Best Practices in Seniors’ Housing

THE VILLAGE CONCEPT

Village living enables older adults to remain longer in their homes.

The baby boomer generation seeks retirement options to enhance their lifestyle choices. For many, it is highly desirable to retire in the home where they have resided for decades. Equally important, many wish to remain part of an intergenerational environment while living active, independent and social lives in a familiar neighbourhood. Within the past few years, villages have emerged within communities around the country attempting to meet these needs.

As non-profit organizations, these villages are operated by board members or by volunteers. Some service specific geographic areas, providing members assistance with home maintenance, daily activities, and social gatherings to build neighbourhood friendships. Based on the results of the questionnaires, village organizations are typically operated by boards of directors that design and administer daily operations. Most members pay annual dues, depending on the village structure.

Villages offer specific services with the goal of making daily living more convenient, and helping residents maintain healthy, happy and social lives. When a member needs assistance beyond the capabilities of volunteers or neighbours, the village offers a concierge service for local businesses that is prescreened for security. Vendors sometimes offer lower rates for their services in exchange for the loyalty and repeat business derived from village residents. Volunteers and/or neighbours provide personal, wellness, technological, transportation and household services along with home repairs. Tasks range from changing light bulbs, hooking up a DVD player and installing computer programs to housekeeping chores such as help with laundry, gardening, dog walking, grocery shopping and transportation to medical appointments.

Video – The Village Concept – Case Study

First Time Home Buyers

First-time buyers, new entrants to the workforce, and low income singles and families generally require either housing that is considered to be ‘affordable’ housing or ‘entry-level’ housing.

Generally speaking, a home is considered affordable if the monthly rent or payments amount to no more than 30 percent of the gross household income (as determined by the Canada Mortgage and Housing Corporation to be the limit of housing affordability). The maximum income limits (MILs), as set by the Saskatchewan Housing Corporation, are used to determine whether families or housing providers are eligible to apply for the Government of Saskatchewan’s housing programs. Currently, the maximum income limit for families with dependents is $52,000 and for coups and singles without dependents the limit is $44,500. Therefore, if a family with dependents were to spend 30 percent of their annual income on housing they would be able to afford a home that costs approximately $175,000. Unfortunately, current housing options available within this price range are limited in Saskatoon.

Entry-level housing is considered to be housing that is modest is size and includes the basic features typical of what first-time buyers would purchase. Entry-level homes are usually purchased by young families and new entrants to the workforce. These homes often consist of modest resale units, apartment-style condominiums and townhouses, and homes that are generally lower in cost when compared to new or large homers. Nevertheless, many looking to purchase entry-level housing in Saskatoon are spending closer to 40 percent of their average household income in order to access the housing market.

Housing Co-operatives

Source: Co-operative Housing Federation of Canada.

Housing co-operatives provide not-for-profit housing for their members.

The members do not own equity in their housing; if they move, their home is returned to the co-op to be offered to another individual or family who needs an affordable home.

Some co-op households pay a reduced monthly rent (housing charge) geared to their income. Government funds cover the difference between this payment and the co-op’s full charge. Other households pay the full monthly charge based on cost.

Because co-ops charge their members only enough to cover costs, repairs, and reserves, they can offer housing that is much more affordable than average private sector rental costs.

Source: CMHC

Co-op housing also offers security. They are controlled by their members who have a vote in decisions about their housing and there is no outside landlord.

Each housing co-operative is a legal association incorporated as a co-operative. Canada’s housing co-ops are guided by international co-operative principles adapted for housing.

If you live in a non-profit housing co-op, you are:

• A voting member who contributes to the governance of the co-op
• Part of a community where neighbours look out for one another
• Living in housing that will stay affordable because it’s run on a non-profit basis and is never resold
• Linked through the Canadian Co-operative Association and the Conseil canadien de la coopération with other Canadian co-operatives active in banking, retail, farming, insurance, day care, health services and more
• A member of a world-wide movement.

In a housing co-op, members have the right to:

• Vote on the annual budget, which sets the monthly housing charges and affects the quality of your housing – for example, how much the co-op will spend on property upkeep
• Elect a board of directors made up of people who live in your co-op
• Run for the board of directors
• Receive audited financial statements that show how the co-op spent your money
• Pay only a limited portion of your income for your housing, if you meet eligibility rules
• Live there for as long as you like, if you keep to the by-laws agreed on by the co-op membership.

