NHPF STRATEGIC PLAN 2026–2028

ORGANIZATIONAL STRATEGIC PLAN 2026–2028

RoseMary’s Place Apartments | Permanent Supportive Housing in Houston, TX

ORGANIZATIONAL STRATEGIC PLAN 2026–2028

THE NHP FOUNDATION preserves and develops stable, affordable housing that gives individuals and families a place to call home. Through public sector partnerships, innovation, and a commitment to the belief that where you live matters, we work to create flourishing communities with sustainable housing and life-enhancing services.

THE NHP FOUNDATION

ORGANIZATIONAL STRATEGIC PLAN 2026–2028

Letter from the President & CEO SEPTEMBER 2026

“ This plan reflects an organization in the midst of evolving toward being more intentional, place-based, and financially resilient. One that places equal emphasis on mission, operational coherence, and sustainability.

ERIC W. PRICE NHPF PRESIDENT & CEO

Dear NHP Foundation (NHPF) and Operation Pathways (OP) Stakeholders,

continues to rise. These trends demand that we rethink how we structure deals, steward assets, and prioritize long-term sustainability. Through our planning process, we asked ourselves difficult but essential questions: • How can we improve cash flow, and attract new sources of capital to mitigate risk? • How do we strategically extend our reach into new markets while operating as one coherent, aligned organization? • How can we most effectively fund our values? The answers to these questions result in the key theme of this report— organizational resilience. This plan would not exist without the work of our Strategic Plan Steering Committee, whose thought partnership was invaluable, and the many staff who shared input. Most importantly, I extend my sincere appreciation to the entire team who make all that we do possible. As we move forward, we do so with confidence, clarity, and renewed purpose. This is a moment that calls for leadership, and we are prepared to meet it.

I am pleased to introduce the NHPF Strategic Plan, a roadmap designed to guide our organization over the next three years. This plan is the result of deep reflection, rigorous analysis, and months of conversation about how we can continue to advance our mission with greater intention, discipline, and impact. This plan reflects an organization in the midst of evolving toward being more intentional, place-based, and financially resilient. One that places equal emphasis on mission, operational coherence, and sustainability. A three-year strategic plan strikes a balance between long-term direction and short-term adaptability. In a fast-changing environment, NHPF will benefit from operating with a clear sense of direction but also acknowledging that in a time of change, we must be willing to continuously adapt to meet the moment. Today’s housing environment demands nothing less. Across the country, we are witnessing tightening resources and rising costs that directly affect our ability to provide housing for the families and communities who need it most. Tax credit equity prices have declined significantly; interest rates have increased sharply; and construction and operating costs continue to climb without a corresponding increase in revenue. Meanwhile, the demand for affordable housing across all income levels

Sincerely,

ERIC W. PRICE NHPF PRESIDENT & CEO

THE NHP FOUNDATION

ORGANIZATIONAL STRATEGIC PLAN 2026–2028

Context: Market Conditions and Strategic Imperatives Key trends in affordable multifamily housing—tightening resources, increasing costs, and expanding housing need—are reshaping NHPF’s strategic outlook. Together, they create a challenging environment that necessitates a resilient and disciplined organizational strategy.

CHALLENGING MARKET SHIFTS Funding for affordable housing development has become increasingly scarce. Since 2020, tax credit equity prices have declined by approximately 8 percent, widening capital stack gaps. 1 At the same time, local and federal governments are being forced to reduce gap funding programs. Twenty of the 25 largest cities in the United States projected budget deficits for FY 2026. 2 Rising costs further exacerbate these funding gaps. Interest rates have increased by roughly 2.5 percentage points since March 2022, making capital stacks more complicated and increasing demand for soft funding. 3 Multifamily construction costs have increased by approximately 47 percent since 2018, with the steepest increases following the COVID 19 pandemic. 4 Inflation is not only occurring on the construction side but also on the operations side, as high insurance costs and utilities, among other items are squeezing NOI. 5 As resources tighten and costs rise, housing need continues to expand beyond the lowest income households. The number of cost burdened renters earning between $50,000 and $100,000 annually doubled between 2018 and 2023, signaling increasing pressure across income bands. 6 NHPF’s mission of preserving and creating sustainable, quality housing that is affordable to low- and moderate-income households, including seniors, has never been more salient, and finding ways to expand organizational impact is paramount. The growing public need to invest in workforce housing, broadens what the implementation of NHPF’s mission looks like.

