Wealth Watchers 2020-2024 Strategic Plan

A MESSAGE FROM LEADERSHIP
C a r rie Da v is , P r e s id e nt
A MESSAGE FROM LEADERSHIP
F e lic ia T h o m a s , B o a r d C ha ir
Dear Friends of Wealth Watchers:
As president and CEO of Wealth Watchers, Inc., I recognize that
the nonprofit sector continues to evolve and change in a time
when the demand for our services far exceeds available resources.
It is imperative that Wealth Watchers positions itself to meet
that demand, while remaining central to building and rebuilding
communities and strengthening the connection between social
capital and economic development during these unprecedented
times. Wealth Watchers believes in being an inspiring, optimistic
organization that is continually open to new ideas and innovative
ways to being successful. I would like to thank the staff, board
of directors, customers and partners who contributed to the
development of this strategic plan.
I encourage you to review Wealth Watchers’ five-year strategic
plan. This is the blueprint that will drive our exponential growth
over the next five years. Join us as we commit to positively
impact and be a support system for individuals and families to
achieve their self-determined goals with a measure of significant
control over the processes. The Wealth Watchers’ team and I
are humbled for the opportunity to share our time, talent and
treasures to build wealth for future generations and serve as
community stewards.
Sincerely,
Carrie Davis
President, Wealth Watchers, Inc.
Dear Friends of Wealth Watchers:
I am honored to serve as the Board Chair of Wealth Watchers, Inc.
As the governance leader of this innovative and impactful agency,
it gives me great pleasure to present our new five-year strategic
plan. Wealth Watchers has a bold and aggressive strategic
direction that is designed to help the agency have a positive
impact on individuals and communities.
Wealth Watchers remains committed to going above andbeyond in
achieving its mission to build viable communities by expanding the
education and knowledge of individuals, families, and communities
for the purpose of understanding and applying essential financial
strategies that leads to the accumulation of generational wealth.
We will achieve this mission and accomplish our strategic goals
with outstanding customers, a committed board of directors,
dedicated staff, and a dynamic leadership team.
Wealth Watchers is committed to the following as outlined on our website at wealthwatchersfl.org. I
encourage you to visit the website to obtain specific information about the agency and its programs.
We a lth Watc he rs is c o m m itte d to :
• The promotion of home ownership for new homebuyers
• The preservation of home ownership for vulnerable homeowners
• The stabilization of transitional families
• The revitalization of distressed neighborhoods
• The expansion of small business development opportunities
• The promotion of financial education
Additionally, I would like to thank our various funders and external stakeholders for their continued
support. As Wealth Watchers positions itself for the future, we will operate efficient and effective
programs that continue to build wealth for future generations.
Sincerely,
Felicia Thomas
Board Chair, Wealth Watchers, Inc.
2 3

OUR BOARD
IN LOVING MEMORY
“Leadership
is not a
FELICIA THOMAS
Board Chair
ANDRE HIGGINS
Treasurer
DR. BOBBI WARFORD
Secretary
position or a
title, it is
action and
example.”
HARVEY HARPER
Board Member
DEBORAH THOMPSON
Board Member
COLEY WILLIAMS
Board Member
Not pictured:
Jacqueline Gray, Board Member
Rev. Larry Riley, Board Member
Ms . Crystal L . Towns
September 17, 1946 – May 20, 2020
Wealth Watchers’ Inc. Staff and Board of Directors honor the Memory of Ms. Crystal L. Towns.
Ms. Crystal served with devout commitment for nine years as a board member and held several
leadership positions. She offered her service to her church and her community unreservedly and
in a spirit of humility. Each of us have been blessed by her presence in our lives and as a member
of our board of directors.
Well Done Thy Good and Faithful Servant.
4 5

