Alors que nous continuons à faire notre part pour nous assurer que chaque personne dans le New Hampshire peut participer pleinement à l’économie et à la société, nous concentrons notre énergie, nos ressources et notre modèle d’entraide entre voisins dans trois domaines prioritaires stratégiques : augmenter l’impact, renforcer nos capacités et assumer notre rôle de plaidoyer politique étatique et fédéral.
Des travaux sont déjà en cours pour faire progresser nos objectifs dans ce domaine. Au cours des cinq prochaines années, nous nous appuierons sur nos forces, notre esprit d’innovation et nos partenariats pour propulser notre mission de fournir aux personnes et aux communautés systématiquement exclues les ressources financières, humaines et civiques dont elles ont besoin pour être économiquement sûres.
Nous fournissons un encadrement et des conseils, des prêts commerciaux et résidentiels, ainsi que des efforts de politique et de plaidoyer au profit des communautés appartenant aux résidents (ROC), des organisations à but non lucratif, des entreprises, des soins de santé et de la garde d’enfants afin de promouvoir le succès à long terme dans les communautés du New Hampshire.
Nous mettons nos forces et nos partenariats à profit pour créer des possibilités dans les secteurs agricole, forestier et climatique afin d’élargir l’accès à des aliments sains, d’aider les agriculteurs à adopter des solutions climatiques, d’établir des partenariats avec l’industrie forestière et d’aider les emprunteurs à revenu faible ou modeste à réduire leurs coûts grâce à des solutions d’efficacité énergétique abordables.
Nous travaillons avec des partenaires pour élaborer et mettre en œuvre de nouvelles approches qui augmentent la viabilité financière et le développement des infrastructures dans les centres de recherche existants, tout en créant des moyens plus prévisibles et plus accessibles pour les gens de posséder des maisons préfabriquées.
We provide ROCs with ongoing coaching and guidance to help them achieve their goals of financial sustainability, including necessary infrastructure repairs and upgrades.
Our lending helps organizations meet their current and future needs providing them with capital to improve and expand while providing jobs in their communities.
We work with partners in communities to improve the healthcare industry’s ability to collaboratively generate affordable, efficient, healthy housing that promotes patient recovery.
Our NCIC team helps empower under-resourced and underserved communities to access grant capital, coaching, and guidance for inclusive community and economic development.
Building on our previous successes, we continue to work with investors and funders to expand and solidify homeowner access to fair, fixed-rate financing for manufactured homes.
We continue to collaborate with for-profit and nonprofit organizations to improve childcare buildings and facilities with the goal of creating greater access for low to moderate income families.
We will partner with organizations to support local efforts to expand access to healthy food. Plus, we are working to gather public and private funds to foster farm viability and develop climate-friendly and economically-just regional supply chains.
We work collaboratively with farmers and technical service providers to financially support farmers who want to adopt practices and tools for a changing climate.
Resources will be dedicated to actively establish, grow, and engage in partnerships related to healthy food access, climate solutions, and forest industry economies.
As part of our energy efficiency efforts, we’re using an integrated approach to help increase climate mitigation and reduce energy adaptation costs for low- and moderate-income (LMI) borrowers.
Initially, we will develop a plan for balancing farm, forest, and climate projects to maintain working lands as productive food sources, prevent greenwashing, and meet business needs.
We will create outreach campaigns to connect with and empower low- and moderate-income (LMI) borrowers to become manufactured-home owners and support them through coaching, guidance, and lending.
One aspect of our policy and advocacy work will include advocating for expanded zoning reform to support manufactured housing as one of the solutions to the housing crisis.
To expand our impact across New Hampshire, we will develop a replicable strategy for the creation of new ROCs from the ground up.
Leveraging our experience with government funding we will ensure that ROCs have access to federal and state funding to preserve and repair the infrastructure needed for sustainable, safe, and healthy communities.
We will reach out to potential partners with the goal of becoming a reputable partner for facilitating climate mitigation projects in resident-owned communities.
To help with the nationwide housing crisis, we will share our feasibility study findings of using the ROC model to create and preserve affordable housing.
