Housing Supply Challenge Round 5: Level-Up
Let’s revolutionize Canada's housing production capabilities!
Introduction
The Housing Supply Challenge has now reached full budget commitment. The application portal is closed and no longer accepting applications.
We want to increase the adoption of transformative, system-level solutions that enable the quicker delivery of both community and market housing.
Objectives
- Mobilize innovators from inside and outside the housing industry to unlock significant change in housing productivity.
- Establish cross-sector “solver” communities that enhance Canada’s housing innovation ecosystem.
- Accelerate housing delivery by tackling one of the industry’s most costly and inefficient challenges: overly long, uncertain timelines.
- Create the conditions to scale proven solutions that grow the supply of high-quality housing options (both community and market housing).
The Level-Up Challenge has 2 Options
Community Housing Innovators
Eligibility: Non-profits, governments, Indigenous organizations, post-secondary institutions and more.
Offering solutions to:
- speed up community housing projects, making them more accessible and cost-effective.
- help community housing providers increase the amount of housing they can build or acquire.
All Housing Innovators
Eligibility: For-profits, non-profits, governments, Indigenous organizations, post-secondary institutions and more.
Offering solutions to:
- reduce development timelines for any kind of new home
- increase Canada’s capacity to build more housing on a sustained basis
About Round 5 of the Housing Supply Challenge
Lengthy development timelines, connected to various issues, inflate housing costs.
Level-Up is addressing the entrenched housing affordability crisis in Canada. To increase housing productivity, we must transform the housing sector to meet the nation's housing needs more swiftly and cost-effectively.
Level-Up’s goal is to scale system-level solutions like skill enhancement, automation and streamlined supply chains to expedite housing provision. Successful solutions will lead to quicker development, reduced costs and permanent improvements in Canada's housing delivery process.
Level-Up offers a dedicated stream for Community Housing Innovators and a general stream for All Housing Innovators.
Evaluation Criteria
Applicants in the Housing Supply Challenge will be evaluated by an expert Challenge Jury based on the following criteria:
- Increased housing: What is the potential of your solution to impact housing supply?
- Increased speed: How does your solution reliably impact development timelines?
- Innovation: How is your solution an improvement upon conventional approaches?
- Adoption: How will you get your solution into the hands of more housing providers?
- Economies of scale: How will scaling impact the cost-per-use of your solution to housing providers?
- Sector mobilization: How are you developing partnerships to increase impact?
Both streams will be assessed independently to account for the different barriers and opportunities facing them.
Round 5 Timelines
Level-Up has three stages. Advancement through the stages will be based on the applicant’s:
- potential and demonstrated ability to produce the outcomes of more housing
- faster development timelines
- economies of scale for their solution
Stage 1 – Elevating Foundational Solutions (Launch & Intake)
Applications Due December 18, 2023
Innovators must prove that their solutions can lead to more housing, faster. Up to 20 foundational solutions will receive a $1,000,000 prize.
Stage 2 – Achieving Next Level Impact and Adoption
Starting March 2024
Innovators must prove that they have achieved buy-in and adoption from housing providers and they have a strategy to scale. Up to 10 next level solutions will receive a $3,000,000 prize.
Stage 3 – Changing the System
Starting Fall 2024
Innovators must prove that their solution is a game-changer for the housing system. These solutions have proven to be the most reliable, most cost-effective avenues in the Challenge to generate significantly more housing, significantly faster.
Up to 3 game-changer solutions will receive a $5,000,000 prize.
Support Program
To amplify and sustain the impact of the Level-Up Round, CMHC is running a separate application process for “Scaling Hubs.”
These hubs are intended to be a consortium of talent that offers custom support in-person and remotely across Canada. The Scaling Hubs will run in parallel to the Level-Up Challenge and will provide a range of non-financial supports to Level-Up Innovators. Organizations with a track record of providing effective mentorship and programming for growth-stage innovators are encouraged to apply.
About
Housing Affordability Matters
Everyone in Canada deserves housing they can afford and that meets their needs. Still, many Canadians struggle to find, maintain and afford a place to live, as a lack of supply in cities coupled with significant demand for housing can push prices up.