OUR STAFF
“Building
Wealth for
CARRIE DAVIS
President and
Chief Executive Officer
EDWARD GASTON
Chief Operating Officer
ALYCE DENSON
Vice-President
Operations
Future
Generations.”
MONIQUE TERRY
Vice-President of
Homeownership
Promotions
JO JONES
Housing Counselor
CHRISTIAN REIS
Program Manager of
Workforce Development
WEALTH WATCHERS’
E x e c utiv e Te am
JEAN REDDICK
Administrative Case
Manager
REGINALD LOTT
Site Coordinator
HURTIS WYCHE
Outreach Specialist
6 7

ABOUT US
Intro duc tio n
His to r y
Wealth Watchers, Inc. Board of Directors
and Leadership Team, under the guidance of
Strategic Planning Consultant Susan Appleton
of Appleton Communication, LLC., created this
strategic plan to be the blueprint that drives
Wealth Watchers’ exponential growth over
the next five years. The Balanced Scorecard,
an operational performance management tool
used extensively in business and industry,
government and nonprofit organizations
worldwide to align business activities to
the vision and strategy of the organization,
improve internal and external communications
and monitor organization performance against
strategic goals, was used to develop this plan.
The strategic plan was developed with
involvement and support from the Wealth
Watchers’ Board of Directors, staff, external
stakeholders and customers. Each group
participated in one-on-one, group interviews
and surveys. Each interview was approached
from the survey information received and
facilitated using the Strength, Weakness,
Opportunity and Threat (SWOT) analysis
format. In addition, during the annual board
and team member retreat, the organization’s
mission, vision and values were reviewed, and
input was solicited to assist in the development
of the intentional strategic goals. The core
values remained unchanged; however, the
mission and vision were slightly revised.
Team members were instructed to use the four
areas of the Balanced Scorecard to formulate
2020-2024 Strategic Plan goals for their lines of
business. After receiving input from individual
Wealth Watchers’ team members, the final
phase of the strategic planning process
began. It consisted of the Wealth Watchers’
Leadership Team and Ms. Appleton meeting
for a day to review all submissions collectively
and to formulate the Draft Strategic Plan. The
Leadership Team continued the process of
revisions. The draft plan was presented to
the board of directors for additional review
and input. The board approved the Wealth
Watchers’ Strategic Plan in May 2020.
The Wealth Watchers’ Team will utilize the
strategic plan to formulate annual work plans
for each line of business. A Strategic Dashboard
will be created as a reporting tool to monitor
Wealth Watchers’ progress towards meeting
the goals and objectives of the plan. Quarterly
updates will be presented by the president
and CEO to the board of directors. The board’s
Program and Planning Committee will revisit
the strategic plan, monitor progress against
goals and objectives and adjust to changing
conditions if necessary. Wealth Watchers,
Inc. will provide copies of the strategic plan
to internal and external partners. An annual
update of the strategic plan and the progress
made will be published annually as part of
Wealth Watchers’ annual report.
Wealth Watchers, Inc. is a HUD certified
Housing Counseling and Community
Development organization that was formed as
a nonprofit 501(c)(3) in December 2001. The
formation was a result of a series of meetings
with local financial service professionals.
The professionals believed education was
the foundation for financial success as well
as community and economic stability. This
intrinsic belief in education is the foundation for
Wealth Watchers’ products and services and
its commitment to being a viable contributor
to economic growth. Wealth Watchers, Inc. is
based in North Florida with services available
throughout Florida and Georgia.
8 9

EXECUTIVE SUMMARY
OUR CORE PARTNERS
.
Mis s io n
The mission of Wealth Watchers, Inc.
is to build viable communities by
expanding the education and knowledge
of individuals, families and communities
for the purpose of understanding and
applying essential financial strategies that
lead to the accumulation of generational
wealth. Wealth Watchers achieves its
mission by providing education, lending,
neighborhood stabilization, community
revitalization strategies and small
business development.
V is io n
The vison of Wealth Watchers, Inc. is
to positively impact and be a support
system for individuals and families to
achieve their self-determined goals with
a measure of significant control over the
processes.
Va lu e s
1
2
We believe in dealing respectfully
and compassionately with people
and organizations that we service
for the benefit of the communities.
We believe in being good stewards
of our community’s resources.
3
We believe in being an inspiring,
optimistic organization that is
continually open to new ideas and
innovative ways to being successful.
4
We believe in being an organization
that people count on to deliver a
promise of providing an exceptional
customer service experience.
10 11

