The following is a joint statement released on Oct. 27 by members of Ontario’s housing sector, including the Toronto Regional Real Estate Board (TRREB) and Ontario Real Estate Association (OREA).

Ontario is facing a housing emergency. Projects are stalling, builders are cancelling developments and families and individuals are being priced out of the market.

As the provincial and federal governments prepare to release their fall economic statement and budget respectively, our message is urgent: bold, coordinated action is needed to boost housing construction, lower costs and bring affordability back within reach for residents.

Housing is more than just shelter; it’s the foundation of our economy and the heart of our communities. Today, Ontario’s housing sector, from builders, Realtors, business groups, trade associations, not-for-profit organizations and rental providers, speaks with one clear voice. Together with governments at all levels, we must move swiftly to unlock housing supply, cut costs, and restore affordability by accelerating ownership and rental housing delivery.

We acknowledge the positive work done so far by the federal, provincial and municipal governments regarding policy developments, zoning reform and funding programs to encourage more housing construction, including the most recent provincial housing bill, Fighting Delays, Building Faster Act, 2025, which signals the government’s intention to take further practical steps in cutting red tape, lowering construction costs and restoring confidence and investment in the rental housing market by speeding up slow resolution processes to adjudicate landlord and tenant disputes. Other efforts include the Housing Accelerator Fund, the Apartment Construction Loan Program, Build Canada Homes, the Building Ontario Fund, the Municipal Housing Infrastructure Program, reform to end exclusionary zoning and allow as-of-right construction of multi-plexes on single lots and the Building Faster Fund, among other projects. However, more action is still needed.

We also recognize that potential disruptions impacting the housing ecosystem that are outside the direct control of governments and industry, such as trade wars, geopolitical tensions and economic uncertainty, need to be considered as we navigate an uncertain environment at the macro level. 

Housing remains the backbone of Canada’s economy. It supports over 1.2 million jobs and contributes more than $143 billion in economic activity yearly to Canada’s Gross Domestic Product (GDP). However, rising costs, difficult regulatory environments, economic uncertainty and constrained supply have slowed new housing starts and home purchases, putting tens of thousands of skilled trade jobs at risk. This will impact spin-off economic activity in related sectors and push both home ownership and rental housing further out of reach for many residents.

To meet Ontario and Canada’s housing challenge, a united focus on delivery is required. By reducing construction costs, attracting investments and aligning tax policy, zoning and approval systems, governments at all levels can restore confidence, protect jobs and support innovation at the speed and scale Canadians urgently need.

Policy priorities for immediate action

To restore affordability and confidence in the housing market, we are calling on municipal, provincial and federal governments to work collaboratively with the housing sector by adopting the following measures:

1. Position and profile housing as an economic driver: To ensure housing policy is economic policy, recognize housing construction and trade as a core driver of employment and GDP, adopt a framework to preserve the tremendous job creation that the housing industry generates, and acknowledge that housing unaffordability is also affecting our overall economic productivity, especially in the Greater Toronto Hamilton Area (GTHA).

2. Modernize outdated tax rules: Extend the GST/HST exemption on new homes up to $1.5 million for homebuyers, reflecting current market realities, particularly in major urban centres, and encouraging new construction.

3. Cut costs for homebuyers: Align cost recovery with actual service delivery and housing goals to reduce barriers to construction and costs to homebuyers. Municipalities and provinces need to collaborate with industry to modernize the fee structure applied to new housing, which is currently inflating housing costs and constraining new supply.

4. Build faster through innovation in parallel to traditional building: Support the advent, inclusion and expansion of modern construction methods – including panelized systems, modular building, robotics and other emerging technologies that embrace productivity, reduce costs and construction time, and enable homebuilding at scale. These need to be supported by an innovation policy framework created in partnership with the industry that provides incentives for early adopters and customers of new solutions, as well as investments in Canadian companies providing new solutions. Scaling up pioneering methods should be done in addition to supporting the ongoing innovation and productivity of traditional construction techniques.

5. Free up land and end exclusionary zoning: Act decisively to end outdated zoning restrictions to permit gentle density and a wider mix of housing types, especially missing-middle and multi-unit dwellings in more communities.

6. Incentivize private capital: Encourage programs that incentivize private capital, both investment and philanthropic, for both rental and ownership housing to accelerate market and non-market construction. This should include reintroducing the Multiple Unit Residential Building (MURBS) tax incentive.

The housing sector stands ready to partner with every level of government. Together, we can reignite momentum, rebuild confidence, restore affordability through partnership, innovation and investment, and deliver the homes our communities urgently need.

Signed:

John DiMichele, CEO, Toronto Regional Real Estate Board

Luigi Favaro, CEO, Ontario Real Estate Association

Ene Underwood, CEO, Habitat for Humanity GTA

Michael Brooks, CEO, Real Property Association of Canada

George Carras, CEO, R-LABS Canada

Jonathan Nusbaum, CEO, Terra Modular

Marlon Bray, executive vice president, Clark Construction Management

Tony Irwin, president and CEO, Federation of Rental-housing Providers of Ontario/Rental Housing Canada

Daryl Chong, president and CEO, Greater Toronto Apartment Association

Dave Wilkes, president and CEO, Building Industry and Land Development Association

Kathy Hogeveen, chief of operations, Assembly Corp.

