Moving Forward

Moving Forward

New Costs

The total cost, in addition to existing funding, to implement every measure proposed in the plan is estimated at $406 million. Much of the total has been allocated through current government sources, financing and projected funds from the RESOLVE Campaign.

Therefore, an addition $290 million from 2015 to 2018 is required. $154 million for programs and operations, and $136 million to build additional housing to meet the needs of 3,200 people experiencing chronic homelessness and 9,400 at risk households.

  2015 2016 2017 2018 Total
Operations $8,734,909 $29,145,521 $50,416,163 $65,320,529 $153,617,123
Capital $5,121,988 $35,136,837 $42,512,500 $53,268,675 $136,040,000
Total New Costs $13,856,897 $64,282,358 $92,928,663 $118,589,204 $289,657,123

We can do this.

Calgarians have a can do attitude, and we have tackled homelessness with the same vigour. Here are the 4 priority directions to achieve the end of homelessness by 2018:


Collective Leadership

This Plan is a call to community ownership and co-leadership to end homelessness. Whether we belong to the service provider community, government, the private sector, academia, media, faith community, have lived experience, or are members of the public—we all have a role to play to ensure our vision of ending homelessness becomes a reality for everyone. Success is inevitable if everyone does their part.

Collective leadership is embedded throughout the plan as the over-arching principle. On a strategic and tactical level, the Plan identifies four Priority Directions and 14 Actions to support ending homelessness. Under each Action, the Plan lists those steps which will have collective impact on ending homelessness when put into action.



