Unite, strengthen, transform

STF has financed 13 sectoral projects and 66 local projects, with a combined investment of more than $4.1 million. The processing time of applications by the Centre is still very fast: less than 60 days.

The funding enabled organizations to take key preparatory steps such as environmental assessments, engineering plans, architectural sketches, and the preparation of major funding applications. The supported projects reflect diverse approaches, from eco-friendly co-ops to community- and faith-based initiatives, across both urban and rural settings.

Beyond individual projects, the program also strengthens organizational capacity and supports the leveraging of additional funding. Aligned with the Centre’s strategic plan, the fund acts as a catalyst for expanding the supply of community housing and building a more structured, equitable, and sustainable sector in the province.

List of all NL-CHGF funded projects 2024-2025

Funding supported a wide range of activities, including planning, research, and organizational development. Notably, the program prioritized equity by supporting 3 Indigenous-led projects totaling $137,000, and initiatives serving youth, women, people experiencing homelessness, and individuals living with disabilities.

The NS-CHGF helped organizations formalize their development efforts, build strategic partnerships, and position themselves to access complementary funding. By fostering inclusive, community-driven growth, the fund is playing a critical role in advancing the Centre’s strategic priorities and strengthening the foundations of a more equitable and resilient housing sector in Nova Scotia.

List of all NS-CHGF funded projects 2024-2025

During the year, seven projects were funded through the BCHF, representing a total investment of $268,304. These included three capacity building initiatives, two planning and pre-development projects, and two research and innovation initiatives. The diversity of supported activities reflects a commitment to strengthening sector knowledge, leadership, and project readiness within Black communities.

However, significant challenges remain. Access to feasible development sites continues to limit the ability of Black-led non-profits to fully benefit from pre-development and planning supports. This has been identified as a critical barrier to address going forward.

Strategic conversations with the Nova Scotia Department of Growth and Development have laid the groundwork for improved outreach and support, particularly with Black-led and Black-serving organizations working on community housing initiatives.

The BCHF reflects a broader effort to empower Black communities and support their leadership in shaping inclusive and just housing futures in Nova Scotia and across Canada. Black leadership in community housing offers powerful models rooted in equity, cultural preservation, and collective self-determination. By centring justice and mobilizing community-led solutions like land trusts, Black-led initiatives show how housing can be a tool for empowerment, not just shelter. Their approach challenges the sector to be more inclusive, responsive, and courageous in driving systemic change.

List of all BCHF funded projects 2024-2025

The Centre, acting as one of the two strategic coaches alongside Lift Impact Partners, played a central role in designing and delivering tailored support to each organization. This included in-depth assessments and multi-year strategic planning around governance, development, asset and property management, and long-term growth.

This pilot reflects a shift away from fragmented, project-by-project approaches toward sustained collaboration between the provincial government and housing providers. The Centre’s collaboration with PEI not only facilitated this shift but also provided a unique opportunity to test a replicable model for community housing growth.

The PEI pilot also demonstrated how the Centre’s expertise can be mobilized not only for impact, but also as a sustainable business line that reinforces its long-term viability and deepens its influence across the country.

Lessons from the project are already being shared with other jurisdictions through national presentations and engagements, positioning PEI’s initiative as a model for broader application across Canada.

Over the year, the program expanded with four new partners joining the network: Confédération Québécoise des cooperatives d’habitation (CQCH), Indigenous Clean Energy (ICE), Clean Foundation, and Manitoba Non-Profit Housing Association (MNPHA), alongside existing collaborators, namely the Co-operative Housing Federation of Canada (CHF-C), British Columbia Non-Profit Housing Association (BCNPHA), and the Centre.

The REC team supported 245 organizations across Canada, playing an important role in helping organizations access financing. They contributed to 29 projects being funded through the Federation of Canadian Municipalities’ (FCM) Sustainable Affordable Housing (SAH) initiative, representing more than $13.5 million in total investment. They also helped build sector knowledge by taking part in over 80 events, including training sessions, webinars, conferences, and meetings. One of the year’s visibility and recognition highlights was the program’s first dedicated booth at the Canadian Housing and Renewal Association (CHRA) National Congress.

Interest in energy transition is clearly growing despite challenges such as complex funding environments, time and capacity limitations, and a lack of tools to support early forecasting and build local capacity based on best practices. The Centre is actively working to fill this gap by exploring relevant solutions with a diversity of partners.

The REC program continues to be a key component in building long-term sustainability and resilience across the community housing sector. By addressing persistent barriers such as knowledge gaps, resource constraints, and funding complexity, the program empowers housing providers to plan and act with greater autonomy and confidence. In doing so, the REC program embodies the Centre’s commitment to systemic change, equitable access to resources, and a more climate-resilient housing system for all communities. It also reflects the Centre’s guiding principle of eco-responsibility by supporting energy efficiency, reducing environmental impact, and promoting sustainable practices that ensure the long-term viability of community housing.

With hands-on placements in organizations such as the Canadian Centre for Housing Rights (CCHR), Nunavut Housing Corporation (NHC), Aboriginal Housing Management Association (AHMA), Cahdco, Housing Services Corporation (HSC), and Manitoba Non-Profit Housing Association (MNPHA), the interns explored core areas like operations, sustainability, asset management, program development, and communications.

Alongside these practical experiences, the interns completed accredited training programs on property administration, board governance, and energy efficiency. They also participated in site visits in Iqaluit, Rankin Inlet, Ottawa, and attended major sector events, including the Canadian Housing and Renewal Association (CHRA) National Congress and the Kitikmeot Trade Show.

The impact of the program is already tangible. Two interns secured roles in housing-related organizations, NHC and the B.C. First Nations Justice Council, while another is pursuing further education and continuing to seek opportunities in the sector.