Jude Tersigni, vice president of planning and development, Menkes Developments

Richard Lyall, president, Residential Construction Council of Ontario

Roselle Martino, executive vice president, policy and strategic affairs, Toronto Region Board of Trade

Frank Cairo, co-founder and CEO, Caivan Communities

Nhung Nguyen, CEO, Horizon Legacy

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Nearly two-thirds of residents say they are concerned about losing their home or rental unit if their financial situation suddenly changes, while four in five are concerned about the overall state of housing in Ottawa today, according to a survey of 1,000 city locals conducted in September by Abacus Data.

“When six in ten residents worry about losing their home if their financial situation changes, it’s a clear sign that we must do more to improve housing affordability and choice,” said OREB president Paul Czan. “We must make it easier to build more homes that families need and can afford.”

OREB to meet with city officials

In a statement, OREB said it is meeting this week with Ottawa city councillors to advance policy solutions that will speed up the development of more affordable homes.

Specifically, OREB has a three-point policy plan that is asking the city to reform development charges to lower costs, pass a zoning bylaw that enables more housing choices and protect tenants while expanding rental supply. 

“Ottawa renters need protection, not more paperwork,” said Czan. “Most residents support fixing the Landlord and Tenant Board and cracking down on bad landlords, but they don’t want new red tape that drives small landlords out of the market.”

What do residents think?

When asked which issues they most want elected officials to focus on, respondents to the Abacus survey identified cost of living (47 per cent), housing affordability (44 per cent) and homelessness (29 per cent) as the most important priorities.

Two-thirds of residents (67 per cent) describe housing in their area as unaffordable, yet 71 per cent of non-homeowners still hope to buy a home someday. 

However, of all respondents doubt they’ll ever be able to afford a home in their community of choice.

“Ottawa residents are telling us that what they need are more affordable housing options—especially missing middle housing like duplexes, triplexes, townhouses and small apartment buildings that seniors, families and young people can afford,” said Nicole Christy, CEO of OREB. “The good news is that there’s broad public support for action on things like lowering development costs, modernizing zoning and reducing red tape.”

Elected leaders at all three levels of government recieved poor grades from respondents on improving Ottawa’s housing situation. Three in five residents say they are dissatisfied with the leadership shown by the federal, provincial and municipal governments alike on housing issues, while only 36 per cent believe the City of Ottawa is prioritizing housing affordability.

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The federal government has released a catalogue of standardized housing designs aimed at reducing costs and speeding up the construction of new homes across the country.

The Housing Design Catalogue includes 50 technical design packages for rowhouses, fourplexes, sixplexes and accessory dwelling units.

Each package contains architectural and engineering drawings, energy reporting templates, building performance reports, cost estimate summaries and a climate resiliency guide. The designs, categorized by region, were developed by local architects and engineers to comply with each province’s building codes.

In a press release issued Tuesday by Canada Mortgage and Housing Corporation (CMHC), officials said the designs support “gentle density” of Canadian neighbourhoods, and will cut red tape by reducing the time and expense of developing construction plans, making it easier for municipalities and builders to increase housing supply. 

The plans prioritize wood-frame construction to support local industries.

The initiative draws inspiration from design catalogues published by CMHC between the 1940s and 1970s, which were used to guide post-war housing development.

As of Tuesday, 14 municipalities have agreed to pre-review the catalogue’s designs to help speed up approvals. These include Burnaby, Kelowna, Vancouver, Edmonton, Regina, Ajax, Kitchener, Mississauga, Ottawa, Toronto, Saint John, Halifax Regional Municipality, Whitehorse and Yellowknife.

The catalogue is part of the federal government’s broader housing strategy, which aims to double the rate of home construction, improve affordability and reduce homelessness.

Officials say work is ongoing with more municipalities to encourage pre-approval of the designs and expand the program nationwide.

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Announced on Monday, the call for action follows a resolution passed by the Union of BC Municipalities (UBCM). The motion, brought forward by the North Central Local Government Association, urges the province to create a standing body that brings together:

• local governments
• Indigenous housing organizations
• market and non-market housing groups
• academic experts
• provincial and federal housing officials

The goal is to support collaborative, evidence-based housing policy that reflects the needs of communities across the province, advocates say.

The B.C. Real Estate Association is supporting the initiative, along with a growing list of stakeholders that includes municipalities, chambers of commerce and sector organizations such as the Aboriginal Housing Management Association, Canadian Mortgage Brokers Association – B.C., LandlordBC and the Manufactured Home Park Owners Alliance of B.C.

The resolution comes as Christine Boyle takes over as B.C.’s Minister of Housing and Municipal Affairs. Advocates say her appointment is an opportunity to move quickly on coordinated housing policy.

“This resolution represents a major step forward in creating inclusive and effective housing policy,” said Jasroop Gosal, BCREA’s manager of government relations. “We look forward to working with the new housing minister and all stakeholders to ensure this roundtable delivers real results for British Columbians.”

