Homeward Public Affairs

Positioning CPRA as a delivery partner in the Government of Canada's workforce strategy, with a focus on expanding access to youth employment through the Youth Employment and Skills Strategy (YESS). CPRA seeks federal investment to grow sector capacity, address labour shortages, and create meaningful youth employment opportunities that improve public health, promote inclusion, and reduce risk factors such as justice system involvement. Seeking federal investment of $1,000,000 in 2025–26 and $500,000 annually thereafter to support CPRA in designing and delivering a national Collective Impact model for the recreation and parks sector. The model would position CPRA as the backbone organization, coordinating multi-sectoral efforts to advance public health, equity, climate resilience, and national unity through inclusive, community-based recreation spaces and services. Create a $2 million annual federal fund administered by CPRA to improve disaster readiness and economic resilience of recreation facilities in rural and remote areas. Establish a $100 million annual Recreation Infrastructure Renewal Program to revitalize facilities and promote community development, equity, and climate resilience, with CPRA as a lead partner

Strengthen community resilience through (1) a $3 million annual pilot fund over three years to equip recreation professionals to serve communities effectively, and (2) re-investment of Community Sport for All through Playground to Podium, with $3 million annually over three years for CPRA to extend its Reaching Each and Every One program. Invest $2.5 million in 2026-27, followed by $2 million annually, to establish CPRA as the backbone organization for the national Collective Impact model identified through the renewal of the Framework for Recreation and Parks. Of this total, $1 million annually is dedicated to CAN Active Insights as the sector’s national measurement platform. Invest $3 million annually to expand CPRA’s role as a Youth Employment and Skills Strategy (YESS) delivery partner beyond the Green Jobs Initiative, creating approximately 600 additional youth employment pathways into the recreation and parks sector. Allocate $4 billion over three years from the Build Communities Strong Fund to a dedicated recreation and parks stream, supporting renewal and expansion of indoor and outdoor infrastructure, including upgrades that equip facilities for crises and climate-related events.

Engagement with federal departments and agencies regarding funding, financing to support new nuclear energy generation and transmission. Engagement with federal departments and agencies regarding the development and implementation of Canada’s nuclear energy strategy and related policies affecting the Deep Geological Repository (DGR) for used nuclear fuel and new nuclear energy generation and transmission. This includes recognition of Wabigoon Lake Ojibway Nation’s role as host Nation, the development of Indigenous-led nuclear and nuclear-enabling infrastructure opportunities, and federal regulatory, governance, and oversight frameworks associated with the DGR project. Engaging with the Impact Assessment Agency of Canada regarding consultation frameworks, regulatory processes, and governance considerations associated with the Deep Geological Repository for used nuclear fuel. Engaging with the Department of Finance regarding potential tax policy considerations affecting Indigenous-led infrastructure and economic development projects, including projects located on lands undergoing Addition to Reserve processes. Engaging with Indigenous Services Canada and Crown-Indigenous Relations and Northern Affairs Canada regarding Addition to Reserve (ATR) processes associated with lands required for major economic infrastructure projects led by Wabigoon Lake Ojibway Nation. Engaging with Innovation, Science and Economic Development Canada and other federal departments regarding the development of Indigenous-led data centre infrastructure in Northwestern Ontario, including initiatives related to artificial intelligence infrastructure, digital sovereignty, and national data capacity. Secure federal funding commitments to support Wabigoon Lake Ojibway Nation’s critical water treatment plant upgrade and related community infrastructure needs, including investments tied to post-majority supports and CHRT capital funding. Engaging with Indigenous Services Canada, Natural Resources Canada, Innovation, Science and Economic Development Canada (ISED), and FedNor to explore federal support for Wabigoon to lead the modernization and expansion of on-reserve and regional infrastructure, specifically focused on energy systems and digital connectivity, to advance community well-being, regional economic development, and Indigenous-led infrastructure delivery. Secure federal funding to support Wabigoon Lake Ojibway Nation’s development of data centres on Nation land through existing and forthcoming programs through Innovation, Science and Economic Development Canada, Natural Resources Canada, Indigenous Services Canada, and the Regional Development Agency for Northern Ontario. Fund and prioritize Wabigoon Lake Ojibway Nation’s Indigenous-led modular housing strategy as part of Build Canada Homes, with pre-development support and alignment with Indigenous procurement and workforce plans. Formally recognize Wabigoon Lake Ojibway Nation’s Regulatory Assurance and Accountability Protocol (RAAP) as a binding oversight framework in all federal permitting, review, and regulatory processes in relation to the Nation's existing agreement to act as a willing host to Canada's Deep Geological Repository for nuclear waste on their traditional lands. Develop a joint Wabigoon Lake Ojibway Nation–federal infrastructure strategy to support the Nation’s role as host of the DGR, including investment in housing, roads, utilities, broadband, and emergency services. Establish a technical table between the Government of Canada and the Wabigoon Lake Ojibway Nation to work towards a treaty table to resolve longstanding jurisdictional ambiguity affecting the Nation’s ability to fully engage in planning for the Deep Geological Repository (DGR).

