Report from the Executive Director (Shelley Robinson)

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Executive Summary

Every year at NCF feels very different. But looking back at past AGM reports also highlights some clear throughlines since I joined NCF as Executive Director in 2015.

We have had a lot of highs in the past ten years, including:

• reaching our highest broadband subscriber count ever;
• launching our lower-cost Community Access Fund;
• expanding services while keeping prices stable since 2021;
• increasing network resilience and redundancy;
• offering dozens of digital skills workshops and online resources;
• advocating for internet affordability and digital equity;
• working with a diverse range of community partners;
• expanding our award-winning HelpDesk of staff and volunteers;
• getting grants for special projects like co-founding Digital Access Day and supporting additional staff capacity.

But there are some structural concerns that keep coming up, which is why every year I also mention:

• the economic and management challenges of running a small not-for-profit community-based ISP operating in a complex multi-billion-dollar industry
• the growing need for digital equity work to ensure no one is left behind as technology becomes evermore important;
• a series of CRTC decisions that have enshrined high wholesale line rates and supported major telcos while hollowing out the independent ISP sector;
• ongoing rises to NCF's core costs; and
• the need for NCF to make major changes if we’re going to survive.

In many ways this past year has brought more of the same, although the need for change is more pressing as time is starting to run out.

This is why 2025 was one of the most challenging years in recent NCF history, including:

• ongoing subscriber losses since our peak subscriber count in 2019;
• reduced staff capacity as we have had to shrink to respond to reduced revenue, making it harder to do as much as we want to;
• a growing deficit; and
• our retained earnings, the financial cushion that has allowed NCF to weather hard times in the past, turned negative.

Frankly, given all NCF has faced the last few years it's remarkable how much we were able to accomplish in 2025, including

• launching CommuniFi, which connected more than 4,000 unique devices in its first year and blocked more than 150,000 online threats;
• successfully completing our move out of Carleton University's data centre under tough conditions while maintaining service standards and keeping our network services local and resilient;
• launching direct fibre internet services;
• winning a Family and Community Services Award from the Rotary Club of West Ottawa;
• helping advocate for digital equity and internet affordability; and
• updating NCF's organizational purpose for the first time since 1992, drafting new bylaws and holding our first-ever hybrid AGM.

I credit these successes to a hardworking and committed team of staff and volunteers, Board engagement and solid strategic planning and support from our members, community partners and funders built on the strength of NCF's history and mission.

It's heartening to consider that NCF has faced similar challenges in the past and been able to pivot so we can stay true to our mission while doing new things. But the runway is shorter now than it's ever been.

We aren't giving up: we have a plan and are working on it. That said, this is a particularly key moment for NCF and we want to ensure NCF members understand the context and stakes of what we're facing.

As always, please feel free to reach out to me at execdir@ncf.ca if you have any questions, concerns or want to help.