The resolution is now awaiting a formal response from the provincial government.

Current policy lacks collaboration: BCREA

In a brief on the housing roundtable, BCREA notes that the B.C. government has been under “significant pressure” in recent years to react quickly and introduce new measures to address the affordability crisis. 

“While many of the new policy ideas have had merit, the policy development process has lacked advance, detailed consultation with a variety of housing experts, which is necessary to ensure a holistic view is adopted,” it reads.

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In recent years, rapid price fluctuations, bidding wars, and rising interest rates have caused stress on buyers and sellers, reshaping the real estate market. As Canadians now grapple with an affordability crisis, they want and deserve transparency in protecting their most important financial asset: their home.  

Professional Appraisers play an indispensable role in fostering a fair and trustworthy real estate market and overall housing system. They are hired by residential, commercial, and industrial market participants, as well as the public, to provide independent, evidence-based, real-time opinions on the value of property to help Canadians make informed decisions. In 2024 alone, Appraisal Institute of Canada (AIC) Professional Appraisers conducted nearly one million appraisals valuing over $1.5 trillion. Their assessments not only ensure that homebuyers are protected and lending remains responsible, but they also inspire confidence in the housing market.  

The AI factor

In an age where AI is everywhere, increasingly taking over tasks and jobs, Canadians  overwhelmingly trust certified appraisers over Automated Valuation Models (AVMs) when it comes to determining their home’s worth. This sentiment was highlighted in a recent study by spark*insights, revealing that 84 per cent of Canadians favour appraisers for accurate property assessments, with only 14 per cent trusting AVMs more than appraisers. Of this 14 per cent, half still have concerns about AVM local market knowledge and lack of on-site inspections – two of the most important assets that professional appraisers bring to the table, ensuring valuations are rooted in real market conditions and not just algorithms.  

AVMs neglect essential on-site inspections

The rise of online real estate platforms in the early 2000s led to the use of AVMs, effectively changing the way properties are assessed by removing the human element. 

These automated models use statistical data to estimate a home’s market value. While this approach may offer convenience, it raises concerns as Canada’s housing landscape becomes increasingly intricate. It removes the human touch from the most important purchasing experience most Canadians will ever make. 

AVMs neglect the essential on-site inspections that professional appraisers conduct. Canadians are concerned that, without this critical analysis, relying solely on computer-generated evaluations can lead to inaccuracies. Such inaccuracies pose risks of under- or overvaluation, particularly when homes are deteriorated or recently renovated, where markets are rapidly changing, or in rural areas where data may be sparse.  

While Canadians have the right to request their bank or lender use a traditional appraiser – especially when the property is unique or does not conform to typical market conditions the decision ultimately rests with the lender based on their policies.  

Call to action

While AVMs may have their practical uses, it is evident that questions remain about their limitations. At the same time, it is clear that financial institutions will continue to incorporate AVMs into their processes. Therefore, we are calling for oversight.  

We are calling on the federal government to establish a permanent, multi-sector Stakeholder Advisory Committee made up of industry experts, including appraisers, to anticipate  emerging consumer and systemic risks, identify regulator vulnerabilities, strengthen  transparency, trust, and policy responsiveness, and inform oversight of automation and  algorithmic tools such as AVMs. This committee would aim to mitigate market risks and enhance the integrity of the mortgage system in Canada.  

Data shows that 79 per cent of Canadians agree with the formation of a committee, highlighting a strong public demand for oversight of the system.  

Housing affordability, for most Canadians, is still an issue. For many properties, the price remains high, and household debt is increasing. Homeowners are also facing reduced equity and rising mortgage payments, with the Bank of Canada warning that financial stress will grow.  

Through this volatility, oversight of the housing system has never been more important. The federal government must prioritize the integrity of home valuations, ensuring that the future of homeownership in Canada is based on trust and expertise rather than algorithms.

Donna Dewar

Donna Dewar brings over 20 years of experience in the non-profit sector to the AIC, having held executive roles at the Federation of Canadian Municipalities, the Canadian Nurses Association, and the Canadian Red Cross. She specializes in strategic planning, partnership building, and program development.

She holds an MBA in Innovation Leadership from the University of Fredericton and a Project Management Professional (PMP) designation. She is passionate about driving positive change and believes in the value of innovation and efficient member support.

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That gap is not just about capital or regulation. It’s also about perspective. Canadian housing policy is being made largely without the insight of those closest to its day-to-day failures: the real estate brokers and agents navigating this market in real time.

These professionals – licensed, regulated, and embedded in communities across the country – are not part of advisory panels or roundtables. They are not routinely consulted when legislation is drafted or programs are rolled out. But they are the first to see where housing policy is succeeding, stalling, or simply missing the mark.

That needs to change.

“Real estate professionals are the connective tissue between buyers and sellers, developers and planners, regulation and behaviour.”