ENVIRONMENTAL ANALYSIS
S t r e n g t hs , We a k n e s s e s , Op p o r tunit ie s a n d T h r e a t s
THE BALANCED SCORECARD
The purpose of the environmental analysis is to understand and assess Wealth Watchers, Inc.
from the perspectives of internal team members, board of directors, external stakeholders and
customers. This assessment provides information that can help Wealth Watchers identify its
strengths, weaknesses, opportunities and threats (SWOT).
The Balanced Scorecard is a strategic planning and management system that is used extensively
in business and industry, government and nonprofit organizations worldwide. The goal is to align
business activities to the vision and strategy of the organization, improve internal and external
communications and monitor organizational performance against strategic goals used to develop
this plan.
F ina nc ia l
Pers pe c tiv e
S trengths
Strengths describe the positive, tangible and intangible attributes of the
organization. What are the strengths? What is done better than others? What
unique capabilities and resources are prominent? What do others perceive as
strengths?
Weak ne s s e s
Weaknesses are factors that are within the organization’s control that detract from
its ability to obtain and maintain a competitive edge. What are the weaknesses?
What can be improved given the current situation? What do competitors do
better? What do others perceive as weaknesses?
C us to m e r
Pers pe c tiv e
“To achieve our vision,
how should we appear
to our customers?”
“To succeed, how
should we appear to
our stakeholders?”
V IS ION
A ND
S T R AT E GY
Inte rna l B us ine s s
Pers pe c tiv e
“To satisfy our
stakeholders and
customers, what
business processes
must we excel at?”
Oppor tunitie s
Opportunities assess the external attractive factors that represent the reason
for the organization to exist and prosper. What opportunities exist within the
organization’s market? What opportunities are available? What trends or
conditions may positively impact the organization?
L e a rning & G ro w th
Pers pe c tiv e
T hre at s
Threats are factors that may be beyond the organization’s control that could
place it or those connected to it at risk. What trends or conditions may be of
negative impact? What are competitors doing that may have an impact? What
impact does organizational weaknesses have on the threats to it?
“To achieve our vision, how
will we sustain our ability to
change and improve?”
Kaplan & Norton. 1996. The Balanced Scorecard.
12 13

STRATEGY STATEMENT
Wealth Watchers, Inc. will be a substantial
contributor to economic sustainability
throughout Florida and Georgia. It will
provide products and services that create
a prosperous, thriving ecosystem that is
the catalyst for economic development,
sustainable home ownership and other
quality housing options. These products and
services will contribute to the overall wealth
and stability of the people and communities
they serve.
Wealth Watchers, Inc. will continue to
focus on its customers to create a positive
customer experience. It will position itself to
further achieve the competitive advantage
by providing internal team members’
growth opportunities and developing and
implementing comprehensive education,
resources and tools for growth of its external
customers.
Wealth Watchers, Inc. will increase the level
of partners and other external stakeholder
engagement by expanding those parties
understanding and knowledge of Wealth
Watchers’ strategic initiatives and mission to
strengthen its pledge to accomplishing the
organizational vision.
S trate g y M a p
F ina nc ia l
Pers pe c tiv e
C us to m e r
Pers pe c tiv e
B us ine s s
P ro c e s s
Pers pe c tiv e
L e a rning a nd
G ro w th
Pers pe c tiv e
Achieve financial
sustainability
Cultivate and maintain
an organization
focused on the internal
and external customer
experience
Acquire systems that
integrate across the
organization to
effectively conduct
business and deliver
services
Create a knowledge
based and
high-performance
team
Develop and maintain
strong financial
management systems
Provide a solid return
on investment to
stakeholders and
partners
Deliver quality
services and products
Maintain an
accountable and
reputable
organization
Improve data
management and
analysis tools for
business growth
Incorporate innovative
and strategic
technology for
advancement
Retain, hire and
develop credentialed
team members to
achieve the
competitive advantage
Maximize technology
options
GOALS AND
OBJECTIVES
14 15