For more information on what is required to create and run a co-op, the laws and regulations governing co-ops, and what sets co-ops apart from other kinds of housing, see the Canada Mortgage and Housing Corporation’s Co-op Housing Guide.

Types of Affordable Housing

CMHC Research

Research Highlights are brief summaries of complete reports on the findings of research projects conducted for or by CMHC. Browse a range of Research Highlights organized into topics of interest to affordable housing providers, groups and individuals interested in developing affordable housing, developers, municipalities and researchers. Discover Research Highlights on topics including Aboriginal housing, housing needs of youth, seniors and immigrants, affordable homeownership and sustainable communities.

CLICK HERE TO BROWSE CMHC’S RESEARCH HIGHLIGHTS

HOUSING MARKET INFORMATION PORTAL

CMHC’s Housing Market Information Portal highlights statistics on New Housing Construction, Primary and Secondary Rental Market, Seniors’ Rental Housing, Population and Households, Housing Stock, and Core Housing Need.

CLICK HERE TO VIEW STATISTICS ON SASKATOON’S HOUSING MARKET

Housing First: 10 Tips to Success

1. Educate your staff and community on the principles of Housing First. If you take the time to educate those around you about the principles and proven results of Housing First, you will gain more support for the program. In Housing First, housing is not used as leverage to ensure treatment compliance, but is considered an important individual right. Once individuals are housed, everything possible is done to help people maintain their housing.
2. Visit other programs and seek out mentors. While Housing First programs may vary, the opportunity to learn from others’ experience and kick around ideas with them is invaluable.
3. The transition from the streets to housing can be difficult. Find ways to help people feel comfortable in their new homes. While someone is homeless, life is all about survival. Much energy is spent meeting basic needs. Once housed, people may have time on their hands that they do not know how to fill. Programs should ensure that services and activities are in place to keep people moving forward as they develop new roles and identities in the community.
4. Meet people where they are and build on supports they already have in place. Meeting people where they are is a fundamental principle of outreach, and it does not end once the person obtains housing. One of the core principles of Housing First is that services are low-barrier. Many residents may not be ready to engage fully in mainstream services, and we must support them during their transition.
5. Recognize that living in an apartment requires a completely different skill set from living on the streets. Some problems that new Housing First programs face can be avoided by recognizing the different skill sets that are required to live in housing and on the streets. Staff needs to recognize that behaviors such as doubling up or hoarding are survival skills. Staff should try to think about and address the underlying issues, not just the behavior.
6. Collaborate with neighbouring agencies. Relationships with local providers allow programs to provide services that their organization may not provide. For example, programs may work with a mental health provider who can give clients a discounted rate, or with a food pantry to help keep residents’ kitchens stocked.
7. Blend funding sources and document outcomes. While it would be wonderful to be able to count on continued support for your program, funding is often a barrier. Most programs need to rely on multiple sources of funds. One way Housing First programs can generate funding is to work with HUD to subsidize housing and Medicaid to cover case management services. It is important to document outcomes so that you can go back to funders and show them how their support has translated into success.
8. If your program does not own the housing units, build strong relationships with landlords and potential landlords. Whether your housing program uses Single Room Occupancy units, or scattered site housing, developing relationships with housing management and landlords is critical to the sustainability of your program. Sometimes it is difficult to find landlords who are willing to work with a program, but once they see that staff can serve as intermediaries if problems arise, landlords often see a mutual benefit.
9. Get training in trauma-informed care. Anyone who has experienced chronic homelessness has experienced trauma. Make sure you understand the implications of traumatic stress, so that you can respond rather than react to a person’s choices or behavior.
10. Have a plan to support your staff and prevent burnout. Burnout is a real danger for staff working with people who have experienced homelessness and trauma. Make sure your staff are healthy and feel satisfied at work, so they can continue to be supportive and effective.

Source: Housing First Program Director Jacob Lile, of the Shelter Network in San Mateo County

Knowledge Sharing by First Nations and Métis Homeless People in Saskatoon

Saskatoon Indian and Métis Friendship Centre, in partnership with the University of Saskatchewan (2009)

Knowledge Sharing by First Nations and Métis Homeless People in Saskatoon investigates Aboriginal homelessness in Saskatoon to address the knowledge gaps related to homelessness in this region.

