PolitiKit

Prioritize One Bowl’s Indigenous-led “Tree to Home” timber-to-housing supply chain in federal procurement to support housing delivery and economic reconciliation.

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.

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.

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

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.

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.

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.

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.

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.

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.

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).

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.

Resimate proposes a single, multi-city approval process to deliver 5,000–10,000 small-scale infill homes (Accessory Dwelling Units (ADUs) and multiplexes) across 12–18 cities. The model uses standardized plan sets, reserved factory slots, and a simple loan/contribution mechanism to accelerate delivery, cut costs, and strengthen Canadian off-site manufacturing capacity.

Resimate proposes a rules-based per-home contribution paid at permit (with adders for speed and affordability), plus a narrow installation backstop. The program would de-risk homeowner and lender participation, reduce execution risk for manufacturers, and accelerate conversion from permits to built units.

Resimate supports establishing a federal forgivable loan program to help homeowners build accessory dwelling units. Loans would cover upfront costs such as site prep, permitting, and utility connections, with forgiveness tied to achieving affordability conditions (e.g., maintaining below-market rents for a set period). The program would expand housing supply while ensuring affordability for tenants.

Resimate recommends creating a national catalogue of factory-ready ADU and multiplex designs tied to the Housing Design Catalogue. Cities adopting these plans would commit to 10-day plan checks and 15-day site permits, allowing rapid, repeatable approvals across jurisdictions.

Advocating for Pivot Housing Solutions to be designated as a regional delivery partner under Build Canada Homes, with a mandate to lead procurement and delivery of modular housing across Atlantic Canada using Canadian prefab suppliers and streamlined procurement models.

Requesting federal support to partner with Indigenous organizations and rural communities to co-develop and deliver culturally informed modular housing, with Pivot responsible for design, coordination, and construction under Build Canada Homes.

Seeking federal capacity-building funding to expand Pivot’s internal infrastructure for bilingual service delivery, procurement compliance, workforce management, and reporting systems—supporting the efficient and compliant rollout of Build Canada Homes projects.

Pursue federal investment in Blue Door's enterprise training model to facilitate housing creation, skills development, and homelessness reduction.

Prioritize One Bowl’s Indigenous-led “Tree to Home” timber-to-housing supply chain in federal procurement to support housing delivery and economic reconciliation.

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.

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.

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 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.

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 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.

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.

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

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.

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.

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

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.

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

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, and PHAC.

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.

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).

Lobbying for federal investment and formal partnership with Pivot to deliver 500 modular homes across six Atlantic communities by December 2026, under the Build Canada Homes program. This includes support for climate-aligned, community-led housing delivery that leverages Canadian prefab supply chains, strengthens local labour markets, and reduces per-unit costs through streamlined federal procurement and regional coordination.

Requesting federal support to partner with Indigenous organizations and rural communities to co-develop and deliver culturally informed modular housing, with Pivot responsible for design, coordination, and construction under Build Canada Homes.

Seeking federal capacity-building funding to expand Pivot’s internal infrastructure for bilingual service delivery, procurement compliance, workforce management, and reporting systems—supporting the efficient and compliant rollout of Build Canada Homes projects.

Requesting federal support to partner with Indigenous organizations and rural communities to co-develop and deliver culturally informed modular housing, with Pivot responsible for design, coordination, and construction under Build Canada Homes.

Seeking federal capacity-building funding to expand Pivot’s internal infrastructure for bilingual service delivery, procurement compliance, workforce management, and reporting systems—supporting the efficient and compliant rollout of Build Canada Homes projects.