, 2006

Source: Canada Mortgage and Housing Corporation, 2010

2.6%

Owned

Rented

Other

71.8%

25.6%

Figure 7: Number of Primary Rental Units in Saskatchewan Urban Centres (population 10,000+), 2001-2010

Source: Canada Mortgage and Housing Corporation, 2010

29,000

30,000

31,000

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34,000

35,000

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37,000

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15

TheSaskatchewanHousingCorporationheldstrategyconsultationsessionsthroughouttheprovincebetweenMarchandApril2011.Over350housingsectorstakeholdersparticipated.Thepurposewastoengagethehousingsectortoprioritizethehousingpressuresintheprovince,generatethesolutionstothepressures,andidentifyrolestoactonthesolutions.

Strategyconsultationsessionstookplacein:

Housingexpertsfromacrosstheprovinceattended,includingbuildersandlanddevelopers,federal,provincialandmunicipalgovernments,financialinstitutions,non-profitorganizationsandhousingproviders.ThesessionswerefacilitatedbyAssociatedEngineering(Saskatchewan)andtheconsultationsummaryreportisavailabletothepublic.

SaskatchewanHousingCorporationalsousedavarietyofotherforumstoinformthestrategydevelopment.TheseincludetheHousingandDevelopmentSummitinApril2011attendedbymorethan200housingstakeholders,individualmeetingswithkeyprovincialassociationsandmeetingsbetweentheMinisterResponsibleforSaskatchewanHousingCorporation,Northernleaders,andover20non-profithousingorganizations.

Duringtheconsultations,itwasheardoftenthatweallhadaroletoplaytocreatesolutions.Itwasstatedoverandoveragainthatweworkedin“silos”andwedidnotcommunicatewell.Participantswereoftenunawareof,ordidnotunderstand,whateachotherwasdoing.Theconsultationshighlightedtheneedforbettercommunication,moreleadershipandincreasedcollaborationamongtheentirehousingsector.

Atthemeetings,participantsfoundwaystobetteralignandfindsolutionstothehousingchallenges.Manydiscussionscenteredonhowthingscouldbedonedifferently,whereimprovementscouldoccur,andwhatinitiativesorpartnershipscouldbebuilt,strengthenedorreplicated,reinforcingthatthemostinnovativethinkinghappenswhenweworktogether.

Baseduponwhatwasheard,theentirehousingsectorshouldbeabletoseethemselveswithineachofthedirectionsandobjectivesinthisstrategy.Movingforward,somewillplayakeyroleonspecificactions,whileotherswilllendmoreofasupportingrole.

Theinputreceivedduringtheconsultationsmakesuptheheartofthisstrategy.

CONSULTATIONS

LaRongeNipawinNorthBattlefordPrinceAlbertSwiftCurrent

YorktonReginaSaskatoonMeadowLakeEstevan

16

Duringtheconsultations,thehousingsectoridentifiedpriorityissuesforthestrategytoaddress.Thedirections,objectivesandactionsputforthinthestrategyworktoaddressthefollowingissues:

Housing Stock Thehousingstockconsistsofvarioushousingoptions,fromemergencyshelterstohigh-endmarketrentalhousingandhomeownership.Supply,andthelackofit,wasseentobeamainissue.Butsupplyissuesgobeyondthenumberofhousestoinclude:

•Typeofhousing:thereisaneedtolookbeyondthe“traditional”singlefamilydwellingandcreatemoreoptionssuchascondominiums,entry-levelhouses,retirementvillas,orcommunityhousingwithsupportattached;

•Conditionofhousing:muchofSaskatchewan’sstockisover25yearsold,leavingmanyolderunitsinpoorcondition;and

•Locationofhousing:thiscanrefertoneighbourhoodswithinmunicipalities,aswellasproximitytoemploymentinmoreruralsettingswherepeopleneedtocommutelongdistancesbecausethereisnothingsuitableoravailableincloseproximity.

Increased Construction Costs and Financing DifficultiesHigherdemandandashortageofsupplyisnottheonlyreasonthathousingpriceshaveincreasedinSaskatchewan.Inresponsetothegrowinghousingmarket,muchofthesectorisworkingatcapacityandisunabletorespondtothevolumeofworkrequired.Thisiscombinedwithashortageofskilledlabourers,increasedlabourcosts,higherpricesonconstructionmaterials,andashortageofland.Allhaveledtohighercosts.

Inresponsetotherecenteconomicdownturn,thefinancialsectorisapplyingmorestringentcriteriaforfinancingapprovalandtighteninglendingpractices.Thishasimpactedindividualsapplyingformortgagesaswellasbuildersanddevelopersrequiringfinancingforhousingprojects.

Taxation Structure for Rental PropertiesThecurrentreturnoninvestmentinrentalpropertiesislessattractivewhencomparedtoalternatives.Rentalpropertyistaxedatahighlevel,andpoliciesforrenovationandtenancyhavemaderentalmanagementdifficult.

Regulatory and Process Barriers Regulationsandprocessesexisttoensurehousingdevelopmentmeetswithcriteriasuchascodecomplianceandzoningandisappropriateforthecommunity.However,theseregulationscandelayand/orrestrictdevelopmentandbuildingofnewhousingandhamperbusiness.Itisimportanttofindtherightbalancebetweenachievingtheobjectivesoftheunderlyingregulationwhilenotimpedingtheexpansionofthehousingsupply.

Increasing Needs of Population SegmentsSpecificgroupsfacegreaterhousingpressure.Peoplewithalowincomeand/orspecifichousingneedshaveahardertimeinthecurrenthousingenvironment.Peoplewithmultipleneeds,suchaspersonswithadisabilitywhorequiremodificationstotheirhomestoremainindependent,havelimitedstocktochoosefrom.Also,traditionallymarginalizedgroups,suchasmanyFirstNationsandMétispeople,persons

MAIN HOUSING ISSUES IN SASKATCHEWANThe Housing Strategy for Saskatchewan

17

receivingsocialassistancebenefits,recentimmigrants,andthehomeless,canbenefitfromsupportservicesrelatedtohousing.

Community Variation Whilehousingchallengesareexperiencedacrosstheprovince,theneedsandcapacitytorespondvarybyregionandcommunity.Thisisdependentuponmanyoftheissuesidentifiedhere,andisalsoimpactedbytraitssuchaschangingdemographic,economic,andsocialvariables;publicperceptionsabouthousingdesignanddensity;andhousingpricesthathaverisenfasterthanhouseholdincome.

Understanding of NeedsItcanbedifficulttorespondtohousingpressuresifneedsarenotdefinedandassumptionsaremadewithoutreliableevidence.Anunderstandingofhousingneedsinformsthetypeofhousingdevelopmentthatcommunitiesandregionsshouldaddressintothefuture.Communityneedsassessmentscanalsoactasacatalystforpartnershipstodevelophousing.

Gaps in Education and AwarenessAportionofindividualsenteringtherentalmarketorhomeownershiparenotpreparedforthefinancialobligationsandincreasedresponsibilityofmaintenance.Withinthehousingsector,therearemanyprogramsandservicesavailable,butthereisagenerallackofknowledgeabouttheseopportunities.

Funding

Fundingforsocialandaffordablehousingbythefederalgovernmenthascontinuedtodeclineovertime.Theprovincialgovernmentcontinuestobalancehousinginvestmentswithotherdemandsforresources,andmunicipalgovernmentsareoftenunabletoallocatefundstohousingduetofixedbudgets.Whilevariousgovernmentprogramsexisttosupporthousingforthosemostinneed,othermechanismstofundhousingarerequiredsuchasprivateinvestment,public-privatepartnershipsandmarket-basedmodels.

The Housing Sector is Working in SilosConsultationshavebroughttolightthatthereisgenerallypoorcommunicationwithinthehousingsector.Specifically,thereisalackofunderstandingofwhateachpartofthesectorisdoingorwhattheyhavethecapacitytodo.Individuallytryingtoaddresshousingissueshasresultedinoverlapofactivity.Thehousingsectormustworkcollaborativelytoleverageresources.

18

UNDERSTANDING THE IMPORTANCE OF HOUSING


Housingisthesocialandeconomicfabricofcommunities.Itismadeupofaspectrumofhousingtypesandoptions,andisasystemwheremanydifferentstakeholdersplayarole.Thisstrategyisfoundedonthefollowingunderstandings:

Understanding Housing as the Social and Economic Fabric of CommunitiesHousingismorethanjustshelter.Itisapersonalinvestment,aplaceforfamilyandfriends,protectionfromtheelements,andtheinfrastructurethatshapesourneighbourhoodsandcommunities.Housingimpacts,andisimpactedby,allpartsofoursociety,environmentandeconomy.