WHO IS INVOLVED IN THIS STUDY?

44 Aboriginal people who are homeless in Saskatoon and who regularly visited the Saskatoon Indian and Métis Friendship Centre.

WHAT ISSUES ARE THEY FACING?

• 10% had no source of income, and half had an income of less than $5,000/year
• About 2/3 of the clients received most of their income through social assistance
• Almost all the clients considered themselves to be single yet many also had families—22 clients had 57 children between them. There is way of knowing whether the children’s needs were being met
• 52-76% suffered from addictions.

HOW WAS THE STUDY DONE?

Interviews and talking circles with the 44 homeless clients, and dialogue with service providers and policy makers.

WHAT DOES “HOMELESS” MEAN FOR THIS POPULATION?

• Sleeping outside (reported by men only)
• Staying in abandoned buildings
• Staying in unsafe circumstances — for example, needing to sleep with a knife for fear of being assaulted
• Walking around all night, dozing in ATMs for a short time to stay warm, then sleeping a little at various shelters and agencies throughout the day
• Sleeping in a shelter at night but having to leave in the day regardless of individual circumstances such as a broken leg or aconcussion
• Sleeping at friends’ homes for a short period of time
• No privacy, particularly in the winter, as clients move from shelters to public areas inside buildings.

WHAT CONDITIONS LED TO HOMELESSNESS FOR THIS POPULATION?

Eviction; spin-off effects from addictions; relationship issues; physical impairments and disabilities; violent lifestyle; “partying lifestyle” of self or friends and family; housing is just too expensive; gentrification of their neighbourhoods; and discrimination by landlords.

REASONS THAT CLIENTS DID NOT USE SHELTERS

Lack of awareness that the shelters existed; clients were uncomfortable staying there – they felt it was more like a prison than a home; and policies that clients had to be drug- and alcohol- free were problematic to those with addiction issues.

WHAT ARE THE MOVEMENT AND MOBILITY PATTERNS OF HOMELESS ABORIGINAL CLIENTS IN SASKATOON?

• Women tend not to sleep outside due to safety concerns
• Only 16-28% of participants used shelters during the night
• Each day in the late afternoon, clients start looking for a place to sleep that night
• When staying temporarily with friends or family, clients leave in the morning and come back at bedtime to help reduce tension. They also often pay for these accommodations and try to help out with chores, groceries, etc.
• Most clients left their home on reserves many years ago. Lack of housing on reserve was not necessarily their primary reason for leaving.

WHAT DO CLIENTS RECOMMEND TO REDUCE HOMELESSNESS?

• Lower rent
• More financial assistance, higher rent subsidies and better support in finding housing
• More low-income housing that is safe and clean
• Less discrimination and judgement from landlords
• More men’s shelters, more shelter beds
• Easier housing application processes and forms
• Lower living costs
• More information about affordable properties and service agencies
• More access to food vouchers
• More variety in shelters and programs (beyond soup and sandwiches)
• Less judgement and blame from service providers and the general public
• More specific shelter options for families and couples
• More shower facilities for men
• More communication between First Nations governments and urban social services

WHAT DO SERVICE PROVIDERS RECOMMEND TO REDUCE HOMELESSNESS?

• More coordination between organizations
• More showers in men and women’s facilities; create shower vouchers
• Better service integration through a newspaper or directory
• Centralized service agency maps posted on the bus depot bulletin board
• Renovations of abandoned buildings to house some of the homeless people
• A new and appropriate definition of “affordable”
• Workshops on understanding ID and credit checks
• A core neighbourhood social worker
• More access to transit passes
• Daycare for clients who are house hunting
• A clear statement of what services agencies actually provide, so there is no misunderstanding when clients arrive

Copyright © Government of Canada

Cold Weather Strategy

COLD WEATHER STRATEGY – 2022/23 EDITION

SASKATOON’S WARM-UP LOCATIONS POSTER

Homeless individuals and families can warm up at the various locations listed here.

