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
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