In 2016, 2.9 M households were spending more than 30% of their gross income on housing. 1.5 M of those households were in core housing need. It is estimated that by 2030, an extra 2.1 M households will need a place to call home.
Why a Housing Supply Challenge?
Challenges are powerful tools to address complex issues where the objective is clear but the path to achieving the objective is not. Given the potential for innovation in the housing system, the Housing Supply Challenge offers an opportunity for innovators to present disruptive solutions that can effect change.
- Complex issue with a clear objective: Canada requires more housing that is affordable, but there is no single solution that can address this need. This Challenge is an opportunity to address a problem that cannot be solved by one organization.
- Local solutions to local issues: The Challenge is an effective medium to spark change from the ground up and mobilize participants to engage with and solve issues in their area.
- Housing supply at the national level: Different rounds of the Challenge can bring housing supply solutions to light that can be scaled up nationally, and others that can be replicated across various municipalities.
- Working together: The Challenge is an opportunity to bring housing sector participants together, empowering collaboration and partnerships.
- New perspectives: The Challenge welcomes new participants to engage with, and provides an environment that encourages and rewards innovation.
Rounds
The Housing Supply Challenge will award up to $300 million in funding through a series of unique challenges on different topics over a five year period. More details will be available when each round launches.
- Round 1 - Data Driven [Applications closed]
- Round 2 - Getting Started: Pre-development Processes [Applications closed]
- Round 3 - Northern Access: Supply Chain Solutions for Northern and Remote Housing [Applications closed]
- Round 4 - Construction Technology [Applications closed]
- Round 5 - Level-Up
Identified Issues, Trends, and Supply Barriers
The Canada Mortgage and Housing Corporation has identified some of the key issues and trends affecting housing supply in Canada, which shaped the development of the various rounds of the Challenge. Consultations with stakeholders and experts improved our understanding of these issues, which include:
- Support for urban densification
- Inefficiencies in construction
- Limited data on land availability and value
- Long approval processes and timelines
- Land availability constraints
- Lack of flexible tenure options
- Misalignment between urban infrastructure and housing plans
- Conflicting incentives for creation of new supply
Support for urban densification
Increasing the densification of our cities is a critical part of increasing housing supply. Municipal and provincial governments across Canada are taking steps to combat urban sprawl, however, it is unclear if the process of densification is meeting its potential. Defining the "appropriate" level of population density in urban centres remains a difficult task. In some cases, public resistance adds a further barrier to increased density.
Inefficiencies in Construction
The cost of building new homes consists of the cost of the land that is being built on, and the materials and labour to build the structure. Although the productivity of the construction industry has been largely constant over time, a challenge could focus on finding efficiencies through innovative methods such as manufactured production, 3D printing, materials usage, etc., which could be applied in areas affected by housing supply constraints.
Limited data on land availability and value
Land prices are critical to understanding urban economies. They reflect overall housing demand, but can also be affected by elements such as proximity to infrastructure and regulations. In Canada, there is currently a limited availability of transparent and open data on land ownership and land prices (with certain exceptions in some provinces).
Long approval processes and timelines
Building new housing can be a lengthy process. In many cases, the time delay to build involves moving through administrative and regulatory processes to obtain approval for new development or re-development. There may also be delays in getting appropriate infrastructure in place. This can increase uncertainty reduces the timeliness of responding to price increases. It can also lead to price increases directly. This barrier is strongly linked to local contexts and planning processes that differ widely between municipalities across the country.
Land availability constraints
Limited land availability is a key factor limiting the growth of housing supply in many markets. Factors affecting land availability include geographic and natural features, as well as land which could potentially be developed for housing but might be zoned or used for other purposes. However, land can also be constrained by controllable factors such as the various planning functions undertaken within jurisdictions or by maintaining underutilized land uses for lengthy periods of time (e.g. vacant shopping malls, etc.).
Lack of flexible tenure options
Housing tenure refers to how a property is occupied. It can be rental or ownership. Tenure isn’t a feature of housing supply, but a property can be built to serve a particular tenure type. Tenures can shift, for example, moving from ownership to rental. The fact that tenures can change suggests that innovation may be possible in this area, but it is unclear whether existing housing structures or designs are amenable to flexible tenures. Limited tenure options and housing choices have a large impact on vulnerable populations such as racialized communities, those fleeing violence, and seniors.
