CALGARY URBAN PROJECT SOCIETY
CALGARY URBAN PROJECT SOCIETY Inclusive Housing – A Community Based Approach to Housing First
CUPS’ MISSION Through integrated healthcare, education and housing services, CUPS empowers people to overcome the challenges of poverty and reach their full potential. In this pursuit, we draw upon our spiritual roots honouring the dignity of every human being.
CUPS’ IMPACT Improved mental, physical and spiritual health Low-income and marginalised Calgarians who are empowered to overcome poverty and reach their full potential
Nurturing families with resilient children
Safe and stable homes
WORKING AS A NON- PROFIT
Established 1989 $14 Million Operating Budget (60% private/40% Government) 45 Programs & Services across Health, Education & Housing 8,418 unique participants and growing 57 organizational partnerships 22 Research Projects 2 Facilities & Programming in 4 low income apartment buildings
PROFILE OF CUPS PARTICIPANTS 59%
did not graduate high school
44% of these failed to graduate middle school
44%
were abused as a child 42% have symptoms of depression or mental illness 62% of family incomes under $24,000/year 36% fall between $12,000 - $24,000/year 26% under $12,000/year
Multi-ethnic
36% Aboriginal 33% Caucasian 13% African/Caribbean 18% other
A SAFE & STABLE HOME TO BUILD COMMUNITY: 3459 WITH SHORT-TERM & 561 WITH LONG-TERM INTERVENTIONS
Over 3,800 individuals and families housed since 2008.
94% of previous homeless individuals referred to CUPS now have safe & stable homes.
71% of people housed by CUPS drastically reduced their inappropriate use of public systems after 6 months.
The Question Can individuals and families be successfully housed in a single site setting without intensive case management support?
Addresses two key components of homelessness – affordable housing and social isolation Healthy people are a result of healthy and inclusive communities
Create Community Acceptance and stabilize housing through integration into Community
THE MODEL:
Partnership with the Calgary Homeless Foundation Community Developers do NOT act as Property Management
Rent geared to income (30%)
Program participants are homeless or have a history of homelessness
Range of Aquity Levels
On site Resource Center
A Community Developer per building
Volunteers and the Community at Large
Program Participants
Housing is permanent – no end date to program
Assists with Community Navigation Facilitates programming – brings people together Motivates and encourages
Engage. Motivate. Achieve. The Goal is NOT to case manage but to facilitate and support client driven programming and connect with Community Supports vs. Social Agencies
CALENDAR OF MONTHLY EVENTS BRINGING TENANTS TOGETHER
Wed 1) Lunch pick-up (7) Breakfast Club (9) Fit For Life (10:30) Acadia Kids (4)
It Takes A Community:
Programs
Volunteers
Tenants
LANDLORD & AGENCY & COMMUNITY& TENANTS/ PROGRAM PARTICIPANTS
OUTCOMES – WHEN A HOUSE BECOMES HOME 72% of participants housed 1+ year Only 5% move outs were for negative reasons 87% of tenants attend 1+ program regularly 2455 tenant volunteer hours in 2014/15 annual report 887 external volunteer hours in 2014/15 annual report 36% of programs are tenant led ↓30% rental arrears ↓51% use of services (police, EMS and emergency)
Annual cost = approximately $6500 per year / program participant (including rent subsidy, programming dollars and staff salaries)
PREVENTION:
Income testing and subsidy where necessary Included in all programming – relationships within the building Community involvement Housing is permanent with limited supports Varied acuity levels 75% of tenants remain housed 5% move outs for negative reasons (eviction and non renewal of lease) Programming offered to external community – targeted interventions
LEARNINGS: When it doesn’t work – rehousing options Keeping tenants engaged Tenant fear of reprisal – landlord and peers Expectation: agency will resolve problems Participants can self manage Social isolation and lack of support is likely a prime factor in return to homelessness
SUCCESS: 7% tenants back in school 30% tenants have achieved employment 40% no of tenants have become volunteers dedicating x no of hours 96% have achieved long term stable housing 14% tenants no longer require subsidy 51% of programs are tenant facilitated and led
Contact: Amanda St. Laurent, Manager Community Development & Engagement (403) 206-1092 [email protected]
QUESTIONS
CUPS’ MISSION Through integrated healthcare, education and housing services, CUPS empowers people to overcome the challenges of poverty and reach their full potential. In this pursuit, we draw upon our spiritual roots honouring the dignity of every human being.