WHAT WE LEARNED FROM OUR INDUSTRY NHPF engaged a handful of peer nonprofit affordable housing developers and owners to understand their responses to a shifting environment in three key areas— approach to growth; approach to resident services and approach to non-LIHTC financing structures. NHPF’s peers are broadly responding to market trends by shifting focus from volume of deals to economic sustainability and quality of deals. Peer interviews conducted as part of the strategic planning process surfaced a range of approaches, including: • Pursuing growth strategies that include mixed income and non LIHTC development to improve cash flow and long-term sustainability; • Geographic expansion to mitigate funding volatility risks; and • Operational efficiency and cost-conscious decision-making discipline within existing portfolios. Peer approaches to resident services also vary considerably, though common themes include closely coordinating between resident services, development, and asset management functions to inform cost projections, pursuing a range of project-level, corporate and philanthropic funding strategies, and seeking efficiencies in how resident services are staffed and administered.

1 Novogradac Q1 2016–Q3 2025 2 New York Times, Pew Charitable Trust, BisNow, Texas Public Radio, LAist, National League of Cities, National Association of Housing and Redevelopment Officials 3 FRED Economic Data (St. Louis Fed), “Market Yield on U.S. Treasury Securities at 10-Year Constant Maturity, Quoted on an Investment Basis” 2022-2025 4 FRED Economic Data (St. Louis Fed), “Producer Price Index by Commodity: Inputs to Industries: Net Inputs to Multifamily Residential Construction, Goods” 2018-2025 5 Fannie Mae, “Multifamily Economic and Market Commentary,” May 2024; Yardi Matrix Insurance Premiums 2024 6 ACS 5 Year Estimates 2018 and 2023

THE NHP FOUNDATION

ORGANIZATIONAL STRATEGIC PLAN 2026–2028

Organizations like The NHP Foundation are providing much needed affordable and deeply affordable units our residents and city need to meet the demand —Justin Elicker, Mayor, City of New Haven, CT

STRATEGIC IMPERATIVES FOR NHPF: WHAT WE LEARNED FROM OURSELVES

expenses, a more diverse portfolio will support our long-term financial health. What this looks like will continue to evolve and is a place where NHPF can lead industry innovation with its bond rating and bond issuance experience. To most effectively provide rental housing to low-income residents, NHPF must refocus its geographic footprint. Pursuing tax credit transactions in unfamiliar or fragile markets undermines operational efficiency and long-term resilience. Instead, NHPF must pursue market-wide economies of scale by concentrating our presence in markets we believe have strong fundamentals; and where we have a depth of experience and the local relationships to do more.

Maintaining a financially sustainable strategy is necessary to facilitate our mission to preserve and create safe, affordable housing. To accomplish this, we will employ a targeted, regional approach in identifying projects and building relationships with an eye towards economies of scale. NHPF will continue to focus on LIHTC transactions but will also expand its lens to include naturally occurring affordable and workforce housing. This expanded lens is intended to ensure that NHPF’s portfolio can mature sustainably and continue to fund its mission objectives. Given the downward trajectory of credit pricing, accompanied by sustained increases in operating

THE NHP FOUNDATION

ORGANIZATIONAL STRATEGIC PLAN 2026–2028

NHPF Strategic Plan: Overarching Objective and Framework

The primary motivation behind NHPF’s 2026–2028

Strategic Plan is to enhance a financially sustainable business model that will enable NHPF and OP to continue providing high quality, affordable homes and resident- centric services for years to come.