Misalignment between urban infrastructure and housing plans
Housing choices are often linked to the time it takes to get to work and local amenities. For many people, a challenging commute means that they will want to live closer to their place of work or services that they routinely access. While many jurisdictions are encouraging development of housing near transit, in many cases the high cost of new transportation infrastructure limits its expansion in a timely way to many urban areas, which in turn affects supply.
Conflicting incentives for the creation of new supply
Many of these topics interact and overlap, and there may be tensions between them. A municipality with strong densification policies may find it difficult to implement these policies in new housing developments due to market demands. New development may primarily take place at the edges of cities, where transportation networks are less developed, leading to longer commute times and higher commute costs, and counteracting the otherwise lower housing costs. It takes time for new supply to come to market, and there may be a gap between the desires of a changing demographic and the available housing stock.
Investing in Change
The Challenge is part of Impact Canada and is led by the Canada Mortgage and Housing Corporation (CMHC), in collaboration with the Impact and Innovation Unit in the Privy Council Office and Infrastructure Canada. Up to $300 million will be distributed over five years through the various rounds of the Challenge.
Process
We are challenging you to increase the adoption of system-level solutions that transform Canada's ability to produce more community and market housing, faster.
Level-Up has three Stages. Advancement through the stages will be based on the Applicant’s potential and demonstrated ability to produce the outcomes of more housing, faster development timelines, and economies of scale for their solution.
Stage 1 – Elevating Foundational Solutions (Launch & Intake)
Launch – November 7, 2023
Submission Deadline – December 18, 2023
Evaluation – January 2024
Notification of Results – February 2024Stage 2 – Achieving Next Level Impact and Adoption
Submission Deadline – September 2024
Evaluation – October 2024
Notification of Results – November 2024Stage 3 – Changing the System
Submission Deadline – February 2025
Evaluation - February 2025
Notification of Results – March 2025
Finalists
Tapestry Community Capital
Scaling affordable housing development with the power of community investment
This initiative provides a platform, administrative support and project consulting to help community housing providers in raising low-cost capital through community bonds. It enables regular Canadians to contribute to meaningful local projects.
One Bowl
Tree to Home
This Indigenous-led Standing Tree to Standing Home approach addresses housing supply chain challenges and opportunities in partnership with First Nations. It will create local economies for market housing and improve the quality, quantity and affordability of housing within Nations. This will be done by using innovations in timber construction and a social enterprise framework.
BC Housing
Prequalified digitally designed for manufacture and assembly (DfMA) "blueprint" designs and prefabricated modules and components for mid-rise residential structures
This project aims to make the delivery of mid-rise housing more efficient by standardizing the development process. It will focus on creating component designs suitable for manufacturing and assembly and using a prefabrication configurator.
UTILE
Modular manufacturing: An integrated approach to drive mass uptake
This initiative will facilitate the large-scale adoption of modular construction, focusing on student housing as a consistent, high-volume end-product. It is establishing a consortium of stakeholders dedicated to identifying and solving barriers across the modular construction delivery chain.
Mddl
The Middle Housing Platform
This project is sharing the tools, designs and step-by-step approaches that enabled Mddl to deliver hundreds of middle housing units. To achieve this, the project team is collaborating with municipalities, industry and homeowners to identify the most practical and efficient pathways for gentle density. These strategies are designed to empower the delivery of more housing for and by a diverse range of multi-generational users.
Rural Impact Canada
Speeding up construction with communal services at the local level
This project will simplify the administrative process for adopting communal service systems instead of individual private ones like septic systems. This change will enable more housing options and allow higher density construction in rural municipalities.
EllisDon Community Builders
Template design for affordable/supportive housing developments
This project provides a turnkey design, construction and financing solution specifically for affordable and supportive housing providers. It promotes cost and schedule certainty for multi-site projects in Canada.
Resimate Inc.
The Resimate Marketplace: Streamlining detached accessory dwelling unit development
This project streamlines the modular construction process for accessory dwelling units through a centralized online marketplace. The marketplace brings together accessory dwelling unit manufacturers and development support to offer homeowners a turnkey solution that makes building accessory dwellings quicker and easier.