Economic Security

Housingdevelopment,renovationandrejuvenationgeneratelocalemploymentopportunitiesandcreatebusinessandeconomicdevelopment.Onabroadlevel,thehousingindustryisamajorpartofSaskatchewan’sGrossDomesticProduct(GDP)asitsupportslocaleconomiesandisaneconomicdriveratanational

level.Housing,withamenitiesincloseproximity,ensuresthatlocalmarketscanthrive.Arangeofhousingoptionscontributestoadiverse,integratedandproductiveworkforce.Housingcreatesaclimateforsustainedeconomicgrowthonalargerscale.

Personal Well-being

Housing,andtheservicesrelatedtoit,meetsneedsimportanttoindividualsandfamilies.Housingisoftenpointedtoasadeterminantofhealth.Itpromoteshealthyindividuals,personalsafety,familycohesiveness,andstability.Appropriatehousingiscentraltoensurethatindividualshavetheabilitytoparticipateinsocietyandsucceedatschool,tomaintainemploymentandbeinvolvedinthecommunity.Whenhomeownershipisachieved,housingisalsoameanstobuildpersonalwealth.

Strong Communities

Housingisanintegrallinkinformingstrongcommunities.Whenthecommunityishealthybuthousingisunattainableorunavailable,theneighborhoodbecomesexclusionary.Whenthehousingisavailablebutthecommunityisunhealthy,thehousingwilldeteriorateandbelessdesirable.Amixofdifferenttypesofhousinginourcommunitiesensuresthatoptionsareavailableforadiversepopulationthatcontributestoavibrantsociety.Housingthatmeetstheneedsofthoselivingwithinpromotesstrongindividualsthatparticipateintheircommunities.

Understanding the Housing Continuum Ahousingcontinuumisthespectrumofhousinginourcommunities.Ithighlightsthehousingoptionsthatpeoplelivewithin.Itismadeupofthehomesin

EconomicSecurity

StrongCommunities

PersonalWell-being

19

whichpeoplecarryouttheirdailylives,createsecurity,buildfamilyandstayshelteredfromtheelements.Individualsandfamiliesdonotmoveupthiscontinuum.Instead,theymovearoundthespectrumofhousingdependingontheirstageinlifeandchangesthattakeplace.

Allthedifferenttypesofhousinghavetheirownuniquecharacteristics.Atthesametime,theyarealllinkedtogether.Activityinoneareaofthehousingcontinuumaffectsotherareas.Forexample,anindividuallivinginprivatemarketrentalmightmoveintonon-profitrentalhousingwhentheyreturntopost-secondaryeducationasanadult.Thiscreatesavacancyintheprivatemarketandreducesthehousingoptionsavailabletolower-incomepeople.Atthesametime,twoindividualslivinginseparaterentalunitsmaypurchaseahometogether,freeinguptwospacesforindividualslivinginsocialhousingwhowishtomoveintotheprivaterentalmarket.

Thehousingcontinuumisatoolthroughwhichwecanunderstandourhousinginfrastructureandthepeoplewithinit.

Understanding the Housing Sector Housinghasvariousplayersfromtheprivate,publicandcommunity-basedsectors.Theyoftenoperatedifferentlyandaccordingtodifferentrulesandinterests,butallareconnectedandoverlapatmanypointsalongthehousingcontinuum.Ultimatelywhatonedoes,toagreaterorlesserextent,hasimplicationsforall.

Asstatedduringtheconsultations,everyhousingstakeholderhasaroletoplayinthisstrategy.Governments,theprivatesector,andnon-profitscannotactalone.Thereisnotonegroupalonethatcanmeetalltheneeds.Baseduponwhatwasheardattheconsultations,thisstrategyputsforthwhatweheardabouthousingsectorrolesmovingforward.Thesearenotfixedorcomprehensive,buthighlightwherethevariousresponsibilitiestoactlie.

LowerLowerHigher

HigherHigherLower

IncomeEconomicandSocialIndependence

LevelofSupportNeeds

NoHouseEmergencyShelters,SupportiveandTransitional

GovernmentSupported(Socialand“Affordable”Housing)

NotforProfit/Co-operative/CommunitySponsored

PrivateMarketRentalandOwnership

20


Private sector

Theprivatesector,whichismadeupofbuildersanddevelopers,financiallenders/institutions,landlords,investors,andothers,providesthemajorityofhousinginSaskatchewan.Theprivatesectorperformsaleadroleinrespondingtohousingdemand.

Duringtheconsultations,itwasconsistentlyheardthatthereisadesirefortheprivatesectortopartnermoreamongthemselvesandwithotherhousingstakeholders.Theprivatesectorwasalsoviewedasholdingexpertisethatshouldadviseandinformothersinvolvedwithhousing.Somepossiblerolesforindividualprivatesectorgroupsinclude:

Buildersanddevelopers:

•Provideideastoreducebarriersandincreasedevelopmentopportunities

•Poolexpertiseandresourcestoundertakelargescaleprojectsorthosewithhigherrisk

•Leadandinvestinpublic-privatehousingpartnershipsandjointventureapproaches

•Meetunderlyingobjectivesofregulationstoensurepublicsafety,protectionoftheenvironment,etc.

•Exploreandpromoteinnovativehousingoptionsandapproachestoreduceupfrontbuildingcosts

•Developdifferenttypesofhousingwithinthesamecommunity,promotingmixedcommunities

•Develophousingthatisattainableforfirst-timehomeowners

•Useinnovativebuildingtechniquestoreducedeliverytimesandincreaseaffordabilityofnewdevelopment

•Developpartnershipsandshareexpertiseacrossthehousingsector

Financial/lendinginstitutions:

•Partnerwithgovernmentsandhomebuilderstocreateincentives,venturecapitalfundsandprogramsthathelppeoplemovetowardshomeownership

•Assistandincentsmallbuildersanddeveloperstoparticipatemorefullyinthemarket

•Providefinancialeducationtonewhomeowners

•Offerdifferentfinancingoptionsforuniqueformsofhousing

•Researchandconsidernewmortgageoptions

Landlords/PropertyManagers:

•Workwithstakeholderstoincreasetheamountofrentalhousing

•Understandtheirrightsandresponsibilitiesaswellasthoseoftenants

•Maintainrentalhousingtoensuresafetyandlongtermsustainabilityofthehousinginfrastructure

Beyondtheprivatesectordirectlyinvolvedinhousing,thereisaneedforincreasedprivateinvestmentinhousingoptionsacrossthecontinuum.

Public Sector

Thepublicsectorhasmultiplerolesinthehousingsystem.Traditionally,thesector

UNDERSTANDING THE IMPORTANCE OF HOUSING (continued)

21

hasbeenresponsibleforthedelivery,anddirectfundingof,housingforlower-incomepeopleandplaysasignificantroleintheareathroughitsregulation,legislation,fundingprogramsandothersupports.Intermsofwhatwasheardatconsultations,stakeholdersgenerallyfeltthatgovernmentneedstotakeagreaterleadershiproleinhousing,facilitatingpartnerships,improvingcommunication,andreviewingand,ifnecessary,changingitspoliciesandprogramstoreducebarriers,duplicationandinflexibility.Somepossiblerolesforthepublicsectorgroupsinclude:

Municipalgovernment:

•Promoteandengageinbroaderregionalpartnershipsandcollaborationtoidentifyhousingneedsanddevelopplans

•Dedicateresourcestocommunityneedsbasedassessments

•Planforlanddevelopmentandotherincentivestoattractgreaterprivatedevelopment

•Reviewplanningandzoningbylaws,eliminatingdisincentivestodevelopment

•Providepubliceducationabouthousinginthecommunity

•Serviceandzoneland,wherepossible,toensurelandisasaffordableaspossiblefornewresidentialdevelopment

•Workwithothermunicipalitiesintheregiontoachievegreaterconsistencyofplanningprocessesandzoningbylaws

•Allowtheuseofinfillandnon-residentialsitesformulti-unithousing

•Considerfasttrackingprojectsthatarespecificallyaimedathousingthatisaffordable

•Develophousingplansfortheircommunity

•Partnerwithsurroundingcommunitiestobetterassessneeds

Federalgovernment:

•Allowforflexibilitywithinagreementstoacknowledgeregionaldifferencesandpromotetheleveragingofresources

•Co-ordinatewithalllevelsofgovernmenttotargetfundingtothegreatestneed

•Develophousingprogramsandpoliciesthatcomplementtheobjectivesoftherestofthehousingsector

•Allocatefundingthatisacatalysttoencourageprivatesectorhousingdevelopment

•Reviewexistingpoliciesontaxationofrentalpropertiestomakemulti-unithousingdevelopmentmoreattractivetoinvestors

