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
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