KING URBAN LIFE CENTER
STRATEGIC PLAN
2025-2028
EXECUTIVE SUMMARY
The King Urban Life Center stands at a pivotal moment in Buffalo's East Side transformation. Guided by our "Roots to Renaissance" theme, this three-year strategic plan charts an ambitious path to honor our community's rich cultural heritage while catalyzing sustainable prosperity for all residents.
Our Vision for Impact
Educational Excellence: We will transform educational opportunities by expanding our signature programs—growing Parent Child+ from 59 to 100 families, our After-School Program from 35 to 80 children, and our Summer Learning Experience from 40 to 100 participants. A comprehensive literacy initiative will ensure 85% of participants show measurable improvement, while specialized programming will serve neurodivergent learners by 2026.
Neighborhood Development: Through strategic partnerships, including the East Side Transformation Project, we will transform our physical landscape. Key initiatives include completing the $3.8 million roof renovation of 938 Genesee by 2027, converting 945 Genesee into a mixed-use facility by 2026, and building or renovating two homes by 2028. Our quarterly first-time homebuyer workshops will achieve a 25% success rate in creating new homeowners.
Economic Empowerment: We will build financial sustainability by reducing operational costs by 20% through efficiency improvements while increasing earned income to 30% of our overall budget by 2026. The launch of our "EastSide Innovators" incubator by 2028 will create 10 new jobs through supported ventures, establishing a culture of social entrepreneurship in our community.
Community Connection: Strategic partnerships with 10 mission-relevant organizations will expand our impact while maintaining community ownership. A reimagined digital-first brand identity will engage 3,000 social media followers by 2026, and our community leadership academy will develop local leaders to guide neighborhood transformation.
Organizational Capacity: With professional development plans for all 12 staff members and a robust volunteer management system engaging 50+ volunteers annually, we will build the internal capacity needed to achieve our ambitious goals while maintaining a 90% staff retention rate.
Financial Investment and Sustainability
This plan requires strategic investment totaling approximately $4.2 million over three years, with the majority ($3.8 million) dedicated to critical infrastructure improvements. Through innovative funding approaches, partnership development, and earned income strategies, we will achieve 70% self-sustainability by 2028, reducing grant dependence from current levels.
Implementation Approach
Our phased implementation begins with foundation building in 2025, moves to capacity expansion in 2026, and culminates in systemic impact during 2027-2028. Success will be measured through comprehensive dashboards tracking 40+ key performance indicators across all strategic priorities.
Community-Led Transformation
This plan represents more than organizational growth—it embodies our commitment to community-led transformation. By amplifying resident voices, honoring cultural wisdom, and creating concrete pathways to prosperity, we will demonstrate that historically marginalized communities can lead in solving complex social challenges.
Expected Outcomes
By 2028, the King Urban Life Center will have:
Directly served 280+ families through expanded educational programming
Created 10+ new jobs through social enterprise development
Facilitated 50+ residents through the homebuying process
Transformed 3+ properties into community assets
Established a replicable model for community-led neighborhood transformation
This strategic plan positions KULC as a catalyst for Buffalo's East Side renaissance—proving that when communities are empowered with resources, partnerships, and authentic support, they can write their own transformation stories. Together, we will cultivate a community where every resident thrives, honoring our roots while building our renaissance.
Mission:
The King Urban Life Center, rooted in partnership with residents, catalyzes transformative educational, economic, and social change while preserving our historic building as both a symbol and an inspiration for the community renewal we champion.
Vision:
The King Urban Life Center envisions Buffalo’s East Side as a healthy, prosperous and joyful community where individuals, children and families thrive.
WHO WE ARE (ELEVATOR SPEECH)
“Cultivating Renaissance”
The King Urban Life Center stands at the crossroads of legacy and possibility. From our historic landmark building—itself a testament to renewal—we are transforming Buffalo's East Side from the inside out through a powerful vision of community-led rebirth.
We don't simply provide services; we catalyze transformation through educational excellence, economic empowerment, and neighborhood revitalization. Our "Roots to Renaissance" approach honors the East Side's rich cultural heritage while creating concrete pathways to prosperity where every resident can thrive.