•Maintainaprincipalroleinthefundingofsocialandaffordablehousing

Provincialgovernment:

•Facilitatepartnershipsandco-ordinatehousinginitiatives

•Striveforconsistencyandintegrationamonggovernmentorganizations,policiesandprograms

•Targethousingprogramstothoseingreatestneed

22

UNDERSTANDING THE IMPORTANCE OF HOUSING (continued)


•Supportmunicipalitiesandcommunitiestoaccuratelydeterminetheirhousingneeds

•Understandlong-termneedsattheprovinciallevel

•Co-ordinateprograms,processes,andregulationssotheyareflexibleandsimpleforusers

•Providehousingexpertiseandinformationandincreaseawarenessofgovernmenthousingprograms

•Developanddeliverinitiativesthatactasanincentivetothehousingsectortoincreasehousingsupplyandbuildpartnerships

•Co-ordinateutilityservicingwithdevelopmenttimelines

•Continuetoadvocateforlong-termsustainablehousinginvestmentsbythefederalgovernment

•Provideaccesstosocialhousingforthosemostinneed,fundaffordablehousingprojectsinpartnershipwithotherlevelsofgovernmentandthenon-profitsector,deliverhousingprogramstargetedtothoseingreatestneed,andprovidefundingtosupportotherhousinginitiativesbasedonprovincialpriorities.

Non-profit Sector

Inrecentdecadesthenon-profitsectorhascometoplayamajorroleinhousing,ofteninpartnershipwithfederal,provincialandmunicipalgovernment.Non-profitorganizationshaveadirectroleastheprovidersofvarioustypesofhousingandthesupportserviceswhichhelpresidentsattainandretaintheirhousing.Non-profitorganizationsplayacriticalroletoservemorevulnerable

populationssuchaslow-incomeindividualsandfamilies,personswithdisabilities,seniors,immigrants,FirstNationsandMétis,andthehomeless.Assuch,thenon-profitsectoroftenservesasadvocatesastheyareclosetothecommunityandunderstandtheirneeds.Somepossiblerolesfornon-profitorganizationsinclude:

•Proposeandmanagehousingprojectstargetedtoidentifiedneed

•Provideservicesrelatedtohousing

•Advocateonbehalfofclients

•Educateclientsonhousingprograms,supportsystemsandtenantrightsandresponsibilities

•Partnerwithpublicandprivatesectorstoleveragefunds

•Workwithgovernmentsandtheprivatesectortoidentifyandmeettheneedsofthoseingreatesthousingneed

ThereareexamplesthroughoutthisstrategyofhowmembersofthehousingsectorhavealreadytakenactiontoimprovehousinginSaskatchewan.Theexamplesillustratethateveryonehasrolestoplaybothindividuallyandinpartnership.Movingforwardunderthestrategy,thehousingsectormustcontinuetopushforwardontheactionsthattheyhavecontrolover.

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SASKATCHEWAN’S STRATEGY

PrinciplesTheprinciplesreflectthecommonvoiceofhousingexpertswhoattendedconsultationsacrosstheprovince.WorkingundertheseprincipleswillsupportthevisionforSaskatchewan.

Positive housing outcomes are created through shared responsibility.Provincial,municipalandfederalgovernments,buildersanddevelopers,financialinstitutions,community-basedorganizations,non-profits,individualsandothershavearesponsibilitywithinthehousingdeliverysystem.Eachhasaroleincontributingtoapositivehousingenvironment.

Housing need and capacity differ across the province, requiring diverse housing solutions.Housingmarkets,financialmarkets,andindustrycapacitiesaredifferentandchangeovertimeandplace.Onesizedoesnotfitall.Thebestsolutionsare

createdthroughlocalresponsestolocalneeds,ascommunitiesunderstandtheirneedsbetterthananyoneelse.

The housing continuum includes options for all people of Saskatchewan. Thehousingneedsofindividualsandfamilieschangeatdifferentstagesoflifeorduetocircumstance.Apositivehousingenvironmenthasoptionsavailableforindividualsandfamiliestomovetoandfromthroughoutthosestages.Peopleshouldhaverealchoicetodeterminewhereandhowtheylive.

Housing action is based on sound planning and demonstrates measurable outcomes.Increasingchallengesrequirethatthemosteffectivesolutionsareappliedtoprovidesufficienthousingforourcommunities.Planningandidentifyingsuccesseswillensurethebestuseofresources,supportsocialandeconomicsustainabilityandpromotegrowth.

Saskatchewan’sstrategyisintendedtobedynamicandmotivateallinvolvedwithhousingtomakethedifferenceneededtobuildastronghousingenvironmentforthepeopleofSaskatchewan.Itsetsoutthebroadvisionandtangiblestepsforthehousingsector.Thisstrategyistheroadmapwewillbuildfrom.

EachactioninthisstrategywasputforthincommunitiesacrossSaskatchewan,bythosewhoworkinhousing.Therearepiecesinthisstrategyforalltouse–nomatterwhattheirroleinhousingis.IfallthosewithaconnectiontohousinginSaskatchewangraspontothestepsthattheycantake,togetherthehousingsectorwillbegintomoveinthesamedirectiontocreatethesolutionsrequired.

Vision for Saskatchewan

Saskatchewan people have access to homes that enhance well-being, build communities and contribute to a growing province.

24

SASKATCHEWAN’S STRATEGY (continued)


Housing builds and sustains economic and social independence for Saskatchewan people. Havingindependencetomakedecisionsandchoicesenhancesthelong-termwell-beingofindividualsandfamilies.Housingdevelopedusinganeconomic,social,andenvironmentallenscreatesmoreoptionsforindividualsandfamiliestoreachandmaintainhousingindependence.

The housing sector is committed to innovation. Changingtrendsrequireinnovativeresponses.Innovationinfinancing,building,partnerships,andserviceswillimprovehousingcircumstancesintothelong-term.ItisimportanttomakesureSaskatchewanisaclimatewhereinnovationcanthrive.

The private market is the main provider of housing.Themajorityofhousingneedscontinuetobemetwithintheprivatemarket.Movingforward,theexpertiseandpracticeoftheprivatesectorwillbestinformtherestofthehousingdeliverysystemonhowtobuildsuccess.

Partnerships leverage financial and human resources. Throughpartnerships,theentirehousingdeliverysystemcanbuildcapacityandincreaseopportunities.Leveragingresourcesputsallinabetterpositiontomeethousingneeds.

25

Strategic Direction 1 – Increase the Housing SupplyThereisalackofhousingsupplytomeettheneedsofagrowingpopulationandeconomy.Thepressureonthesupplyhasfilteredthroughouttheentirespectrumofhousing.Housingsupplywasthepriorityissueidentifiedatconsultationsacrosstheprovince.

AshousingpriceshaveriseninSaskatchewan,thehousingsectoridentifiedthatthegreatestprioritiesfornewsupplyarerentalhousing,higherdensityhousing,homeownershipthatisattainableforfirsttimeownersandhousingsuitedformobilepopulationssuchasresourcesectorworkersandstudents.Itwasstatedoverandoveragainthatitisnotasustainablevisiontoassumethatthehousingnormisasinglefamilyhome.Itiscriticaltostartlookingbeyondtheexpectationsforhousingthatexistedbeforethecostsincreased.Thereisaneedtoincreasethesupplyofdifferenttypesandtenuresofhousing.

Tools for the sector to draw on to increase new housing supply: official community plans, zoning bylaws, regulations, planning for housing, taxation policy, tax abatements, credits and deferrals, programs and incentives, education and awareness, land banks.

Silver Sage Housing Corporation, which strives to provide high quality affordable housing for First Nations living in urban centres, has accessed funding through Saskatchewan Housing Corporation to begin construction on a 22-unit townhouse style development on a closed school site.

Objective 1.1 Develop new rental housing, high density housing and housing attainable for first time owners

•Planforanddevelopsecondarysuites,grannysuitesandgardensuitesinexistinghousingandnewhousingdevelopments.

•Planfor,promoteandbuildmixedcommunitiesthatincludeownershipandrentaltenures,aswellasmixeddensities.

•Redevelopexistingsitesandnon-residentialbuildingsforthepurposeofmulti-unithousing.

•Build“maintenancefree”housingtoreducelong-termcoststohouseholds.

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Objective 1.3 Use financial and building innovation and proven practices to promote new housing supply

•Usebuildingtechniquessuchasmodularandready-to-movetoreducedeliverytimelines,especiallytoincreasedevelopmentinruralandremotecommunitieswithlittleconstructioncapacity.