Promise Robotics
Homebuilding robotic factory-as-a-service for industrialized homebuilding at scale
The project will scale a ready-to-deploy homebuilding robotic factory as-a-serviceTM designed for autonomous and rapid production of timber-based buildings. Promise Robotics manages automation, allowing partners to focus on homebuilding. The goal is to scale decentralized manufacturing of prefabricated buildings.
Jury
Andrew Hull
Principal
Full bio
Andrew is a seasoned professional serving as the Principal at STANBURY Project Managers. Throughout his diverse career, Andrew has completed projects in every market sector and almost every building form. His expertise spans construction in high-rise concrete, mass-wood, wood frame, and structural steel, covering the spectrum from high-rise structures to low-rise developments and everything in between. Notably, he has successfully managed complex commercial builds, including level 5 medical facilities, manufacturing facilities, tech offices and bespoke estate homes.
He has led these property developments under all forms of construction project delivery – progressive design-build, construction management, stipulated price (lump sum) and guaranteed maximum price. This experience has gifted him with a deep understanding of the intricate nuances of the construction and development industry. Andrew's industry acumen is complemented by his dedication to shepherding projects from inception to completion, leveraging LEAN construction principles to create the seamless realization of each client's vision.
Leveraging his comprehensive industry experience, Andrew established STANBURY Project Managers and co-leads a team of professional development managers and project managers helping public and private sector property owners and developers.
In his spare time, he can be found enjoying the waterways in and around his hometown of Vancouver, British Columbia, with his family and friends.
Tsering Yangki
Vice President, Real Estate Finance and Development, Dream Unlimited Corp.
Full bio
Tsering Yangki is Executive Vice President, Real Estate Finance and Development, for Dream Unlimited Corp. (www.dream.ca) an impact driven & fully integrated real estate development & asset management company. With over CAD 23 billion of assets under management, Dream has a diverse portfolio ranging from condominium, purpose-built rentals, office, retail development, industrial, and income producing properties across Canada & the USA.
Tsering has over 19 years of experience in real estate development, finance & private-public partnerships.
She holds a Master of Arts in Law & Diplomacy, with a focus on International Finance & Economics from Fletcher School, Tufts University, USA, MPhil in International Relations from Jawaharlal Nehru University, India. She is on the Board of Civic Action and Dream Community Foundation.
In 2023 Tsering was chosen by WXN as a 2023 Canada’s Most Powerful Women: Top 100 Award Winner. In 2022 she was recognized by Globe & Mail’s Report on Business’s Best Executive award & in 2021 was recognized as WLI Champion, Toronto.
Brian Furdas
Director & Market Lead, Real Estate Banking
Full bio
As a Director & Market Lead for Real Estate Banking in Atlantic Canada, Brian is responsible for being an industry expert with market knowledge across multiple asset classes and regions. He oversees a team of 5 experienced Bankers who manage and grow Client relationships throughout Atlantic Canada.
Brian joined Scotiabank in early 2022 after spending 20 years as a Banker across various regions, institutions and market segments/industries. Brian has held progressively senior positions throughout his banking career.
Brian holds a Bachelor of Science Degree from St. Francis Xavier University and a Master of Business Administration from Saint Mary’s University. He is also holds a Chartered Professional Accountant designation. Brian resides in Bedford, Nova Scotia along with his Wife and 3 children.
Seth Asimakos
Co-Founder and CEO, Kaléidoscope Social Impact
Full bio
Seth wrote the original feasibility study and business plan to establish the first community loan fund in Atlantic Canada. He has guided its growth from a single-purpose organization to one that delivers training programs, develops and manages real estate and delivers financing for social impact. In 2020, he managed the re-branding of the organization to better reflect its work across NB and the Atlantic Region. In 2024, he is leading the organization through another transformation, re-structuring into three distinct and focused companies. He has held leadership roles in national, regional and provincial bodies related to social finance, community economic development, affordable housing, and the social economy. He currently sits as a founding board member on Canada’s Table of Impact Investment Practitioners and the Saint John Land Bank. He grew up in the Maritimes but has worked across Canada, and in Latin America. He holds an MSc in Planning and Development.
