Dear Partners and Supporters,
I was reminded last week that the clock is running down in terms of how long we can say ‘Happy New Year.’ So here it is: Happy New Year. And what a year it has been. As we conclude the first month of 2026, I am writing to you on behalf of the Board of Directors and the entire team at Partners for Affordable Housing to express our sincere gratitude for your commitment over the past year. Your belief in our mission has transformed an ambitious vision into a year defined by momentum, credibility, and measurable progress.
In 2025, we operationalized and began to demonstrate our hypothesis that the P4 model, bringing together the public, private, philanthropic and social profit sectors, is not just a concept, but a functional engine for system change.
2025 Strategic Milestones
Our progress over the last 12 months has established a foundation for sustainable, national growth. And here’s our top 10 that we’re delighted to share with you:
- National Launch and Visibility: We successfully launched nationally during National Housing Week in Toronto, convening more than 150 cross-sector leaders and securing a four-page feature in The Globe and Mail to spotlight innovative housing solutions.
- Capital Mobilization: We raised $4.4M in cash and commitments year-to-date, including two transformational gifts of $1M each. This gives us seven months of operating runway and the ability to grant our first grants this spring.
- Technology and Innovation: We beta-launched Front Door (formerly the National Housing Repository), which now features 30 projects across four provinces, directly connecting non-profit providers with socially inspired capital.
- Regional Proof of Concept: Our work in Canmore is now serving as a national pilot for coordinated philanthropic action, with significant progress on the Palliser and Moustache lands. We have a local advisory council ready to roll up their sleves, and we secured our first $250K contribution to open doors quickly.
- Organizational Maturity: We engaged in a rigorous national strategic planning process with management consulting firm Optimus SBR, resulting in a three-year plan to be released in the spring, focused on raising and deploying funds, advancing collective campaigns and strengthening our governance.
- Talent Pipeline: We added five incredible new team members across fund development, programs, marcom and operations bringing new experiences and talents to the team to moving our work forward.
- Online Engagement: Supporters are reading all about us. LinkedIn followers grew by 192% over the year and total LinkedIn impressions over the last year were over 174,000.
- Brand evolution: We evolved and refreshed our brand and launched a new website, to further clarify our mission, articulate our vision and invite partners to join us.
- Connections: Meetings, gatherings and events with hundreds of non-profits, developers, government representatives and corporations to share our mission, understand theirs and figure out where a potential partnership may lie in the future.
- Corporate Engagement: Huge shout out to Peoples Group and Peakhill Capital who not only provided generous financial corporate support but allowed us an invaluable platform to share our message and introduce Front Door and our three funding priorities, the Tenant Stability, First Mile and Last Mile investments, to hundreds of employees and partners.
Looking Ahead: 2026 and the First Year of Granting
Looking ahead to 2026, we move from building the foundation to putting it into action. The year ahead will focus on raising and granting Tenant Stability funding, bringing more ready-to-fund projects and programs onto Front Door, and actively marketing those projects to help unlock capital faster. At the same time, we’ll continue strengthening our operational foundation to support sustainable growth and long-term impact.
With gratitude and determination,
Jolene and the Partners team