Land, housing, and community — stewarded for collective good
In a province where housing costs have displaced entire communities, CLT offers something different: permanently affordable homes owned and governed by community and designed to serve generations to come. As BC’s largest co-op housing developer and a recognized leader in the community land trust movement, we’ve built our work around a simple principle—housing should anchor communities, not displace them. Our work spans the entire housing lifecycle—from finding and purchasing land to acquisition and redevelopment, and ongoing maintenance and
reinvestment decades later.
The first variation of what would become the Community Land Trust was formed by the Co-operative Housing Federation of BC over twenty years ago, but in 2015, the Community Land Trust as we know it today fully began to take shape as it’s own organization under the CHF BC Group of Social Enterprises. As we celebrated the 10th anniversary of this milestone, CLT was soundly established in our ability to expand community-owned permanently affordable housing.
CLT’s next chapter is about proving this vision at scale. Over the next five years, we’ll add homes to BC’s permanently affordable housing stock and demonstrate that community ownership isn’t just idealistic—it’s practical, sustainable, and transformative.
Our Strategic Priorities
Our five strategic priorities work as a connected whole.
Continue reading for a summary of these pillars, or download the full document here.
Strengthen Stewardship of CLT Assets
Ensure all CLT properties are well-maintained and operated with consistent, mission-aligned stewardship that centers residents.
We will protect long-term access to land and housing assets by renewing and negotiating leases to ensure portfolio stability, unify property and portfolio management, and invest in the staff and technology support needed to support residents.
Expand Community Owned Housing
Grow the overall stock of community-owned housing through a diversified, values-aligned portfolio and intentional regional expansion.
We will develop a comprehensive capital strategy and establish clear development criteria focusing
on equity, community need, and mission alignment to guide both redevelopment and new construction decisions. While we will maintain a majority co-op composition, we will explore other affordable and non-profit options, and explore options for extended impact in other regions.
Maximize Social Impact
Move beyond affordability to embed equity, belonging, and wellbeing in all aspects
of the housing we steward.
We will deepen resident engagement, launch a comprehensive social impact framework and build strategic partnership to connect equity-denied groups with housing and services
For new builds, we will establish equity-centered inclusion and design standards and integrate universal design principles to reflect a broad spectrum of needs.
Elevate CLT’s Public Profile
Clarify and amplify CLT’s identity, model, and impact to build public support and shape
the broader housing sector.
We will develop comprehensive education and engagement strategies, distinguish the community-owned housing model, launch public-facing campaigns, and increase our community presence. In collaboration with CHF BC, we will strengthen policy advocacy.
Enhance Internal Strength
Equip CLT with the people, systems, and governance needed to sustain and scale our work.
Read the full goals and success metrics in the full strategic plan document.
These pillars were established following the development of the CHF BC Group of Social Enterprises five-year plan, Strengthening Our Foundations, Deepening Our Impact, which outlines the broader goals of strengthening the co-op housing movement in BC.