Carol-Ann Rivest
Full bio
Carol-Ann Rivest interest in housing began during her undergraduate studies in urban planning over 15 years ago. Her terminal project was focused on the private rental market in Montreal, the state of the situation as well as the legislation around it. Following her undergraduate studies, she pursed part-time graduate studies in project management and later in public administration. Simultaneously, she took on the position of development coordinator for a non-for-profit organisation which offered professional services to non-for profit organisation who wished to create affordable housing. The services included finding the land, financial proforma to construction site up until people move in the building, etc.
In 2016, Carol-Ann joined CMHC where she worked until recently occupying different roles with increasing responsibilities. Most of career at CMHC was focused on client solutions, business and partnership development. She spent the last two years working in intergovernmental relations at the municipal and provincial level with jurisdictions within Alberta as well as Yukon and Nunavut.
She joined la Caisse d’économie solidaire Desjardins last May as Strategic Advisor and Major Account director for Housing. La Caisse d’économie solidaire works exclusively with cooperatives and non for-profit organizations and is a key actor in the affordable housing world in Quebec.
Jake Fry
Founding Owner and Partner, Smallworks
Full bio
Jake started Smallworks in late 2005 and became a strong advocate for the introduction of laneway housing. He established Smallworks Studios and Laneway Housing Inc. and worked with the City of Vancouver to help develop zoning by-laws based on his experience and interaction with literally hundreds of potential small home clients. Jake not only wanted to build small but to build sustainable. He brings together a team of dedicated people and develops homes which blend innovative techniques and incorporate modern building science and Flat Pac with hand-built finishes and millwork.
David Martellino
Director General of ACQ Résidentiel
Full bio
David is a seasoned professional with over 25 years of experience in the financial and construction sectors, known for his ability to build and lead high-performing teams. Currently the Director General of ACQ Résidentiel, a subsidiary of the Association de la construction du Québec, he employs a visionary leadership style that inspires and unifies his team while prioritizing organizational profitability and efficiency. Amid economic uncertainty in Quebec's residential construction industry, David excels at guiding his teams through challenges and empowering them to achieve their performance goals. His strategic foresight and proactive business acumen have consistently driven innovative and transformative initiatives throughout his career.
Armin Amrolia
Deputy City Manager
Full bio
Armin Amrolia joined the City in December 2021. She previously served BC Housing for 32 years and as the Associate Vice President Development Strategies, Armin had a lead role in the vision and delivery of 28,000 homes across the province for seniors, families, Indigenous communities, women fleeing violence, vulnerable youth, equity denied groups and people who are homeless or at risk of homelessness.
As AVP, Armin grew the Development Strategies team that delivered an average of 3,500 affordable homes annually. Working in over 65 communities and with 200 non-profit housing providers, housing cooperatives, Indigenous groups, and development partners. From the creation of the HousingHub, which was aimed at the delivery of product for middle income households to the redevelopment of aging public housing sites, Armin has an array of complex development experience.
Currently she is the Deputy City Manager (DCM), at the City of Vancouver. In her DCM role, Armin works with the City Manager on a number of aspects of City operations with an emphasis on housing delivery across the continuum.
Working closely with the Real Estate, Environment, Facilities Management (REFM) department, Armin leads the teams who are responsible for the City’s real estate portfolio, all the planning and build out of civic facilities, such as libraries, fire halls, community centers, civic buildings, etc. She also has oversight of the Environment Services team who has the responsibility of the City’s commitment to its Net Zero Waste program and she works along side the Facilities Management team who are responsible for the maintenance of the City’s asset portfolio and building systems.
Recently, Armin’s responsibilities have grown to include, leading the Vancouver Housing Development Office (VHDO) whose mandate is to advance the development of middle income housing on City assets. In addition to the middle income housing stream, the VHDO also has the added responsibility of overseeing the development of affordable and social housing, mainly working with Provincial and Federal Government partners.
She is also particularly grateful to working along side with the Indigenous Relations group who are responsible for the implementation of UNDRIP into the City processes and advancing it’s commitment to government to government relations with the three host Nations; Musqueam Indian Band, Squamish Nation and Tsleil-Waututh Nation. This important work will advance the City’s evolving strategic direction around the Reconciliation Framework and Reconciliation efforts.