•Exploreviabilityofventurecapitalfundsandinvestmentpoolsfornewhousingatcommunity,regionalandprovinciallevels.

•Workwithfinancialinstitutionstocreateincentivesandnewfinancingoptionsthatpromotethecreationofnewsupply.

The City of Regina is putting infill property to use by selling identified surplus properties and looking for public input as part of the criteria to best develop the sites. One example is of an infill site that was originally intended to be a school site and now will be zoned for residential development. The City will propose development criteria, and put out a request for proposals for developers to come forward with ideas. The intent is that the higher level of engagement will bring forward innovative practices and ultimately increase the supply of housing in Regina.

Objective 1.2 Prioritize activity to zone and service land so it is available for residential development

•Identifylandrequirementsforfuturehousingneedatthecommunitylevel.

•Identifyandpromoteopportunitiesforinfilldevelopmentatthecommunitylevel.

•Giveprioritytoinfrastructurefundingtosupportnewresidentialdevelopmentinareasexperiencinghighdemandatthecommunityandprovinciallevel.

•Includehomebuildersandlanddevelopersintheformalmunicipalplanningprocessforzoningandservicing.

•Betterco-ordinateutilityservicingwithdevelopmenttimelines.

•Prioritizenewlandforhousingtothegreatestextentpossible.

The demand for subdivision of land to create sites for new housing development has tripled over the last four years in Saskatchewan. Each proposed site needs to be reviewed to ensure it is suitable for the intended development, is safe to use and has the necessary services. Municipal Affairs applied Lean principles to the subdivision review process in the fall of 2010. This resulted in a 30 per cent reduction in the average review time while maintaining program effectiveness. An online application and referral process has been introduced and will be expanded to achieve further efficiency in the process. As a result, new sites are available faster to meet the demand for building housing in communities.

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Innovative Residential’s Hartford Greens is a townhouse development in Saskatoon that used custom designs and built the houses using a modular construction process. Together, the design and modular construction ensure that the homes have been built to an extremely high quality. These homes were made available to low and moderate-income families with help of a down payment and tax sponsorship. Hartford Greens has been received very positively by the community and represents a significant improvement to traditional townhouse development.

The University of Saskatchewan, the City of Saskatoon, and the Saskatchewan Housing Corporation have come together to develop 400 beds on campus at the University of Saskatchewan. The beds will be ready for the 2011-12 school year, and will alleviate some of the pressures on Saskatoon’s rental market.

Objective 1.4 Create housing options specifically for workers, students and other mobile populations

•Developpartnershipsbetweenindustryandeducationalinstitutionstodevelopjointprojectsforstudentsandworkers.

•Identifyandcreatehousingoptionsthatarespecificallydesignedformobilepopulations.

Objective 1.5 Reduce process and regulatory barriers that diminish new developments

•Evaluateregulatoryrestrictionsthatlimitinnovativehousingdesignssuchasmodularandready-to-movehousing.

•EncourageconsistencyofregulationsamongSaskatchewancommunities,makingiteasiertodevelopnewhousing.

•Re-evaluateregulationsthathavelimitedthetake-upforprogramsthatdirectlycontributetoaddingsupply,suchassecondarysuitesor“grannysuites.”

•Reviewdevelopmentrequirementstobalancetheimmediateneedfornewhousingwithlongertermcommunityvisionsuchasenvironmentalsustainabilityofhousing.

•Provideincentivesforthelongtermdesiredchangeasopposedtoimposingrestrictionsonundesiredaction.

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Saskatchewan Housing Corporation’s Secondary Suites Program is designed to increase the supply of rental housing for low to moderate-income households by providing financial assistance to homeowners to create a secondary suite. The Secondary Suite Program benefits from regulations that allow for innovative housing designs, allowing for greater take-up.

Limited building capacity and skilled labour shortages caused the Canadian Home Builders’ Association – Saskatchewan to create a number of initiatives to help address these issues as well as increase professionalism within the industry. The Association actively works with individuals as well as those already employed in industry by providing Essential Skills and safety training, and opportunities for indenturing apprentices and assisting in the recruitment process on behalf of employers. The Association works proactively to create a positive business climate for industry, to work in partnership with municipalities and to foster growth and strong communities throughout Saskatchewan.

Objective 1.6 Partner to identify and maintain a sustainable housing industry labour force capacity

•Alignexistingtrainingandeducationprogramswithcurrentindustrypractices.

•Promoteresidentialconstructioncareeroptionsandopportunities.

•Createtraininginitiativestosupportbusinessesintheresidentialconstructionindustrytoimprovebusinesspracticesandindustryknowledge.

•Developpartnershipsbetweenindustryassociationstotrainindustryandstakeholders.

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Strategic Direction 2 – Improve Housing AffordabilityIncreasedhousingdemandhasresultedinincreasedcostsofrentingorowningahome.Affordabilityissuesareespeciallypertinentforlow-incomehouseholds.Increasingly,affordabilityisalsoimpactingthosewithmoderateincomes.Inmanycases,affordabilityisrelatedtotheincomeofahousehold;however,itisalsorelatedtotheavailabilityofhousing.Whileincreasingthehousingsupplywillultimatelyincreasetheamountofaffordableoptions,thereisaneedtoimprovetheaffordability.

Acrosstheprovince,thehousingsectorstatedthattherewasaneedtolookbeyondthetenuresofrentalandhomeownership.Inmanycases,thiswasseentofillthegapbetweengovernmentsponsoredhousingandmarkethousing.WhencostsweremoreaffordableinSaskatchewan,thegapdidnotexist.Beyonddifferenttenures,manysolutionswereputforthtomakethehousingthatalreadyexistsmoreaffordable.

Tools for the sector to draw on to improve housing affordability: public-private partnerships (P3s), rent deposits, mortgage calculators, venture capital funds, co-operatives, life lease, tax policy.

The Saskatchewan Co-operative Association (SCA) provides support services for a variety of emerging and existing co-op businesses. The SCA’s work includes a concentration of direct on-the-ground support to groups, organizations, communities and municipal governments interested in developing new housing co-operatives in their communities. The SCA is working with a group of approximately 15-20 dedicated community members in Saskatoon to develop a new accessible seniors’ housing co-operative project, which will add new affordable units to the housing market and provide an appealing housing option for a growing demographic in Saskatchewan. The SCA is providing support in the form of education/training, group facilitation, strategy development, and linkages with partners in the housing sector.

Objective 2.1 Research, promote and develop alternative housing tenures

•Develophousingco-operativestoaddressvariousgaps,suchasthosethatincludeequitybuildingforhouseholdstomoveintohomeownershiportargettheneedsofspecificpopulationgroupssuchasseniors,studentsandlower-incomemobileworkers.

•Identifythebenefitsandrisksoflifeleaseoptionsandincreasethecreationoflifeleaseswhenfinanciallyappropriate.

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Habitat for Humanity works in partnership with low-income working families to alleviate the effects of poverty by providing basic, affordable housing. Habitat partner families contribute a minimum of 500 hours towards building their home, other homes, or for other Habitat projects, then assume a no-interest mortgage for the cost of building the home. Habitat’s “sweat equity” model facilitates partnerships between prospective homeowners, businesses, individual donors, and volunteers and has helped many families attain their dream of homeownership.

MPM Construction Services Ltd. has utilized infill lots to increase the housing supply while reducing building costs in the city of Regina. Fifty foot residential lots that previously had one single family home have been subdivided and now contain two new single family homes. Building on two lots side by side greatly reduces the excavation, basement, and backfill/compaction costs as crews can work simultaneously on both jobs and share costs for common items like concrete pumps and cranes. In other cases, building up on smaller lots has had a similar effect where two units now take up the same footprint as one single unit did before. Through housing that has been designed to complement existing neighbourhoods, the supply has been increased and rejuvenation has been promoted while keeping costs low. The result is a win-win for all parties involved.

Objective 2.2 Reduce residential building costs

•Researchandincorporatemethodstoreducebuildingcosts.

•Buildpartnershipsamongthehousingsectorsoexpertsareusedforthejobssuitedfortheirparticularindustry.

•Reducelandcostsaspartofnewhousingbyreducinglotsizeandcreatingsmallerinfrastructurefootprintthroughdesignaspects,suchassmallerroads.

•Considerenvironmentalsoundnessandgeotechnicaltraitsoflandthatmayaddtocostandtimelines.

•Offsetcostsofresidentiallanddevelopmentbyco-ordinatingactivitywithcommercialorindustriallanddevelopment.

•Incorporate“sweatequity”buildingmodelstodevelopnewhousing.

•Reviewandprovidetransparentrationaleformunicipaldevelopmentleviesandservicingagreementfeestructuresforresidentialdevelopment.