Nous élargissons, modernisons et investissons dans nos systèmes afin de soutenir notre approche de l’impact et de créer des structures internes qui favorisent l’excellence. Pour atteindre nos objectifs, nous renforçons nos capacités, développons stratégiquement notre conseil d’administration, nous positionnons comme un premier choix pour les investisseurs d’impact et redéfinissons nos stratégies de sensibilisation et de marketing.
Notre objectif est de créer un environnement de travail et une culture durables pour soutenir une équipe de premier ordre qui se sent valorisée et respectée.
Nous mettrons en œuvre notre plan visant à renforcer notre capacité à réaliser notre mission et notre vision grâce au développement stratégique de notre conseil d’administration.
Grâce au marketing, à la messagerie et à la sensibilisation ciblée, nous nous positionnerons comme un premier choix souhaitable pour tous les types d’investisseurs à impact.
Nous sommes engagés dans un processus de refonte de l’image de marque, de la messagerie et de la stratégie numérique pour nous aider à communiquer nos valeurs, notre impact et nos opportunités d’engagement.
We will take active steps to deepen our commitment to justice, equity, diversity, and inclusion (JEDI), especially in the area of systematically excluded people, including our borrowers, partners, staff, and leadership.
To attract and retain top talent, we will continue to have a culture that makes us a desirable employer known for our mission-driven work and commitment to our staff.
We will continue to build out our internal capacities including technology, infrastructure operations, and human resources to empower our staff to do their best work.
Our teams will continue to deliver the quality products and services to our borrowers we have built our reputation on while prioritizing work-life balance for our staff.
As interest grows, we will view and assess our initiatives — both internally and externally – through a climate solution lens.
Acknowledging the importance of human connections to our distributed workforce, we will institute a strategy to include remote staff through the appropriate use of technology.
To help new employees feel welcome from day one, we will improve our onboarding systems to help both onsite and fully remote new team members understand our culture.
We will intentionally look to bring on board members in a way that includes voices that reflect the people that we serve.
We recognize that board service is a path toward leadership development and foster these skills amongst board members to better equip them to serve their communities.
To get the most value from our board members we will work with them to become strategic thought partners empowered to help us realize our vision.
To deepen our ability to be financially sustainable, we will diversify our investment and donation sources to support the long-term growth of our products and services.
In the current economic and infrastructure development environment we will continue to be opportunistic with grant resources and relationships to increase our impact.
We’re excited to expand our work with strategic partners to increase our mutual impact and reduce redundancy within our network to best serve our communities and borrowers.
We will leverage our recent rebrand, messaging, and digital strategy to build brand awareness and affinity with a new generation of borrowers, donors, and impact investors.
To clearly communicate our value, staff, board members, and partners have developed current language and tools to clearly and consistently describe the work we do and why it matters to potential investors and funders.
Central to our strategy of increasing cause and brand awareness and connecting with stakeholders, is an increase in attendance by our staff at in-person events that align with our mission.
Nous sommes en voie de devenir des leaders d’opinion nationaux et des partenaires de confiance dans la promotion de politiques qui améliorent la qualité de vie de ceux que nous servons. Nous renforçons notre capacité à soutenir les politiques étatiques et fédérales qui préservent et renforcent la protection des personnes marginalisées. Notre objectif est d’être l’autorité en matière de logement abordable, de solutions d’énergie propre et d’accès au capital pour les personnes historiquement mal desservies.
To showcase the value of this work, we will amplify the messages and outcomes of our advocacy work, including work led by our partners, to deliver on the needs of our borrowers.
Our goal is to become a trusted voice at state and federal levels on educating and advocating around social determinants of health including affordable housing, clean-energy solutions, and access to capital for historically underserved people.
We continue to collaborate with federal and state policymakers and agencies looking to increase affordable home ownership and set policies in other aligned cause areas and fundraise for related awareness campaigns.
Our advocacy strategy will continue to be focused on ensuring that federal and state funds relevant to our constituents are reaching those who need it — especially systematically excluded people.
Our organization is more scalable and dynamic than we ever have been in our history — and I can’t wait to be a part of our growth over the next few years as we launch new products, improve our existing services, and contribute further to growth and prosperity in our communities.
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