OPERATIONS
F ina n c ia l P e r s p e c t iv e
OPERATIONS
C us to m e r E x p e rie n c e
Build a financial reserve of 12
months by doubling the current
unrestricted amount
x2
DE C . 20 20 DE C . 20 2 2
DE C . 20 24
Develop a Resource
Development Plan.
Develop a Fundraising Plan
that will become the
blueprint for raising
$500,000 in philanthropic
giving.
Reduce the amount of
programmatic cost paid for
with unrestricted income by
5%.
Generate a minimum of
$100,000 in fee income from
new business enterprises.
Reduce the amount of
programmatic cost paid for
with unrestricted income by
25%.
Increase fee income by 25%
annually.
Maintain strong financial and
risk management systems
DE C . 20 20 DE C . 20 21
DE C . 20 2 2
DE C . 20 24
Establish a set of
financial health and
sustainability
benchmarks based
on industry-wide best
practices.
Establish risk
management
benchmarks based
on industry-wide best
practices.
Develop an annual
assessment to ensure
we are able to identify
and protect the
organization from any
threat that will prevent
fulfilling its mission.
Develop a dashboard to
provide insight and
analytical data relating
to the financial health
and sustainability of the
organization.
Fully automate our
financial tracking and
management systems
in QuickBooks or other
suitable platform.
Continue to comply
with the most recent
accounting standards
provided by the
Financial Account
Standards Board
(FASB).
Become a customer focused
organization
DE C . 20 20 M A R . 20 21
DE C . 20 24
Develop a company-wide
customer experience
strategy.
Develop a set of benchmarks
for the customer experience
strategy.
JUNE 20 21
Develop tools to measure the
customer experience.
Achieve and maintain an 80%
or greater rating for positive
customer experience in all
applicable programs.
Minimum of 50% of Wealth
Watchers’ customers will
complete a survey to rate their
experience.
16 17

OPERATIONS
Inte r na l B us in e s s P e r s p e c t iv e
OPERATIONS
L e a r n in g a n d G r o w t h P e r s p e c t iv e
Develop systems to efficiently
deliver service objectives
DE C . 20 20
DE C . 20 21 DE C . 20 2 2
DE C . 20 24
Develop a comprehensive
training and development
plan to enhance the
effectiveness of the board
of directors.
Formally adopt the
Guiding Principles of the
Standards of Excellence
Code.
Develop an
implementation plan to
integrate the Salesforce
Platform into the
organization.
Implement Phase 1 of
the Salesforce
Platform.
Implement the
Standard of
Excellence Code.
Implement the
Salesforce Platform
Implementation Plan.
Maintain designation
as an Exemplary
Organization with
NeighborWorks
America.
Receive accreditation
and the Seal of
Excellence from
the Standard for
Excellence Institute.
Establish system to
ensure compliance with
all local, state, federal
and contractual/grant
required insurance
minimums.
Create a knowledge based staff
DE C . 20 20 DE C . 20 24
Have a minimum of four HUD certified housing
counselors.
Each Wealth Watchers’ team member will have
a training and development plan.
Wealth Watchers’ team members will maintain
the required certification, accreditation or license
required to perform their specific jobs.
Financial Management Team will remain up-to-date
on current financial software functionality, federal
grant guidelines and current Financial Accounting
Standards Board (FASB) rules.
18 19