By fostering Indigenous talent and integrating reconciliation into the sector’s evolution, the IIP directly supports the Centre’s strategic priority of strengthening people, resources, and systems to diversify leadership and enhance the sector’s long-term viability.

Hiring a dedicated program manager played a central role in accelerating the initiative, including the development of a new business strategy. Consultations with sector partners helped shape priorities for online training and professional development, while also identifying existing content to be adapted for the Academy’s use.

CHA-ALC has the potential to exceed the original concept of ‘training hub’ and become a strategic anchor for the sector. Features such as networking tools, an events calendar, a resource library, a job board, and certification pathways were prioritized to meet sector needs. Many of these services are already available through the Centre and will be seamlessly integrated into the Academy’s platform. Others are offered by partners, and we are engaged in ongoing conversations to explore how, together, we can build a comprehensive, user-friendly portal for the entire community housing sector.

As the Academy grows, it is designed to become self-sustaining over time. Through fee-based training, certification programs, and hosted services, CHA-ALC will gradually build its own operating base while continuing to serve the sector’s evolving capacity-building needs. This approach ensures that the Academy remains both mission-aligned and financially resilient, supporting long-term impact without relying exclusively on external funding.
Work also progressed on the learning management system, laying the foundation for an official launch in the next fiscal year.

A pilot in British Columbia involved nine community organizations and two invited experts. The updated course, now streamlined into six accessible modules, covering topics such as tenant rights, budgeting, communication, and housing maintenance, was well received. A targeted outreach to former subscribers yielded a strong 79% response rate, confirming continued interest in the program.

To support expansion, seven formal consultations and multiple exploratory discussions were held across target provinces. RentSmart was also introduced to key sector partners, including the Ontario Non-Profit Housing Association, the British Columbia Non-Profit Housing Association, and participants at the Housing Services Corporation’s Regeneration Forum.

RentSmart is being structured to become self-sustaining over time. With licensing models, facilitator training, and institutional partnerships currently in development, the program is designed to cover its operating costs while continuing to advance tenant education and housing stability. This model will help ensure the program’s long-term viability and broader reach across the sector.

Work is currently underway to tailor the program to the Ontario context, develop a French version of the modules, and prepare for its integration into the Community Housing Academy, in alignment with the Centre’s broader goals of skill building and sector leadership.

Despite a growing number of construction projects, the community housing sector continues to face structural barriers: limited access to capital, insufficient pre-development and bridge financing, burdensome application processes, and capacity constraints that hinder project delivery. The study involved a broad literature review, stakeholder interviews across the region, and a comparative analysis of models currently operating in other parts of Canada.

Four financing models were assessed. Asset pooling strategies hold long-term promise but are not yet feasible due to restrictions tied to federal and provincial operating agreements. Loan aggregation, inspired by the Housing Investment Corporation, could improve financial stability but requires sector-wide coordination, which remains a challenge. Community bonds, such as those facilitated by Tapestry, offer flexible financing options for capital-ready organizations, but with limited reach at the sectoral level. Meanwhile, proven models like those of Kaleidoscope Social Impact, Vancity, and New Commons Development appear well-positioned for near-term expansion into the region.

Beyond selecting a model, the study highlights the importance of building foundational conditions for success: increasing awareness of the obstacles facing providers, strengthening organizational and financial capacity, and fostering regional collaboration. Over the long term, sector consolidation is seen as a necessary step to enhance efficiency, attract new financial partners, and drive broader impact.

Together, these initiatives lay important groundwork for sector transformation. By equipping community housing providers in Atlantic Canada with accessible, regionally appropriate financial tools, the Centre is helping to stabilize affordability, scale non-market housing, and reinforce the sector’s capacity for long-term growth.

The Centre will offer its support to steward the next phase in continued collaboration with the local leaders. The goal of these partnerships will be the co-creation of a financial infrastructure that responds to local realities while being scalable across the region.

Through targeted pilot projects like coaching for growth in PEI, national and provincial partnerships like the NL-CHGF, and platform development like CHA-ALC or RentSmart, the Centre advanced a series of initiatives that offer both measurable impact and long-term income potential. These efforts reflect a broader strategic shift: to embed financial sustainability into the Centre’s delivery model, ensuring its continued ability to meet the sector’s needs while reducing reliance on short-term funding.  Moreover, through these initiatives, the Centre is contributing to a shifting business model with the community housing sector.

Board members contributed their time and expertise through regular meetings and active participation in key committees. Their engagement helped shape important decisions around program development, financial stewardship, and organizational priorities.

The work of the Executive, Finance and Audit, Governance and Ethics, Nominations, and Allocations committees ensures that the Centre remains grounded in sector realities while staying responsive to emerging needs. With a growing focus on governance, risk and accountability the Centre’s board engaged in discussions and work to strengthen the organization for the future.

This year also marks the final term for four valued members of our Board: Jill Atkey, Tim Ross, Sandra Turner, and Jamee Gaunce. Jill and Tim, both founding members, have played a key role in shaping the Centre’s mission and trajectory since its earliest days. Sandra and Jamee brought essential perspectives and unwavering dedication to the Centre’s growth. We thank each of them for their service, leadership, and lasting contributions.

The strength of our governance lies in the diversity of voices at the table and the shared commitment to building a thriving, inclusive, and sustainable sector. As the Centre evolves, its governance model continues to provide a strong foundation for long-term impact.

At the heart of the Centre’s effectiveness is a talented, committed, competent, and versatile team. This year, that talent grew with the hiring of ten new staff members in programs, communications and development, as well a Human Resources manager. These new colleagues also bring diverse regional expertise that strengthens the Centre’s capacity to deliver on its mission.