Recent federal and provincial housing strategies are built around one shared premise: build more, faster. The federal government has committed to doubling home construction to around 500,000 starts per year by the early 2030s. Ontario has pledged to add 1.5 million homes by 2031, which still will not meet demand. British Columbia has implemented province-wide zoning reforms legalizing up to six units on most single-family lots. Municipalities are being pushed to meet supply targets or risk losing federal funding.

These are consequential efforts. But many are faltering on delivery.

Ontario housing starts fell 25 per cent in the first half of 2025. Developers across the country are delaying or cancelling projects due to high financing costs, labour shortages and permitting delays. CMHC recently projected that unless conditions shift dramatically, Canada will fall short of its 2030 housing target by 1.3 million homes.

Much of the public discussion focuses on macro factors: inflation, interest rates, tax policy, and immigration levels. But missing from the conversation is the input of those working inside the system every day. Real estate professionals are the connective tissue between buyers and sellers, developers and planners, regulation and behaviour. Their absence from policymaking leaves strategies vulnerable to blind spots and misfires.

Blind bidding debate

Consider the federal proposal to ban blind bidding. It was introduced as a solution to affordability, based on the assumption that bidding wars were artificially inflating prices. But brokers and agents in competitive markets had long observed that blind bidding was a symptom, not a cause, of price escalation. Scarcity, not secrecy, was driving the frenzy.

Studies have since confirmed what agents already knew: jurisdictions with open bidding formats experience similar, sometimes sharper, price increases in hot markets. Ontario’s recent move to allow (but not require) open bidding has seen almost no uptake among sellers. Agents could have predicted that, too: when listings are scarce, transparency does little to change outcomes.

This is just one example. Brokers across Canada are navigating the real consequences of housing policy. They are hearing from buyers who can’t qualify under current stress test rules, builders stymied by slow approvals, seniors unable to downsize because of a lack of local options, and newcomers struggling to find a foothold in overheated rental markets.

Their insight could help shape better policy, but too often, it is left out entirely.

Boots on the ground perspective

There are more than 160,000 licensed Realtors in Canada, many of them operating through franchised brokerages that serve specific communities but also track trends nationally. They see the ripple effects of tax policy, financing rules and regulatory changes not in theory, but in practice; through listing behaviour, client financing challenges, and transaction timelines.

These are not anecdotal inputs. They are early signals of how policy is landing in the real world.

When interest rates rise, brokers don’t just see a decline in demand; they see where deals fall apart, who gets priced out, and what types of housing are sitting longer on the market. When zoning changes are made, they track whether sellers are adjusting expectations and whether buyers are ready to act. When affordability programs launch, they see who qualifies, who falls short… and why.

Real estate agents are not just intermediaries. They are interpreters of policy, friction, and behaviour, and are essential to making the system work.

‘What’s missing is the voice of the front lines’

Housing policy cannot succeed through mandates alone. Execution matters. So does feedback. Governments at all levels should formalize consultation mechanisms with front-line real estate agents,  not just with industry associations, but with active brokers and agents across regions and market segments.

The federal government’s proposed national housing roundtable is a step in the right direction. But it must include representation from the front lines, the people facilitating transactions, fielding client concerns, and tracking policy consequences in real time. Provinces and municipalities should do the same when implementing zoning reform, development charges or buyer protection measures.

This is not about giving industry players veto power. It is about designing better policy with more complete information, and avoiding the lag between drafting and delivery.

If governments do not course correct now, they risk continuing to build policy that looks strong on paper but breaks on contact with the market.

Canada’s housing goals are ambitious, and rightly so. But success won’t be determined in press releases or legislative chambers. It will be measured in permits issued, homes built, and families housed.

Real estate professionals don’t set those goals. But they do see, earlier than most, what’s working and what’s not. If governments want policy to succeed, they need to tap that insight, not after the fact, but from the outset.

There is no shortage of task forces or reports in Canadian housing policy. What’s missing is the voice of the front lines; the brokers and agents navigating the realities policymakers are trying to solve.

If governments are serious about fixing housing in this country, they can’t afford to keep building strategy in a vacuum. If we keep excluding the people closest to the system, we will keep building failure into it. It is time to bring real estate professionals into the room. And not just to listen. To lead.

Paul Abbott

Paul Abbott is the National Vice-President of Franchise Development at Coldwell Banker Canada, where he leads the company’s growth strategy and supports the expansion of its national brokerage network. With a background in franchising, marketing, and operations across multiple sectors, he brings a strategic lens to real estate development and partnerships. Paul works closely with broker-owners across the country to identify opportunities, navigate the franchise lifecycle, and build long-term value within the Coldwell Banker Canada system.

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The Canada Mortgage and Housing Corporation (CMHC) estimates a need for 3.5 million additional homes by 2030 to restore affordability. Amid this challenge, co-housing co-operatives, supported by financing tools like community bonds and land trusts, offer a proven, community-driven solution that ensures affordability, fosters inclusivity, and empowers residents.

By examining successful models like Waterloo Co-operative Residence Incorporated (WCRI) in Ontario, the Upper Hammonds Plains Housing Co-operative in Nova Scotia, and Propolis Housing Cooperative in British Columbia, we can see how co-ops are thriving from coast to coast and are poised to reshape Canada’s housing landscape.

