Housing affordability is a global crisis. UN Habitat estimates that 80% of global cities do not have affordable housing options for the majority of their population (EUP 2020), necessitating the construction of two billion homes over the next 75 years, about 96,000 every day (WEF 2018). In Canada, the confluence of economic, social and governmental factors has created significant homelessness and affordability issues (CCHR 2023). Over 30% of the total population of Ontario rent accommodation; 71% of households with income below $20,000 rent accommodation. (HomelessHub 2023). In Q3 2022, the Royal Bank of Canada published statistics indicating that 62.7% of household income goes to covering the costs of home ownership (the worst level on record), a statistic skewed by the fact that 85.2% of household income is required to afford housing in Toronto (RBC 2023). Traditional models for delivering housing are not working or not working fast enough, necessitating a new approach. An Ontario regional affordable housing feasibility study provided the opportunity to design a new approach to affordable housing development by applying an infrastructure development planning approach to the planning, delivery and operations strategy. Using a strictly open-source evidence analysis with risk evaluation and allocation, it independently drew similar conclusions to many of the international lessons learned over the last twenty years of affordable housing projects. It presented a new consideration of how through-life value and risk can be managed to serve the health of the tenants and the wider community. The results suggested that the infrastructure development planning approach is suitable for affordable housing projects, focusing on the capability it represents and the outcome it enables. Furthermore, it showed that an enterprise-wide, transparent and outcomes-focused governance structure is essential to successful risk allocation.