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
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