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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