Case Study:
MAAHP
Scope of Work
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Leadership discovery and confidential board survey
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Custom facilitation deck and participant workbook
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Half-day, decision-oriented board planning session
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Board-ready strategic planning report and implementation roadmap
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Scenario-based sustainability and growth model
Overview
The Mississippi Association of Affordable Housing Providers (MAAHP) is a statewide membership organization serving professionals who develop, finance, own, and manage affordable housing. Its work sits at the intersection of member education, industry collaboration, public-policy engagement, and the long-term strength of Mississippi's affordable housing ecosystem.
For volunteer-led associations, annual strategic planning removes the burden of monthly decision-making, allowing leadership to decide once, assign clearly, and execute effectively. 30|90 Marketing repositioned MAAHP's broad priorities into an aligned strategy, operating plan, and sustainability framework. We envisioned an integrated strategy that connects mission, member value, governance, programming, and responsible growth.
Context
For the last 16 years, MAAHP has built a respected industry presence through its signature conference, member network, and advocacy role. As the affordable housing environment became more visible and complex, the board recognized that the association's long-standing operating model needed to evolve with it.
The central challenge was translating a singular advocacy mandate into a broader, more inclusive focus that delivers year-round value. Leadership needed to define who should own execution and identify the capacity the new strategy should support. MAAHP engaged 30|90 to lead its first comprehensive strategic planning process.
Outcome
Strategic planning gave MAAHP alignment and direction along with custom tools required to evaluate, sequence, fund, govern, and work.
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A clearer organizational identity — Organizational direction was aligned around the prioritization of member value and advocacy equally. More accessible mission and purpose statements to share that vision with members and sponsors were identified.
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An executable one-year roadmap — Priorities were organized and sequenced with action items, ownership, and a measurement framework implemented.
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Defined operating choices — Job descriptions and operating scenarios were sequenced to compare staffing options before making long-term financial commitments.
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A stronger member and revenue strategy — The annual conference, year-round programming, member engagement, and sponsor value were connected into a coordinated growth plan.
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A decision-ready model — Member goals, conference pricing, sponsorship needs, and overhead were tested with a dynamic planning tool, and the results of final decisions were benchmarked.
Context
For the last 16 years, MAAHP has built a respected industry presence through its signature conference, member network, and advocacy role. As the affordable housing environment became more visible and complex, the board recognized that the association's long-standing operating model needed to evolve with it.
The central challenge was translating a singular advocacy mandate into a broader, more inclusive focus that delivers year-round value. Leadership needed to define who should own execution and identify the capacity the new strategy should support. MAAHP engaged 30|90 to lead its first comprehensive strategic planning process.
Context
For the last 16 years, MAAHP has built a respected industry presence through its signature conference, member network, and advocacy role. As the affordable housing environment became more visible and complex, the board recognized that the association's long-standing operating model needed to evolve with it.
The central challenge was translating a singular advocacy mandate into a broader, more inclusive focus that delivers year-round value. Leadership needed to define who should own execution and identify the capacity the new strategy should support. MAAHP engaged 30|90 to lead its first comprehensive strategic planning process.
Outcome
Strategic planning gave MAAHP alignment and direction along with custom tools required to evaluate, sequence, fund, govern, and work.
-
A clearer organizational identity — Organizational direction was aligned around the prioritization of member value and advocacy equally. More accessible mission and purpose statements to share that vision with members and sponsors were identified.
-
An executable one-year roadmap — Priorities were organized and sequenced with action items, ownership, and a measurement framework implemented.
-
Defined operating choices — Job descriptions and operating scenarios were sequenced to compare staffing options before making long-term financial commitments.
-
A stronger member and revenue strategy — The annual conference, year-round programming, member engagement, and sponsor value were connected into a coordinated growth plan.
-
A decision-ready model — Member goals, conference pricing, sponsorship needs, and overhead were tested with a dynamic planning tool, and the results of final decisions were benchmarked.
MAAHP hired 30|90 Marketing to assist with a half-day strategic planning session to help the board determine the next steps and direction for the organization.
One of the things that initially drew the board to 30|90 Marketing was their strong understanding of the affordable housing industry. They were able to position themselves as a true partner and guide the board through meaningful conversations about what our organization should be doing to best serve our members.
Following the strategic planning session, the board was quickly presented with a clear plan outlining our goals, priorities, and actionable next steps. The process gave us a better sense of direction and helped the board move forward with confidence and purpose.
— Meghan Elder
MAAHP Administrator