STRATEGIC ARTICULATION MAP 2020 - 2024 fccalandbank.org
PURPOSE // What we will do to get there The purpose of the Fulton County/City of Atlanta Land Bank Authority is to: ACQUIRE title to tax delinquent, vacant, abandoned, dilapidated and other properties which it will in turn inventory, classify, manage, maintain, protect, rent, lease, repair, insure, alter, sell, trade, exchange or otherwise dispose of under such terms and conditions. RETURN nonrevenue generating, non-tax producing property to an e ective utilization status in order to provide market and a ordable housing, public space, new industry and jobs for the citizens of the City and County. EXTINGUISH past due tax liens from foreclosed property upon by Fulton County and the City of Atlanta in their tax collection capacities.
HEADLINE INDICATORS // How we will know we’ve done it
Primary
Number of Properties in Portfolio
Value of Properties in Portfolio
New/Incremental Tax Revenue Collected
Number of Properties Disposed
Housing Units Created
• Total Private Investment in Projects • Total Public Investment in Projects • Incremental Property Value Increase • Total A ordable Units by AMI%
• Annual Funding - Public Source • Annual Funding - Private Source • Properties/Units Acquired • Demographics Served (race, age, income, disability)
Secondary
VISION // What we want to see The Fulton County/City of Atlanta Land Bank Authority (“LBA”) will create:
Our Vision per legislation The Fulton County/City of Atlanta Land Bank Authority (“LBA”) will serve as a central vehicle for returning all tax-delinquent and non-revenue producing property within Atlanta and Fulton County to a productive status. This will simultaneously create vibrant communities, a ordable housing and economic opportunity. The LBA will operate as the premier Land Bank Authority within the region and the United States and will serve as an example and facilitator of best practices.
Economic Opportunity
Vibrant Communities
A ordable Housing
by providing
Market and A ordable Housing
Public Space
New Industry and Jobs
for the citizens of the City and County.
CORE VALUES // How we will accomplish this
The LBA will be guided by the following seven principles of:
Transparency
Accountability
Professionalism Thoroughness
Customer Focus
Collaboration
Innovation
VISION SNAPSHOTS // When we want to see it
THINK BIG 2024
VIBRANT COMMUNITIES
AFFORDABLE HOUSING
ECONOMIC OPPORTUNITY
• Mixed income communities • Mixed age community welcomes all! • No more blight in Atlanta • 1,000th A ordable housing unit
• Land Bank has partnered with another developer to get rid of another food desert • Regional LBA delivers housing results • Land Bank coordinated 18 ac units in
• Ribbon cutting on commercial center • We change lives • We translate purpose to profit
formerly blighted areas opens • LBA converts 1500th property
START SMALL 2020
VIBRANT COMMUNITIES
AFFORDABLE HOUSING
ECONOMIC OPPORTUNITY
• All commissioners/city council members can clearly state LBA vision and mission • LBA announces new name to include East Point and College Park
• LBA awards land to CDC for development • LBA has completed self sustaining a ordable housing project • LBA 3rd housing development • One block in blighted community with all houses in the same phase of rejuvenation
• LBA raises $10MM for first private equity investment vehicle • LBA acquires first commercial property • LBA turns despair into opportunity (recession) • LBA leverages economic down cycle (recession) to buy property and restore it to proper utilization
fccalandbank.org
SCALE FAST 2022
VIBRANT COMMUNITIES
AFFORDABLE HOUSING
ECONOMIC OPPORTUNITY
• 10th formerly blighted street is safe and walkable • Embrace density (a ordable owner-occupied condos and single family homes) whose home/land acquired needs demolition • Solar panels on roof (revenue generation) • LBA hosts investment workshop • Church property
• Launches aligned strategy with City of ATL, collaborative pipeline for residential and commercial investments in targeted neighborhood corridors to achieve equitable neighborhood revitalization, block by block • Launch of targeted PILOT (Payment program in lapse of taxes) • LBA is point agency leading a ordable housing e orts • Partner with LIHTC dev to reduce land costs (if LB controlled land beneath multifamily dev)
• City of Atlanta and Fulton County “really fund” the Land Bank Authority • Identify funding to support tax relief • $10MM of equity deployed to fulfill mission • Completes 1st joint venture development • LBA financially self su cient
• Occupied property trust • Advocacy for tax reform • Wholly owned subsidiary
DIFFERENTIATORS What we must do di erently going forward
Educate elected o cials and sta about LBA mission and plans
Define social media strategy in conjunction with branding strategy
Develop policy agenda solo or in concert with GA LBA association