CUPS’ IMPACT Improved mental, physical and spiritual health Low-income and marginalised Calgarians who are empowered to overcome poverty and reach their full potential
Nurturing families with resilient children
Safe and stable homes
WORKING AS A NON- PROFIT
Established 1989 $14 Million Operating Budget (60% private/40% Government) 45 Programs & Services across Health, Education & Housing 8,418 unique participants and growing 57 organizational partnerships 22 Research Projects 2 Facilities & Programming in 4 low income apartment buildings
PROFILE OF CUPS PARTICIPANTS 59%
did not graduate high school
44% of these failed to graduate middle school
44%
were abused as a child 42% have symptoms of depression or mental illness 62% of family incomes under $24,000/year 36% fall between $12,000 - $24,000/year 26% under $12,000/year
Multi-ethnic
36% Aboriginal 33% Caucasian 13% African/Caribbean 18% other
A SAFE & STABLE HOME TO BUILD COMMUNITY: 3459 WITH SHORT-TERM & 561 WITH LONG-TERM INTERVENTIONS
Over 3,800 individuals and families housed since 2008.
94% of previous homeless individuals referred to CUPS now have safe & stable homes.
71% of people housed by CUPS drastically reduced their inappropriate use of public systems after 6 months.
The Question Can individuals and families be successfully housed in a single site setting without intensive case management support?
Addresses two key components of homelessness – affordable housing and social isolation Healthy people are a result of healthy and inclusive communities
Create Community Acceptance and stabilize housing through integration into Community
THE MODEL:
Partnership with the Calgary Homeless Foundation Community Developers do NOT act as Property Management
Rent geared to income (30%)
Program participants are homeless or have a history of homelessness
Range of Aquity Levels
On site Resource Center
A Community Developer per building
Volunteers and the Community at Large
Program Participants
Housing is permanent – no end date to program
Assists with Community Navigation Facilitates programming – brings people together Motivates and encourages
Engage. Motivate. Achieve. The Goal is NOT to case manage but to facilitate and support client driven programming and connect with Community Supports vs. Social Agencies
CALENDAR OF MONTHLY EVENTS BRINGING TENANTS TOGETHER
Wed 1) Lunch pick-up (7) Breakfast Club (9) Fit For Life (10:30) Acadia Kids (4)
It Takes A Community:
Programs
Volunteers
Tenants
LANDLORD & AGENCY & COMMUNITY& TENANTS/ PROGRAM PARTICIPANTS
OUTCOMES – WHEN A HOUSE BECOMES HOME 72% of participants housed 1+ year Only 5% move outs were for negative reasons 87% of tenants attend 1+ program regularly 2455 tenant volunteer hours in 2014/15 annual report 887 external volunteer hours in 2014/15 annual report 36% of programs are tenant led ↓30% rental arrears ↓51% use of services (police, EMS and emergency)
Annual cost = approximately $6500 per year / program participant (including rent subsidy, programming dollars and staff salaries)
PREVENTION:
Income testing and subsidy where necessary Included in all programming – relationships within the building Community involvement Housing is permanent with limited supports Varied acuity levels 75% of tenants remain housed 5% move outs for negative reasons (eviction and non renewal of lease) Programming offered to external community – targeted interventions
LEARNINGS: When it doesn’t work – rehousing options Keeping tenants engaged Tenant fear of reprisal – landlord and peers Expectation: agency will resolve problems Participants can self manage Social isolation and lack of support is likely a prime factor in return to homelessness
SUCCESS: 7% tenants back in school 30% tenants have achieved employment 40% no of tenants have become volunteers dedicating x no of hours 96% have achieved long term stable housing 14% tenants no longer require subsidy 51% of programs are tenant facilitated and led
Contact: Amanda St. Laurent, Manager Community Development & Engagement (403) 206-1092 [email protected]
QUESTIONS