The power of co-housing co-operatives

Co-housing co-operatives are democratic entities, operated by non-profit or private equity organizations, where residents collectively own and manage their housing. Members purchase shares in the co-op, gaining voting rights and a say in governance, shielding housing from speculative market forces.

The Co-operative Housing Federation of Canada (CHF Canada) reports over 92,000 co-op housing units nationwide, many built during government-backed programs in the 1970s and 1980s. These co-ops offer monthly costs up to 40% lower than market rentals, providing security of tenure unmatched by private condos.

For real estate professionals, co-ops present a compelling alternative for clients seeking long-term housing stability and values-based ownership, particularly in major markets where affordability and retention are make-or-break concerns. The federal government’s $1.5-billion Co-operative Housing Development Program (CHDP), launched in 2022, aims to create thousands of new units by 2028, signaling a growing market for co-op-focused real estate services.

Co-ops are not a niche solution—they are a scalable, business-savvy answer to systemic housing challenges.

How Realtors can play a role

Real estate professionals have a pivotal role to play. Agents and brokers can drive systemic change by:

• Identifying underused parcels for co-op development,
• Partnering with land trust initiatives and regional co-housing associations like the Ontario Co-operative Housing Federation,
• Informing clients about shared equity models that align with long-term affordability goals.

By championing co-ops and community bonds, Realtors and investors can tap into a growing market of values-driven buyers while addressing Canada’s housing crisis.

As University of Toronto professor Margaret Kohn argues, “The goal of housing for all cannot be achieved through the market alone.”

Co-housing co-operatives, with their democratic ethos and innovative financing, are Canada’s path to a fairer, more affordable housing future.

Waterloo Co-operative Residence: Community thrives in Ontario

In Ontario, Waterloo Co-operative Residence Incorporated (WCRI) exemplifies the co-op model’s success in addressing student housing needs. Located near the University of Waterloo and Wilfrid Laurier University, WCRI provides over 1,200 beds at costs 30–40% lower than private rentals, according to CHF Canada. Members participate in governance, from budgeting to organizing events, fostering a sense of ownership and belonging.

WCRI’s success is part of Ontario’s robust co-op network, with over 45,000 units province-wide, including Toronto’s Co-operative Housing Federation of Toronto, which manages 125 co-ops serving over 100,000 residents. These co-ops deliver affordable housing in high-cost urban centres, proving their relevance in Canada’s most competitive markets. By alleviating pressure on the broader rental market, WCRI and similar co-ops demonstrate how targeted solutions can benefit both students and local communities.

Upper Hammonds Plains: Empowering communities with land trusts

On the East Coast, the Upper Hammonds Plains Housing Co-operative in Nova Scotia, partnered with the Upper Hammonds Plains Community Land Trust, is a powerful example of co-ops addressing historical inequities.

Led by Curtis Whiley, a sixth-generation African Nova Scotian, this co-op is developing 136 affordable row house units for Black Canadians, supported by the $1.5-billion Co-operative Housing Development Program (CHDP).

The land trust model ensures permanent affordability by retaining ownership of the land, leasing it to the co-op at nominal rates. This structure caps property value increases, preventing speculative flipping that drives up prices in Halifax, where home values have surged 20% since 2020. By removing land from the speculative market, the trust protects residents from gentrification, fostering resilience and cultural continuity in a community impacted by historical displacements like Africville’s destruction in the 1960s.

Coast-to-coast success: Co-ops nationwide

Co-ops are succeeding across Canada, adapting to diverse regional needs. In British Columbia, the Propolis Housing Cooperative in Kamloops is building a six-storey, net-zero, mixed-use development with 50 affordable units, showcasing sustainability and affordability. Supported by the Co-operative Housing Federation of BC, which oversees 15,784 units, Propolis is part of a vibrant network that includes co-ops in Vancouver’s False Creek neighbourhood, among Canada’s earliest co-op communities developed in the 1970s.

In Quebec, the Fédération des coopératives d’habitation de Québec manages over 20,000 units, leveraging provincial support to expand affordability in Montreal and beyond. Manitoba’s Winnipeg Housing Co-operative serves Indigenous and low-income families, while Yukon’s Whitehorse Co-operative Housing Association supports remote northern communities. From urban centres to rural regions, co-ops are a flexible, proven model delivering affordability coast to coast, housing over 250,000 Canadians in diverse contexts.

Community bonds and land trusts: Financing the co-op revolution

Scaling co-ops requires innovative financing, and community bonds and land trusts are leading the way. Propolis has raised $1.1 million through community bonds, engaging 80 investors via Tapestry Community Capital’s platform, offering up to 3.5% interest with entry points as low as $500.

Tapestry has facilitated $110 million in bond investments, supporting projects like Toronto’s Kensington Market Community Land Trust, which uses land trusts to curb speculation by holding land in perpetuity, ensuring affordability in high-cost urban areas. In November 2024, Tapestry secured $3 million from CMHC to create a $30-million fund by 2025 for rural and Northern co-ops (CMHC, 2024). Land trusts complement bonds by locking land out of speculative markets, stabilizing housing costs and enabling co-ops to compete with private developers in regions like British Columbia and Ontario.