Sustain Impact Through Organizational Resilience While the mission continues to include the creation of more units and closing more transactions, the current period argues for further focus on long-term ownership and organizational sustainability. Today’s operating environment requires a more intentional, disciplined, and regionally conscious approach than NHPF has taken historically.

For NHPF, organizational resilience means building and preserving high- quality housing that is conscientious of the built environment and built to stand the test of time. It means practicing thoughtful stewardship—caring for our physical assets through disciplined financial and physical management, and preparing them to endure for generations. It means ensuring financial sustainability, so that we can pay for achieving our mission today while protecting our capacity to continue it tomorrow. And it means being true partners to our residents and the broader community, empowering people to thrive in their homes and neighborhoods. Together, these commitments reflect our belief that resilience is not a single act, but a constant practice—one that requires us to manage our capital carefully, steward what we build, and remain accountable to the communities

we serve. Organizational resilience depends on NHPF’s ability to maintain strong cash flows; diversify pipeline and revenue sources; efficiently and effectively connect residents to services; manage risk and costs proactively; maintain a best-in-class team; and leverage its strengths and expertise across business units and markets to make the most of available resources. Organizational resilience is not a standalone function, but the result of coordinated action across focus areas, including housing production, portfolio stewardship, resident services, and the various functions that make this work possible. Thus, three primary strategies addressing housing pipeline, portfolio stewardship and resident impact form the framework of NHPF’s 2026-2028 Strategic Plan. This work will be made possible by also prioritizing foundational, cross-cutting action focused on talent, technology, risk management and organizational visibility.

THE NHP FOUNDATION

ORGANIZATIONAL STRATEGIC PLAN 2026–2028

NHPF 2026–2028 Strategic Plan Framework

OVERARCHING OBJECTIVE Sustain Impact Through Organizational Resilience

GOAL 1 Housing Impact Expand Opportunities to Deliver Affordable Housing STRATEGIES 1.1 G row and Diversify Portfolio 1.2 A dopt Deal Decision Framework Informed by Market Prioritization

GOAL 2 Portfolio Stewardship Maintain High-Quality, Financially Sustainable Communities

GOAL 3 Resident Impact & Philanthropic Support Maximize Impact and Strengthen Financial Sustainability STRATEGIES 3.1 Improve Food Security 3.2 Expand Financial Wellness and Economic Mobility 3.3 G row Resident Empowerment Opportunities 3.4 Improve Financial Sustainability of Resident Services

STRATEGIES 2.1 Maintain Strong Portfolio Performance 2.2 Sustain Operational Quality & Efficiency

Foundational, Cross-Cutting Action

Build & Maintain a Best-in-Class Team

Strategically Use Technology to Increase Efficiency & Impact

Comprehensively Assess Risks

Elevate Visibility to Support Financial Sustainability & Growth

THE NHP FOUNDATION

ORGANIZATIONAL STRATEGIC PLAN 2026–2028

GOAL 1 Housing Impact

Expand Opportunities to Deliver Affordable Housing NHPF will maximize housing impact through disciplined growth focused on projects that are financially strong and support mission-aligned delivery in markets that provide a compelling value proposition. Strategies include expanding beyond LIHTC into naturally-occurring affordable, non- LIHTC, workforce housing and mixed-income development, increasing acquisitions with strong near- and long-term Net Operating Income (NOI), and adopting a Deal Decision Framework and Market Prioritization Framework to guide growth.