•Researchandincorporatehousingdesignaspectsandbuildingproductsthatcanlowercosts.

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The City of Saskatoon has heard from housing providers and implemented many policy changes to make building affordable housing easier. There is a new priority-review process to shorten the time period for building permits, new zoning districts to allow more density for low cost housing, a direct sale of land policy for affordable housing providers, and a new land cost reduction program which allows housing providers to use their 10% capital grant from the City to lower the sale price of land.

Objective 2.4 Streamline processes to speed development aimed at housing that is affordable

•Evaluateregulatoryprocessestoreducebarrierstothedevelopmentprocesses.

•Fasttrackprojectsthatarespecificallyaimedathousingthatisaffordable.

Saskatchewan Housing Corporation has partnered with the federal government to provide the Residential Rehabilitation Assistance Program (RRAP). One of RRAP’s successful projects in Regina saw the renovation of an old three-storey brick building with 12 units. The renovation cost $462,000, of which RRAP contributed $288,000. There is a high demand for affordable rental accommodation for low-income clientele in this neighbourhood and all units are rented to a mix of eligible tenants who are income assistance recipients, seniors, or “working poor.”

Objective 2.3 Maintain and improve the most affordable housing – the existing housing stock

• Commitresourcestoinspectionsofaginghousingandrepairwhenappropriate.

• Promoteneighbourhoodregenerationasameanstoimproveandsustaintheexistinghousingstock.

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In an effort to meet the needs of today’s potential homeowners, Affinity Credit Union has partnered with the City of Saskatoon to launch the Equity Building Program to assist low to moderate-income households moving from rental into homeownership. The program allows eligible applicants to access market financing from a private lending institution. Supporting over 250 households over five years, the program will allow the purchase of a home (including all forms of housing in any part of the city) ranging from $220,000 to $280,000. The program will assist homeowners with the down payment requirement by providing assistance of approximately $12,000 per unit.

Objective 2.5 Create incentives and new financial options to improve affordability

•Developnewmortgageoptionsforentry-levelhomeownershipbybuilders,financialinstitutionsandgovernments.

•Researchandimplementnon-traditionalfinancialoptionsthathaveprovensuccessful.

•Considernon-traditionalpolicies,bylaws,andpracticesthatincentthecreationofhousingthatisaffordable.

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Strategic Direction 3 – Support Individuals and Families in Greatest Housing NeedSpecificpopulationgroupsrequireadditionalsupportstomeethousingneeds.Attheconsultations,itwasstressedthatthelowestincomeandmostvulnerablepeopleinSaskatchewanarefacingextremepressurerelatedtothelackofhousingsupplyandincreasedcostofhousing.Seniors,recentimmigrants,thehomeless,students,Aboriginalpeopleandthosewithdisabilitieswereconsistentlyidentifiedashavingthehighestlevelsofneedforsupport.

Tools for the sector to support individuals and families: rent supplements, life skills education and counseling, goal setting.

The No Wrong Door Youth Shelter is under construction in Regina. The shelter is designed to address a gap in services for youth. It will offer 15 emergency shelter spaces, support services, meals and laundry on site. Funding for construction is a partnership between the Provincial and Federal Governments, and a contract for ongoing operations with the Street Culture Kidz will be provided by the Ministry of Social Services. Homeless youth staying at the shelter will be connected to supports and services existing in the community and will be transitioned to appropriate long-term housing.

Objective 3.1 Address gaps in supply and services along the housing continuum for greater availability of housing targeted for low-income and vulnerable people

•Identifygapsinhousingsupportsandservices.

•Providetheappropriateresponse–ahousingresponseforahousingneed;asupportresponseforasupportneed.

•Developpartnershipsforseamlessco-ordinationofhousingandsupportservicesforpeoplewithdifficultiesfindingandsustainingstablehousing

Objective 3.2 Increase education and awareness for, and about, housing for low-income and vulnerable populations

•Involvecommunitiesandneighbourhoodsinplanningforhousingforvulnerablegroups.

•Delivertrainingandeducationprogramstolow-incomeandvulnerablepeopletosupportthemtogainandmaintainhousing,focusingonmaintenanceandhouseholdfinances.

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The Phoenix Residential Society strives to be a leader in the field and provide quality, state-of-the-art programming and services to clients with psychiatric disorders, substance abuse and persons with acquired brain injury. Phoenix Residential recently presented a workshop at the National Psychosocial Rehabilitation Conference entitled Finding the Forest Through the Trees: Recovery Focused Quality Improvement Strategies for Community Mental Health Services. As a result, the Society continues to get inquiries from across Canada about their services. Phoenix Residential has also shared their improvement strategies with the Regina Qu’Appelle Health Region and the Five Hills Health Region.

The Affordable New Home Development Foundation (ANHDF) has partnered with North Ridge Development to develop Hunter Crossing, an Accessible Housing Demonstration Project in Saskatoon. Hunter Crossing will provide individuals and families with the opportunity to purchase new barrier-free homes in an integrated community and demonstrates barrier-free designs, allowing persons with a physical disability to live in them. ANHDF will assist applicants to get mortgage and loan approvals. ANHDF has also partnered with Ehrenburg Homes to develop 11 efficient and affordable townhouses geared to help low to moderate-income households become successful homeowners.

Objective 3.3 Support availability of the appropriate type of housing and complementary supports to individuals and families with need

•Linkhousingprogramswithothersocialprogramssohousingandsupportneedsarebothmet.

•Partnerwiththenon-profitsectortobetteridentifyspecificsupportsrequiredbyvulnerableindividualsandfamilies.

•CreateHousingFirstapproachesforthosewhoarehomelessandmostvulnerable.

•Incorporatebarrierfreeanduniversaldesigntomeettheneedsofpeoplewithdisabilities,seniorsandothers.

•Reviewregulationsandzoningasitrelatestohousingdevelopmentforpeoplewithdistinctneedstoimproveaffordability(e.g.parkingspotsformulti-unitswhenpeoplehavedisabilitiesanddon’tdrive).

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Strategic Direction 4 – Enhance Strategic Planning for HousingAgrowingeconomymeansitisnolongersufficienttoapproachhousingsolutionsinapiece-mealfashion.Attheconsultations,thesectorstatedthatcurrentplanningforhousingoftenoccurredwithshort-termornoexistingplansandthatinformationtomakedecisionswasoftenlacking.Manycommunitieshaveoutdatedornon-existentplanstoguidetheirdecisions,whilemanyexistingcommunityplansdonotaddresshousing,andmanyhousingorganizationsdonotincorporatelong-termplanning.Dataandexpertiseisheldacrossthesectorandoftennotknownaboutorcommunicated.Thereisastrongneedtoincreaseandimproveplanningefforts.

Tools for the sector to plan for housing: targets, data sources, surveys, land inventory, community plans.

The Northeast Regional Intersectoral Committee (RIC) is using special project funding to assist three of the larger communities in the region to develop strategic housing plans. When the RIC proposed this opportunity to the town councils of Nipawin and Tisdale and the City Council of Melfort, all three quickly expressed their interest through a motion in council to actively participate. A consultant has now been contracted to work with each administration and council to develop community specific housing strategies to address the continuum of housing needs.

The City of Moose Jaw created a Housing Advisory Committee to inform and make recommendations to City Council on housing issues in the community. The committee membership represents a broad stakeholder selection, including members of City Council, the Health Region, the local Aboriginal, Construction, Building, and Financial sector, and the Moose Jaw Housing Authority. Also, in partnership with the Canadian Home Builders Association – Saskatchewan and Saskatchewan Housing Corporation, a Housing Business Plan for 2011 was developed by the committee, which is an important first step to planning for housing challenges in Moose Jaw.

Objective 4.1 Plan for housing at both community and regional level

•Developneedsassessmentsandhousingplans.

•Partnerwithsurroundingcommunitiesandabroadstakeholderbase–includingurbanandruralmunicipalities,sectorpartners,communityorganizationsandFirstNationsandMétiscommunities–toleverageresources;assess,planandcreateeconomiesofscale;andco-ordinateprioritiesinrelationtoneed.

•LeverageresourcesanddeveloppartnershipsforcommunitiesinSaskatchewantohavethenecessarycapacitytodevelophousingplans.

•Createstandardhousingplanningtemplatesforuseacrosstheprovince.

•Planforinfrastructureprovisiontosupporthousingdevelopmentingrowingcommunities.

