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
Facilitated by
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