Overview

The Capital Maintenance and Renewal (CMR) Strategy establishes a framework to strengthen how the Alberta Social Housing Corporation (ASHC) plans, prioritizes and oversees repairs and upgrades to provincially owned affordable housing.

Alberta owns a large and diverse portfolio of affordable housing across the province. Housing Management Bodies (HMBs) and affordable housing providers deliver and manage these homes locally. The CMR Strategy supports a shift away from short-term, reactive repairs and toward planned, data-informed investment.

This strategy is part of the province's commitment under Stronger Foundations: Alberta's 10-year strategy to improve and expand affordable housing.

Resources

Keeping homes safe for Albertans

Alberta's government is committed to maintaining safe, well-kept homes for the Albertans who rely on social housing. Planned investment in building maintenance protects residents and supports the long-term stability of the housing system.

Pillars

The CMR Strategy is built around 3 pillars that guide how capital maintenance and renewal is planned, coordinated and managed.

Pillar 1 – Accurate asset information to support informed decision making

Knowing the true condition of a building is the first step to planning repairs well. The ASHC is improving how it tracks building conditions, including a new Livability Rating score that takes into account the condition of a building’s main systems, such as roofs and mechanical equipment, and the percentage of vacant units.

  • Key actions

    • Implement new building condition assessment (BCA) indicators and work with operators to put new measures in place.
    • Complete BCAs on a 5-year cycle for all ASHC-owned properties.
    • Integrate BCAs into Housing Management Body Annual Business Plans to support regular updates.
    • Explore integration of lifecycle information into asset data systems.
    • Develop and implement the new Livability Rating system to better inform CMR decisions.

  • Expected results

    • More comprehensive knowledge of housing conditions across the portfolio, based on consistent information.
    • Evidence-informed decision making across the social housing system.
    • Better support for housing providers in assessing and updating facility condition information.
    • Proactive planning for repairs, minimizing disruptions to residents.

Pillar 2 – Multi-year capital planning aligned with asset needs and funding realities

Effective capital maintenance and renewal require planning that extends beyond annual budget cycles. This pillar looks several years ahead, matching what buildings need with the funding available to pay for it.

  • Key actions

    Use new and updated BCAs to create a 5-year capital plan.

    Use housing needs assessments and waitlist data to help inform capital planning.

    Consider how buildings are used and their long-term operations in the context of current and future community needs.

  • Expected results

    • Albertans living in social housing have access to safe, adequate and suitable homes.
    • Capital project prioritization is responsive to local community needs.
    • Better balance between immediate capital maintenance and renewal needs and known future priorities.
    • Improved understanding of future capital pressures and more effective prioritization of investments over multiple budget cycles.

Pillar 3 – Efficient and effective project and procurement management

Stewardship of provincially owned affordable housing assets is a shared responsibility. This pillar improves how long-term plans connect to yearly budget and procurement decisions to support timely delivery of renewal work.

  • Key actions

    • Develop a standardized CMR guideline for department and operator use to guide decisions on preventative maintenance and CMR investments.
    • Implement monitoring and evaluation practices to ensure efficient and effective program delivery.
    • Assess opportunities to optimize procurement processes.
    • Expand the use of innovative technologies to support program delivery.

  • Expected results

    • Greater transparency in how decisions about capital projects are made.
    • Common understanding of how projects receive funding based on priorities.
    • Clearer work planning and improved ability to assess timelines in capital project delivery.
    • Common evaluation practices to ensure projects meet their goals.
    • Efficient and effective procurement processes.

Outcomes

Together, these 3 pillars are expected to lead to:

  • Improved living conditions for Albertans in social housing.
  • Greater housing availability for Albertans by minimizing downtime for repairs. 
  • Improved understanding of housing conditions across the portfolio.
  • More consistent and transparent capital planning and program delivery.
  • Stronger long-term stewardship of provincially owned affordable housing assets.
  • Goals under Stronger Foundations are achieved.

The capital maintenance and renewal program and its results will be reviewed at least every 3 years to make sure it keeps working for Albertans who rely on affordable housing.