A call to action

Co-housing co-operatives, from WCRI to Upper Hammonds Plains and Propolis, are succeeding coast to coast, delivering affordable, stable, and community-driven housing. They shield residents from market volatility, foster resilience, and empower communities. Scaling this model demands bold policy action.

The federal CHDP’s $1.5 billion is a start, but provinces like Ontario and British Columbia must match Quebec’s investment in co-ops, and municipalities can allocate public land, as CHF Canada advocates for $50 million in federal transfers.

Ludovic Viger

Ludovic Viger is the Ottawa-based author of The Great Canadian Reset, a forthcoming book (September 1, 2025) examining bold fixes for Canada’s pressing challenges.

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Terms like “purpose-built rentals,” “multi-family homes,” and “sustainable development” are more than just industry buzz. They represent a shift in housing strategy that directly impacts the decisions Realtors make and the advice they give their clients. For Canadian Realtors, understanding these concepts is crucial to staying relevant and responding effectively to evolving market needs.

If you’re a Realtor, you’re likely already fielding questions from buyers and renters about affordability and the future of housing. So, what do these concepts mean for your business, and how can you apply this knowledge to serve your clients better?

What defines sustainable policy?

“Sustainable” is a term we hear often, especially when it comes to economic and environmental issues, ranging from global to local levels. But what exactly does sustainability mean for new homes?

Sustainable development focuses on three main pillars: environmental, social, and governance (commonly referred to as ESG for short). These commitments address important issues that affect both the environment and society. 

Policy in development and urban planning is essential in helping manage environmental impact, including waste management and consumption. The social aspect looks at quality of life for clients and employees alike, while the governance pillar focuses on everything from data protection to resident and investor rights. 

In April 2024, the Government of Canada introduced the “Solving the Housing Crisis: Canada’s Housing Plan,” aiming to unlock millions of new affordable homes by 2031. This comprehensive strategy focuses on accelerating housing construction and promoting sustainable development across the country.

These ESG policies, in combination with each other, act as overarching guidelines for design implementations, ensuring new developments meet the demands of the modern market. 

Key pillars of sustainable residential development in practice

Adaptive reuse: Enhancing efficiency and reducing waste

Another area of interest is adaptive reuse, where existing structures, such as schools or churches, are converted into housing. This form of development preserves community character, reduces construction waste, and expedites the building process compared to starting from scratch. Realtors who understand how adaptive reuse works have a unique edge when working with investor or developer clients.  

These types of buildings have a unique charm that many potential buyers or renters are looking for. Similarly, infill housing (densifying underused lots within urban or suburban areas) is gaining momentum in places like Ottawa, Calgary, and Hamilton.

Revitalizing neighbourhoods and strengthening communities

Housing shortages are a pressing concern in many of Canada’s urban centers, contributing to rising rental and purchase prices nationwide. This means paying close attention to where these infill projects are happening. These projects often bring new listings in highly desirable neighbourhoods, and by staying on top of local planning updates, you can identify these growth pockets early and help both buyer clients and investors get ahead of future demand. You can also guide clients looking for walkable communities toward mixed-use developments that combine housing with amenities such as grocery stores, pharmacies, restaurants, and cafes, as these features are an increasingly important factor that clients are seeking. 

Just look at the recent popularity of the concept of the “15-minute city,” where renters and buyers are seeking homes in places where they can easily walk or bike. 

Championing purpose-built rentals and future-forward development 

In 2024, CMHC reported that Canada’s purpose-built rental market experienced its highest annual supply growth in over three decades, increasing by 4.1%. This surge was particularly notable in Montréal and Calgary, which contributed significantly to the national increase. While the market won’t shift completely overnight, these types of projects are steadily increasing in numbers, and they represent significant opportunities. 

Start by building relationships with developers focused on these builds so you can be among the first to market new inventory to renters or buyers. Educate your clients about the benefits of professionally managed, purpose-built rentals, including modern amenities and long-term rental security. By positioning yourself as a resource on these trends and connecting clients to emerging developments, you not only add value to the client experience but also expand your own reach in a fast-evolving market.

How does this impact me and my clients? 

Clients expect their Realtor or leasing agent to be more than a transaction facilitator. They’re looking for someone who can help them understand not just what’s available, but why certain properties or neighbourhoods might be better aligned with their goals. That means that being informed about sustainable housing strategies sets you apart. Attending municipal planning meetings, staying in touch with local builders, or simply keeping tabs on ESG initiatives in your area can go a long way in setting yourself apart. Even just subscribing to local development newsletters is a great way to stay up to date.

While economic uncertainty has certainly slowed some development, it has also sharpened the focus on sustainable planning. Realtors who recognize that sustainability isn’t a passing trend but an actual structural change in how communities grow will be better prepared to thrive in the evolving Canadian housing market. 

