National infrastructure to transform the sector

In total, 84 projects were supported during the year, representing over $3.2 million in investment. The funded projects focused primarily on financial viability, asset management, governance, and social inclusion, reflecting the growing need for professionalization, consolidation, and organizational preparedness in response to the sector’s changing scale.

In 2025–2026, 47 projects received a total of over $1.8 million in funding.

The supported initiatives addressed key issues such as asset management, financial sustainability, governance, social inclusion, and environmental transition. Many organizations used this support to structure their operations, improve their management practices, develop growth strategies, or prepare for future development and acquisition projects.

This year, 12 projects were awarded a total of $490,000 in funding. The fund reached its full allocation of $1.25 million, supporting 28 projects in 15 municipalities and 7 regions.

The projects focused on the planning and pre-development of community housing for vulnerable populations, including seniors, low-income individuals, people experiencing homelessness, and newcomers.

By supporting feasibility studies, environmental assessments, architectural plans, and fundraising efforts, the fund helps advance projects that can increase the supply of community housing in the province over the long term.

 In 2025–26, 41 projects were supported across 11 counties and regions, representing an investment of over $1.4 million.

The initiatives focused primarily on increasing organizational capacity, planning and pre-development for construction, and strengthening the resources needed for the future expansion of housing units. Specifically, the fund supported feasibility studies, project preparation activities, research initiatives, and the development of tools.

By facilitating project preparation and maturation, the NS-CHCF helps organizations position themselves to access more funding and growth opportunities.

The supported initiatives focused on organizational capacity building, as well as the planning and pre-development of future housing projects. Several projects also aimed to reduce systemic barriers and increase the capacity of organizations to lead initiatives grounded in the needs and realities of Black communities.

The NS-BCHF thus contributes to creating conditions conducive to the development of a more inclusive, better-equipped, and locally grounded community housing sector.

This program provides forgivable loans to support the pre-development phase of residential projects on municipally owned sites.

Called the Prêts rotatifs immobiliers (PRRIMM), the project entered its pilot phase with conditional approval and the establishment of a $3 million fund that the Centre will administer on behalf of the Plancher Fund.

The work completed has defined the PRRIMM operational model, including eligibility criteria, loan parameters, and project assessment tools.

Services offered included technical support, assistance with funding applications, energy planning, and support for the development of energy-efficient renovation and construction projects.

In response to the gradual reduction in funding for the Federation of Canadian Municipalities (FCM) Sustainable Affordable Housing (SAH) program, the Centre and its partners reviewed the REC model to diversify its scope and maintain its impact.

This reflection focused on new avenues for the program, such as developing a green energy hub, expanding support services, and developing new partnerships. This evolution aims to make the REC program a more integrated and sustainable support structure, helping organizations in the energy transition, the modernization of their assets, and the development of more resilient community housing in the long term.

This approach fosters peer learning among organizations, supports the establishment of shared practices, and contributes to the gradual development of sector norms and standards.

Throughout the year, the Centre engaged with municipal, provincial, and sector partners to prepare for the launch of new cohorts and support models tailored to regional realities. These efforts led to the signing of a multi-year agreement with the City of Edmonton.

The growing interest in the program reflects increasing recognition of the need for support models that enable more sustainable, scalable, and replicable growth in community housing across Canada.

Work carried out throughout the year focused on improving operational systems, developing new educational content, and evolving the program delivery model. RentSmart adapted its curriculum for Alberta, developed a shortened online version of the program, and structured new growth and licensing approaches for the coming years. Strategic work was also undertaken to strengthen synergies between RentSmart and CHA-ALC in terms of training offerings and technological infrastructure.

The program generated revenue and maintained a high level of engagement among educators and community partners. In total, 24 RentSmart Educators were trained, 33 hours of live training were delivered, and 17 certification pathways were completed or initiated. The program also achieved a 94.5% satisfaction rate among participants, exceeding the target set for the year.

The program also demonstrated its flexibility by being delivered in a correctional facility, helping individuals preparing to re-enter the community build the knowledge and skills needed to support housing stability following their release.

Through its expansion and the evolution of its tools, RentSmart continued to support front-line organizations in delivering more sustainable, inclusive, and preventative approaches to housing stability and tenant support.

In Nunavut, the Nunalingni Piruqpaalirut Fund (FNP) was also the subject of refinancing discussions with the Nunavut Housing Corporation. An agreement is currently being finalized to extend the program for the 2026–2028 period.

The REC program also secured a one-year extension with the Federation of Canadian Municipalities (FCM), including additional funding for the program’s delivery partners.

These renewals and refinancing agreements help strengthen the financial stability of initiatives led by the Centre while supporting the continuation of transformative projects related to capacity development, ecological transition, and community housing growth across Canada.

This repositioning was supported through the implementation of a new visibility strategy that framed knowledge sharing as a central driver of engagement. Webinars, digital content, and targeted campaigns were used not only as communications tools, but also as entry points into broader learning pathways.

The second half of the year was marked by the implementation of this approach, notably through the launch of a knowledge-sharing webinar series and the adoption of a “content loop” model that allows each activity to be adapted into multiple complementary formats. This approach is part of a broader strategy in which content drives engagement and learning ultimately, the transformation of practices across the sector.

At the same time, the Centre continued to optimize its digital ecosystem, including its website, Google Ads campaigns, and outreach tools to expand content reach and better connect audiences with the Centre’s resources, programs and opportunities.

Finally, the unit continued to play a key role in producing major institutional content and supporting the Centre’s event strategy, helping position the Centre as a catalyst for learning, dialogue, and action across the sector.

Against a backdrop of growing challenges related to capacity, financing, professionalization, and scaling across the country, the board of directors continued to guide the organization’s development as a pan-Canadian infrastructure for sector support, coordination, and capacity development.

The board’s work notably focused on aligning the Centre with new federal housing priorities, diversifying revenues, developing new support models, and strengthening the sector’s organizational capacities.

A review of organizational risk management was also conducted with the support of BOD Canada. This work helped update the Centre’s risk registry and identify several strategic priorities related to board succession, political risks, cybersecurity, and internal controls. This process contributes to strengthening the Centre’s long-term resilience and sustainability.