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The Northern Community of Pinehouse has developed an initiative under the Business Ready Investment Development Gateway (BRIDG) Program that will give the community a strategic business plan for years to come. Pinehouse Business North (PBN) spearheads the project and has been involved in various local and regional economic activities, including house construction and renovations and the development of a human resource database. The database includes local people with various skills and qualifications to keep local talent in the community. Some areas of expertise included in the database are: construction, carpentry, renovations, heavy equipment operators, electricians, roofers, etc. The database can be accessed by the community if someone requires skilled labour.

Objective 4.2 Increase the accuracy and availability of data and expertise about housing

•Establishhousingresearchprioritiesataprovinciallevel.

•Promotepartnershipsbetweentraininginstitutionsandcommunitiestoundertakejointdatacollectionandresearchonhousing.

•Supportmunicipalitieswithplanningexpertiseandadvice.

•Identifyregionsofgrowthtotargetplanningefforts.

•Identifyinternalinformationandexpertiseonhous-ingthatcouldbesharedacrossthehousingsectortoavoidduplicationofworkandreducecostsincurred.

•Shareexpertisebetweencommunitieswhodonothavetheresources,suchasengineersandurbanplanners,orneedtoemployorcontracttheirown.

Focusing on both rental and homeowner housing, the Saskatchewan Urban Municipalities Association (SUMA) surveyed urban governments across the province with populations over 1,000 (including cities, town, and northern communities) to ask them what they are currently doing to support affordable housing development. SUMA is also completing a scan of best practices from urban centres around the world. Ultimately, SUMA will publish a document that will be a compilation of the information gathered from the surveys and best practices research, which will act as a tool for Saskatchewan’s urban governments to support local housing planning.

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Strategic Direction 5 – Collaborate, Communicate and EducateAcrosstheprovince,itwasheardthatoneofourmajorissueswaslackofcommunicationacrossgeographicareasandbetweenmembersofthehousingsector.Thiscreatedinefficienciesandresultedinlostopportunities.Ineverycommunity,itwasclearthatthehousingsectorneededtoworktogethermore,shareinformationmoreeffectivelyandcommunicatebetterwiththepublic.Whiletheneedfornewhousingsupplywasseenasthetoppriorityforhousing,howweworkedtogethertoachieveoutcomescameacrossasthemostcriticalissuethat,ifaddressed,couldsolvemultiplehousingpressures.

Tools for the sector to communicate and collaborate: forums, conferences, wikis, social media, newsletters, notice boards, letters of understanding, advocacy.

With a new 90 unit seniors Personal Care Home presently under construction in the City of North Battleford, a group of engaged citizens, the “Enhanced Living” Steering Committee, is seeking to utilize adjacent property for the construction of a 40 to 60 unit “Enhanced Living” facility. These citizens believe that this second facility could be built at a reduced cost and be made more affordable if an agreement to share facilities and services could be achieved. The possibility exists for the sharing of commercial kitchen facilities, recreational programming space, and property management expertise. The “Enhanced Living” Steering Committee will continue to pursue investors and relay the opportunity to address senior housing needs.

Objective 5.1 Increase public and sector awareness of housing issues and needs across the continuum

•Improvepublicawarenessofexistinghousingprograms.

•Communicateavailabilityofservicedlandtobuildersanddevelopers.

•Marketlocalhousingneedsandopportunitiesacrossthehousingsector.

•Co-ordinateinformationgathering,communication,andsharingofsuccessfulpractices.

•Createforumsandnetworkstoshareinformationanddevelophousingsolutions.

•Improvepubliceducationonhigherdensitybuildingandlandcostaspartofnewhousingcosts,servicingandthecosttothemunicipalitytodevelop.

•Developtrainingforresidentialconstructionbusinessesonbusinessplanning,developmentprocessesandlabour.

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The Prince Albert Community Mobilization Project (CMP) is comprised of teams from designated agencies to build safer and healthier environments for individuals, families, and the community. CMP operates through two teams known as the HUB and COR. The HUB focuses on immediate interventions and short-term solutions to emerging problems. The COR, or Centre of Responsibility, supports the HUB in addressing longer term complex issues requiring sustained effort over time. As part of the HUB, the Housing Standards Team deals with tenant complaints, identifies poor living conditions, and landlord accountability. The partnership is inclusive of human service providers from the Ministry of Social Services, Corrections, Public Safety, and Policing, the local health district, the City of Prince Albert, the Prince Albert Police Service, the RCMP, the school divisions, and the Prince Albert Grand Council.

In response to immediate and emerging pressures related to growth in Saskatchewan, the Planning for Growth program was launched in 2010 to enhance regional planning capacity and establish best practices facilitating sustainable growth and development across Saskatchewan. The program resulted from collaborative efforts of the federal and provincial government and the municipal sector, including Infrastructure Canada, Saskatchewan Municipal Affairs, Enterprise Saskatchewan, Saskatchewan Association of Rural Municipalities (SARM), Saskatchewan Urban Municipalities Association (SUMA), New North, City Mayors’ Caucus, and City of Saskatoon. A total investment of $2.47 million is being cost shared by federal, provincial and municipal governments to support 158 municipalities and over half of the provincial population. The program facilitates regional planning to support the co-ordination of infrastructure and land use for growth; demonstrates best practices for planning; builds municipal and professional planning capacity in municipalities and regions; and builds and enhances relationships required to support regional planning initiatives.

Objective 5.2 Increase partnerships to leverage financial and human resources

•Developaprovincialnetworkofhousingstakeholders.

•Incentthedevelopmentofpublic-privatepartnershipsforhousing.

•Developpartnershipswithindustry.

•Createaformalongoingdialoguebetweenmunicipalitiesandthebuildingcommunitytoaddressdevelopmentpracticesandplanning.

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The Association of Saskatchewan Realtors® (ASR) researched proven practices and experience with stimulating housing accessible to households with moderate incomes, answering the question as to why supply often fails to respond effectively to demand. This project resulted in a published document entitled Strategic Perspectives on Affordable Housing and outlined that the micro-management of housing policy and practice inhibits the market in supplying housing responsively. The project has drawn wide attention in the media and among diverse groups such as Chambers of Commerce, home builders, advocates for the homeless, and municipalities.

Objective 5.3 Communicate proven practices within the housing sector

•Createtoolsforcommunication,suchaswebsitesanddatabases.

•IdentifyprovenpracticeswithinSaskatchewan’shousingsectorandemulatethoseideas.

•Researchprovenpracticesfromotherjurisdictions.

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PUTTING THE PLAN INTO ACTION

Thisisastrategyfortheentirehousingdeliverysystemintheprovince.Runningoveraneightyearperiod,itiscriticalthatactionunderthisstrategyisguided,monitoredandchampionedbybroadrepresentationfromthehousingsector.Togetherwemustfurtherdevelopthisroadmap.

TheSaskatchewanHousingCorporationBoardofDirectorswillsupporttheimplementationofthestrategyforthepeopleofSaskatchewan.Theywillleadtheefforttocontinuetoidentifythekeyhousingissues,settargets,reportonachievementsandundertakeongoingplanning.However,theBoardofDirectorscannotactalone.Itiscriticalthattheknowledgeandexpertiseofothersadvisetheworkunderthisstrategy.TheBoardwillimmediatelybegintoworkwithpartnersfromacrossthesector.

Action TeamsThroughouttheconsultations,weheardoftenthatwehadtocontinueworkingtogethertomakeimmediateandlong-termchange.Thisstrategyincludesamechanismtodojustthat.TheSaskatchewanHousingCorporationBoardofDirectorswillcalltogetherActionTeamstoworkonspecificobjectivesinthestrategy.TheActionTeamsarethemainmechanismattheprovincialleveltocollaborativelydrivethestrategyobjectives.

Teamswillbemadeupofchampionsinthehousingsectorandthosewiththebestexpertise.ThegoaloftheActionTeamsistoperformoutcomes-basedworktogenerateaspecificchangethatwillimprovethehousingenvironmentintheprovince.ThestrategyobjectiveswerepurposelycreatedtobeflexibleandopenfortheActionTeamstoinnovateanddrivethesolutions.

ActionTeamswill:

•Identifyspecificactionswithinthestrategythattheywilladdress

•Developannualplanswithconcretedeliverables

•Identifymeasuresforsuccess•Workwiththeirstakeholdersandthe

otherActionTeamstoadvancethesolutions

•Becreatedand/orrenewedannuallyuponadvicefromtheSaskatchewanHousingCorporationBoardofDirectors

Theinitialteamsare:

•MunicipalHousingTeam

•Ashighlightedthroughoutthestrategy,municipalitiesplayastrongroleinhousing.Whiletheydonotspecificallydeliverhousingdirectly,theyarecriticalinneedsidentification,planningandworkwithcommunitystakeholders.TheActionTeamwillincluderepresentationfromurbanandruralmunicipalities,municipalassociationsandotherlevelsofgovernment.