LENDING
RURAL/AGRICULTURAL
Expand the Wealth Watchers’
lending initiative into a selfsustaining
lending line of
business
Expand Wealth Watchers’ Agriculture and Rural
Development Programs to support food justice
and food security and to promote rural prosperity
JUNE 20 20 DE C . 20 21
DE C . 20 2 2
DE C . 20 24
DE C . 20 21 DE C . 20 24
Learning & Growth
Perspective
Learning & Growth
Perspective
Financial
Perspective
Financial
Perspective
Internal Business
Perspective
Financial
Perspective
Customer
Perspective
Wealth Watchers’
team member will be
competent in the full
utilization of
Downhome Solution.
Wealth Watchers’
team member will be
competent in the full
utilization of USDA
online portal for
submitting RMAP
data.
Wealth Watchers’ will
have a minimum of two
team members who
have completed
NeighborWorks’
Fundamental of Micro
and Small Business
Course and Intermediate
Underwriting for Micro
and Small Business
Lenders.
Internal Business
Perspective
Wealth Watchers or its
subsidiary will be
approved as a CDFI.
Maintain an average
outstanding loan
amount of $300,000.
Generate $70,000 in net
revenue from lending
activities.
Lending subsidiary will
generate a minimum of $6
million annually in first
mortgage loans.
Lending subsidiary will
generate a minimum of
$360,000 annually in small
business loans.
Loan portfolio delinquency
will not exceed 5%.
Customer Perspective
Develop a virtual
library of agricultural
related educational
and financial
resources.
Raise $1,500,000
to support rural and
agriculture activities.
Learning & Growth
Perspective
Wealth Watchers
will have a network
of individuals with
expertise in
sustainable
agriculture.
Eighty percent of
participants from
Wealth Watchers’
agriculture related
workshops will
indicate that they
gained knowledge
they can use to
increase their
capacity to grow
food.
Implement a full-scale
consumer lending
system that provides for
quality delivery of loan
products and services.
Achieve and maintain 80% or
greater rating from lending
customers for positive
customer experience.
Minimum of 50% of Wealth
Watchers’ lending customers
will complete a survey to rate
their experience.
Internal Business
Perspective
Implement a system that
provides for quality delivery
of loan products and
services.
20 21

WORKFORCE DEVELOPMENT
Build a pipeline of highly skilled workers to
meet business demand and maximize the skills
levels and confidence of youth ages 18-24
JUNE 20 20 DE C . 20 21
DE C . 20 24
Internal Business
Perspective
Wealth Watchers Workforce
Development Team will
become members of the
National Association of
Workforce Development
Professionals.
DE C . 20 20
Learning & Growth
Perspective
Wealth Watchers Workforce
Development Team will
have a staff development
plan that fosters holistic,
strength-based approaches
to serving youth.
Learning & Growth
Perspective
Wealth Watchers will have
a minimum of one team
member who has achieved
the Foundations of
Workforce Development
Professional Certification.
Wealth Watchers will have
a minimum of one team
member who is a certified
HBI instructor.
Financial
Perspective
Raise $875,000 to support workforce
development.
Customer
Perspective
Have minimum of a three-year track
record for providing the necessary skill
sets to participants who complete our
workforce development program to earn
a living wage based on the living wage
calculation for Florida.
Eighty percent of Wealth Watchers’
workforce development partners will
state that the organization assisted them
with reaching their organizational goals.
Internal Business
Perspective
Have a customer tracking system (CMS)
to track the short and long term impact
of the program.
Learning & Growth
Perspective
Wealth Watchers will have a minimum
of one team member who has been
awarded the Certified Workforce
Development Professional (CWDP)
Credential.
22
23