Engaging with Innovation, Science and Economic Development Canada and other federal departments regarding the development of Indigenous-led data centre infrastructure in Northwestern Ontario, including initiatives related to artificial intelligence infrastructure, digital sovereignty, and national data capacity. Engaging with the Impact Assessment Agency of Canada regarding consultation frameworks, regulatory processes, and governance considerations associated with the Deep Geological Repository for used nuclear fuel. Engaging with the Department of Finance regarding potential tax policy considerations affecting Indigenous-led infrastructure and economic development projects, including projects located on lands undergoing Addition to Reserve processes. Engaging with Indigenous Services Canada and Crown-Indigenous Relations and Northern Affairs Canada regarding Addition to Reserve (ATR) processes associated with lands required for major economic infrastructure projects led by Wabigoon Lake Ojibway Nation. Engagement with federal departments and agencies regarding the development and implementation of Canada’s nuclear energy strategy and related policies affecting the Deep Geological Repository (DGR) for used nuclear fuel and new nuclear energy generation and transmission. This includes recognition of Wabigoon Lake Ojibway Nation’s role as host Nation, the development of Indigenous-led nuclear and nuclear-enabling infrastructure opportunities, and federal regulatory, governance, and oversight frameworks associated with the DGR project. Engagement with federal departments and agencies regarding funding, financing to support new nuclear energy generation and transmission. Develop a joint Wabigoon Lake Ojibway Nation–federal infrastructure strategy to support the Nation’s role as host of the DGR, including investment in housing, roads, utilities, broadband, and emergency services. Formally recognize Wabigoon Lake Ojibway Nation’s Regulatory Assurance and Accountability Protocol (RAAP) as a binding oversight framework in all federal permitting, review, and regulatory processes in relation to the Nation's existing agreement to act as a willing host to Canada's Deep Geological Repository for nuclear waste on their traditional lands. Secure federal funding to support Wabigoon Lake Ojibway Nation’s development of data centres on Nation land through existing and forthcoming programs through Innovation, Science and Economic Development Canada, Natural Resources Canada, Indigenous Services Canada, and the Regional Development Agency for Northern Ontario. Establish a technical table between the Government of Canada and the Wabigoon Lake Ojibway Nation to work towards a treaty table to resolve longstanding jurisdictional ambiguity affecting the Nation’s ability to fully engage in planning for the Deep Geological Repository (DGR). Engaging with Indigenous Services Canada, Natural Resources Canada, Innovation, Science and Economic Development Canada (ISED), and FedNor to explore federal support for Wabigoon to lead the modernization and expansion of on-reserve and regional infrastructure, specifically focused on energy systems and digital connectivity, to advance community well-being, regional economic development, and Indigenous-led infrastructure delivery. Secure federal funding commitment of the remaining needed to complete Wabigoon Lake Ojibway Nation’s critical water treatment plant upgrade. Fund and prioritize Wabigoon Lake Ojibway Nation’s Indigenous-led modular housing strategy as part of Build Canada Homes, with pre-development support and alignment with Indigenous procurement and workforce plans.

