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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