Actionable steps for Realtors

• Subscribe to local municipal newsletters to stay informed about new developments and housing policies.
• Engage with developers specializing in purpose-built rentals to gain early access to upcoming projects.
• Attend local planning meetings to understand zoning changes and infill project opportunities.
• Educate clients on the benefits of sustainable and ESG-compliant housing options.
• Utilize tools like CMHC’s Housing Market Information Portal to analyze regional housing trends and data.
• Promote walkable, mixed-use communities that align with the “15-minute city” concept to clients seeking convenience and sustainability.
  

Natasha Plotnikov

Natasha Plotnikov is an architectural and landscape designer with over 12 years of experience.

While her career began exclusively in architecture, the last seven years have been split between design and marketing positions. She has worked with commercial and residential real estate clients with assets ranging from a few hundred to several million square feet. She
currently manages Community Development for Accora Village, Canada’s largest privately owned and dog-friendly rental community.

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Until we start solving the right problems, all the money, headlines, and government promises in the world won’t get us anywhere near sustainable growth.

Getting to the root cause

Let’s start by unpacking the narrative. Across every level of government, housing has become the political scapegoat of choice. But blaming the housing “shortage” is like blaming a doctor shortage for long ER wait times—it sounds intuitive, but it’s fundamentally misleading. In health care, we don’t actually lack physicians; we lack compensation structures that reward patient throughput. 

Under Ontario’s Academic Funding Plan, for example, many doctors receive a salary rather than fee-for-service billing. There’s no financial incentive to increase volume. So waitlists grow, not for lack of supply, but for lack of systemic efficiency.

Sound familiar?

In real estate, we face the same false premise. There’s no actual shortage of land, materials, or interest from developers. 

What we lack is coordinated infrastructure, aligned policy, and a functional approval process. 

Kingston: A case study for collaboration

Take Kingston, Ont. as a case in point. The city already has the land capacity to meet growth projections with medium- and high-density housing. But the Provincial Policy Statement (PPS) is pushing expansion beyond the urban boundary anyway, forcing new infrastructure spending in areas that don’t need it. That’s not growth. That’s sprawl.

Even worse, when we do invest in infrastructure, we often do it in silos. Picture going to work and discovering that your entire organization has been building toward different goals, with different blueprints, timelines, and metrics. That’s how cities operate when housing policy is separated from transportation, utilities, schools, and health care planning. Everyone’s working hard, but no one’s working together.

That’s why it was so refreshing to see the City of Kingston take a different approach: aligning its updated Official Plan with the Integrated Transportation and Mobility Master Plan and utility infrastructure strategy. 

This is what real master planning should look like. For too long, “master-planned communities” have been a marketing slogan, not a reality. If you don’t believe me, go look at school bus routes. Many of our new subdivisions were built without long-term demographic logic. They fill quickly with young families and then age out, leaving brand-new schools half empty a decade later.

We should be building communities people can live in across every life stage—from first-time buyers to retirees—all in the same postal code. Instead, we’re spending more public dollars than ever, producing fewer homes, and pointing fingers at the wrong culprits.

“We need carrots, not sticks”

The truth? Government doesn’t need to get back into construction. It needs to get back into coordination. Growth can and should pay for growth. New tax revenue can fund social and affordable housing—if we allow development to happen on time, on budget, and in alignment with local infrastructure needs. But that only works if we stop penalizing builders with outdated fees and start incentivizing them to build efficiently.

The Housing Accelerator Fund made a great headline, but very few municipalities will see the money. Why? Because the targets tied to that funding are unrealistic. We need carrots, not sticks. Instead of dangling unreachable housing starts, why not eliminate development charges and redirect federal dollars toward infrastructure expansion? Why not reform the New Home Warranty Act to encourage emerging builders with completion-based incentives instead of regulatory gatekeeping?

The system isn’t broken. We’ve just stopped reading the rulebook—if we ever had one to begin with. Fixing this isn’t about grand reinventions. It’s about understanding how all the moving pieces fit together, and then holding people accountable for playing their part.

Let’s stop chasing housing headlines. And start solving infrastructure problems.

Joel Thompson

Joel Thompson is a real estate broker and housing advocate who believes the system isn’t broken—we’ve just never handed out the instructions. Actively engaged in municipal, provincial, and federal politics, Joel uses his platform to push for practical, inclusive solutions in housing, infrastructure, and industry reform.

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The short-term rental (STR) industry has been under scrutiny for the better part of the last decade. Initially, criticism was rooted in concerns about neighbourhood disruptions: noisy guests, parking congestion, and communities losing their character. But this narrative has largely shifted. Today, STRs are being blamed for deepening Canada’s housing shortage.

With immigration at its highest levels in a century, Canada faces unprecedented demand for housing and infrastructure. Construction simply isn’t keeping pace. Under these conditions, STRs have become an easy scapegoat. 

Yet the reality is very different: STRs account for just 0.69 per cent of Canada’s potential long-term housing stock. Even in Ontario, where the debate is most heated, this figure remains the same—a negligible fraction. 