To communicate with public office holders and provide advisory service in respect of federal legislation, regulations, and public initiatives affecting youth, including but not limited to online harms legislation, artificial intelligence technologies (including chatbots), and other existing or proposed legislative or regulatory measures that may impact young people Seeking a federal investment of $2.5 million over three years through the Public Health Agency of Canada or the Youth Mental Health Fund to scale Jack.org’s Be There Certificate and edHub, reaching 75,000 youth by 2028 with evidence-informed mental health literacy tools in both digital and school-based formats. Requesting $500,000 over two years to formally integrate youth mental health leadership and lived experience into federal workforce, health, and education strategies, by funding partnerships with Jack.org to support youth co-design, policy consultation, and evaluation initiatives with departments like Health Canada, ESDC, PHAC and PCH. Advocating for the recapitalization of the Youth Employment and Skills Strategy (YESS) and allocation of $3 million over three years to Jack.org to fund 420 paid, peer-led youth mental health leadership positions—delivering mentorship, Jack Talks, and outreach that will reach 200,000 youth across Canada by 2028. Engaging with Canada’s regional development agencies (e.g. ACOA, CanNor, PrairiesCan, FedNor, FedDev Ontario) to explore regionally tailored initiatives that strengthen the youth talent pipeline, support youth mental health and leadership, and contribute to the growth of local businesses by equipping young people with the skills, resilience, and capacity to participate in and lead regional economic development.

To communicate with public office holders and provide advisory services in respect of federal legislation, regulations, and public policy initiatives affecting youth, including but not limited to online harms legislation, artificial intelligence technologies (including chatbots), and other existing or proposed legislative or regulatory measures that may impact young people. Requesting $500,000 over two years to formally integrate youth mental health leadership and lived experience into federal workforce, health, and education strategies, by funding partnerships with Jack.org to support youth co-design, policy consultation, and evaluation initiatives with departments like Health Canada, ESDC, PHAC, and PCH. Seeking a federal investment of $2.5 million over three years through the Public Health Agency of Canada or the Youth Mental Health Fund to scale Jack.org’s Be There Certificate and edHub, reaching 75,000 youth by 2028 with evidence-informed mental health literacy tools in both digital and school-based formats. Engaging with Canada’s regional development agencies (e.g. ACOA, CanNor, PrairiesCan, FedNor, FedDev Ontario) to explore regionally tailored initiatives that strengthen the youth talent pipeline, support youth mental health and leadership, and contribute to the growth of local businesses by equipping young people with the skills, resilience, and capacity to participate in and lead regional economic development. Advocating for the recapitalization of the Youth Employment and Skills Strategy (YESS) and allocation of $3 million over three years to Jack.org to fund 420 paid, peer-led youth mental health leadership positions—delivering mentorship, Jack Talks, and outreach that will reach 200,000 youth across Canada by 2028.

To communicate with public office holders and provide advisory services in respect of federal legislation, regulations, and public policy initiatives affecting youth, including but not limited to online harms legislation, artificial intelligence technologies (including chatbots), and other existing or proposed legislative or regulatory measures that may impact young people. Requesting $500,000 over two years to formally integrate youth mental health leadership and lived experience into federal workforce, health, and education strategies, by funding partnerships with Jack.org to support youth co-design, policy consultation, and evaluation initiatives with departments like Health Canada, ESDC, PHAC, and PCH. Engaging with Canada’s regional development agencies (e.g. ACOA, CanNor, PrairiesCan, FedNor, FedDev Ontario) to explore regionally tailored initiatives that strengthen the youth talent pipeline, support youth mental health and leadership, and contribute to the growth of local businesses by equipping young people with the skills, resilience, and capacity to participate in and lead regional economic development. Seeking a federal investment of $2.5 million over three years through the Public Health Agency of Canada or the Youth Mental Health Fund to scale Jack.org’s Be There Certificate and edHub, reaching 75,000 youth by 2028 with evidence-informed mental health literacy tools in both digital and school-based formats. Advocating for the recapitalization of the Youth Employment and Skills Strategy (YESS) and allocation of $3 million over three years to Jack.org to fund 420 paid, peer-led youth mental health leadership positions—delivering mentorship, Jack Talks, and outreach that will reach 200,000 youth across Canada by 2028.

Obtain $6 million in federal funding for One Bowl’s Indigenous-led housing manufacturing facility to create 100+ jobs, deliver training, and supply over 500 modular homes for Build Canada Homes. Prioritize One Bowl’s Indigenous-led “Tree to Home” timber-to-housing supply chain in federal procurement to support housing delivery and economic reconciliation.