BACKGROUND

In December 2012,  service providers to Saskatoon’s homeless population – including shelters, health and emergency service agencies, police and housing providers – were convened by United Way of Saskatoon and Area to develop a cold weather strategy for the community.

The City of Saskatoon has partnered with the Saskatoon Housing Initiatives Partnership (SHIP) on a Cold Weather Strategy. The strategy is in place to ensure everyone has a safe, warm space to sleep when Saskatoon is experiencing extreme cold or other severe weather. Homeless individuals and families can warm up at any of these ​Winter Warm-up Locations.

This strategy is designed to work with existing services and to ensure services work together so everyone sleeps in a safe place on a cold night in Saskatoon.

PRINCIPLES

While individual service providers make their own policies, they also collectively agreed to be flexible with their policies during extreme cold weather to ensure people are safe.

This strategy is guided by the following principles:

• No one should sleep outside on a cold night
• Individual dignity must be respected even in emergency situations; each person should have a bed or a cot, not just a mat on the floor or a chair
• Everyone is allowed access to emergency shelter, including intoxicated persons or those previously placed on a “do not admit” list from shelters
• Family relationships should be respected: families and couples should be able to stay together
• Warm, indoor spaces should be available 24 hours a day
• Everyone will work to ensure that individuals and families experiencing or at-risk of homelessness are aware of safe, available sleeping options.

COLD WEATHER ALERT

A new protocol was implemented in 2013 to provide a cold weather alert to police/emergency workers and front-line agencies. The purpose of the Cold Weather Alert is to provide all participants with a Continuity of Operations Plan within the existing Strategy. This plan provides the structure needed for multiple organizations to coordinate their response to unusual circumstances that would reduce the capacity, or effectiveness, of one or more organizations in the provision of emergency shelter during extreme weather conditions.

Note: When a Cold Weather Alert is issued, it remains active until there is a notification email/text that it has ended.

When a cold weather alert is in place, any front-line service provider who comes into contact with a homeless person will be encouraged to take the extra step of ensuring that person has safe lodging arranged for the night.

Saskatoon’s Homelessness Action Plan

The Saskatoon Homelessness Action Plan was created as an update to previous community plans in Saskatoon. It honours the voice of the community from the many consultations that have brought us to this point; the demand is that we do better.

Read the Saskatoon Homelessness Action Plan

Container Housing

Container housing technique converts shipping containers into steel framed modular structures. Container houses can be used for custom projects and currently popular among mining, oil & gas, construction and industrial markets.  Shipping container housing has been used as emergency and relief shelters around the world. Today, containers are developed by numerous construction companies and design studios to create different structures

READ MORE ABOUT SHIPPING CONTAINER HOMES

Due to cost competitiveness, container housing has great possibility for building affordable housing.  As an example, the Canada’s first recycled shipping container social housing development has been built in Vancouver.

READ MORE ABOUT VANCOUVER SOCIAL HOUSING BUILT FROM SHIPPING CONTAINERS

Cross Laminated Timber (CLT) Technology

Cross-laminated timber (CLT) is a novel building system of interest in North American Construction. It is a cost competitive, wood based solution that complements the existing light and heavy frame options, and is a suitable substitute for some applications which currently use concrete, masonry and steel.

CLT offers array of benefits such as:

• Environmental Performance
• Design Flexibility
• Structural Performance
• Construction speed
• Cost competitiveness
• Large market opportunity
• Livability

Read more about CLT

Ending Homelessness in Saskatoon

SHIP is helping reduce, prevent and end homelessness in Saskatoon.
By administering the Federal Government’s Reaching Home funding, SHIP is investing over $1 Million per year into projects targeting homelessness right here in our city.
And we know we’re already making a difference.
Some projects that we’ve already funded include:

The Lighthouse

• $398,848 for the Intox and Stabilization Shelter 20 bed pilot program and construction of permanent 30 bed facility
• $595,000 toward kitchen, offices and building improvements at The Lighthouse

Saskatoon Housing Coalition

• $250,000 towards development of a 20 suite transitional apartment facility for individuals suffering with mental health challenges.

This is only the beginning. There are more approved projects that will be announced in the next few weeks.

Check back for updates on this exciting work we are helping our great non-profits achieve in Saskatoon.