Through targeted initiatives like Parent Child+, after-school enrichment, and community redevelopment projects, we're nurturing both the physical spaces and human potential that define our neighborhood's future to foster a sense of collective identity.
We don't just serve our community; we amplify its voice and wisdom. At KULC, we recognize that meaningful change must be rooted in the lived experiences and aspirations of those we serve. Together, we're cultivating a community-led renaissance where the unique soul of the East Side flourishes and every resident thrives.
Join us in this vital work. With your support, we'll continue honoring roots while catalyzing renaissance—transforming potential into prosperity, one life, one family, one block at a time.
CORE VALUES
Community Wisdom: We believe in the expertise, the creativity, and the leadership within our community.
Inclusivity and Belonging: We ensure all people are welcomed, respected, and empowered.
Authentic Collaboration: We achieve lasting change through partnerships built on trust.
Adaptive and Transformative Equity: We challenge systems that threaten communal equity.
Cultural Vibrancy: We celebrate diverse cultural traditions that make our community unique.
Social Justice: We pursue fair distribution of rights, resources, and opportunities.
Anti-Racism: We oppose systemic racism through ongoing action and advocacy.
UNIFYING THEME: ROOTS TO RENAISSANCE
The foundation of our strategic plan is built around the unifying theme: "Roots to Renaissance." In nature, the base of an expired tree forms the space for germination and growth of the successive tree, one generation enriching the following to grow up more vibrant and healthier than the previous. This concept captures our commitment to honoring the deep cultural heritage of Buffalo's East Side while catalyzing a community-driven renaissance that creates pathways to prosperity for all residents.
Like a healthy tree, our work is:
Rooted in community wisdom and cultural heritage
Growing through educational excellence and opportunity
Branching out with innovative partnerships and approaches
Bearing fruit in the form of economic empowerment and neighborhood renewal
This theme connects our strategic priorities while emphasizing that authentic transformation must be grounded in the wisdom, culture, and aspirations of our community.
SITUATIONAL ANALYSIS (SWOT)
STRATEGIC PRIORITIES & KEY OBJECTIVES
1. EDUCATIONAL EXCELLENCE: Growing Minds and Opportunities
Goal: Create transformative educational pathways that empower children and young adults to thrive through expanded, high-quality programming that builds on literacy and reading
Summary of Main Objectives and Key Metrics:
Expand Parent Child+ from 59 to 100 families by end of 2028
Grow After-School Program from 35 to 80 children by end of 2028
Expand Summer Learning Experience from 40 to 100 participants by summer 2028
Implement comprehensive literacy initiative with 85% of participants showing improvement
Continue to collaborate with our community partners.
Develop specialized curriculum and ways of operating internally to support the learning of neurodivergent (i.e., high functioning autistic, cerebral palsy and down syndrome) learners by Q3 2026
DASHBOARD
Expansion Objectives
Detailed Objectives and Performance Indicators
Parent Child+ Expansion
Expand from 59 to 75 families by end of 2026
Increase participation by 20% y/o/y thereafter
Maintain parent satisfaction rate of 90% or higher
After-School Program Enhancement
Expand from 35 to 60 children by end of 2027
Increase participation by 20% y/o/y thereafter
Implement STEAM curriculum with 90% of participants demonstrating improved academic outcomes
Summer Learning Experience Growth
Expand from 40 to 70 participants by summer 2027
Increase participation by 20% y/o/y thereafter
Achieve 90% participant retention rate throughout summer program
Program Quality Excellence
Develop standardized quality metrics across all programs by Q2 2026
Implement quarterly program evaluations beginning Q3 2026
Achieve and maintain 95% participant satisfaction across all programs by 2027
Document and share evidence-based practices through annual learning report
Literacy Focus Initiative
Implement comprehensive reading assessment by Q1 2026
Partner with Mayor's Summer Youth Reading Program by Q2 2026
Achieve measurable reading level improvements for 85% of participants
Create specialized curriculum for neurodivergent learners by Q3 2026
Neurodivergent Centric Offerings (i.e. High functioning Autistic, down syndrome, cerebral palsy, ADHD, Anxiety Disorder)
Implement comprehensive curriculum to adapt to neurodivergent population by Q1 2026
Train staff to facilitate learning for those that deviate from traditional standards by Q2 2026
Key Initiatives:
Implement train-the-trainer model to extend program reach without proportional staffing increases
Partner with existing educational institutions to share staffing and resources
Create innovative parent engagement strategy using mobile technology
Implement culturally responsive curriculum reflecting community history and needs
Develop specialized approaches for neurodivergent learners
2. NEIGHBORHOOD DEVELOPMENT: Renewing Our Shared Spaces
Goal: Transform the physical landscape of our neighborhood through community-centered development that honors our cultural heritage while creating vibrant, cohesive spaces where residents flourish and collective identity strengthens
Summary of Key Objectives and Metrics:
Partner with East Side Transformation Project by Q2 2025
Complete roof renovation of 938 Genesee by raising the necessary funds by 2027 (rough order of magnitude (ROM) estimate of $3.8 million to be validated). A board led effort at the Renovation Committee level.