Prioritize One Bowl’s Indigenous-led “Tree to Home” timber-to-housing supply chain in federal procurement to support housing delivery and economic reconciliation. Obtain $6 million in federal funding for One Bowl’s Indigenous-led housing manufacturing facility to create 100+ jobs, deliver training, and supply modular homes for Build Canada Homes.

Delivering labour-aligned worker transition supports for workers affected by economic disruption, technological change, labour market restructuring, and barriers to workforce participation. Launch an LEC-led pilot program funded by the Foreign Credential Recognition Program to help newcomers prepare for skilled trades certification and employment. Position LEC as a lead delivery partner in the National Workforce Strategy to develop Skilled Trades Talent Hubs serving racialized, newcomer, youth, and women-led communities

Launch an LEC-led pilot program through Intergovernmental affairs to help with interprovincial skilled trades certification and employment. Position LEC as a lead delivery partner in the National Workforce Strategy to develop Skilled Trades Talent Hubs serving racialized, newcomer, youth, and women-led communities Launch an LEC-led pilot program funded by the Foreign Credential Recognition Program to help newcomers prepare for skilled trades certification and employment. Include LEC in Build Canada Homes to lead modular housing workforce development and co-create micro-credentials for prefabrication technologies.

Strengthening workforce pathways into green construction, building retrofit, clean energy, and other climate-aligned sectors critical to Canada's economic and environmental objectives. LEC is seeking $500,000 per year, over 5 years through Natural Resources Canada (NRCan) and Employment and Social Development Canada (ESDC) to support the delivery and scaling of these workforce pathways. Expanding pathways that improve recruitment, retention, and advancement for women pursuing careers in skilled trades, construction, and infrastructure sectors. LEC is seeking $500,000 per year, over 5 years through Employment and Social Development Canada (ESDC) and Housing, Infrastructure and Communities Canada (HICC) to support the expansion of women-focused skilled trades access and retention pathways. Delivering labour-aligned worker transition supports for workers affected by economic disruption, technological change, labour market restructuring, and barriers to workforce participation. LEC is seeking $500,000 per year, over 5 years through Employment and Social Development Canada (ESDC) and related workforce transition initiatives to support the delivery and scaling of this model.

Apply an equity and housing-stability lens across YESS and align it with federal housing investments. 360°kids will communicate with federal officials regarding the objectives, eligibility criteria, and reporting requirements for YESS-funded programming, to better integrate equity and housing stability outcomes. Recognize housing stability, homelessness prevention, and equitable access to opportunity as core objectives within YESS frameworks, calls for proposals, and reporting templates. Advocate for the inclusion of outcome measures and equity benchmarks for rural/remote, Indigenous, newcomer, racialized, and disabled youth. Align youth employment programming with federal housing and health investments so that youth-focused prevention, housing, and wraparound supports are eligible and/or prioritized where appropriate. Affordable Housing (including within Build Canada Homes) by incorporating youth housing, homelessness prevention, and wraparound supports. 360°kids will communicate with federal officials regarding the design and implementation of Build Canada Homes alongside the important goals of federal departments (including Finance, PSPC, and Health) and agencies, and related federal housing measures. Advocate to ensure youth supportive/transitional housing and homelessness prevention are incorporated into program objectives, eligible activities, and funding criteria. Recognize the role of wraparound supports (mental health, employment, family/natural supports) in stabilizing youth housing outcomes. Advance pilot opportunities with community partners such as 360°kids to demonstrate scalable approaches and measurable outcomes. Integrate funded mental health, mentorship, and early intervention supports into YESS-funded placements. 360°kids will communicate with federal officials regarding the redesign and delivery of the Youth Employment and Skills Strategy (YESS), to ensure that funded mental health and wraparound supports are embedded alongside employment placements. Advocate for including dedicated federal funding (through contribution agreements and/or program requirements) for counselling, mentorship, early intervention, literacy and peer supports delivered by community partners. Ensure supports are available for youth facing barriers such as homelessness, disability, newcomer status, and Indigenous identity. Improve outcomes such as training completion, job retention, well-being, and reduced crises or program dropouts. Sector-specific youth pathways, train-the-trainer models, and employer partnerships. 360°kids will communicate with federal officials regarding funding streams and program models that strengthen youth workforce pathways and employer partnerships. Advocate for funding streams that invest in train-the-trainer programs and sector-specific youth pathways (including trades, technology, culinary, PSW/social work, environment). Promote models that link employment and skills development to mental health and housing stability supports for older youth with barriers and those underrepresented in the job market. Encourage stable, outcomes-based funding that supports onboarding and retention, particularly for equity-deserving youth. Modernize and recapitalize YESS into a year-round Youth Hiring Incentive (YHI). 360°kids will communicate with federal officials regarding modernization and recapitalization of the Youth Employment and Skills Strategy (YESS), including changes to the Canada Summer Jobs (CSJ) program. Advocate to expand short, time-limited placements into a year-round Youth Hiring Incentive for youth aged 18-29 who are not in full-time study. Support longer, more stable placements that reflect current labour-market realities and enable retention and progression. Structure delivery through multi-year contribution agreements with community partners and predictable incentives for employers, with enhanced supports/top-ups for barriered youth (e.g., homelessness, disability, newcomer and Indigenous youth). Data