Get Informed

Saskatoon Homelessness Action Plan

EXECUTIVE SUMMARY

HOMELESSNESS ACTION PLAN

In 2015 SHIP began working with the United Way to create Saskatoon’s Homelessness Action Plan. This Plan was built on the combined wisdom of the previous community Plans on homelessness.

Saskatoon’s Homelessness Action Plan calls for a coordinated system response that will involve increased prevention efforts, teamwork between emergency and transitional supports, policy reforms and a serious investment in affordable housing options across the spectrum.

SHIP has taken a facilitation role in implementing the Plan in our community. In February of 2017, we hired a Director for the Plan.  With this Plan we have developed a solid roadmap so we can begin the journey towards changing how we address homelessness.

A major part of year 1 of the Homelessness Action Plan was review and assessment of current system capacity and ease of access. We also worked to invest in the expansion of housing placement programs through both Housing First and Rapid Rehousing.

Through our taskforces we met with both front-line workers and community members with lived-experience.   Many of their perspectives will shape how we move forward from year 2 – 5.  As we move forward with the Plan, we continue to invest in best practices in harm reduction models.

To respond to the needs of the Action Plan, SHIP also had to expand the activities it undertakes. A new Strategic Plan was adopted and we have worked to expand the Board of Directors to play an essential role in moving the Plan forward. These Teams continue to include a wide array of communit y members and volunteers to ensure a rich perspective when addressing the needs of the community. These taskforces focus on addressing their specific theme as it relates to each of the four priorities of the action plan. Additional committees will be struck as the need is identified.

A multi-sectoral approach is essential to achieving the collaboration necessary to meet the goals of the Plan. Throughout 2017-18 SHIP worked to inspire change in our community and embolden everyone to work together towards a common vision.

ACTION PLAN ACTIVITIES

• SYSTEM COORDINATION
  & INNOVATION
• STRENGTHENING HOUSING PLACEMENT & SUPPORT PROGRAMS
• PREVENTION
• THE SOLUTION TO HOMELESSNESS IS HOUSING

3 NEW TASK FORCES WE LAUNCHED:<h

Homelessness

HOMELESSNESS REPORT CARD: 2018

Homelessness is often misunderstood. It’s not a ‘cute’ cause, so it’s hard to feel empathy for something most of us are fortunate enough never to have endured. Homelessness is not suffered through choice – everyone is vulnerable.

In order to become homeless, a person has to have suffered a personal crisis. Once alone and vulnerable, the slide into a vicious downward spiral is inevitable and traumatic, bring with it a state of hopelessness most of us have never experienced. From these depths it is hard either to remember or imagine life as the rest of us know it, let alone engage positively with society.

COMMON REASONS WHY PEOPLE BECOME HOMELESS INCLUDE:

• Family breakdown
• Bereavement
• Redundancy
• Leaving institutional living(army, police, social care, prison)
• Mental illness
• Childhood abuse / domestic violence
• Substance abuse (the underlying cause of which is often one or more of the above)

The word ‘home’ conjures feelings of warmth, family, friendship and love. To be homeless is to be alone, with no one to care about you. Tackling homelessness is not just about providing shelter from the elements, it is about providing advice, advocacy, education and meaningful occupation, but above all, care within a community that can be called ‘home’.

SHIP works with the local community to promote projects that benefit all who are homeless or at risk of homelessness. It’s part of our commitment to the entire housing continuum.

2018 POINT-IN-TIME HOMELESSNESS COUNT, SASKATOON

The fourth Point-in-Time (PIT) Homelessness Count, including an indoor and outdoor enumeration, a street needs assessment, and public perception survey, was held in Saskatoon on April 18, 2018. The 2018 count built on the learning from counts in Saskatoon in 2008, 2012 and 2015, while adapting to the requirements of Employment and Social Development Canada’s Homelessness Partnering Strategy’s second coordinated PIT count. The PIT count, using a “snap shot” approach to collect the data, aimed to identify chronically homeless (individuals who are currently homeless and have been homeless for six months or more in the past year) and episodically homeless (individuals who are currently homeless and have experienced three or more episodes of homelessness in the past year).

2018 Point-in-Time Homelessness Count, Saskatoon, SK

Housing Development and Property Management

Use this link to learn about the programs and services available to homeowners and developers who would help to increase affordable housing units in Saskatchewan by creating new housing units.