She is the recipient of numerous awards, including being selected as the YWCA’s 2021 Woman of Distinction in the non-profit category, and as the 2021 Urban Land Institute BC Women’s Leadership Initiative Outstanding Leader.
Armin holds a degree in Political Science from Simon Fraser University.
Salima Rawji
President and CEO, York University Development Corporation
Full bio
Salima Rawji is an accomplished city builder with a passion for purpose-driven solutions. In her current leadership role, she looks to bring a multi sector approach in using Real Estate to advance the academic mission of York University. As the former Senior Vice President of Development for CreateTO she led the agency’s development team, managing a pipeline of over 200 sites, which leverage City-owned lands to build affordable housing, mixed-use, mixed income communities.
Salima’s commitment to city building extends beyond her professional work. Throughout her career, she has served on several non-profit boards committed to inclusive and resilient cities. Currently, she is Chair of the Urban Land Institute of Toronto, Vice Chair of Toronto Foundation, where she chairs the Social Impact Investment Committee and sits on the Board of the YMCA GTA.
Salima holds an MBA from the Rotman School of Business at the University of Toronto and is Valedictorian of her undergraduate class at the Sauder School of Business at the University of British Columbia.
Daniel Landry
Principal, Development and Planning, Devcore Group
Full bio
Daniel has been Principal, Development and Planning for the Devcore Group since May 2022. His responsibilities include land acquisitions, feasibility studies, due diligence, and site plan design. Devcore has 3 ecodistricts projects in development and several other infill projects in progress in downtown areas in Quebec and Ontario.
He has always been passionate about the impact of the built environment and its design on people's quality of life, and it is this passion that has been the common thread running through his career, which spans more than thirty years. Early in his career, he worked as a recreation director in a residential and long-term care home, before moving to the Ontario government's public health department, where he conducted health impact studies. He accompanied several municipalities and regions on the adoption of policies and regulatory frameworks promoting active and collective modes of transportation, equity in sports and recreation, and the creation and requalification of inclusive, quality public spaces.
After 14 years in the Ontario public service, Daniel became self-employed and collaborated with urban planning consulting firms in North America. His previous professional experience makes him an outstanding and creative consultant, adopting a holistic approach to urban planning in numerous projects involving regional and municipal official plans, downtown revitalization and requalification, TODs and Form-Based Codes. He was also Director of Urban Planning for two municipalities in Quebec.
He holds a bachelor's degree in Sociology (Specialisation in Leisure Studies) from the University of Ottawa and a master's degree in urban planning and design from the University of Miami School of Architecture. He is an accredited planner with the American Planning Association (AICP) and the Congress for the New Urbanism (CNUa).
Marlon Bray
EVP, Clark Construction Management
Full bio
With almost 30 years of working in the construction & development industry and still loving every minute of it. Marlon is the EVP at Clark Construction Management, a company focused on getting projects built and putting clients first; this is following over 20 years as a Quantity Surveyor working on a portfolio in excess of 5,000 projects of every asset type. Marlon has a proven track record of innovation and problem solving, with an avid interest in housing advocacy and challenging the status quo. Marlon is a frequent speaker and contributor to thought leadership in the industry, taking an often-satirical approach to simplifying and challenges the industry faces and offering potential solutions.
Brittany Andrew-Amofah
Policy and Public Affairs, Toronto
Full bio
Brittany is a policy and public affairs professional based in Toronto. She’s previously held roles at the Federation of Canadian Municipalities (FCM), the Broadbent Institute and the City of Toronto. Brittany’s area of focus is social policy, civic participation and community development.