Increase diversity of income levels and executions to include workforce housing and non-LIHTC financings 61 2025 70 2028 NUMBER OF PROPERTIES NUMBER OF UNITS 9.5K 2025 11K 2028

STRATEGY 1.1 Grow and Diversify Portfolio

STRATEGY 1.2 Adopt a Deal Decision Framework Informed by Market Prioritization In the past, NHPF’s geographic footprint has often been dictated by deal-specific opportunities, rather than a broader theory of market alignment or comparative strengths. Moving forward, NHPF will adhere to an intentional discipline about the geographies it prioritizes and then apply a deal decision-making framework for leads within those geographies. NHPF will continue to prioritize preservation and creation of units but with added focus on maximizing cash flow and financial sustainability, continued commitment to quality housing and resident outcomes, and attentiveness to market dynamics and strategic growth considerations. This approach means NHPF will strategically target markets that will maximize our core sustainability

To grow and diversify its revenue sources, NHPF will strategically expand its portfolio through new developments and acquisitions that meet both mission and financial goals. Going forward, three opportunity types will shape NHPF’s pipeline: LIHTC, mixed-income non-LIHTC, and acquisitions of naturally affordable and workforce housing. This strategy also includes diversifying deal structures, such as 501(c)(3) executions. Expanding across these opportunities will reduce reliance on limited federal and local funding with restrictive fee requirements, enabling NHPF to move projects forward more efficiently. By the end of 2028, we expect to complete six non-LIHTC closings, and acquire six operating properties to strengthen cash flow and further diversify annual revenue beyond developer fees.

THE NHP FOUNDATION

ORGANIZATIONAL STRATEGIC PLAN 2026–2028

objectives, taking into account factors spanning economics, market fundamentals, NHPF’s existing presence, competitive advantage, political will, opportunity, and execution risk. At least annually, NHPF will assess markets to determine where we will focus growth, where we will pause, and where we will exit.

Notably, NHPF has set ambitious targets for portfolio and revenue growth and revenue diversification. By the end of 2028, we strive to grow total units by more than 15%, annual developer fee income by more than 13% and shift the share of revenue generated by non-LIHTC deals to more than 50% (inclusive of revenue generated through acquisitions). Metrics related to adopting new deal decision and market prioritization frameworks

reflect a shift toward a more strategic, disciplined and financially sustainable operating posture, and our aggressive targets for 2028 will require an enthusiastic and company-wide internalization of this approach. Meeting these targets will necessitate ongoing assessments of market positioning, as well as the development of threshold underwriting criteria.

I want to thank NHPF for choosing Houston. You are a national leader in housing options, and more importantly, your work in the city of Houston has allowed us to expand

our footprint of affordability. —Tiffany D. Thomas, Houston City Councilmember

How These Strategies Strengthen Organizational Resilience

Together, these strategies strengthen organizational resilience by reducing reliance on any single funding stream and improving the predictability of cash flow over time. By pairing disciplined growth with clear deal and market screens, NHPF can allocate staff capacity and capital to the highest-value opportunities while avoiding concentrated exposure to volatile geographies or structures. This creates a more durable platform to sustain mission delivery through changing market cycles.

THE NHP FOUNDATION

ORGANIZATIONAL STRATEGIC PLAN 2026–2028

GOAL 2 Portfolio Stewardship

Maintain High‑Quality, Financially Sustainable Communities NHPF’s portfolio stewardship strategy centers on maintaining affordability, protecting asset value, and maintaining stable performance over the long-term. Ongoing asset assessment, recapitalization and disposition strategies, strong property management oversight, resident support and management of deferred maintenance risk will ensure consistent quality and financial performance across the portfolio. Together, ongoing strong portfolio stewardship and growth driven by Goal 1: Housing Impact will enable us to increase one of our most significant indicators of financial strength and organizational resilience--surplus cash.

STRATEGY 2.1 Maintain Strong Portfolio Performance NHPF’s stewardship strategy reflects the belief that long-term financial sustainability and high quality housing conditions are core to preserving affordability and resident stability. Efforts under this goal are focused on the active assessment of asset performance, the disciplined management of property operations, and the targeted reinvestment necessary to extend the useful life of the portfolio. This work is grounded in continuous evaluation, data driven decision-making, environmentally responsible practices, and clear standards for quality and oversight. Portfolio stewardship has proven to be an overall strength of NHPF, with strong economic occupancy allowing the firm to better navigate a housing market that has been experiencing elevated levels of distress for the past several years, particularly in markets like DC where many NHPF assets are concentrated.