Immigrants and Newcomers

Saskatoon has become a popular and desirable destination for interprovincial migration as well as for new immigrants and refugees seeking a new community to call home.

The amount of landed immigrants that came through the Saskatchewan Immigrant Nominee Program (SINP) has dramatically increased since 2005, while federally there have only been small increases in the amount of landed immigrants. SINP has been successful in that it has accounted for the majority of overall immigration growth in Saskatchewan since 2000. Furthermore, a large portion of new immigrants who have settled in Saskatchewan decided to live in Saskatoon.

The number of temporary foreign workers in Saskatchewan has also increased. In fact that demographic has tripled since 2005. As well, the amount of foreign students has seen a steady increase over the last decade, typically ranging between 3,000 and 4,000 each year. 

Unfortunately, the need for adequate housing for recent immigrants has been largely unfilled and the settlement period for many of the immigrants is not without struggle. One of the many issues is that recent immigrant households have on average more persons per household compared to the average Saskatoon household. This is compounded by the fact that anywhere from 5,000 to 10,000 new migrants move to Saskatoon each year, putting upward pressures on housing prices, decreasing the availability of affordable and appropriate homes.

Income of recent immigrants also plays an important role in housing. In Saskatoon, the average household incomes of established immigrants grew more between 2001 and 2006 in Saskatoon compared to average household income of recent immigrants. Furthermore, the average income of recent immigrant households continues to be lower than the overall average for all households. According to Statistics Canada almost half of households consisting of only recent immigrants have annual incomes of less than $20,000 – double the proportion of Canadian-born households within this income range.

Seniors

According to CMHC (Canadian Mortgage and Housing Corporation) in 2006 about 25 per cent of the Canadian population was over the age of 55 and by 2036 that number will increase to about 35 per cent. Furthermore, CMHC has said that the population of senior citizens living in Canada will continue to grow at a pace quicker than other demographic sectors. In Housing for Older Canadians: The Definitive Guide to the Over-55 Market, CMHC stated that between 1991 and 2031 the portion of people over the age of 65 is expected to increase from 1 in 9 persons to 1 in 4 persons. This growing number of senior citizens will continue to bring about a corresponding demand for seniors housing in our communities.

Seniors on a fixed-income are at a unique disadvantage in quickly escalating housing markets. Simply stated, when the price of rents increase their fixed-income remains the same, making it incredibly difficult for them to adjust to the increased costs. Furthermore, the Government of Saskatchewan’s Task Force on Housing Affordability indicated that while seniors would often like to move to more suitable locations, there is a lack of appropriate accomodations available to meet their needs.

Students

According to Statistics Canada, in 2011 the group between the ages of 20 years and 24 years made up the largest proportion of the population in Saskatoon.  As with other demographics, this group will continue to increase, and it will see one of the most significant increases.

Specifically the student population in Saskatoon does not have proper access to affordable housing and with arelatively large amount of post-secondary students, Saskatoon has a lower-than-average campus housing-to-student ratio.

There are approximately 28,000 post-secondary students in Saskatoon. Of those, just over 21,000 attended the University of Saskatchewan in the fall of 2012.  Only 10 per cent of University of Saskatchewan students have access to on-campus accommodations which is well below the national university average of 15 percent. In addition, the Saskatchewan Institute of Applied Science and Technology (SIAST) does not have any student housing available for those enrolled.

The low amount of student housing in Saskatoon means that more students have to seek accommodations through the traditional housing market. In general, many full-time students have a limited amount of income at their disposal as many work part-time jobs and finance their studies with the assistance of student loans. For the student population, even marginal increases in rental prices can place a significant strain on their budgets. Student housing will become an increasing probem as enrollment at the Univeristy of Saskathcewan continues to rise.

Affordable Housing Inventory and Needs

SASKATOON HOUSING INITIATIVES PARTNERSHIP (SHIP) AFFORDABLE HOUSING INVENTORY AND NEEDS REPORT JUNE 2021

The purpose of compiling this Inventory and Needs Report (report) on the state of Saskatoon’s affordable housing units is to assist housing providers and their funders with planning for future affordable housing projects in the City of Saskatoon. It is hoped that the report will serve as a generic document providing a community wide needs assessment for new affordable housing units. Housing providers will be able to attach this report to their funding applications in addition to information on the specific housing needs they are seeking to address.