Modernize and recapitalize YESS into a year-round Youth Hiring Incentive (YHI). 360°kids will communicate with federal officials regarding modernization and recapitalization of the Youth Employment and Skills Strategy (YESS), including changes to the Canada Summer Jobs (CSJ) program. Advocate to expand short, time-limited placements into a year-round Youth Hiring Incentive for youth aged 18-29 who are not in full-time study. Support longer, more stable placements that reflect current labour-market realities and enable retention and progression. Structure delivery through multi-year contribution agreements with community partners and predictable incentives for employers, with enhanced supports/top-ups for barriered youth (e.g., homelessness, disability, newcomer and Indigenous youth). Align youth employment and housing policy to reduce downstream pressure on shelters, emergency rooms, and the justice system. 360°kids will communicate with federal officials regarding integrated approaches that align housing, health, and labour priorities to improve outcomes for vulnerable youth. Will promote integrated program design that connects employment placements with stable housing supports and mental health interventions. Advance prevention and early-intervention models that reduce reliance on emergency rooms, shelters, and the justice system. Support federal investment in the capacity (including data tracking) needed to measure outcomes across housing stability, employment retention, and well-being. Data and outcomes reporting capacity – support to expand tracking and align reporting with federal priorities. 360°kids will communicate with federal officials regarding resources and supports to expand data tracking capacity and outcomes reporting, including where such capacity can be supported through program funding. Will advocate to increase support to expand data tracking capacity for housing and employment outcomes. Aligning reporting with federal priorities and program reporting templates to demonstrate measurable results for youth, communities, and the broader economy. Apply an equity and housing-stability lens across YESS and align it with federal housing investments. 360°kids will communicate with federal officials regarding the objectives, eligibility criteria, and reporting requirements for YESS-funded programming, to better integrate equity and housing stability outcomes. Recognize housing stability, homelessness prevention, and equitable access to opportunity as core objectives within YESS frameworks, calls for proposals, and reporting templates. Advocate for the inclusion of outcome measures and equity benchmarks for rural/remote, Indigenous, newcomer, racialized, and disabled youth. Align youth employment programming with federal housing and health investments so that youth-focused prevention, housing, and wraparound supports are eligible and/or prioritized where appropriate. Affordable Housing (including within Build Canada Homes) by incorporating youth housing, homelessness prevention, and wraparound supports. 360°kids will communicate with federal officials regarding the design and implementation of Build Canada Homes alongside the important goals of federal departments (including Finance, PSPC, and Health) and agencies, and related federal housing measures. Advocate to ensure youth supportive/transitional housing and homelessness prevention are incorporated into program objectives, eligible activities, and funding criteria. Recognize the role of wraparound supports (mental health, employment, family/natural supports) in stabilizing youth housing outcomes. Advance pilot opportunities with community partners such as 360°kids to demonstrate scalable approaches and measurable outcomes. Youth mental health and addictions – community capacity and operating funding 360°kids will communicate with federal decision-makers regarding youth mental health and addictions priorities, with a focus on expanding access and community capacit