Maintaining a high-performing portfolio begins with an ongoing review of asset conditions and financial metrics. Building on current internal processes, NHPF will advance the development and deployment of consistent indicators to support decision-making around the repositioning or disposition of assets. A formalized review structure will guide asset evaluations—from recapitalization, refinancing, and re-syndication opportunities to strategies to minimize capital infusions needed at individual properties. This will ensure long-term viability and maximize the impact of capital resources. Through these efforts, we will sustain our strong debt service coverage ratio (DSCR), increase project operating reserves, and minimize the number of assets on our watch list. The maintenance of DSCR as an indicator highlights the strong existing nature of this metric as well as the challenges of maintaining it in the current environment. NHPF is also committed to deepening the collaboration between the asset management and development

2026-2028 KEY METRICS

surplus cash distribution

net cash flow per unit

operating reserves

MAINTAIN 1.5x Debt Service Coverage Ration < 12% Resident Turnover (subsidized) 93% Economic Occupancy

THE NHP FOUNDATION

ORGANIZATIONAL STRATEGIC PLAN 2026–2028

functions to encourage stronger operational underwriting during the project underwriting and due diligence phases. This integration ensures that project underwriting balances the construction/rehabilitation phase with the cost of operating the building sufficiently during the project’s lifecycle, improving the likelihood of sustainability. STRATEGY 2.2 Sustain Operational Quality & Efficiency NHPF will strengthen adherence to internal quality standards across the portfolio. This includes sustaining high expectations for property management performance and oversight to support strong Affordable Housing Investors Council (AHIC) scores. NHPF will broaden the implementation of environmentally responsible utility conservation strategies that reduce operating costs and mitigate energy use risk. Additional emphasis will be placed on reducing deferred maintenance exposure through proactive investment planning and condition

monitoring, helping properties maintain consistent operational performance and regulatory compliance. Increasing operating efficiency is another strategic priority. NHPF will streamline property management by reducing the number of property management firms it currently retains and instituting consistent data collection and reporting processes across all operators. A more standardized and technology enabled approach to operations will strengthen financial tracking, enhance transparency, and support improved decision-making at both the property and portfolio levels. Through the strategic planning process, NHPF also affirmed its third property management model as aligning with its goals of organizational resilience and portfolio stewardship. Goal 2 reflects a continuation of current direction rather than a strategic shift, validating the strength of this function for NHPF and creating the potential for future growth in this area.

My children and I love living here. We feel safe, heard and supported, and my kids have made friends and found a welcoming place to play and grow. This is more than an apartment—it is our home. —Renee Storo, resident, Curtis Cofield II Estates

These targeted shifts strengthen organizational resilience by protecting the asset base and operating performance that underpin long-term mission delivery. Standardizing property management oversight, reporting, and utility-conservation practices also improve efficiency and cost control—helping stabilize DSCR, grow operating reserves, minimize watch-list exposure, and ultimately increase surplus cash through market cycles. As a part of its ongoing risk assessments, however, NHPF will continue to periodically re-evaluate the targets identified above to ensure they remain sufficient to advance the organization’s resilience and mitigate broader risks.

How These Strategies Strengthen Organizational Resilience

THE NHP FOUNDATION

ORGANIZATIONAL STRATEGIC PLAN 2026–2028

GOAL 3 Resident Impact & Philanthropic Support

Maximize Impact and Strengthen Financial Sustainability NHPF believes housing is more than a roof and walls—it can fundamentally alter residents’ life outcomes. Specifically we believe that housing paired with resident services improves food security, financial wellness and resident empowerment. Furthermore, service-enhanced housing also improves property financial performance. Through NHPF subsidiary Operation Pathways (OP), the organization will expand food security, financial well-being, and resident empowerment opportunities while strengthening the financial sustainability of service provision. This work is grounded in partnership, evidence based programs, and clear standards for measuring impact. These areas of focus were prioritized because of their foundational importance to families. Notably, by 2028, all properties with on-site Resident Service Coordinators will have on-site food pantries and distribution partners and an active Tenant Advisory Board. In addition, significant expansions of Esusu rent reporting, SNAP benefit enrollment, and Family Self-Sufficiency will all add to increased quality of life for residents.

