Atlanta Land Trust

Stewards of permanently affordable housing

ATLANTA, GA   |  https://atlantalandtrust.org/

Mission

The mission of the Atlanta land Trust is to deliver and steward permanently affordable housing to support inclusive, equitable communities near the Atlanta BeltLine and other targeted areas in the city of Atlanta.

Ruling year info

2012

Executive Director

Amanda Rhein

Main address

112 Krog Street Suite 14

ATLANTA, GA 30307 USA

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EIN

90-0605040

NTEE code info

Housing Development, Construction, Management (L20)

IRS filing requirement

This organization is required to file an IRS Form 990 or 990-EZ.

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Communication

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

The Atlanta Land Trust works to solve Atlanta's housing affordability crisis and mitigate the displacement of legacy residents within the Atlanta BeltLine corridor by creating permanently affordable homes and wealth-building opportunities. Of the 193,000 households in the city of Atlanta 69% spend more than 30% of their income on housing. Between 2000-2017 in the city of Atlanta, median income increased by 48% while median rent increased by 70% and black homeownership rates declined by 5.5%. Compounding Atlanta’s affordable housing shortage is the fact that Atlanta has the worst income inequality among large cities in the US. Research shows that a family’s health, educational outcomes, and economic well-being are influenced by where their home is located. For families to improve their outcomes, they must live in an affordable place where they have access to opportunity. Geographic disparities created by segregation and other forms of structural racism must also be addressed.

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Community Land Trust

The Atlanta Land Trust (ALT) is a community land trust (CLT). A CLT is a nonprofit organization that utilizes public and private funds to provide affordable home ownership opportunities for low- and moderate-income households. The CLT model allows homeowners to benefit from the equity built through homeownership, and at the same time preserves the affordability of these homes so that future residents will have the same affordable homeownership opportunities.

ALT is working to create and preserve the opportunity for low- and moderate-income residents to live in Atlanta BeltLine communities where they are connected to job centers, economic activity, and better health via trails, parks and transit.

ALT provides low-wealth individuals access to homeownership and the opportunity to generate equity and create generational wealth. ALT uses an equity sharing model through which equity gained through increases in property value is shared between the homeowner and ALT, allowing for the home to remain affordable long-term but also creating a wealth for the homeowner. ALT also promotes neighborhood stabilization by encouraging homeownership. ALT supports community revitalization through the renovation and repopulation of vacant and abandoned housing.

Population(s) Served
Economically disadvantaged people

Where we work

Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

Growth can help us achieve our collective aspirations in Atlanta. However, if we want to reverse the trends of disparity, we must be intentional about how we grow, and this growth must be inclusive. If we truly seek the beloved community, we will leverage growth to double down on our city’s diversity. Atlanta Land Trust (ALT) is committed to creating and preserving housing in Atlanta that will remain affordable in perpetuity and helping to alleviate displacement of legacy families of color near the Atlanta BeltLine. ALT functions as a social change mechanism working with communities to co-create transformational solutions and supporting community control because we inherently believe that everyone has the right to live in a community of their choice.

The community land trust (CLT) model used by ALT allows low-income homeowners to benefit from the equity built through homeownership, while at the same time preserving the affordability of these homes so that future low-income residents will have the same affordable homeownership opportunities. ALT operates with these positive outcomes in mind, choosing to focus on developing housing within close proximity to public transportation including the Atlanta BeltLine. Over the next five years, ALT will collaborate with communities to create 300 permanently affordable, energy-efficient homes.

Through the use of the CLT model, ALT offers an alternative to rising housing prices requiring increasingly higher, and eventually unsustainable, levels of subsidy over time. Historically, public and private entities have invested in affordable housing in Atlanta with a limited affordability period, typically 5-15 years. This creates a cycle of investing in affordable housing repeatedly, and every year we lose approximately 1,500 units due to the expiration of subsidies and increasing property values. ALT offers a more sustainable approach to building and maintaining affordable housing in geographic areas offering access to economic opportunity.

• Program: Collaborate with communities served to co-create solutions to their affordable housing challenges with 300 permanently affordable, energy-efficient ’homes’ (units) with a focus on homeownership and the inclusion of limited rental, while advocating for favorable long-term affordable housing policy and funding.
• Finances and Funding: Build a sustainable organization with a solid operational model and diversified annual operating budget of approximately $1.1 million comprised of equal parts earned income and philanthropic funding, and adequate funding (at most -$14.8M) for land acquisition and development.
• Human Capacity to Serve: Create internal capacity to scale and address racial disparities and inequities in housing with seven to eight staff, including employees from neighborhoods served; an 18-member engaged governance Board with both strong community representation and voice; access to needed resources.
• Community Engagement and Awareness: Become a community-centered ‘Trusted Partner’ with a proven model and capacity that partners with communities in inclusive outreach and engagement to be recognized as the go-to organization for permanently affordable housing in Atlanta.
• Operations and Facilities: Located headquarters in a targeted community and serving as a resource, with the needed technology and standard processes and procedures to operate efficiently and effectively.