Seeking federal endorsement and adoption of forecast-based municipal housing delivery plans as a condition of Build Canada Homes funding, using BuildingIN’s data-driven tools—including zoning overlays, uptake modeling, and servicing analysis—as a standardized methodology to ensure funding is tied to buildable, market-ready outcomes. Seeking federal investment to fund the design and delivery of modular, small-scale infill housing demonstration projects, using BuildingIN’s prefabricated design prototypes and technical expertise to demonstrate cost-based, community-compatible housing delivery across at least 50 municipalities as part of Build Canada Homes. Seeking federal funding for the creation of a National Technical Assistance Program under Build Canada Homes, with our BuildingIN department engaged as an expert implementation partner to support municipalities in modeling infill capacity, aligning zoning, and developing market-aligned delivery plans, drawing on the firm’s existing municipal engagement experience and delivery methodologies. Seeking federal funding and/or adoption of BuildingIN’s Low-Rise Infill Enablement Toolkit, developed through field-tested municipal partnerships, so that the Toolkit would serve as core delivery infrastructure for Build Canada Homes—standardizing zoning, mapping, and feasibility tools to accelerate modular infill housing delivery across Canadian municipalities.

Federal policies that unlock public land for affordable housing by providing incentives for land trusts and private developers to acquire it at below-market rates, ensuring its dedicated use for affordable housing. Engage government on skills training for newcomers to Canada and the country's existing workforce. That the government develop a National Workforce Strategy that features support to expand pre-apprenticeship programs to support the creation of a complete pipeline of talent into the construction workforce. Pursue federal investment in Blue Door's enterprise training model to facilitate housing creation, skills development, and homelessness reduction. That the government make Blue Door a key partner in establishing a Skilled Trades Talent Hub in the 905 area, in the style of the Workforce Hubs created by the Biden administration across the United States.

Federal policies that unlock public land for affordable housing by providing incentives for land trusts and private developers to acquire it at below-market rates, ensuring its dedicated use for affordable housing. That the government make Blue Door a key partner in establishing a Skilled Trades Talent Hub in the 905 area, in the style of the Workforce Hubs created by the Biden administration across the United States. Pursue federal investment in Blue Door's enterprise training model to facilitate housing creation, skills development, and homelessness reduction. Engage government on skills training for newcomers to Canada and the country's existing workforce. That the government develop a National Workforce Strategy that features support to expand pre-apprenticeship programs to support the creation of a complete pipeline of talent into the construction workforce.

Federal policies that unlock public land for affordable housing by providing incentives for land trusts and private developers to acquire it at below-market rates, ensuring its dedicated use for affordable housing. That the government develop a National Workforce Strategy that features support to expand pre-apprenticeship programs to support the creation of a complete pipeline of talent into the construction workforce. Pursue federal investment in Blue Door's enterprise training model to facilitate housing creation, skills development, and homelessness reduction. Engage government on skills training for newcomers to Canada and the country's existing workforce. That the government make Blue Door a key partner in establishing a Skilled Trades Talent Hub in the 905 area, in the style of the Workforce Hubs created by the Biden administration across the United States.

Federal Housing Project Alignment and Program Access: Engagement with federal officials concerning the alignment of 2B Developments’ shovel-ready housing projects with federal housing and economic priorities, including potential access to funding, financing, or other support available through Build Canada Homes or related federal housing initiatives. Build Canada Homes – Program Design and Implementation: Engagement with federal departments, agencies, ministers’ offices, and senior officials regarding the development, design, and implementation of Build Canada Homes, including program objectives, eligibility criteria, timing, and structure, as they relate to the advancement of 2B Developments’ housing project portfolio.

Engagement with Housing, Infrastructure and Communities Canada, Build Canada Homes, and other applicable federal officials regarding Catalyst’s potential participation in Build Canada Homes and the delivery of long-term affordable rental housing. This includes program design, delivery expectations, and alignment between federal housing supply objectives and the operational realities of non-profit affordable housing providers delivering covenant-restricted rental housing at scale. Engagement with Canada Mortgage and Housing Corporation, HICC, BCH, and other related federal officials regarding federal financing and underwriting practices as they affect non-profit affordable housing providers. This includes the treatment and recognition of social-purpose or mission-aligned capital as equity and its impact on the ability of non-profit organizations to stack capital efficiently and deliver long-term, covenant-restricted affordable rental housing. Engagement with the Canada Revenue Agency, the Department of Finance, and other applicable federal officials regarding the administration of GST self-supply rules as they apply to non-profit, covenant-restricted affordable rental housing. This includes CRA approaches to determining fair market value where permanent, successor-binding affordability covenants restrict rents, tenant eligibility, refinancing, transfers, and operations; audit, reassessment, objection, and settlement practices; and potential administrative guidance or regulatory clarification under the Excise Tax Act to ensure GST administration aligns with Parliament’s intent to remove tax barriers to affordable rental housing supply.

