City of Atlanta Fulton County Land Bank Articulation Map

City of Atlanta Fulton County Land Bank Articulation Map

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 eective utilization status in order to provide market and aordable 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 Aordable 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, aordable 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

Aordable Housing

by providing

Market and Aordable 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 Aordable 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 aordable 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 (aordable 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 aordable housing eorts • 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 sucient

• Occupied property trust • Advocacy for tax reform • Wholly owned subsidiary

DIFFERENTIATORS What we must do dierently going forward

Educate elected ocials 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 eorts

Partner with ONE Atlanta – city oce 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, aordable 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 Aordable Housing Development Partner to create a Master Plan to support strategic property and land acquisition and decision-making • Convene a group of Aordable 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 aordable 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

fccalandbank.org