RESULTS
“I would add to (budget and program goals) the equity measures around race and gender. We talked about being leaders and ahead of the field - I’d say these measures are most important for where we’re going. National/state/down to local.” (Staff)
► REPEAT DONORS AND INCREASE IN DONATIONS OVER TIME*
“Number of repeat donors and increase in donations over time.” (Board)
“The receptivity in the funder pool. I look at donors and there’s measurement with how much money we raise but it’s indicative of the work that we do. “Reputation and how we are being received”. We do what we say we’re going to do. What others are thinking of you and if they’re willing to put their money behind you.” (Core Leadership Team) “Beneficial for your own due diligence with history of the organization (white founder with unique audience). Who we are today is centered around that diverse group of partners. It looked one way “back then” but under Jim and Katie’s it looks another way today (still diverse). In the history of place (current community), the longevity of how long we’ve been in it. Extremely important. Don’t miss the internal work that FCS had to do to woo and keep brown leaders like those on this call. Opportunity to set the tone for where we’re going.” (Staff)
► INCREASED HOUSING UNIT DEVELOPMENT/OWNERSHIP*
“Double down on the F&I meaning. I would clarify the linkages of score to benchmark. Neighborhood - housing should improve. Economic development - should tie to tell us that we’re making progress.” (Leadership) “The number of units we’re able to deliver. That’s the catch when you’re a housing organization.” (Board) “I think we can around generational wealth based on how long we’ve been around. Can do the work with the right funding. We could do that kind of archival work to discover how 40 years ago we’ve seen success. Around generational wealth is how within the housing program, people have paid off their mortgages and their houses are near the Beltline. Now they’re just able to think about taxes. As equity in your house goes up (equity), they could cash out and move away.” (Staff)
► NUMBER OF UNITS WE’RE ABLE TO DELIVER*
“The number of units we’re able to deliver. That’s the catch when you’re a housing organization.” (Board)
► STRONGER, MORE CONNECTED COMMUNITIES
“There are goals for each pillar. Ex: How many houses built” (Core Leadership Team)
“If the current children, would like to remain in the neighborhood once they are adults. It’s a strong sign that this is my home and I want to stay here. I have the option of going elsewhere but I want to stay.” (Board)
“That’s what I think about every day. The program outputs and activities. Yes, we can measure the number of families, the number of units but we’re looking at the long game. FNI is where we’re actually looking at the statistics from the neighborhoods (long term indicators of success). We’ve done it twice before. The first and third will be similar so we can compare.” (Staff)
“Less blight, more connectivity. More transportation within the neighborhood.” (Residents)
“If we have other neighborhoods that are inviting us in in the future.” (Board)
► ADDRESS AND COMMUNICATE ISSUES OF RACE AND EQUITY*
ORGANIZATIONAL SUCCESS
►
“We know the direction we’re headed. We need to refresh the aspiration. Our work has always been rooted in racial equity. We’ve been a do-good ministry and disrupting systems that are using economics, but we aren’t telling that story explicitly. It’s institutionalized in our culture, but it’s not in our processes and systems.” (Leadership) “We have a lot of positive things going on with FCS in South Atlanta, and we need to continue to know that people watch us and also from a color perspective too. Whether it’s good, bad or indifferent, FCS is represented by all of the Black people. Outside of the community, people think FCS is Black owned. The way that we partner and present, I don’t want us to get caught up in “I thought they were Black owned” and know what our face to the community looks like and be okay with that. We present diverse in our communications and present what we are, but let’s make sure we continue to do that.” (Board)
“Also something to be said about organizational success. Speaks to our organization’s maturity/development…there are success measures around departments, potentially, departmental goals and how we’re able to be at the forefront (but those measures will likely be different from what Donnell and Alexandra talked about).” (Staff)
“Staff development goals” (Staff)
“Integration of multiple divisions (We’re a large organization of different divisions). We all really like each other a lot and are amazed at the work we’re doing. But what is my responsibility to other team members in this one organization/one mission? It gets more complicated as the organization grows. Seamlessly integrating is crucial in this strategic planning process.” (Core Leadership Team)
*NOTE: Theme occurred across stakeholder groups. Stakeholder groups: Leadership, Board, Core Leadership Staff, Staff, Residents
FINDING YOUR FORTE SOAR SUMMARY & DETAILS
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