REAL ESTATE DEVELOPMENT
Expand the Wealth Watchers’ Real Estate Development
Program into a line of business that increases housing
production and its rental portfolio
JUNE 20 20
S E P. 20 20 DE C . 20 20
DE C . 20 2 2
DE C . 20 24
Financial
Perspective
Gain loan approval from
lender who will provide
permanent financing for
single family rentals.
Learning & Growth
Perspective
Wealth Watchers will retain
a real estate development
specialist to determine the
feasibility and profitability
of projects and to identify
funding sources.
Customer
Perspective
Real Estate Development
Department will develop a
strategy to measure a
positive customer
experience.
Financial Perspective
Identify a $100,000 loan fund or
combination of funding products
that will provide financing for land
acquisition and hold.
Identify a $750,000 loan fund or
combination of funding products
that will provide permanent
financing for quality rental projects.
Internal Business Perspective
Wealth Watchers will establish a
construction and financial
management system that allows
efficiency and cost savings.
Learning & Growth
Perspective
Retain new construction and
rehabilitation managers who
have management and
hands-on experience
Financial
Perspective
Generate a minimum of
$300,000 in net profit.
Increase our rental portfolio to
200 units.
Develop mixed-use building
(residential and commercial)
in a rural area utilizing Rural
Development’s Community
Facilities loans and grants.
Internal Business
Perspective
Have at least six sub-contractor
teams for new construction and
at least three teams of general
laborers to run rehab jobs.
Customer
Perspective
Fifty percent of clients we build
housing for will complete a
survey and 80% of them will be
satisfied with our services.
Develop a system that allows
Wealth Watchers to acquire
construct/rehab real estate to hold
for short and long term profitability
and increased net worth.
Learning & Growth Perspective
A member of Wealth Watchers will
become licensed as a realtor.
24 25

CONSTRUCTION MANAGEMENT
PROPERTY/ASSET MANAGEMENT
Leverage the internal general construction
capabilities of Wealth Watchers to generate
revenues from managing outside construction
projects
Maximize Wealth Watchers’
real estate value and
investment returns
DE C . 20 21
Internal Business
Perspective
Have written process to turnover
vacant units within 30 days.
DE C . 20 24
Financial Perspective
Generate $447,000 annually in gross income from rental
property portfolio.
Customer Perspective
Wealth Watchers will achieve and maintain an 80% or greater
rating for positive customer experience.
S E P. 20 20
Customer
Perspective
DE C . 20 2 2
Internal Business
Perspective
DE C . 20 24
Customer
Perspective
Learning & Growth Perspective
Property manager will obtain Rental Housing Counseling
Certification from NeighborWorks.
The Construction Management
Department will develop a
strategy to measure a positive
customer experience.
Internal Business
Perspective
Wealth Watchers will automate
its process to develop scopes
of work for rehabilitation
projects.
Wealth Watchers will have a
system in place that will allow it
to successfully and accurately
bid on new construction and
rehabilitation projects.
Wealth Watchers will have a
project management system in
place that allows it to manage
and track the progress on all
construction projects.
Learning & Growth
Perspective
Wealth Watchers will retain a
new construction manager and
a rehabilitation manager who
has management and
hands-on experience.
Fifty percent of construction
management services clients
will complete a survey and 80%
of them will be satisfied with our
services.
Financial
Perspective
Wealth Watchers will have
earned a minimum of $75,000 in
net revenue from Wealth
Watchers Construction
Management Activities.
Wealth Watchers will have
earned a minimum of $150,000 in
net revenue from rehabilitation
activities.
Property management staff member will attend a minimum of
one fair housing or property management workshop, webinar
or training annually.
Internal Business Perspective
Wealth Watchers will develop a system to improve and/or
schedule capital improvement repairs.
Wealth Watchers will establish property management reporting
practices that ensure Appfolio provides up to date reports and
records.
Wealth Watchers will establish an automated tenant rental
payment collection system.
Create on going pipeline of potential renters to ensure 85% or
higher occupancy rate.
26 27

