STRATEGIC ARTICULATION MAP
OUR PURPOSE
FOCUSED COMMUNITY STRATEGIES partners with [under-resourced] neighborhoods
to provide innovative and holistic development
that promotes flourishing communities
and
God's Shalom.
OUR STRATEGIC ARTICULATION MODEL
ACKNOWLEDGE We will ACKNOWLEDGE the current state of race and equity through highlighting inequities, historic hurdles and challenges, etc.
G
Listening, Partnering and Engaging our Neighbors
Extending and diversifying our mixed income housing
Igniting New Approaches to Strengthen Our Model
Expanding Our Model to eliminate poverty
AFFIRM We will AFFIRM what should be done in general to work against these inequities (or to leverage race and equity assets)
Growing Our Local Economy through Creation of Jobs & Business
ACT We will ACT by committing to work against or right wrongs through our work.
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OUR THINK BIG VISION SNAPSHOTS By the end of 2026, we want to see
STRATEGIC PRIORITIES
• Authentic, organic, and mutually purposeful relationships in new geographies • Connecting Multiple neighborhoods so they have an understanding of their interconnectedness. • Coordinated new and ongoing partnerships to provide what neighbors need and desire
Listening, Partnering and Engaging our Neighbors
• Scaled our single-family production • Owner Developer on multi-family properties • Clear vision on mixed-income housing with a healthy mix • Robust financing model for home ownership • Professionally managing leasing • Operational and sustainable CDFI producing down payment assistance and mortgages for families in the neighborhood. • All residents that are willing and able to work would have jobs with the skills necessary for meaningful employment • Our businesses Carver Market and Community Grounds are self su cient • A branded, neighborhood marketplace with a number of local neighborhood small homegrown businesses • Solved the replication strategy for Carver Market - Let's Discuss
Extending and diversifying our mixed income housing
Growing Our Local Economy through Creation of Jobs & Business
• Have become thought leaders in place based development • Have set technology priorities to go wide through well
managed data (including tools and content) • Have gone deep with several organizations / neighborhoods • See FLOURISHING PLACES IN MULTIPLE NEIGHBORHOODS
Expanding Our Model of Place-Based Development
• Longer, more diverse and consistent donors and giving • A new approach and model to a single focus area in multiple neighborhoods • New divisions (for example, education) • Strengthened capability to manage resources and capacity as the organization grows and evolves
Igniting New Approaches to Strengthen Our Model
HEADLINE INDICATORS How we will measure our progress to this vision (measures, indicators and/or outcomes)
• FNI - Regularly Improving Neighborhood Health Score - Measured every 24 months - Baseline = 3.2 • Spire Assessment - Measure participant feedback in one program per year - No Baseline first measurement will be 2022 • Number of Single Family Properties Developed Annually against goal - Baseline = 15 Workforce, 5 Rental • Neighborhood Wealth Creation - We do not know how to measure this but we want to. • Ratio of Single family homeownership - Baseline 62% - Goal is 2/3 or 66% • Percent of low-income homeowners - Baseline 30% - Goal is 50% of total homeowners.
Listening, Partnering and Engaging our Neighbors
Extending and Diversifying our Mixed Income Housing
Growing Our Local Economy through Creation of Jobs & Business
• Increased number of jobs through FCS developments annually - Baseline 15 jobs • Increased number of businesses in our focus area - Baseline 2 businesses
• FNI is reaching 6 new neighborhoods per year - Baseline 3 neighborhoods - Goal = 33 neighborhoods • City Shapers is completed in 2 cities per year - Baseline 1 neighborhood - Goal = 12 • 100% of consulting engagement fit within a Venn Diagram of Place-Based, Relationship, Proximity. Baseline 50%, Goal = 100%
Expanding Our Model of Place-Based Development
Igniting New Approaches to Strengthen Our Model
• Percent of income that is earned revenue - goal is 2/3 or 66% - Baseline from 2021 = • Grow Team Invincibility Score by 2% per year - Baseline 74% - Goal = 84%
ORGANIZATIONAL GROWTH & CULTURE How we will build and grow the high performing team that can best realize this vision
• We will grow our team in line with our geographic expansion. • We will grow and develop partnerships to meet neighborhood needs and goals. • We will sustain the strategic imperative of living and working in proximity to our neighbors. • We will strengthen our team to support increased annual housing production goals. • We will utilize emerging tools available in zoning, Finance and Design to innovate new models of a ordability. • We will continue to secure properties and land to ensure years of a ordability within our targeted geography. • We will develop sta and strategy for larger economic development activity beyond Carver Market and Community Grounds. • We will support the creation of an active business association in our target geography. • We will promote workforce development through partnerships with experienced organizations and companies. • We will expand the team to match the demand for services. • We will deepen our knowledge of place-based development, race and equity to be a national thought leader • We will align and grow our operations, infrastructure and technology to support the expansion of new products and curriculums. • We will grow our ability to recruit, train and retain new sta . • We will mature our ability to leverage donated funds and social capital investments for greater impact in our geographic footprint. • We will strive to nurture an organizational culture committed to being proximate to our neighbors, rooted in kindness, and promoting generosity.
Listening, Partnering and Engaging our Neighbors
Extending and diversifying our mixed income housing
Growing Our Local Economy through Creation of Jobs & Business
Expanding Our Model of Place-Based Development
Igniting New Approaches to Strengthen Our Model
OUR CRITICAL INITIATIVE TIMELINE
2021
2022
2023
2024
2025
2026
STRATEGIC PRIORITIES: Listening, Partnering and Engaging our Neighbors
Create a strategy for entering new neighborhood
Identify partners for the creation of strategy for the development of early learning opportunities for neighborhood children
Expand FNI to include our full focus area
Expanding our footprint to include Thomasville Heights, Joyland and Lakewood Heights Building the neighborhood engagement team
STRATEGIC PRIORITIES: Extending and diversifying our mixed income housing
Complete up to 20 unites of single-family workforce housing Add 220 units of multi-family rental apartments FCS Community Finance is a fully certified CDFI with fully functioning with mortgage and DPA products Explore creative and innovative new tools to deepen a ordability and increase density such as Accessory Dwelling Units(ADUs), land trust and small infill developments Add up to 30 units of single family housing rental housing Assemble property for up to 3 additional apartment complexes
STRATEGIC PRIORITIES: Growing Our Local Economy through Creation of Jobs & Business
Activate Harolds Barbeque Site Develop plan for replication of Carver Market Secure Restaurant operator for Brownsville Commons Complete retail district
STRATEGIC PRIORITIES: Expanding Our Model of Place-Based Development
Complete the Lilly Endowment and honed a place-based cohort model
Develop and execute proof of concept Identify technology partner to help develop a plan to take it forward through high impact, low e ort approach Develop and execute a strategy for thought leadership and distribution Identify partner for Data collection, analysis storage and management
STRATEGIC PRIORITIES: Igniting New Approaches to Strengthen Our Model
Recruiting sta , board members, advisors from communities we're hoping to serve and cultivating new relationships with community leaders and organizations Develop increased major donor strategy ensuring that its inclusive Determine resources, finance / accounting requirements into a capacity matrix that aligns to our growth areas Develop a stages and gates approach to evaluate new ideas and determine their strategic fit to our criteria and how we get them into execution. Create a tool to assess what new areas we should get into (for example including needs assessment with criteria for what we choose)
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