•ProvincialHousingTeam

•Variousarmsoftheprovincialgovernmentdeliverhousingrelatedinitiativesorworkinanareathatsupportshousing.Thisteamwillhaveastrongfocusontheco-ordinationofhousingactivityacrossGovernmentandwillreduceduplication.ThisActionTeamwillalsoworktocreateannualProvincialActionPlansduringtheeightyearsofthestrategy.

•Non-ProfitHousingTeam

•Thenon-profitsectorplaysakeyrole,particularlyintheprovisionofhousingandhousing

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relatedsupportstolow-incomeandvulnerablepopulations.Ashousingpressureshaveincreasedintheprovince,theirclientgroupsareoftenthosemostimpacted.Thisteamwillbelargelymadeupofnon-profitandcommunityorganizationswhoprovidehousingandhousingrelatedservices.Theywillbecriticalinidentifyinggapsinserviceandneedaswellasthebestsolutionstosupportthosewiththemostneed.

•HousingforAreasofGrowthTeam

•Thisisacriticalissue-basedteam.Asthepopulationhasgrownandmigrationhasincreased,itiscriticalthatwedevelophousingoptionsthatsupportgrowth.Thisteamwillhavebroadmembershiptoincludemunicipalities,otherlevelsofgovernmentandtheprivatesector.

•Regulation,LegislationandTaxationTeam

•Wehaveheardclearlyfromthehousingsectorthattherearemanyregulatoryandlegislativebarriersthathindernewdevelopment.ThisteamwillhaveastrongprivatesectorcontingentwhowillworkcloselywiththeMunicipalandProvincialHousingActivityTeamstoreducetheexistingbarriers.

•RapidResponseTeam

•Theneedforemergencyresponsestounforeseencircumstances,regardlessofco-ordinationandplanning,willalwaysexist.Thisteamwillbein

placetorespondtoemergencies,suchasfloodingthatdisplacesindividualsandfamiliesfromtheirhomes.TheRapidResponseTeamwillbemadeuppredominantlyofGovernmentofSaskatchewanrepresentatives,aswellasprovincialcommunityserviceproviders.

Tracking Success and ReportingTrackinglevelsofsuccessunderthisstrategyisthekeytounderstandingtheimpactthehousingsectorismakinginreachingtheobjectivesoutlinedinthestrategy.Theactivityonspecificactions,theoutcomescreatedandthestateofthehousingenvironmentwillbeincludedintheindicatorsusedtotrackandmeasuresuccess.

•Measuringsuccessunderthestrategywilltakeplacewith:

•StrategicIndicators–Highlevelhousingindicatorswillbetrackedthroughoutthelifespanofthestrategy.Wedonothavecompletecontrolovertheseexternalfactors.However,thesetofindicatorsprovidesasnapshotofthehousingenvironmentandthemainareasweareattemptingtoinfluencethroughthestrategy.

•ActionIndicators–ActionTeamswilldevelopindicatorsandperformancemeasuresfortheactionsthattheyundertake.ThisincludesindicatorsforanannualactionplanthatwillbecreatedbytheGovernmentofSaskatchewan.

Anannualreportingsystemwillbesetinplacetoreportontheactivityandsuccessunderthestrategytothepublic.

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Strategic IndicatorsThemeasurewillnotbestagnant.Aswemakeprogressintheseareas,therewillbenewinformationavailabletousthatwecanusetomeasuresuccess.Initialindicatorsareasfollows:

Indicator

NewHousingStarts

•Althoughhousingstartsareupconsiderably,demandforaffordablehousingremainshighasmostnewhousingistargetedathigher-incomehouseholds.

•Althoughnewrentalhousingstarts,particularlymulti-familyconstruction,increasedoverthepastyearandisexpectedtocontinueincreasing,theystillaccountforafairlylowproportionamongtheentirenewhousingstarts.

•Since2006,theaverageresalepricehasincreaseddramaticallyby83percent.Itisexpectedtocontinuerisingwithinthenexttwoyears,albeittoalesserextentthanpreviousyears.

•Averagerentshaveincreasedatagreaterratestartingin2007.Theaveragerenthasincreased32percentsince2006.

•Averagevacancyrateseasedsomewhat,buttherecontinuestobepressureinseveralmarketsaroundtheprovince.Averagevacancyratesarestillbelowthethreepercentrateconsiderednecessaryforabalancedmarket.

•CompletedHousingUnits–indicateshomeownerandrentalunitscompletedduringthecalendaryear.SaskatchewanHousingCorporationcompletionstypicallytargetlowtomoderate-incomehouseholds.

2,936(Jan-Dec/09)

3.6%(Jan-Dec/09)

$232,882(Jan-Dec/09)

$833(Oct09)

1.9%(Oct09)

319(Jan-Dec/09)

4,562(Jan-Dec/10)

8.9%(Jan-Dec/10)

$242,258(Jan-Dec/10)

$872(Oct10)

2.5%(Oct10)

378(Jan-Dec/10)

55.4%

147.2%

4.02%

5.3%

0.6%

18.5%

NewRentalHousingStartsasProportionofallStarts

AverageResalePriceofResidentialHomes

AverageRents(fortwo-bedroomunits)

AverageVacancyRates

SaskatchewanHousingCorporationCompletedHousingUnits

2009 2010Year % change

PUTTING THE PLAN INTO ACTION (continued)

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APPENDIX A: GLOSSARY OF TERMS

Thefollowingaredefinitionsofhousingtermsheardthroughoutthestrategy.Definitionsareinaccordancewiththeirpurposewithinthisdocumentonly,andmayhavealternativedefinitions.

Affordable Housing -HousingownedbytheSaskatchewanHousingCorporationoranothernon-profitagencyinwhichrentissetatthelowerendoftheprivatemarket.

Appropriate Housing -Housingthatisdeemedaffordablebasedonthehousehold’sincome.Housingthatisappropriateforonehouseholdmaynotbeappropriateforanother.

Average Rents -Rentreferstotheactualamounttenantspayfortheirunit.Noadjustmentsaremadefortheinclusionorexclusionofamenitiesandservicessuchasheat,hydro,parking,andhotwater.Averagerentisanaverageofrentsforallbedroomtypes.

Barrier Free Housing -Housingwithoutphysicalobstaclestopeoplewithmobilitydifficulties.

Bylaws -Alawoflocalorlimitedapplication,passedundertheauthorityofahigherlawspecifyingwhatmayberegulatedbythebylaw,oritcanrefertotheinternalrulesofacompanyororganization.

Canada Mortgage and Housing Corporation (CMHC) -CMHCisCanada’snationalhousingagency.Establishedasagovernment-ownedcorporationin1946toaddressCanada’spost-warhousingshortage,theagencyhasgrownintoamajornationalinstitution.CMHCisCanada’spremierproviderofmortgageloaninsurance,mortgage-backedsecurities,housingpolicyandprograms,

andhousingresearch.

Co-operative Housing -Ahousingco-operative(housingco-op)isacollectionofindividualsorgroups(e.g.companies,non-profitgroups,associations,etc.)whocometogetherwiththeexpresspurposeofprovidinghousingforthemselvesormembersoftheircommunity(e.g.seniors,workers,families,etc.).Thehousingco-opsellsco-opsharestoqualifiedindividualsorgroups.Eachsharegivesapersonaccesstoasinglehousingunit,whichissubjecttoanoccupancyagreement.

Core Housing Need -AccordingtoStatisticsCanada,ahouseholdisdefinedtobeincorehousingneedifitshousingdoesnotmeetoneormoreoftheadequacy,suitability,oraffordabilitystandardsanditwouldhavetospend30percentormoreofitsbefore-taxincometopaytomedianrent.

Economic Growth -Primarilyconcernedwiththelong-run,itistheincreaseinpercapitaGrossDomesticProduct(GDP)andisprimarilydrivenbyimprovementsinproductivity.

Emergency Shelter -Shelterforperson(s)tostaywhennootheroptionsexist.

Enterprise Regions -EnterpriseRegionsarenot-for-profitentitiesinSaskatchewanwithrepresentationfromdiverseregionaleconomicstakeholdersinkeysectorsoftheregion’seconomy,communitiesandotherorganizationstoprovidethefocusandleadershipnecessarytobuildhigh-performingregions.

Garden Suite -Asuitedetachedfromtheprimarydwelling.

Granny Suite -RefertoSecondarySuite.

44


Gross Domestic Product (GDP) -GDPreferstothemarketvalueofallfinalgoodsandservicesproducedwithinacountryinagivenperiod.Itisoftenconsideredanindicatorofacountry’sstandardofliving.

