ORGANIZATIONAL STRATEGIC PLAN 2026–2028
objectives, taking into account factors spanning economics, market fundamentals, NHPF’s existing presence, competitive advantage, political will, opportunity, and execution risk. At least annually, NHPF will assess markets to determine where we will focus growth, where we will pause, and where we will exit.
Notably, NHPF has set ambitious targets for portfolio and revenue growth and revenue diversification. By the end of 2028, we strive to grow total units by more than 15%, annual developer fee income by more than 13% and shift the share of revenue generated by non-LIHTC deals to more than 50% (inclusive of revenue generated through acquisitions). Metrics related to adopting new deal decision and market prioritization frameworks
reflect a shift toward a more strategic, disciplined and financially sustainable operating posture, and our aggressive targets for 2028 will require an enthusiastic and company-wide internalization of this approach. Meeting these targets will necessitate ongoing assessments of market positioning, as well as the development of threshold underwriting criteria.
I want to thank NHPF for choosing Houston. You are a national leader in housing options, and more importantly, your work in the city of Houston has allowed us to expand
our footprint of affordability. —Tiffany D. Thomas, Houston City Councilmember
How These Strategies Strengthen Organizational Resilience
Together, these strategies strengthen organizational resilience by reducing reliance on any single funding stream and improving the predictability of cash flow over time. By pairing disciplined growth with clear deal and market screens, NHPF can allocate staff capacity and capital to the highest-value opportunities while avoiding concentrated exposure to volatile geographies or structures. This creates a more durable platform to sustain mission delivery through changing market cycles.
THE NHP FOUNDATION
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