NWWVT Strategic Plan Summary 10/27/21

NWWVT Strategic Plan Draft BOARD MEETING 10/27/21

Core Values Belonging: We believe in a culture which supports trust, inclusiveness, dignity, gratitude and respect for and within our relationships with one another, our customers, and our partners. Collaboration: We believe in a culture in which partnerships and teamwork, both internally and externally, are vital for the greatest impact in our work and to meet the needs of the communities we serve. Innovation: We believe in a culture which supports curiosity, creativity and flexibility as this provides the foundation to adapt, thrive and grow. Excellence: We believe in a culture that values learning, feedback, integrity, accountability and competence in our work, and so we support and invest in staff capacity and systems to fulfill this value and stay true to our mission. Advocacy: We believe in a culture which supports compassion and empathy for our customers throughout their engagement with us. We are also thought leaders who advocate for rural housing within our sphere of influence to give voice to those with needs which have not yet been met.

Vision 2027 NWWVT is grounded in a culture which supports race, equity, diversity and inclusion (REDI), has expanded our reach and deepened our impact in support of current and potential rural homebuyers, homeowners, landlords, tenants and customers across the program areas of counseling and education, lending, energy efficiency, and home and rental repair.

We are all things home. Part 1 (2022 2024) Shoring up our Foundation for a Thriving NWWVT: Through inclusive and intentional collaboration, by 2024 NWWVT will have laid the groundwork for success through our investment in culture, board and organizational capacity, and financial, operational and system stability, to continue on the path of fulfilling our potential and meeting our organizational vision for 2027. Part 2 (2025-2027) Fulfilling our Potential to be All Things Home

Priorities Priority 1 Priority 2 Priority 3 Sustainability: Operational Stability: Outreach and Marketing: Intentionality in our Branding and Marketing, Advocacy, and Partnerships Organize our Finances, Programs and People for Stability and Growth Building a Culture, Operations and Systems for Sustainability and Success What does success look like? What does success look like? What does success look like? NWWVT understands that to deliver on our vision we will focus on strategic and intentional expansion and growth, integration of all programmatic activities within our lines of businesses, search out new revenue sources, and add capacity where needed so we can have a greater and lasting impact on the communities we serve. NWWVT understands that to deliver on our vision we will have a culture grounded in our core values, create an efficient and effective operational infrastructure, better integrate our technology and systems into our ways of working so that we build a foundation which supports sustainability and success. NWWVT understands that to deliver on our vision we will develop and maintain strong relationships with customers and community partners, so that we can better advocate for and have influence on public policy outcomes, expand and diversify our customer base, and have strong organization-wide brand recognition across all programmatic areas. This will require us to fully understand each of our line of business revenue and expenses, to have stability in our revenue streams and investment in our staff capacity. This will require us to develop policies, procedures and practices, across business lines and activities which are grounded in a culture of unrelenting focus on integrating a REDI lens. This will require us to create a marketing plan and public policy platform which supports affordable housing needs across our target areas.

Key Strategies Priority 1 Priority 2 Priority 3 Sustainability: Operational Stability: Outreach and Marketing: Intentionality in our Branding and Marketing, Advocacy, and Partnerships Organize our Finances, Programs and People for Stability and Growth Building a Culture, Operations and Systems for Sustainability and Success Key strategy #1: Evaluate lines of business models with a REDI lens to determine need for diversification of and/or growth in programs. Key Strategy #1: Foster a culture of belonging, grounded in our core values and emotional intelligence, to provide the best possible foundation from which staff work. Key Strategy #1: Develop marketing and outreach strategy with a REDI lens to determine expansion needs within our current target market and/or our geographic market footprint overall. Key Strategy #2: Identify current and potential program integration and cross selling opportunities across the organization to learn how to grow and diversify within each department. Key Strategy #2: Strengthen operational infrastructure to provide consistent service delivery, with each other, with our customers and with our partners. Key Strategy #2: Engage in public discussions and public policy related to affordable housing, energy efficiency, community development to influence state strategies and funding. Key Strategy #3: Strengthen our financial position so that the organization is on more stable footing year over year. Key Strategy #3: Build strong systems and more fully integrate technology potential into our ways of working. Key Strategy #3: Collaborate with partners, both current and new, to support our operations, affordable housing and energy efficiency. Key Strategy #3: Develop the capacity of our staff to be able to deliver services in the most effective manner. Key Strategy #4: Development of Human Resource policies and procedures which reflect a REDI lens in order to promote an unbiased culture and better reflect the communities we serve. Key Strategy #5: Further develop Leadership Team so it can lead the organization through change and carry forward our core values.

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