Read the Affordable Housing Inventory and Needs Report June 2021

New Zoning District for Entry-level and Affordable Housing

The City of Saskatoon has created a new zoning district (RMTN1) designed specifically for entry-level and affordable housing.  This district may be applied in both new and existing neighbourhoods, and includes provisions for higher density that can reduce the cost per unit.

The purpose of the RMTN1 District is to provide for comprehensively planned medium density multiple-unit dwellings in the form of townhouses, dwelling groups, and other building forms, as well as related community uses.

An overview of RMTN1 Zoning is available here.

Rental Development Program

The Rental Development Program (RDP) provides a forgivable loan to sponsors (owners/developers) that want to build affordable rental housing and provide supports to low-income households in communities with a demonstrated need. The loan is forgiven over a period of up to 20 years, depending on the amount of the loan.

Rental Development Program funding is allocated through a Request for Proposals.

The RDP is currently accepting Expressions of Interest (EOI). Please click here for the information pamphlet.

BENEFITS

For Sponsors (owners/developers):

• May receive a forgivable loan for up to 70% of the total eligible capital cost of construction.

For Tenants:

• Provides housing for individuals or families unable to maintain housing in the private market.

Please visit the Government of Saskatchewan website for more information on the Rental Development Program, including eligibility requirements. 

HOW TO APPLY

Proposals may be submitted through a Request for Proposal process. The date of the next Proposal call has not been identified. During the call for proposal period, sponsors must:

1. Confirm that your organization and project are eligible for the Rental Development Program.
2. Download and complete the Rental Development Program Application Booklet.
3. Submit the Application Booklet:

By Fax: 306-933-5374

By Email: RDP@gov.sk.ca 

By Mail: Saskatchewan Housing Corporation

222 First Avenue

Saskatoon, SKS7K 1X2

Note: Saskatchewan Housing Corporation (SHC) is not currently accepting applications.

The Vacant Lot & Adaptive Reuse Incentive Program is designed to encourage development on existing vacant or brownfield sites, and the reuse of vacant buildings in established areas of the city, including the Downtown, by providing financial and/or tax based incentives to owners of eligible properties.

Under the Vacant Lot & Adaptive Reuse Incentive Program, a Maximum Incentive Amount will be equivalent to the increment between the existing property taxes (city portion) and the taxes paid upon completion, multiplied by five years.

For more information, visit the City of Saskatoon Vacant Lot & Adaptive Reuse Strategypage.

VACANT LOT INVENTORY

As part of the Vacant Lot & Adaptive Reuse Strategy, the City of Saskatoon maintains a comprehensive inventory of undeveloped land, which also includes surface parking lots. All lands that fall into these “undeveloped” categories are considered vacant. 

The inventory includes the following information about vacant sites:

• Civic Address
• Site Area
• Neighbourhood
• Zoning Designation
• Legal Land Description

The inventory is limited only to established neighbourhoods (infill sites only), and excludes any sites that are considered to be undevelopable (e.g. walkways, right-of-ways, and other residual parcels). The inventory also excludes all ownership information. This is to ensure compliance with federal and provincial privacy legislation. 

The public Vacant Lot Inventory is regularly updated following the internal update of the property use information as part of the property assessment cycle.

Vacant Lot Inventory 2020

Please note that the Vacant Lot Inventory comes with the following disclaimer:

The City of Saskatoon provides the following records for reference only. It is not intended as a list of properties for sale or as a development opportunity. Using available records at the time, the sites are assumed to have no permanent structures on them and the site may or may not be available or suitable for re-development purposes.

Not all properties listed here have necessarily been vacant for the 48 consecutive months required to be eligible for the Vacant Lot and Adaptive Re-Use Incentive Program.  While this inventory is provided as a reference for all vacant infill sites, properties that are actually eligible for incentives will vary.  Contact the Neighbourhood Planning Section at 975-7642 to confirm how long a property has been vacant.

Program is accepting applications this year

The Housing Handbook

The new Housing Handbook from the City of Saskatoon is available. It’s a good resource for renters, landlords, & first-time homebuyers in Saskatoon.