Engagement with Canada Mortgage and Housing Corporation, HICC, BCH, and other related federal officials regarding federal financing and underwriting practices as they affect non-profit affordable housing providers. This includes the treatment and recognition of social-purpose or mission-aligned capital as equity and its impact on the ability of non-profit organizations to stack capital efficiently and deliver long-term, covenant-restricted affordable rental housing. Engagement with Housing, Infrastructure and Communities Canada, Build Canada Homes, and other applicable federal officials regarding Catalyst’s potential participation in Build Canada Homes and the delivery of long-term affordable rental housing. This includes program design, delivery expectations, and alignment between federal housing supply objectives and the operational realities of non-profit affordable housing providers delivering covenant-restricted rental housing at scale. Engagement with the Canada Revenue Agency, the Department of Finance, and other applicable federal officials regarding the administration of GST self-supply rules as they apply to non-profit, covenant-restricted affordable rental housing. This includes CRA approaches to determining fair market value where permanent, successor-binding affordability covenants restrict rents, tenant eligibility, refinancing, transfers, and operations; audit, reassessment, objection, and settlement practices; and potential administrative guidance or regulatory clarification under the Excise Tax Act to ensure GST administration aligns with Parliament’s intent to remove tax barriers to affordable rental housing supply.

Engaging with Housing, Infrastructure and Communities Canada, Crown-Indigenous Relations and Northern Affairs Canada, and other federal departments regarding the integration of community recreation infrastructure within federal Northern and Arctic investment initiatives affecting Nunavut communities. Engaging with federal departments and agencies to seek funding and support for community infrastructure and workforce development through the Nunavut Community Hubs Initiative, including partnerships and investment opportunities to advance recreation infrastructure renewal, enhance community programming, and strengthen local workforce capacity across Nunavut. Engaging with Crown-Indigenous Relations and Northern Affairs Canada and the Canadian Northern Economic Development Agency (CanNor) regarding federal investments supporting community infrastructure, recreation facilities, and community capacity development in Nunavut communities. Engaging with National Defence, Housing, Infrastructure and Communities Canada, and other federal departments regarding community benefit opportunities associated with Northern and Arctic infrastructure and defence investments, including initiatives supporting community recreation infrastructure and programming in Nunavut. Engaging with Canadian Heritage and other federal departments regarding federal programs and policy initiatives supporting recreation infrastructure, community programming, and workforce capacity development in Northern and remote communities, including Nunavut.

Engaging with Housing, Infrastructure and Communities Canada, Crown-Indigenous Relations and Northern Affairs Canada, and other federal departments regarding the integration of community recreation infrastructure within federal Northern and Arctic investment initiatives affecting Nunavut communities. Engaging with Canadian Heritage and other federal departments regarding federal programs and policy initiatives supporting recreation infrastructure, community programming, and workforce capacity development in Northern and remote communities, including Nunavut. Engaging with Crown-Indigenous Relations and Northern Affairs Canada and the Canadian Northern Economic Development Agency (CanNor) regarding federal investments supporting community infrastructure, recreation facilities, and community capacity development in Nunavut communities. Engaging with National Defence, Housing, Infrastructure and Communities Canada, and other federal departments regarding community benefit opportunities associated with Northern and Arctic infrastructure and defence investments, including initiatives supporting community recreation infrastructure and programming in Nunavut. Engaging with federal departments and agencies to seek funding and support for community infrastructure and workforce development through the Nunavut Community Hubs Initiative, including partnerships and investment opportunities to advance recreation infrastructure renewal, enhance community programming, and strengthen local workforce capacity across Nunavut.

