Housing First using scattered units:

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Housing First using scattered units

• How is it working?

Debbie Barton Rental Coordinator Centretown
Citizens Ottawa Corporation
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Who is CCOC?

• 48 properties with a total of 1,314 units
• Variety of unit sizes and building types
• 58 RGI and 42 market rent tenants
• CCOC came out of a community planning process in
  the mid-70s when downtown neighbourhoods were
  under threat.
• Culture of commitment to involving broader
  community internally and externally
• Partnerships with 6 community agencies that
  provide support services to tenants in over 100
  units.

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CCOC CMHA Partnership

• Celebrating 10 years of partnership
  collaboration
• How did we first get involved with CMHA?

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143-145 Eccles

• Project Description
• Tenant Intake Plan
• Realities Challenges
• - higher costs to house the hard to house
  homeless

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143-145 Eccles

• Average length of stay June 2000-present 22
  months
• 1 tenant 7.5 years another 5 years
• Both tenants occupy 1 bed units rooms not as
  successful
• Significant neighbourhood fallout
• Ongoing challenges common areas, maintenance and
  needed repairs

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Scattered Units for CMHA Supported Tenants

• House 100 homeless 300K from Ministry of
  Health and Long Term Care made available to CMHA
• CCOC objected to head leases prefer de-linked
  model
• CMHA provided 3000/year to offset higher
  vacancy losses/maintenance cost.
• CCOC started to provide units to CMHA in April
  2000.

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How is it working?

• Currently house 17 tenants
• 13 are original tenants (76)
• average length of tenancy to date 2.5 years
• longest tenancy 8 years tenant most recently
  housed 7 months
• 8 tenants have no issues (almost 50)
• 6 tenants would be considered challenging or
  high need

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How is it working?

• 34 tenants housed in 26 units during 8 year
  period.
• 17 tenants (50) have moved out over time.
• Average length of stay 3.5 years.
• 12 (67) tenants were served an N4 (arrears), N5
  (substantial interference) or N6 (illegal
  activity).
• - 4 tenants were evicted by the Landlord Tenant
  Board
• - 6 left as per the notice served no dispute at
  LTB.
• - 2 tenants skipped.
• - 8 units taken back by CCOC.
• Only 2 tenants gave proper notice and left
  without arrears or damages.
• 2 tenants gave short notice and left owing rent
  arrears or charge back for damages
• 1 tenant transferred to another CCOC unit
• In total, 12 tenants left owing arrears or
  damages/repairs amounting to 21,200
• - 6,923 due to rental arrears
• - 14,277 due to damages repairs LTB filing
  costs

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Walking Target Tom
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Some Observations on data

• Difficult tenancies have greater impact on
  smaller buildings

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140 Bronson

• at one time 6 out of 14 apartments were occupied
  by CMHA suppoerted tenants.
• We have since taken back 2 units (28).
• 2 tenants present challenging tenancies and the
  other 2 have caused no issues.

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St. Elijahs

• 4 out of 20 bachelor units (all RGI all low
  income singles)
• 2 units taken back

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287-293 Loretta

• 1 unit in a 4-plex building.
• We have had 3 turnovers in this unit.

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123 Stirling

• 2 out of 10 units
• 1 unit taken back

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Questions?

• Is there a point of saturation?
• At what point is CCOC no longer reflecting the
  broader community?
• Are there other factors that come into play, like
  size of building, building type (rooming houses),
  unit type (rooms or bachelors), RGI/ market mix?
• There are relationships here to be explored
  further.

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What things help to make our relationship work?

• Referral Agreement
• Involvement of CHMA support workers all along the
  way
• Partnership similar vision
• CMHA is a good fit for us

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How innovation and flexibility come into play

• Example of getting the right fit
• Open to give second chance
• Employ practical, problem-solving approach
• Be creative

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CCOCs role as housing provider

• Active involvement/engagement
• Who needs to know?
• Strive to get the best fit possible

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What are the tensions?

• Staff expectations
• Housekeeping
• Culture of tenant engagement at CCOC
• Individual vs Community

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Does Housing First work?

• How does one measure success?
• The right thing to do
• Not supportive housing
• Need to continue to reflect the broader
  community