Transform 945 Genesee into a mixed-use facility by 2028
Build/renovate two homes by 2028
Host quarterly first-time homebuyer workshops with 25% success rate
Be on the path to becoming a Non-profit developer by Q4 2028
Detailed Objectives and Metrics:
Community-Led Housing Development
Partner with East Side Transformation Project by Q2 2025
Identify and develop plan for three properties/vacant lots by Q3 2026
Complete two housing renovations/construction by Q4 2028
Achieve resident participation in every key development decision
King Urban Facilities Transformation
Complete roof renovation of 938 Genesee by campaign to raise the additional $2.5 million needed by 2027
Transform 945 Genesee into a mixed-use facility by 2026
Reach facility space utilization of 100% with waitlist by 2028
Achieve energy efficiency improvements of 30% across all properties
Community Hub Activation
Host at least 1 housing related community events monthly by Q2 2026
Maintain 90% or higher community satisfaction with events
Housing Education Initiative
Host quarterly first-time homebuyer workshops beginning Q2 2026
Track and support 50 workshop participants through homebuying process and keeping their homes progressing by Q4 2028
Achieve 25% success rate in workshop participants becoming homeowners
Establish post-purchase support program for new homeowners by Q3 2026
Nonprofit Developer Capacity Building
Complete nonprofit developer training program at LYSC by Q3 2028
Secure development partner by Q2 2027
Establish legal structure for development entity by Q4 2027
Position KULC to serve as nonprofit developer for 2029 and beyond
Key Initiatives:
Partner with East Side Transformation Project and Block by Block grant coalition
Leverage relationships with NY-LISC to develop housing strategy
Create educational hub for community information around housing, rehab funds, and workforce opportunities
Build capacity to become a nonprofit developer for 2029 and beyond
Partner with land trusts and or land banks to ensure long-term affordability
3. ECONOMIC EMPOWERMENT: Cultivating Sustainable Resources
Goal: Create pathways to financial sustainability for the King Urban Life Center through innovative funding approaches, internal re-structuring and social entrepreneurship
Summary of Key Objectives and Metrics:
Reduce operational budget by 20% through efficiency by Q4 2025
Increase earned income to 30% of overall budget by 2026
Augment board engagement and financial contribution to 100% of the board by Q1 2026
Launch "EastSide Innovators" incubator by 2028
Implement a sustainable culture of philanthropy across the organization by Q4 2025
Detailed Objectives and Metrics:
Organizational Financial Sustainability
Implement efficiencies to reduce by 20% operational budget by Q4 2025
Increase earned income to 30% of overall budget by 2026
Realize and maintain a 100% financial board contribution by Q4 2025
Develop and maintain 6-month operating reserve by 2027
Increase our digital engagement and brand identify by 2026
Achieve 70% self-sustainability (30% grant reliance) by 2028
Develop and implement individualized plans to grow staff skills by Q1 2026
Social Enterprise Development
Launch "East Side Innovators" incubator by Q4 2026
Create 15 jobs through supported ventures by 2028
a) Youth Entrepreneurship
i) Create youth social entrepreneurship academy by Q3 2026
ii) Launch at least 3 youth-led micro-enterprises by 2027
iii) Achieve 80% participant rating of "significantly improved business skills"
Board Development
Implement revised bylaws with term limits by Q4 2025
Grow board to 20 members by Q4 2025, 25 members by 2026
Achieve 100% board giving participation by Q4 2025
Establish functioning committee structure with quarterly meetings by Q4 2025
Create and sustain a fundraising committee by Q3 2025
Philanthropy Culture
Develop comprehensive fundraising plan by Q4 2025
Implement a sustainable culture of philanthropy across the organization by Q4 2025
Establish planned giving program by Q1 2026
Increase individual giving of current donors by 25% annually 2025-2028
Key Initiatives:
Partner with 43North and Beverly Gray Center or similar organizations for entrepreneurial development
Conduct internal organizational audit and implement efficiencies