Engaging with National Defence, Housing, Infrastructure and Communities Canada, and other federal departments regarding community benefit opportunities associated with Northern and Arctic infrastructure and defence investments, including initiatives supporting community recreation infrastructure and programming in Nunavut. Engaging with Housing, Infrastructure and Communities Canada, Crown-Indigenous Relations and Northern Affairs Canada, and other federal departments regarding the integration of community recreation infrastructure within federal Northern and Arctic investment initiatives affecting Nunavut communities. Engaging with federal departments and agencies to seek funding and support for community infrastructure and workforce development through the Nunavut Community Hubs Initiative, including partnerships and investment opportunities to advance recreation infrastructure renewal, enhance community programming, and strengthen local workforce capacity across Nunavut. Engaging with Canadian Heritage and other federal departments regarding federal programs and policy initiatives supporting recreation infrastructure, community programming, and workforce capacity development in Northern and remote communities, including Nunavut. Engaging with Crown-Indigenous Relations and Northern Affairs Canada and the Canadian Northern Economic Development Agency (CanNor) regarding federal investments supporting community infrastructure, recreation facilities, and community capacity development in Nunavut communities.

Engage with federal officials concerning the lack of available federal financial support for smaller-scale supportive and affordable housing projects across Canada. Discussions will address potential policy or program solutions to improve access to capital and ensure these projects can participate in current and future federal housing initiatives. Engage with federal officials and institutions, including Housing, Infrastructure and Communities Canada and CMHC, regarding the funding gap affecting supportive housing developments in York Region. Discussions will focus on upcoming federal housing funding opportunities and on maintaining access to capital programs during the transition to Build Canada Homes, including projects previously eligible for CMHC funding.

Engage with federal officials and institutions, including Housing, Infrastructure and Communities Canada and CMHC, regarding the funding gap affecting supportive housing developments in York Region. Discussions will focus on upcoming federal housing funding opportunities and on maintaining access to capital programs during the transition to Build Canada Homes, including projects previously eligible for CMHC funding. Engage with federal officials concerning the lack of available federal financial support for smaller-scale supportive and affordable housing projects across Canada. Discussions will address potential policy or program solutions to improve access to capital and ensure these projects can participate in current and future federal housing initiatives.

To communicate with public office holders regarding federal legislation, regulations, policies, and programs relating to affordable housing, non-market housing, land acquisition, public lands, housing finance, community-led housing delivery, and permanent affordability. Advocating for recognition of community land trusts within the renewal of Canada's National Housing Strategy as a long-term mechanism to preserve permanently affordable housing, strengthen non-market housing delivery, and support community-led stewardship of housing assets. Advocating for community land trusts to have access to federal public lands, property acquisition programs, grants, loans, and financing tools that support acquisition, preservation, and development of permanently affordable housing, including partnerships with non-profit housing providers, co-operatives, and supportive housing organizations. Advocating for federal housing, public land, and property acquisition programs to recognize community land trusts as eligible partners for land acquisition, long-term stewardship, and delivery of permanently affordable housing, including through Build Canada Homes and other federal housing initiatives. Advocating for the creation of a targeted Housing Gifts tax incentive that would encourage donations of land and real property to qualified community land trusts for the development of permanently affordable housing, using the Ecological Gifts Program as a potential policy model.

Advocating for community land trusts to have access to federal public lands, property acquisition programs, grants, loans, and financing tools that support acquisition, preservation, and development of permanently affordable housing, including partnerships with non-profit housing providers, co-operatives, and supportive housing organizations. Advocating for federal housing, public land, and property acquisition programs to recognize community land trusts as eligible partners for land acquisition, long-term stewardship, and delivery of permanently affordable housing, including through Build Canada Homes and other federal housing initiatives. Advocating for recognition of community land trusts within the renewal of Canada's National Housing Strategy as a long-term mechanism to preserve permanently affordable housing, strengthen non-market housing delivery, and support community-led stewardship of housing assets. Advocating for the creation of a targeted Housing Gifts tax incentive that would encourage donations of land and real property to qualified community land trusts for the development of permanently affordable housing, using the Ecological Gifts Program as a potential policy model. To communicate with public office holders regarding federal legislation, regulations, policies, and programs relating to affordable housing, non-market housing, land acquisition, public lands, housing finance, community-led housing delivery, and permanent affordability.