Housing First -HousingFirstisanapproachtoaddresshomelessnessbyprovidingpermanent(asopposedtotemporaryaccommodationsuchasemergencyshelters)affordablehousingandsupportservicestochronicallyhomelessindividualswhohavebeenhomelessforextendedperiodsoftimeandareconsidered“hardtohouse”bymoreconventionalhousingproviders.

Housing Density -Thenumberofdwellingunitsortheresidentialpopulationofagivengeographicarea.

Housing Sector -Segmentofthehousingmarketconcernedwithmeetingthehousingneedsofthepopulationinaccordancewithagrowingprovince.

Infill Development -Thedevelopmentorredevelopmentofvacantorunderutilizedsitesineconomicallyorphysicallystaticordecliningareas.

Infrastructure Funding -Atermthatreferstoplannedinfrastructureexpenditure.

Labour Force -Thepopulationoftheprovinceaged15yearsandolderthatisavailabletothelabourmarket.

Land Servicing -Theprovisionofservicesonlandtoenableittohavethenecessarywater,sewage,transportorotherservicesrequiredtobringitintodevelopmentandsufficientforplanningpermissiontobegrantedandconstructiontocommence.

Life Lease -Alifetimeappointment,aconditionthatexistsorservicethatis

providedforthedurationofaperson’slifetimeorfortheremainderofaperson’slife.Alifeleasecanbeforthelifeofthetenant,foraspecificterm(e.g.50years),andsomehavenospecifiedterminationdate.

Low-income -AccordingtoStatisticsCanada,apersonisdeemedtobeinlow-incomeiftheirincomeislessthanone-halfofthemedianincomeintheircensusmetropolitanarea(CMA),adjustingforfamilysize.

Market Housing -Privatehousing,rentedand/orsale,wherepricesaresetintheopenmarket.

Mixed Communities -Communitiesthatcontaindifferenthousingtenures,differenttypesofhousing,andavarietyofincomelevels.

Moderate-income -Thereisnoconsistentdefinitionofmoderate-income.Traditionally,itcommonlyreferstotheincomeofpeopleorhouseholdsataverageorslightlybelowaverage.Recently,theU.S.CensusBureauhasstarteddefiningmoderate-incomeas80percentofthemedianfamilyincomeforagivenmetropolitanarea.

Modular Housing -Ahomeconstructedofpre-madepartsandcomponentsthataretransportedtothebuildingsiteandassembledandliftedontothefoundation.

Multi-Unit Housing -Abuildingdividedintothreeormoredwellingunitsthatwillaccommodatethreeormoreseparateresidencesthatmaybeleasedorsoldtoanotherparty,excludingbasementsuitesorsmallroomsforrentwithinasingleunitresidentialproperty.

Neighbourhood Regeneration -Comprehensiveandintegratedvisionand

APPENDIX A: GLOSSARY OF TERMS (continued)

45

actionwhichleadstotheresolutionofneighbourhoodproblemsandwhichseekstobringaboutalastingimprovementintheeconomic,physical,socialandenvironmentalconditionofanareathathasbeensubjecttochange.

Non-Market Housing -Non-markethousingprovidesrentalhousingmainlyforthosewhocannotaffordtopaymarketrentsorwhohaveneedsthatarenotbeingmetbythemarket.Forthepurposeofthenon-markethousinginventory,non-markethousingisdefinedashousingdesignedforindependentlivingthatisownedbygovernmentoranon-profit/co-opsocietyandwhereprojectrentsaredeterminednotbythemarketbutarecontrolledbygovernmentthroughanoperatingagreementorlandlease.

Non-Profit Sector -Thesphereofsocialactivityundertakenbyorganizationsthatarefornon-profitandnon-governmental.

Official Community Plan (OCP) -AnOCPisastatementofobjectivesandpoliciestoguidedecisionsonplanningandlandusemanagement,withintheareacoveredbytheplan(usuallyanentiremunicipalityorpartsofregionaldistricts).AnOCPestablisheshowalocalgovernmentwillgrow.

Outcomes -Inevaluation,outcomesaretheextentandkindsofimpacttheprojecthasonitsparticipants.Impactcouldbemeasuredintheamountofchangeinbehaviour,attitude,skills,knowledgeorcondition(situation)ofprogramparticipants.

Persons with a Disability -Disabilityisanevolvingconceptanditresultsfromtheinteractionbetweenpersonswithimpairmentsandattitudinaland

environmentalbarriersthathindertheirfullandeffectiveparticipationinsocietyonanequalbasiswithothers.

Private Sector -Apartoftheeconomy,whichisrunbyprivateindividualsorgroups,usuallyasameansofenterpriseforprofit,andisnotcontrolledbythestate.

Public Sector -Apartofthestatethatdealswitheithertheproduction,deliveryandallocationofgoodsandservicesbyandforthegovernmentoritscitizens,whethernational,regionalorlocal/municipal.

Ready-to-Move Housing (RTMs) -Ahomeassembledoff-siteandtransportedtothebuildingsiteandliftedontothefoundation.

Regulatory Barriers (to Housing Development) -Regulatorybarriersrefertoapublicorregulatoryrequirement,payment,orprocessthatsignificantlyimpedesthedevelopmentoravailabilityofhousing.

Rental Housing -Theperson(s)livinginahomedoesnotowntheunit,butpaysrenttoathird-partyowner.

Saskatchewan Housing Corporation (SHC) -SHCisaTreasuryBoardCrownCorporationandprovincialHousingAgencyofSaskatchewan,andanAgencyoftheMinistryofSocialServices.SocialServices,throughSHC,promotesself-sufficiencyandindependencebyprovidinghousingandhousingservicesforfamilies,seniors,personswithdisabilitiesandotherswhocouldnototherwiseaffordsafe,secureshelter.

Secondary Suite -Anadditionalseparatedwellingunitonapropertythatwouldnormallyaccommodateonedwelling.

46

APPENDIX A: GLOSSARY OF TERMS (continued)


Skilled Workers -Askilledworkerisanyworkerwhohassomespecialskill,knowledge,or(usuallyacquired)abilityinhis/herwork.Askilledworkermayhaveattendedacollege,universityortechnicalschoolormayhavelearnedtheirskillsonthejob.

Social Housing -Subsidizedhousingtargetedtolow-incomehouseholdswhowouldotherwisenotbeabletoaffordsafe,secureshelter.Socialhousingtenantspayrentcalculatedonaslidingscaletoamaximumof25percentoftheirincome.

Stakeholder -Asitspecificallyrelatestohousing:aperson,group,ororganizationthatisaffectedby,orcanaffect,thehousingmarket.

Tenure -Thearrangementsbywhichtheperson(s)livinginthedwellingoccupiestheunit.Typicaltenuresincludeownershipandrental.

Transitional Housing -Housingthatisdesignedtobeoccupiedonashort-termbasisthathasbuiltinsupportsforpeopletransitioningoutofhomelessness.

Universal Design -Universaldesignreferstobroad-spectrumideasmeanttoproducebuildings,productsandenvironmentsthatareinherentlyaccessibletobothpeoplewithoutdisabilitiesandpeoplewithdisabilities.

Vacancy Rates -Vacancyrateisthepercentageofallunitsthatarephysicallyunoccupiedoravailableforimmediaterentalatthetimeofthesurvey.

Venture Capital Funds -Venturecapitalisfinancialcapitalprovidedtoearly-stage,high-potential,highrisk,growthstartupcompanies.Theventurecapitalfundmakesmoneybyowningequityinthecompaniesitinvestsin,whichusuallyhaveanoveltechnologyorbusinessmodelinhightechnologyindustries.

Vulnerable Populations -Individualsorgroupswhohaveagreaterprobabilitythanthepopulationasawholeofbeingharmedandexperiencinganimpairedqualityoflifebecauseofsocial,environmental,health,oreconomicconditionsorpolicies.

Wikis -AwebsitethatallowsforcreationandeditingofinterlinkedwebpagesviatheInternet.

Zoning -Alocalgovernmenttoolusedtoimplementacommunityplanbydividingthecommunityintolanduseareasthatdefinetheuseofproperty,intensityofdevelopment,andstandardsforplacementofstructures,inordertoensurethecapacityandefficientuseofinfrastructure,compatibilityofdevelopment,certaintyofdevelopmentrequirements,avoidanceofnaturalanddevelopedenvironmentalhazards,andprotectionofinvestmentinproperty.

NOTES

NOTESThe Housing Strategy for Saskatchewan

Saskatchewan Housing Corporation9th Floor, 1920 Broad Street

Regina, Saskatchewan, Canada S4p 3v6

phone toll-free: 1-800-667-7567visit our website: http://www.socialservices.gov.sk.ca/housing

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