Craft plan for a real culture of philanthropy
Establish comprehensive board assessment, recruitment and development
4. COMMUNITY CONNECTION: Strengthening Our Collective Voice
Goal: Enhance The King Urban Life Center's role as a trusted community hub through strategic partnerships and authentic relationship-building that amplifies resident voices, builds economic opportunity, and ensures community ownership of neighborhood transformation
Summary of Key Objectives and Metrics:
Establish formal partnerships with 10 mission-relevant organizations by Q4 2026
Launch reimagined brand identity with digital-first approach by Q4 2025
Establish community leadership academy by Q2 2026
Conduct annual community needs assessment with 30% resident participation
Collaborate with Block Club or similar organizations to identify one community-led project annually
Achieve a 50% utilization rate of our facilities with community events by 2026
Detailed Objectives and Metrics
Strategic Partnership Development
Establish formal partnerships with 10 mission-relevant organizations by Q3 2026 as modeled with Brick Academy, Prenatal Neonatal Network and others
Create resource-sharing agreements with 5 organizations by Q2 2026
Host quarterly collaboration summits beginning Q4 2026
Achieve 90% partner satisfaction with collaboration effectiveness
Realize a 50% utilization rate of our facilities with community events by 2026
Digital Transformation
Launch reimagined brand identity with digital-first approach by Q3 2025
Build social media presence with 3,000 followers across platforms by 2026
Create interactive digital platform showcasing community transformation by Q3 2026
Achieve 10,000 unique digital interactions monthly by 2027
Community Leadership Development
Establish community leadership academy by Q2 2026
Sustain regular contact with 75% graduated community leaders
Document leadership development methodology by Q4 2026
Community-Led Problem Solving
Collaborate with Block Club to identify one community-led project annually
Implement community choice mechanism for project selection by Q4 2025
Document and share community-led problem-solving methodology
Achieve 80% resident satisfaction with project outcomes
Data-Driven Decision Making
Conduct annual community needs assessment beginning Q4 2025
Achieve 30% community participation in data collection
Share data findings through quarterly community forums
Key Initiatives:
Develop partnerships with organizations aligned with KULC’s mission
Create shared staffing models with complementary organizations
Implement community media lab empowering residents as content creators
Establish collaborative funding models with joint proposal development
Build authentic resident engagement strategies beyond traditional methods
5. ORGANIZATIONAL CAPACITY & LEADERSHIP DEVELOPMENT
Goal: Build a resilient, adaptive organization with the leadership capacity, systems, and culture to effectively implement the strategic plan
Summary of Key Objectives and Metrics:
Implement staff professional development plans for all team members by Q4 2025
Establish succession planning for all leadership positions by Q2 2026
Create robust volunteer management system engaging 100+ volunteers annually by 2026
Implement comprehensive organizational policies and procedures by Q1 2026
Achieve 90% staff retention rate through improved organizational culture by 2027
DASHBOARD
Detailed Objectives and Metrics:
Staff Development and Retention
Complete skills assessment for all staff by Q4 2025
Implement individualized professional development plans by Q2 2026
Establish quarterly leadership development program by Q3 2026
Achieve 90% staff satisfaction rate by 2026
Succession Planning and Leadership Pipeline
Develop emergency succession plans for key positions by Q1 2026
Create leadership competency framework by Q2 2026
Identify and develop at least one internal successor for each leadership position by 2027
Volunteer Engagement
Develop comprehensive volunteer management system by Q4 2025
Recruit and train volunteer coordinator by Q1 2026
Establish volunteer recognition program by Q1 2026
Engage 100+ active volunteers annually by 2026
Organizational Systems and Processes
Document all core operational processes by Q4 2025