HOMEOWNERSHIP PROMOTION &
FINANCIAL CAPABILITIES SERVICES
Support communities in advancing economic
opportunities by achieving and sustaining
affordable homeownership and financial viability
S E P. 20 20
DE C . 20 21
JUNE 20 2 2
DE C . 20 24
Internal Business
Perspective
Internal Business
Perspective
Internal Business
Perspective
Customer
Perspective
Ensure that four HUD
certified counselors are
prepared to counsel
clients and deliver materials
remotely using the most
up-to-date technology such
as live video chat, file-share,
online communities,
discussion forums,
automatic call-back and
mobile apps.
DE C . 20 20
Customer
Perspective
Create a homeownership
and financial services
satisfaction survey strategy
for clients using the HUD
exchange client satisfaction
survey toolkit as a guide
which will be implemented
in conjunction with
organizational survey.
Financial
Perspective
Generate sufficient annual
revenue for homeownership
promotion activities and
ensure at least 15% remain
for the bottom line.
Update and revise existing
housing counseling guide
to include best practices
observed in National
Industry Standard service
delivery guidelines and
include virtual counseling
process.
Establish an internal
cloud-based, file sharing
system for housing
counseling clients and
their perspective providers
(realtors, lenders and
builders) to share action
plan, steps and outcomes
as well as communications.
Have four HUD
certified counselors
trained and at a level
of proficiency in using
Sales Force.
DE C . 20 2 2
Customer
Perspective
Receive an 80%
approval rating on
surveys.
Receive 50%
response rate on
surveys from
participants.
OUR CONTRIBUTORS
S t ra te g ic P la n 2 0 2 0 -2 0 2 4
Dr. Christie Cade
Senior Director - Southern Region
NeighborWorks America
Collette Pozzo
Senior Relationship Manager - Southern Region
NeighborWorks America
Dexter Pearson
Business Relationship Manager
United States Department of Agriculture
Terrance Brisbane
Vice President - Community Development
Mortgage Outreach Officer
BBVA
Valerie H. Jenkins
Vice President
Senior Community Development Officer
Wells Fargo - North Florida
Matthew Stewart
Sr. Management Analyst
Jacksonville Field Office - Field Policy & Management
U.S. Dept. of Housing and Urban Development
The Honorable Terrill L. Hill
Mayor
City of Palatka, Florida
Rhonda Lattimore
Director of Residents Services
Jacksonville Housing Authority
Etta Midgett
Senior Manager - Affiliate Network Programs
HomeFree-USA
Vonda Richardson
Director Cooperative Extension Program
College of Agriculture and Food Sciences
Florida A&M University
Charles Fulmore
Wealth Watchers Customer
Chris Rones
Wealth Watchers Customer
28 29

A S t a te m e nt f r o m We a lt h Wa tc h e r s , In c . r e g a r d in g
S o c ia l Jus t ic e a n d S y s te m ic R a c is m
As we continue to build better communities, we will
work courageously to achieve success.
The Wealth Watchers’ Team proudly stands with
individuals and families to navigate through financial
hurdles, leverage resources and increase their
abilities to realize their self-determined goals. We are
committed to being an organization always striving
for excellence to better serve as a catalyst for positive
and lasting change through education, community
building and engagement, homeownership, lending,
small business development, workforce development
and neighborhood stabilization.
Wealth Watchers will continue to listen and be a
voice for economic and social justice understanding
that silence is complicit. We stand and kneel with
our community, peaceful protesters and corporate
partners in seeking equity and equality for all.
“
When y ou see
something that is not
right , not fair, not just ,
y ou hav e to speak up .
You hav e to say
something ; y ou hav e
to do something.
“
-John Lewis
The Wealth Watchers’ Staff and Board of Directors
share in the concern and action throughout the nation
and the world stemming from the collective grief, pain
and outrage caused by the documented deaths and
mistreatment of Black and Brown people at the hands
of those who choose hate and greed over humanity.
We recognize and acknowledge the pain endured
because of the color of one’s skin and will continuously
identify issues as well as contribute to the solutions.
We will not ignore the negative impact of over 400
years of systemic racism that has created social,
economic and educational laws that limit opportunities,
magnify oppression, increase poverty and contribute to
senseless violence in America.
Wealth Watchers was founded for the masses pursuing
and solidifying equality and equity in every corner
of society to gain good ground, improve access to
resources and foster progress and pride in communities
that have suffered greatly under the knee of injustice
and hate.
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