Less than 0.5% of dwellings are used for Airbnb

A recent study by the Conference Board of Canada backs this up, showing that in most neighbourhoods, less than 0.5 per cent of dwellings are used for Airbnb activity—far too few to affect meaningful housing supply. Still, they continue to attract outsized blame.

This mismatch between perception and data has driven reactionary policy. STRs are easier to regulate than tackling chronic underbuilding, planning delays, or labour shortages. But heavy-handed regulation doesn’t solve systemic problems—it only disrupts a vibrant, community-rooted sector.

Take Toronto, for example. The city imposes strict licensing requirements for Airbnb hosts; without a licence, listings are restricted to stays of 28 days or longer. This has created a split market: licensed operators handle shorter bookings, while unlicensed operators shift toward mid-term stays of 28+ days. 

The result? Longer bookings with lower nightly revenue but higher demand. Many now earn 40 to 50 per cent less per booking, trading income for the security of avoiding Ontario’s flawed long-term rental system.

Frankly, that system is broken. Evicting a non-paying tenant through Ontario’s Landlord and Tenant Board (LTB)—which oversees landlord-tenant disputes—can drag on for three to 12 months. Landlords often face months—or even years—without income, while tenants remain and refuse to pay. This puts small landlords in a precarious position, especially amid high interest rates. Short- and mid-term rentals offer a flexible, lower-risk alternative.

STRs remain the target of strict rules

Yet despite their clear benefits, STRs remain the target of strict rules—especially in recreational areas such as cottage regions, where informal STRs have quietly operated for decades. Critics say Airbnb made STRs too accessible, prompting regulators to introduce new controls: licence caps as low as 50 per area, 100-day rental limits and harsh penalties like losing a licence for overstaying by one day. While oversight matters, these measures can unintentionally punish responsible homeowners and erode local traditions.

To be fair, concerns about community cohesion and affordability shouldn’t be dismissed outright. In some high-demand tourist zones, the concentration of STRs may indeed place pressure on rental availability. But that reality isn’t reflected provincewide. The data shows that in most Ontario communities, STRs remain a small part of the housing landscape.

STRs also serve a broader purpose. At Casa Co-Host, around 30 per cent of our bookings are 20+ days, often housing displaced families, infrastructure workers or relocating professionals. These mid-term stays fill critical gaps left by traditional rentals and hotels—especially for guests with accessibility needs, where features like roll-in showers and single-level layouts are often hard to find.

They also align with Canadians’ growing “Buy Canadian” mindset. Amid trade tensions and a shift toward supporting local brands, this ethos has influenced everything from groceries to fashion. But when it comes to travel, that thinking often stops short.

‘Overwhelmingly Canadian-owned’

Most major hotel chains operating in Canada are headquartered in the United States, sending profits south. STRs, on the other hand, are overwhelmingly Canadian-owned—keeping revenue in the community. In 2024 alone, Airbnb hosts in Canada generated $329-million USD in taxes for local governments, including $18 million in Ontario. These funds help finance local services and infrastructure. STRs also support networks of local cleaners, trades, managers, and small businesses, reinforcing local economies.

The vast majority of STR professionals are not fly-by-night operators. They’re property owners, small business owners, and community members doing things the right way. Criticism of property management companies, often dubbed “Shadow Airbnb,” also misses the mark. These aren’t faceless corporations; many are still family-run, managing properties on behalf of others in the community. They’re “mom-and-pop” in spirit, but with the structure and tools to run operations professionally. They bring consistency, accountability, and better guest service.

Technology is also helping raise the bar across the board. Software platforms enable hosts to automate guest communication, manage damage protection, enforce rental agreements, and streamline operations. These tools support the growing professionalism of the sector without removing its personal touch.

The STR industry is evolving, and it’s being shaped by people and platforms that prioritize responsibility and long-term sustainability.

Yet, outdated legislation continues to pose challenges for hosts. In Ontario, those who wish to accept direct bookings are required to register under the Ontario Travel Industry Council (TICO) — a regulation designed for traditional travel agents, not modern property operators. While TICO’s aim to protect consumers is commendable, its current framework can unintentionally stifle small, local businesses. What’s needed is a flexible approach that upholds protections while accommodating today’s digital economy.

Let’s focus on the real issue

Short-term rentals make up less than 1 per cent of Ontario’s long-term potential housing stock. The idea that they’re driving the housing crisis isn’t supported by data. The real problems lie in chronic underbuilding, planning delays, a shortage of skilled trades, and a failing LTB system—issues that need serious attention.

With the right regulation, STRs can boost local economies, fill housing gaps, and strengthen communities. What Ontario needs now is policy grounded in reality, not rhetoric.

Short-term rentals aren’t the villain. It’s time we stopped treating them like one and start working together to serve the needs of our communities.

David Hillar

David Hillar is the co-founder and co-owner of Casa Co-Host Inc., a leading short-term rental property management company operating across Southern Ontario and Alberta. David co-founded Casa in 2020 with a clear mission: to bring premium customer service and hospitality standards to the short-term rental space. Today, Casa Co-Host manages more than 100 properties and is supported by a dedicated team of 10 property, operations, and communications managers — all focused on delivering exceptional guest and owner experiences.

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