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
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