STRATEGY 3.1 Improve Food Security

STRATEGY 3.2 Expanding Financial Wellness and Economic Mobility

Resident food security will be a primary focal point for this goal. Following conversations with OP staff, NHPF believes it has the capacity to increase the number of properties offering on site food pantries and regular food distribution. Support for resident SNAP enrollment will also be expanded so that all eligible households receive assistance accessing available benefits.

OP will also target financial stability supports for residents as an area for growth. To expand financial stability services, OP will start by broadening implementation of the Family Self Sufficiency (FSS) program at qualifying properties, a U.S. Department of Housing and Urban Development (HUD) program that helps residents who experience income increases to expand household savings.

4 2025 10 2028 Sites Benefiting from Family Self Sufficiency Program 100% enrollment of family properties in Esusu

OP will also expand Esusu rent reporting to all eligible properties in the portfolio, allowing residents to strengthen their credit histories. OP will also continue to deepen partnerships with third-party organizations providing financial wellness services. In addition, OP will broaden the opportunity for Resident Services Coordinators to pursue financial coaching certifications, strengthening the capacity of on site staff to help residents build and maintain financial resilience.

12 2025 32 2028 Properties with on-site food pantries

26 2025 32 2028 Properties with food distribution partners

THE NHP FOUNDATION

ORGANIZATIONAL STRATEGIC PLAN 2026–2028

STRATEGY 3.3 Grow Resident Empowerment Opportunities Empowering residents to lead, grow, and participate in community decision-making is a third major priority. Tenant-driven services are a hallmark of OP’s coaching model and represent an opportunity to build on a strength. This includes: • Establishing active resident advisory boards at all properties; • increasing the number of residents involved in volunteer roles; • helping more residents register to vote. 13 2025 25 2028 100% of properties with Resident Advisory Boards Size of Summer Internship Program

Family centered coaching will continue to support residents in advancing toward personal and professional goals. Youth enrichment will be strengthened through expanding NHPF and OP’s comprehensive internship program, with a focus on increasing the number of participating sites. STRATEGY 3.4 Improve Financial Sustainability of Resident Services To continue to provide residents the services, supports and opportunities that can change life trajectories, it is imperative that OP grow its base of philanthropic support and new sources of funding. A comprehensive

fundraising strategy will include expanding the number and type of philanthropic supporters, developing regional relationships in key markets, building new relationships with family foundations, ensuring OP is listed in donor advised fund directories, and strengthening impact metrics and associated communication strategies, tailored to key audiences and markets.

NHPF believes that food security, financial well-being, and resident empowerment are a core part of its mission. However, its organizational experience, as well as emerging research in the affordable housing industry, affirms something else: that resident services help improve property performance, and thus promote organizational resilience. NHPF has long observed the positive impacts of service provision through OP, through lower rates of nonpayment, turnover, and eviction. Newly published research, drawing on members of Stewards of Affordable Housing for the Future (SAHF), provides comprehensive evidence of the positive returns from resident services to property financial performance. This work towards this goal will advance NHPF’s mission while reinforcing organizational resilience through portfolio performance metrics and raising additional philanthropic support for the joint mission of NHPF and OP.

How These Strategies Strengthen Organizational Resilience

7 The SAHF report found that properties with resident services received approximately 26% higher NOI than comparable affordable housing properties without resident services. Going one step further, the study found that every $100 spent in per-unit resident services translated to $259 in added NOI per unit the following year. Stewards of Affordable Housing for the Future (SAHF). The Case for Resident Services — Full Report. SAHF, 2026, sahfnet.org/resources/case-resident-services-full-report.

