This strategic articulation map for the Fulton County - City of Atlanta Land Bank Authority was facilitated and developed by Your Crescendo in service to their Board of Directors.
STRATEGIC ARTICULATION MAP 2020 - 2024 www.metroat lantalandbank.org
PURPOSE // What we will do to get there
The Purpose of the Metro Atlanta Land Bank 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.
EXTINGUISH Past Due Tax Liens Held by Fulton County and the City of Atlanta to facilitate the return to productive use.
RETURN Non-revenue Generating, Non-tax Producing Property to an E ective Utilization Status in order to support the creation of market and a ordable housing, public space, new industry and jobs for the citizens of the City and County.
HEADLINE INDICATORS // How we will know we’ve done it
Amount of New/Incremental Tax Revenue Collected
Value of Properties in Portfolio
Number of Properties in Portfolio
Primary
Number of Properties Disposed
Number of 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
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Published and Adopted by MALB Board in April 2020
CORE VALUES // How we will accomplish this
The MALB will be guided by the following seven principles:
Transparency
Accountability
Professionalism
Equity
Customer Focus
Collaboration
Innovation
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
• Providing opportunities for local, small and medium sized developers/nonprofits/ community development corporations to shape the communities in which they live, work, and play • Creating safe, secure, a ordable housing which leads to a more stable life and greater economic opportunity • Having a true impact by transforming neighborhoods into thriving communities
• Revitalizing properties in underdeveloped and underutilized communities • Leveraging our powers to provide opportunities that benefit the community • Solving challenging issues by taking a cross organizational, collaborative approach for the benefit of the residents of Atlanta
• Mission driven organization • Identifying properties that can be turned into revenue tax generating properties • Clear leadership and vision • Consistent track record of high performance and data driven results • Only authority under the law to clear delinquent taxes and get property back on the tax rolls • Valuable tool for municipalities • Making the best use of land that is inactive and making it vibrant again • Establishing strategic relationships with city related housing partners • Holding developers accountable
VISION // What we want to see
The Fulton County/City of Atlanta Metro Atlanta Land Bank (“MALB”) will support the creation of:
Our Vision per legislation, The Metro Atlanta Land Bank (“MALB”) will serve as a central vehicle for returning all tax-delinquent and non-revenue producing property within Atlanta and Fulton County to a communities, a ordable housing and economic opportunity. The MALB will operate as the premier Metro Atlanta Land Bank within the region and the United States and will serve as an example and facilitator of best practices. productive status. This will simultaneously create vibrant
Market and A ordable Housing
Economic Opportunity
Vibrant Communities
by providing
Land and Real Property
Public Space
for the residents of the City and County.
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VISION SNAPSHOTS // When we want to see it
The below are the headlines representing our aspirational visions realized
THINK BIG 2024
VIBRANT COMMUNITIES
AFFORDABLE HOUSING
ECONOMIC OPPORTUNITY
• MALB inspires abundant growth of mixed income and intergenerational communities • MALB and its partners lead the way in eliminating blight in Atlanta • MALB partners with multiple developers to decrease food deserts
• MALB delivers 1000th a ordable housing unit • MALB converts 1500th property for occupation, rehabilitation and/or construction
• MALB celebrates the completion of a major commercial center with a ribbon cutting ceremony • MALB fulfills purpose in a manner that attracts and capitalizes on social impact investing
START SMALL 2020
VIBRANT COMMUNITIES
AFFORDABLE HOUSING
ECONOMIC OPPORTUNITY
• MALB wins the hearts and minds of all Fulton County Commissioners/City Council members who are working to create vibrant communities for their constituents • MALB increases its capacity via expansion to additional cities • MALB announces new name to include multiple municipalities
• MALB completes the acquisition and assemblage for its 3rd a ordable housing development • MALB awards land to local community development corporation and/or the Atlanta Land Trust for an a ordable housing project • MALB deploys a place-based approach to
• MALB raises $10MM for first private equity investment vehicle • MALB acquires first commercial property • MALB capitalizes on potential economic
down cycle (recession) and buys property to restore it to productive utilization
reclaiming and rejuvenating a neighborhood block by block
SCALE FAST 2022
VIBRANT COMMUNITIES
AFFORDABLE HOUSING
ECONOMIC OPPORTUNITY
• MALB and its partners celebrate the revitalization of its 10th formerly blighted street • MALB encourages stakeholders to embrace density (a ordable fee-simple townhomes, multi-family residences and micro-housing) • MALB seeks energy e ciency on all of its projects to increase a ordability • MALB accepts donations of surplus property from faith-based institutions
• MALB continues execution of One Atlanta strategy for the acquisition, disposition, and equitable redevelopment of residential and commercial property in targeted neighborhoods • MALB launches PILOT (Payment in Lieu of Taxes) Program (if statutorily authorized) • MALB partners with a ordable housing developers to reduce land and project costs
• MALB celebrates substantial annual funding provided by the City of Atlanta, Fulton County (and future municipalities) • MALB secures an additional $10MM of private equity to advance its mission • MALB completes its 1st joint venture, commercial development
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STRATEGIC PRIORITIES What’s most important to us
Strengthen brand and stakeholder engagement
Generate revenue and develop program related funds
Leverage strategic plan to develop budget and operations
Scale organization leadership, sta , and board governance for growth
• Change name to Metro Atlanta Land Bank • Conduct brand audit to assess current branding assets and make recommendations for improvements and enhancements • Develop brand and style guide to outline brand strategy and standard to support growing • Create digital brand assets (website, social media, white papers, blog, thought leadership) • Enhance media and public relations strategy (media placement, press releases, events, speaker placement for MALB leadership) • Establish go-to-marketing strategy (business development, MALB brand equity and consistent look-and-feel
• 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 • Research the legal considerations and feasibility of collecting management fees for the management and disposition of properties • 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 • Establish an operating reserve equal to a 12-month budget
• Develop Land Disposition Criteria and Policy • 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
• Approve and engage new geography members in Fulton County (including East Point, Dekalb, College Park, South Fulton) • Strengthen board development and engagement • Evaluate sta organization model to consider further expansion and team additions • Conduct professional development workshops on a continual basis for sta and board members • Facilitate annual retreats for sta and board members
- Community Land Trust
- Troubled Asset Workouts
• Consider Stakeholder Programmatic Recommendations • Develop Public Education, Communication and Branding Strategy for the General Public and Policymakers • Increase portfolio focus on multi-family housing and commercial properties • Develop a clear strategic plan with a complete budget for operations • Actively support ONE Atlanta Housing A ordability Action Plan to create thriving communities through public/private/nonprofit collaboration • Develop policy agenda solo or in concert with the Georgia MALB Association
prospecting, pipeline management, business development management routine)
• Develop stakeholder roles and listings • Strengthen communication and engagement channels and platforms
• Generate key content and messages
• Engage target stakeholders to build brand awareness, engagement and a rm their role in the impact of our work • Prioritize education of elected o cials and sta about mission and plans • Host quarterly meetings to update public on place-based e orts
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