NHA’s Mixed-Income Model Creates Unique Opportunities – and Unique Challenges

Norfolk Housing Association is unique in both our model and our approach. We’re proud to be unique, and ardent supporters of a mixed-income model; but the way in which we provide mixed-income housing (there are many ways) comes with some really unique opportunities, as well as some unique challenges. 

When we say challenges, what we mean to illuminate is that there is not ONE housing solution that serves everyone or is the best option for every person’s situation. It is not the only, nor the ultimate, housing solution. 

However we certainly feel that it’s a great one, one worth consideration by government, one worth public support, and one we’re very proud to offer.  

The opportunities – and the impact, and the outcomes – far outweigh the challenges, in our opinion(s). And the challenges give us a chance to constantly consider how we can provide more creative housing solutions for all Calgarians. And we believe that to solve the housing crisis set in front of us, we are going to collectively need to get creative about housing. 

(In fact, we share a lot more about that very topic in this blog post here.) 

All that said, let’s clarify briefly what NHA’s specific model of mixed-income housing looks like. And then we’ll get into the specifics around these challenges and opportunities.  

NHA is a mixed-income housing provider that utilizes a 50/50 model, whereby half of our rental units are rented at market (or just below market) rates and the other half are appointed for rent-geared-to-income. We prioritize acquiring purpose-built rentals that we can preserve and slowly integrate into the model with natural resident turnover (never displacing already-housed folks). NHA is a nonprofit with a social enterprise model; we are operationally sustainable and utilize profits to increase our ability to first, serve current and existing residents, and second, to house more people. 

Ok, so now that we’re clear on that, let’s look at these opportunities and challenges through the lens of our 3 strategic priorities: people, place and partnerships. 

PEOPLE 

A challenge of our model as a social enterprise and not a charity, is that there is a limit to what we can do in terms of offering highly individualized social services and in-home care. In fact, we do not have social workers and only provide housing to folks who can live independently. That said, we do have staff that facilitate resident access to resources, ensure residents remain successfully housed with us, and partner with community and sector to offer a wide array of services and supports to residents who want to access them. 

The opportunity, of course, for this model that is quite unique in the sector, is that NHA offers a version of housing that IS somewhat supportive, where folks maintain their independence. So much of lower income housing presumes a level of need beyond the financial, and at Norfolk we know that that is as often the truth as it isn’t. Our model perfectly serves folks who do not need much support aside from the financial; our focus is on the dignity of housing choice and finding a housing solution within your means – and needs. 

Additionally, the flexibility of the model allows us to accommodate residents as their needs change, and keep people housed. For example, if a resident  

PLACE 

A primary challenge in creating a sense of place in our model is creating MORE places to live! It is difficult to grow and offer more housing because profits are used to sustain the organization and support purpose-built (older) rentals. With aging assets, we do have to be quite proactive and rigorous with our maintenance plans(?) and there are certain limitations to what we are able to do and accomplish within the buildings and units, specifically around accessibility upgrades and environmental initiatives. 

On the flip side of that challenge, is that operating as a social enterprise model means that we have minimal need for government or public funding to remain operationally sustainable and maintain well-cared for homes for all of our residents. Instead of vying for funding to remain operational, we utilize and work with grants and partners to improve our spaces beyond the basics, beautify many common areas, and meet a variety of resident needs, including fostering community and a sense of belonging. 

PARTNERSHIPS 

Every organization has its own mission and purpose – and they’re all good. But the nature of shifting government funding can at times make it difficult for all of them to provide stability in resourcing and access to the populations they serve. Sometimes, we see that impact to residents who receive supports from organizations outside of NHA, support that we are not poised to provide but that outside organizations have challenges providing at times as well. 

That said, NHA is uniquely poised and very committed to providing residents with creative solutions to building community and access to an improved standard of living vis a vis partnerships with exceptional organizations who take a specialized approach (like Calgary Dollars and the Arusha Centre, for example!). Plus, we can partner with social service providers on a case-by-case basis, whether to bring residents to the social supports they need, or to provide over-arching communal care and education around timely topics.  

What do you think of the opportunities and challenges of this unique model?