THE NHP FOUNDATION

ORGANIZATIONAL STRATEGIC PLAN 2026–2028

Foundational, Cross‑Cutting Action Action in four additional areas is critical to achieving the goals and targets identified in the Strategic Plan: building and maintaining a best-in-class team, strategically utilizing technology, mitigating organizational risks, and elevating the visibility of NHPF, OP and our collective impact. These action areas are foundational to NHPF’s efforts to fortify its financial sustainability and support efforts across the goals for housing impact, portfolio stewardship and resident services.

BUILD AND MAINTAIN A BEST‑IN‑CLASS TEAM

STRATEGICALLY USE TECHNOLOGY TO INCREASE EFFICIENCY AND IMPACT Efficiency and data-driven management are essential to financial sustainability and organizational resilience, and technology applications and systems can be a useful tool in this regard. Data access and analysis must continue to inform decision-making, market selection, and property performance. NHPF will enhance efficiency and decision-making through prudent adoption of technology that enables concrete improvement such as data integration for more informed property and portfolio management, or reducing staff time required for routine tasks. This will include exploration of AI-enabled tools and adoption of an AI policy informed by industry best practices.

COMPREHENSIVELY ASSESS RISKS

ELEVATE VISIBILITY TO SUPPORT FINANCIAL SUSTAINABILITY AND GROWTH NHPF’s visibility is critical to advancing its mission and long-term sustainability. A strong presence in the affordable housing sector helps attract mission-aligned capital, deepen regional relationships, and increase philanthropic support. It also strengthens confidence among investors, lenders, and policymakers. That confidence supports successful deal execution, portfolio performance, and sustained investment in resident services. Clear, consistent messaging about impact and financial discipline further reinforces partner trust and expands support for mission-driven work.

NHPF’s success in all domains relies on our talented team. We are fortunate to have low turnover and highly talented individuals who have grown with the firm. NHPF will continue to invest in staff retention through competitive

Proactive risk management is key to organizational resilience. NHPF routinely assesses and mitigates risk across various domains, including deal underwriting, asset management, and finance. Strong measures of operating reserves, debt service coverage, and quality standards reflected by AHIC scores indicate a high attentiveness to operating risk. NHPF also routinely assesses risk in the form of market dynamics, project execution and public perception, and the emphasis of the Strategic Plan on financial sustainability and organizational resilience inherently reflects enhanced focus on organizational risk mitigation. To augment these practices, NHPF will continue to proactively evaluate risks—including operational, financial, external affairs, compliance, and technical/IT—across corporate functions and strategic plan goals.

compensation, training and professional development opportunities, and capacity

alignment to support growth. NHPF will strategically grow expertise and align existing functions to support its Strategic Plan goals, with special attention to needs identified via regional market strategies.

THE NHP FOUNDATION

ORGANIZATIONAL STRATEGIC PLAN 2026–2028

NHPF Trustees GLYNNA K. CHRISTIAN Chair, Senior Managing Director, Head of Technology & AI Law, TIAA CHERIE SANTOS-WUEST Vice Chair, Managing Partner, Celadon Venture Advisors ROBERT H. ABRAMS Director and Founder, Program in Real Estate (Retired), Cornell University LISA ANASTOS Founding Partner, TECHhood Ventures & Advisory

RALPH F. BOYD, JR. President and CEO, SOME (So Others Might Eat), Retired RICHARD F. BURNS Former, CEO, The NHP Foundation SARAH E. FEINBERG Founder, Feinberg Strategies, LLC ERIC W. PRICE President & Chief Executive Officer, The NHP Foundation

JEFFREY SCRUGGS Managing Director, Global Bank and Markets, Investment Bank, Goldman Sachs & Co. SHELDON L. SCHREIBERG Senior Partner (Retired), Troutman Pepper Hamilton Sanders, LLP CHARU SINGH CEO & Founder, Just Value

ADRIANNE TODMAN CEO, National Rental Home Council GRACE TORRES Senior Vice President (Retired), Prudential Investments ADAM WEERS Real Estate Executive, Developer, & Investor

THE NHP FOUNDATION

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