  • Prevention & Integration
    1. Assist 9,400 households at risk or experiencing transitional homelessness.
    • Enhance the current homeless-serving system and respond to immediate affordable housing gap by 2018 through:
      • Developing 765 Affordable Housing units.
      • Providing 5,234 households with rent supports.
      • Providing 4,768 households with access to Diversion/ Rapid Rehousing programs.
    • Secure $85 million to support additional operations cost for proposed program spaces and rent supports.
    • Secure $73 million to support additional capital cost for proposed 765 units of Affordable Housing.
    • Beyond 2018, address lack of affordable rental housing with purpose-built stock and balance use of rent supports in private market with new non-market capital.
    2. Mobilize research and knowledge to prevent and end homelessness.
    • Leverage research to support the Plan and refine our approach based on implementation learnings.
    • Tackle research issues that have direct bearing on our ability to realize Plan priorities through an updated Calgary Research Agenda to End Homelessness.
    • Align Research Agenda with provincial Housing and Homelessness Research Strategy for Alberta and Canadian Observatory on Homelessness.
    • Expand the impact research makes on policy and practice through targeted knowledge mobilization efforts.
    • Contribute to the broader body of knowledge on homelessness and share learnings with other communities.
    3. Explore regional integration options to respond to migration pressures.
    • Develop a regional framework for system planning responding to homelessness that recognizes migration impacts and Calgary’s role in servicing a broader, regional catchment area.
    • Implement a funding and coordination infrastructure that enables integrated planning service delivery across regions.
    • Advance an intentional approach on how we manage the impact of at risk individuals and families moving into Calgary with provincial, territorial, Aboriginal, and national government partners, as well as the sending communities.
  • Housing & Supports
    4. House 3,200 people experiencing chronic and episodic homelessness.
    • Enhance the current homeless-serving system through an additional:
      • 563 place-based Permanent Supportive Housing program spaces and units.
      • 624 scattered site Permanent Supportive Housing program spaces.
      • 432 scattered site Supportive Housing program spaces.
    • Beyond 2018, balance system capacity using scattered site and place based interventions to adjust to meet shifting demands. There is potential to repurpose Permanent Supportive Housing units for general affordable housing or responding to emerging needs for supported living (seniors, families, domestic violence).
    5. Develop a non-market housing real estate strategy to address Calgary affordable housing gap.
    • Enhance coordination in the non-market sector by developing a locally-driven, comprehensive real estate strategy to leverage existing assets.
    • Explore innovative financing models and efficiencies of scale to maximize the impact of the non-market housing sector on ending homelessness.
    6. Enhance housing options for low income Calgarians.
    • Develop a coordinated housing approach to immediately relieve pressure on 15,600 households in extreme core housing need across government, private and non-market sectors.
    • Introduce measures to enhance affordable housing options for 40,000 households in core housing need.
    • City of Calgary
      • Develop affordable and supportive housing units to address the current gap for 15,600 Calgarian households in extreme core housing need.
      • Exempt development/construction fees on new affordable housing projects.
      • Donate land for affordable housing.
      • Introduce more attractive density bonusing or other incentives for the private sector.
      • Waive property taxes on affordable housing projects.
      • Implement relaxations (parking) on affordable housing projects.
      • Fast-track applications on affordable housing and new rental projects.
      • Improve secondary suites policy to enhance safety and encourage new units.
    • Government of Alberta
      • Develop a provincial housing strategy aligned with the goal of ending homelessness that addresses the current gap for 15,600 Calgarian households in extreme core housing need.
      • Dedicate $88 million funding to support the additional 563 units of Permanent Supportive Housing and 765 units of affordable housing needed in the Plan by 2018.
      • Develop meaningful incentive programs for the private sector to develop new rental stock.
      • Introduce additional rent supplements to assist 5,234 households by 2018.
      • Allow municipalities the capacity to implement inclusionary zoning in land use bylaws.
      • Donate land for affordable housing projects.
    • Government of Canada
      • Develop a national affordable housing strategy that includes dedicated funding to address extreme core housing need with new capital and rent supports.
      • Introduce a low-income housing tax credit to incent new affordable rental stock.
      • Exempt capital gains tax on donations of land.
      • Continue funding the Residential Rehabilitation Assistance Program.
    • Non-Market Housing Sector
      • Coordinate access to non-market housing units and rent supports for those in need of affordable housing.
      • Donate land/buildings for affordable housing—or repurpose these for enhanced impact.
      • Develop a Non-Market Real Estate Strategy.
      • Develop and operate additional 563 units of Permanent Supportive Housing and 765 units of affordable housing needed in the Plan by 2018.
      • Review current assets and align these with the Plan’s priority directions.
    • Private Sector
      • Continue to make rental units available as part of rehousing efforts and work to coordinate access to these with the non-market sector and agencies.
      • Develop rental and affordable rental units to address Calgary’s affordable housing gap for over 40,000 households in core housing need.
      • Donate resources to support the Plan through the RESOLVE Campaign—$48 million is needed in capital for the 563 units of Permanent Supportive Housing and 765 units of affordable housing needed in the Plan by 2018.
  • Coordination & Optimization
    7. Integrate service delivery and planning across systems.
    • Ensure those experiencing homelessness and at risk have access to appropriate long-term care spaces, addictions treatment, and mental health, and community integration supports.
    8. Advance the homeless-serving system planning approach.
    • Expand current system coordination efforts including integrated data and performance management, quality assurance, and coordinated service delivery.
    • Address current barriers to data sharing and integration in the homeless-serving system.
    • Enhance common intake and triage processes to cover the full homeless-serving system, including housing options through a centralized housing registry.
    • Review and expand the System Planning Framework to ensure relevance across the homeless-serving system.
    • Support the adoption of system planning through collaborative planning processes and capacity building.
    • Ensure funders are aligned on the implementation of the Plan across the homeless-serving system.
    9. Optimize the role of emergency shelters.
    • Relieve immediate pressures on emergency shelters resulting from long term shelter stayers.
    • Engage in dialogue on the role shelters play in the homeless system, as well as migration, settlement and broader regional service networks to develop future directions as part of the Plan.
    10. Revision social service and housing delivery at the community level.
    • Apply the system planning approach across sectors to achieve an integrated planning and delivery approach for vulnerable populations at community level.
    • Align funders, government, agencies and housing providers on the development of an integrated approach to vulnerable populations as a key means of preventing homelessness.
  • People, Policy & Resources
    11. Apply a person-centered approach to the implementation of the Plan.
    • Support the Aboriginal Standing Committee on Housing and Homelessness to implement the measures outlined in the Aboriginal Plan to End Homelessness in Calgary (2012).
    • Develop programmatic interventions, including Housing First, and housing options appropriate to meet the specific needs of Indigenous Peoples.
    • Work with the Youth Sector and other key partners to develop an implementation strategy for the Plan to End Youth Homelessnes in Calgary (2011) and the Province of Alberta’s A Plan to Prevent and Reduce Youth Homelessness (2015).
    • Advance strategies to address the mental health, addictions treatment and health needs of homeless and at risk youth in Calgary.
    • Develop a targeted response to family homelessness in Calgary, especially addressing the over-representation of Indigenous and immigrant families in shelters, with specific asks of government, and new housing and supports.
    • Develop a response to an aging population that prevents future homelessness and addresses current needs among seniors experiencing housing instability.
    12. Support frontline agencies.
    • Review the capacity building and training needs, as well as the overall working condition of frontline staff.
    • Encourage the entry of young professionals into the sector to better meet program staffing needs
    • Encourage funders to review their own performance management and administrative practices to ensure no unnecessary requirements are being placed on funded agencies.
    • Encourage funders to coordinate reporting demands with an eye to alignment to maximize their resources and reduce the administrative burden on agencies.
    • Review governance and communication mechanisms to enhance system planning approach across the homeless-serving sector.
    13. Coordinate policy and funding across government.
    • Develop a detailed Policy and Funding Agenda that outlines key areas that could be leveraged to significantly impact homelessness.
    • Work with government to develop and enact a System Integration Framework that outlines the key actions and accountabilities across government departments to prevent and end homelessness.
    • Work with the Government of Alberta to align areas of accountability such as income assistance, infrastructure, health, domestic violence, corrections, child intervention, education, and affordable housing/rent supports to the goal of ending homelessness.
    • Work with the Government of Canada to integrate accountabilities regarding Indigenous Peoples, immigration and settlement, housing and homelessness, as well as economic development supporting the goals of the Plan.
    • Work with the City of Calgary on measures across areas of accountability including zoning, affordable housing development and operation, economic development, prevention and poverty reduction to support the goals of ending homelessness.
    • Review funding allocations across government to ensure no one system takes the burden where others have accountability and capacity to contribute to the goal of ending homelessness.
    • Develop solutions to increase incomes for vulnerable populations, including enhancing income supports, rent supports, access to living wage employment, and other poverty reduction measures aligned with ending homelessness.
    14. Empower Calgarians in the movement to end homelessness.
    • Implement public education and engagement strategies with diverse groups, including the faith sector, landlords, the media, and broader business sector.
    • Explore innovative population-level education strategies to increase awareness about homelessness risk and how it can be mitigated.
    • Donate resources and volunteer to support the Plan.
    • Advance policy change and funding asks with all levels of government.
    • Keep the issue of homelessness on the public agenda leveraging the media and community mobilization strategies.
    • Develop a consistent and meaningful mechanism to ensure the lived experience voice is truly integrated in ongoing planning and implementation.