From Strategy to Daily Decisions: How Our Values Show Up in Practice
Most organizations have their values written down somewhere. You can find ours right on our website!
But as we all know, the more difficult – and often more meaningful – work is in ensuring that those values guide decisions, especially when the “how” is not always obvious.
These decisions, from a strategic OR day-to-day lens, inevitably involve people, systems, timing, and limited resources. And more often than not, there isn’t a perfect or single option, just a choice about what matters most in that moment and that context.
At NHA, we recognize that our values are a constant conversation between what we’re doing, who we’re doing it for, and the direction we’re headed in. They’re the lens we use when we’re weighing trade-offs, slowing things down, or choosing the less visible path.
Here are a few ways that shows up in practice.
Leaving Space for Flexible, Human Responses
Processes and procedures matter, especially in the context of organizational growth. They create consistency, fairness, and clarity. But at NHA, we’re intentional about not letting the process replace human judgment.
We trust our staff to respond to residents and unique situations with compassion, creativity, and common sense, even when that means stepping outside of the box a bit. That flexibility allows for solutions that are mutually agreeable and grounded in respect, rather than one-size-fits-all outcomes.
While it would sometimes be easier to standardize everything, we believe that people deserve to be treated as individuals, not cases, and that there’s no replacement for allowing for nuance and context when living in community.
Choosing Capacity Before Growth
As we’ve grown, we’ve been deliberate about where, and how, we expand.
Rather than pursuing immediate growth, we’ve prioritized building organizational, financial, and staff capacity. That meant strengthening systems, planning resources carefully, and focusing on the long-term stability and positive outcomes of existing residents before taking on more.
This approach isn’t flashy, and it isn’t fast. But it’s sustainable. Growth carries responsibility, and we believe it’s important to be ready to support people well, NOT just bring more people in.
Investing in The Feeling of Home
Something that might be a little controversial (but shouldn't be, in our opinion!), is that we invest staff time - and occasionally organizational resources - into things that might be considered non-essential: such as gardens, murals, outdoor seating, and beautifying or improving shared spaces. These aren’t requirements, but they contribute to resident satisfaction and a sense of pride, belonging, and home in our buildings.
These choices reflect our belief that housing is about more than shelter. A vibrant community is shaped by how people feel in their space, not just how it functions.
Slowing Down to Make the Digital Shift
As we’ve introduced new digital tools and systems, we’ve been careful not to move faster than our residents (or staff!) can realistically follow.
Rather than pushing forward quickly, we’ve spent time finding solutions that feel accessible and supportive, especially when it comes to email communication and software platforms. Technology should make things easier, not create barriers or frustration, and we’ve all felt how it feels when it changes faster than we can learn.
Progress, to us, means bringing people along, not leaving them behind and that means ensuring we’ve thought new systems all the way through and developed a path with staff and residents top of mind.
None of these decisions are especially dramatic on their own. But together, they reflect how we think about our work.
At NHA, our values show up in the small, everyday choices of staff, residents, and our Board of Directors. The moments when no one is watching, and when the right answer isn’t the most obvious. This is how we aim to build trust, stability, and communities that people feel proud to be part of.