ALT currently has three full-time staff members: Executive Director, Stewardship Manager and Development Manager. ALT typically partners with developers and homebuilders on each of its projects. We have identified prospective development partners for all large-scale projects and have pre-approved a list of six homebuilders to work with us on single-family new construction and renovation projects. ALT also has been successful in cultivating relationships with prospective for-profit and non-profit development partners who are committed to incorporating CLT units into their developments.

ALT’s Stewardship Manager, Karen Babino, is responsible for coordinating the stewardship responsibilities of ALT including community outreach and education, and well as supporting all homebuyers through the homebuying process. She works to ensure that all prospective buyers successfully navigate the homebuying process including educational requirements. More broadly, she works to create awareness and acceptance of the community land trust model.

ALT’s Development Manager, Geoffrey Martin, is responsible for planning, directing and coordinating ALT’s real estate acquisition and development activities, including both single-family and multi-family projects. He serves as a central point for communication and decision making and represents ALT with community groups, stakeholders and public agencies. Geoffrey works directly with homebuilding and development partners to oversee development and construction, ensuring the timely completion of each project.

Since ALT’s relaunch in 2018, its portfolio has grown to 20 homes and its development pipeline to over 200 units.
Over the past two years, ALT has established organizational infrastructure and formalized partnerships with several for-profit developers, non-profit organizations and public entities who are committed to implementing the CLT model in Atlanta. In late 2019 we initiated a strategic planning process to clarify our goals and identify priorities to position the organization for future growth. This strategic plan now serves as an institutional roadmap, supported by research and analysis, to guide ALT and advance the organization’s mission over the next five years.

In 2020 we continued building organizational capacity, including recruiting and on boarding seven new board members, formalizing the onboarding process and hiring additional staff. In early 2020 we hired an intern to support the Stewardship Manager. In October a Development Manager was hired to plan, direct and coordinate ALT’s real estate acquisition and development activities, including both single-family and multi-family projects.

ALT has focused over the past year on advancing predevelopment activities for three large-scale projects: 1091 Tucker Avenue, 697 Fayetteville Road and a confidential project in the Oakland city neighborhood.

ALT has also been successful in cultivating new and existing relationships with prospective for-profit and non-profit development partners who are committed to incorporating CLT units into their developments. ALT currently has a project pipeline of approximately 200 units. New projects are under negotiation with Atlantica Properties and Urban Oasis. ALT closed on five additional homes with the Annie E Casey Foundation. ALT also executed an MOU with the Metro Atlanta Land Bank for a Permanent Affordability Pilot Program which will create a pipeline of public land for permanently affordable housing development. Fourteen properties will be sold to ALT at 25% of market value in the initial phase.

Financials

Atlanta Land Trust
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Operations

The people, governance practices, and partners that make the organization tick.

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Connect with nonprofit leaders

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  • Analyze a variety of pre-calculated financial metrics
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Atlanta Land Trust

Board of directors
as of 7/27/2021
SOURCE: Self-reported by organization
Board chair

Christopher Norman

Fulton County/City of Atlanta Land Bank Authority, Inc.

Term: 2015 - 2021

Jalal Slade

City of Atlanta

Trish O'Connell

Atlanta Housing

Dawn Arnold

Invest Atlanta

Jim Schroder

TriBridge Residential

Cass Brewer

GA State University

Kate Little

GA Stand-Up

Meghan Shannon-Vlkovic

Enterprise Community Partners

Rob Brawner

Atlanta BeltLine Partnership

Sue Henderson

Habitat for Humanity International

Kyle Lamont

Oakland City Community Organization

Organizational demographics

SOURCE: Self-reported; last updated 01/12/2021

Who works and leads organizations that serve our diverse communities? GuideStar partnered on this section with CHANGE Philanthropy and Equity in the Center.

Leadership

The organization's leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Female, Not transgender (cisgender)
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

Race & ethnicity

Gender identity

 

Sexual orientation

Disability

Equity strategies

Last updated: 01/12/2021

GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more

Data
  • We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
  • We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
  • We disaggregate data by demographics, including race, in every policy and program measured.
  • We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
Policies and processes
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We have community representation at the board level, either on the board itself or through a community advisory board.
  • We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.