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
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