Quarterly meetings – update on place-based e orts
Partner with ONE Atlanta – city o ce responsible for convening city departments to create thriving communities through public/private/np collaboration
Establish an operating reserve equal to 12-month budget
Updated web site
Change logo name and branding
Become Metro Atlanta Land Bank
OUR FORTE What we are uniquely well positioned to do
STRENGTHS What we’re really good at
PASSIONS What we love to do
MOTIVATIONS What drives and fuels us
• Helping people • Creating and providing safe, secure, a ordable housing which leads to a more stable life • Having a true impact by transforming neighborhoods and communities
• Identifying properties in overlooked communities • Holding developers accountable • Leveraging their powers to provide opportunities and benefit the community • Solving challenging issues and taking something that seems complex and making it work for the benefit of the citizens of Atlanta
• Identifying properties that can be turned into revenue tax generating properties • Focus on the mission • Executive Director’s leadership and vision • A consistent track record of performance and results • Authority under the law to clear delinquent taxes and get them back on the tax rolls • Land Bank is a valuable but underutilized asset • Making the best use of land that is inactive and making it vibrant again • Strategic relationship with Invest Atlanta
fccalandbank.org
STRATEGIC PRIORITIES What’s most important to us
Strengthen Brand and Stakeholder Engagement
Fund Development/ Revenue Generation
Enhance LBA Operations
Scale organizational leadership, organization and board governance for growth
CRITICAL INITIATIVES What we need to do
Develop branding on purpose strategy to include: • Brand Audit • Brand and Style Guide • Digital Brand Assets (Website, Social Media, White Papers, Blog, Thought Leadership • Media and Public Relations Strategy (Media Placement, Press Releases, Events, Speaker Placement for LBA Leadership) • Go-To-Marketing Strategy -
• Partner with an A ordable Housing Development Partner to create a Master Plan to support strategic property and land acquisition and decision-making • Convene a group of A ordable Housing Developers to cultivate relationships and ideate revenue stream generation for the land bank and community benefit agreements for local stakeholders • Conduct a landscape analysis or host a peer learning event with land banks in Ohio, Michigan, Illinois and other states to learn how state legislation impacts revenue generation for land banks. • Research and develop a prospect list of program related investments (PRIs) to support the land bank’s critical initiatives related to a ordable housing and community development. • Develop a policy and advocacy agenda in support of legislation that creates sustained revenue generation for the land bank. • Create a business case for the purpose and impact of the land bank. A recent study by the University of Michigan found that a $3.5 million investment in demolition over 3 years resulted in an increase in surrounding property values of more than $112.5 million. • Research the legal considerations management and disposition of properties (To what extent is the Land Bank already doing this) • Research the legal considerations and feasibility of collecting 50 percent of the property tax revenues for the first five years after transfer of property to a private party (To what extent is the Land Bank already doing this) and feasibility of collecting management fees for the
• Develop Land Disposition Criteria • Develop Balanced Scorecard to track, measure and report Financial Performance, Internal Business, Customer Perspective, Innovation Perspective • Assess and enhance high importance and impact programming - Land Banking Depository Programs - Community Land Trust - Troubled Asset Workouts - Neighborhood Stabilization Program • Consider Stakeholder Programmatic Recommendations • Public Education, Communication and Branding Strategy for the General Public and Policymakers • Not enough emphasis on multi-family housing and Commercial Properties • Develop a clear strategic plan with a complete budget for operationalization
• Approve and engage new geography members (including East Point, Dekalb, College Park, South Fulton) • Strengthen board development and engagement • Engage new adjacent cities and counties • Evaluate sta organization model to consider further expansion and
team additions (for example, should we add a Pipeline or Portfolio Manager)
Business Development, Prospecting, Pipeline Management, Business Development Management Routine
Develop a Stakeholder Engagement and Communication Strategy to include: • Stakeholder Roles and Listings • Communication and Engagement Mediums • Key Content and Messages • Target Audience • Timing and Frequency
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