Implement standardized project management methodology by Q1 2026
Establish regular organizational assessment schedule by Q2 2026
Achieve 50% improvement in operational efficiency by 2027
Key Initiatives:
Partner with organizational development consultant for systems design
Create leadership development pathway for staff and community members
Implement cross-training program to build organizational resilience
Establish learning community with peer organizations
IMPLEMENTATION FRAMEWORK
PHASED IMPLEMENTATION
Phase 1: Foundation Building (2025)
Establish collaborative partnerships
Launch brand evolution and digital transformation
Begin expansion of educational programs
Develop resource-sharing models with key partners
Begin culture of philanthropy development
Phase 2: Capacity Expansion (2026)
Activate shared staffing models with partner organizations
Scale successful program innovations
Begin property development projects
Launch social innovation accelerator with partners
Implement alternative funding models
Phase 3: Systemic Impact (2027-2028)
Complete major property transformation projects
Reach educational program scale targets
Launch learning network
Achieve financial sustainability targets
Scale successful social ventures
RESOURCE ALLOCATION
Financial Resources:
Program expansion and innovation: $250,000 over three years
Roof capital campaign: $3.8 million by 2027
Social enterprise startup capital: $100,000 by 2029
Staff development and capacity building: $75,000 by 2029
Staffing Strategy:
Strategic use of current 12 FTEs with focus on partnership development
Shared staffing arrangements with partner organizations
Fellows program recruiting 5+ project-based fellows
Technology and data management support through skilled volunteers
Contract specialists for specific technical needs
Community leadership academy creating volunteer capacity
ADDITIONAL CONSIDERATIONS
Risk Management
Maintain balance between innovation and organizational capacity
Develop contingency plans for funding or partnership disruptions
Address potential gentrification pressures through community ownership models
Create sustainable growth plans that don't overextend limited staff
Establish risk register with quarterly review and mitigation strategies
Develop crisis communication protocols for potential challenges
Create financial contingency plans with specific triggers and responses
Implement cybersecurity protocols to protect organizational data
Continuous Learning
Implement quarterly strategic review sessions
Develop robust program evaluation systems
Create formal feedback loops with program participants
Document and share learning through annual impact report
Establish organizational learning agenda with key questions to explore
Create knowledge management system to capture and share insights
Implement regular environmental scanning process
Develop benchmarking process against peer organizations
Technology Integration
Address digital divide through technology access initiatives
Implement data systems that reduce administrative burden
Develop multi-channel communication strategies for diverse access
Build staff capacity through technology training
Establish technology steering committee with community representation
Create digital equity framework to guide technology decisions
Implement data governance policies to ensure ethical use of information
Develop technology sustainability plan for ongoing maintenance and upgrades
CONCLUSION
This strategic plan represents KULC's commitment to honoring our roots while catalyzing renaissance in Buffalo's East Side. Through educational excellence, neighborhood development, economic empowerment, and community connection, we will create pathways to prosperity grounded in community wisdom.
Through disciplined implementation, strategic partnerships, and continuous learning, KULC will transform Buffalo's East Side while establishing a replicable model for community-led innovation. Our work over the next three years will demonstrate that historically marginalized communities can lead in creating solutions to complex social challenges.
Together, we will write the next chapter in our community's transformation story—one of hope, resilience, and boundless possibility.
Digna Saad
Executive Director
King Urban Life Center