2026 Strategy – Is the Roadmap Set?

Housing and Finance Agencies command the Executive Director and/or Deputy Director are experts in managing a multitude of housing efforts.    Driven by assorted product menus, from LIHTC to Single-Family Affordable Housing programs, Section 8 Housing and Oversight, and a Multi-Family Affordable Housing this menu requires effective management in a multi-faceted environment.  

Strategic Planning – How?   Start off with a designing a clearly defined Strategic Plan which outlines the Roadmap and addresses the goals.   In my experience, this is where the art of setting expectations starts, and that responsibility lands on the Executive Director and/or Deputy Director.  Start off with providing 3 – 5 high-level goals that can apply to each of the departments.  Then provide for an approach that is transparent which allows open communication and also provides for clear definition of what the overall objectives and goals are.   This is the first stage of Strategic Planning and helps leadership collaborate about the goals and how they are going to be achieved, when they are going to be achieved, with clear measurements for success.

Sounds easy - right?  Not necessarily.  While there are a multitude of books written about Strategic Planning, the art of getting individuals together to candidly and openly communicate to define objectives and goals can be difficult.  This is where the “art form” comes into play.   It isn’t Executive Leadership’s role to write the “in the weeds” language about the specific goals and how to execute them, it’s to provide a framework for what the overarching Strategic Plan is, with some high-level goal (s) that you have in mind.  This forum starts discussions about the formation of the Strategic Plan and the goals.  Well, then you might ask yourself – Will the Strategy and goal setting get off-track?  Yes, it could – though Executive Leaderships role is to provide enough structure, framework and create guardrails to preclude this from happening, AND above all be open to hearing other perspectives.

People/Culture: It is critical to take into consideration the mix of personalities and priorities that each of the departments manage and are accountable for.  Look at the leadership team as the funnel, the creative collaborative group of individuals who will define, and lead the effort.  Recognize that everyone thinks differently, works differently, and while their approaches may be different – those are the traits that create the best outcomes for all.   Be cognizant that individuals on the team will fall into their own roles within the team – this will evolve.  

Then insist that leadership does include their staff in goal design, yes, I said staff.  Some of the best concepts for goals come from the individuals who are closer to the front line, and can design how to execute the goal.  Did you realize that nearly 70% of all projects fail, due to the lack of internal stakeholders/staff believing in the overall goal and outcomes?   These same mistakes are made in Strategic Planning and goal setting.  

What is realistic?  How many times have you been in a meeting where the topic starts off with one objective, and then before you know it there are a multitude of conversations on the table, all important things to consider?  I use this example, as the same applies to goal setting - the fine-tuning of goals is where true artistry happens.   To keep things on track, create a goal setting forum where members of the leadership team own with other internal stakeholders and staff the design, definition and realistic timeline to execute the goal. The benefits of using this approach have been known to have a much higher impact – the Strategic Plan and the goals that support it is now solid with buy-in from employees at various levels of responsibility.

Framework Tips:  

• Don’t create goals quickly – have working sessions to vet thoroughly.

• Make sure that expectations are clear so that departmental goals feed into the Strategic Plan and Roadmap.

• Allow the departments/divisions to meet and establish their key goals.

• Have the departments/divisions come back to the table with their departmental goals and present those goals – gaining feedback.

• Determine timeline, measurements for success and resources.

• If outside resources are needed, then add funding to the budget – immediately!

• Finalize the Strategic Plan and Roadmap.

• Set in motion a company-wide meeting to present the Strategic Plan and Roadmap to all staff.

• Schedule a monthly and quarterly reporting process, leadership, Board and all staff meetings.

• Allow goals to have success celebrations, folks like to be acknowledged!

Change is constant – to develop a Strategic Plan and Roadmap keeps an organization aligned to address change and support the mission of homeownership.   Ongoing commitment to utilizing this approach provides for collaboration, generates transparency and results in a renewed energy level from all staff within an HFA.   

The BlackFin team welcomes starting the discussion with you on this topic and can offer an assortment of consulting services.  Our client base includes Housing and Finance Agencies, Independent Mortgage Bankers, Credit Unions, and Community Banks.   The insights we have from our consulting engagements result in a value-add for our clients, as we know and understand lending.   

For more information contact: Luana Slettedahl, LSlettedahl@BlackFin-Group.com 

Luana Slettedahl is a Principal Consultant with BlackFin Group in the Mortgage Strategy Practice. Luana brings forty years of diversified experience in Capital Markets, Mortgage Servicing Rights, GSE and Ginnie Mae relationship management and Seller / Servicer requirements.  Her understanding of how to successfully do business with the GSE’s and Ginnie Mae, has made her a significant asset to her clients.