Joshua Berger
Vice-President, Investments and Development, Canderel
Full bio
Joshua’s Role at Canderel
With a reputation built on 15 years of experience in the real estate industry, Joshua brings a unique blend of diligence, rapid execution of demanding tasks, excellence at problem-solving, and reliability as a team player. In his current position, he leads a multidisciplinary team focused on the execution of multiple development projects.Academic Journey
Joshua’s academic journey is marked by a commitment to excellence and continuous learning. He completed his Bachelor of Management and Organizational Studies at Western University in 2005. His dedication to furthering his education led him to pursue an MBA from the Schulich School of Business in 2009, specializing in Real Estate. Joshua has continued his association with Schulich by mentoring students enrolled in Masters level real estate programs.Career Highlights
Throughout his career, Joshua has been instrumental in overseeing a diverse portfolio of projects ranging from mid-rise developments to complex multiphase endeavors exceeding one million square feet. He has consistently demonstrated a keen ability to navigate the complexities of the industry with finesse and strategic acumen. His expertise in finance and analytics has been integral in making informed decisions, managing budgets effectively, and driving project profitability.
Andrew Maravita
LL.B, DDN, MBA
Full bio
Andrew Maravita manages commercial real estate financing in Eastern Canada for Desjardins. Prior to joining Desjardins in 2021, he held several leadership positions running regional and national platforms at major finance and investment companies and consulting firms. With more than 20 years of experience in commercial real estate, he is recognized as an industry expert. He has been a guest speaker at numerous conferences and is regularly quoted in national media, trade journals and other publications.
Mr. Maravita holds a Bachelor of Laws (LL.B), a Diploma in Notarial Law (DDN) and a Master of Business Administration (MBA) from the Université de Sherbrooke.
Teresa Goldstein
Adjunct Professor, University of Calgary School of Architecture, Planning and Landscape
Full bio
Dr. Teresa Goldstein is a nationally recognized as a leader in urban planning and housing, Dr. Goldstein is hailed as an authority in community development, with a diverse background spanning government and private sectors. With over 20 years of experience, she is currently the Chief Planner and Director of Community of Planning for the City of Calgary. She has led significant city-building initiatives throughout Alberta and held multiple roles at the City of Calgary, serving as both the Manager of Affordable Housing, the overseer of the City of Calgary's housing initiatives, as well as the Chair of Calgary Planning Commission.
Dr. Goldstein is an Adjunct Professor at the University of Calgary School of Architecture, Planning and Landscape. She successfully defended her Doctorate in June 2023 centered on the emotional dimensions of growth and change in local area planning.
In 2022, Dr. Goldstein served on the City of Calgary’s Housing and Affordability Task Force which has been hailed as a leader of change-making policy, partnerships and leveraging all possible levers required to help facilitate the creation of more housing. Dr. Goldstein’s diverse experiences bear testament to her ability to drive growth, uplift lives, and achieve ambitious objectives.
Stay connected
Use the hashtag #HousingSupplyChallenge to join the conversation and get the latest updates on the Housing Supply Challenge. You can also email us at challenge@cmhc.ca.
Challenge details
Key Dates
- Stage 1 Launch: November 17, 2023
- Initial Submissions: December 18, 2023, at 2pm PDT / 5pm EST
- Semi-Finalists Announced: February 2024
- Stage 2 Submissions: September 2024
- Finalists Announced: Fall 2024
- Stage 3 Opens: Fall 2024
- Game-Changers Announced: March 2025
Funding Allocation
- Stage 1 – Finding Foundational Solutions: Up to 20 Foundational Solutions (Semi-Finalists) will receive CAD $1,000,000.
- Stage 2 – Achieving Next Level Impact and Adoption: Up to 10 Next Level Solutions (Finalists) will receive CAD $3,000,000.
- Stage 3 – Changing the System: 3 Game-Changer Solutions will receive CAD $5,000,000.
Important Resources
Who can Apply?
Community Housing Innovator (CHI) applicants include:
- Individuals
- Not-for-profit organizations such as housing providers, co-ops, capacity builders, charities
- Indigenous organizations, governments, groups, housing agencies and authorities
- Governments (provincial, territorial, Indigenous, municipal, local and regional) or government agencies
All Housing Innovator (AHI) applicants include:
- Individuals
- For-profit organizations
- Not-for-profit organizations such as housing providers, co-ops, capacity builders, charities
- Indigenous organizations, governments, groups, housing agencies and authorities
- Governments (provincial, territorial, Indigenous, municipal, local and regional) or government agencies
- Applicants must be affiliated with a legally incorporated organization to receive funding.
Last modified: 2026-05-07