Exit Memo: Josh Lockwood To: Rachel Hyman, Habitat-NYC, Acting ED From: Josh Lockwood, Habitat-NYC, Outgoing ED Date: April 27, 2012 Josh Lockwood Exit Memo Overarching Advice: "ll/line your soul for those moments at Habitat that have been the most meaningful for you??interactions with families, volunteers, staff??-and carry them with you in all your interactions with supporters, press, donors, volunteers, staff and Americorps.? A week in the life A successful leader at Habitat?NYC will spend approximately 75% of his/her time on external relations. There are numerous constant pressures that combat this, but it is crucial for the overall organization that the external is prioritized over the internal. A good way to ensure this is to hold meetings and conversations outside the office. Primarily these ?external? interactions include: 4? Relationship development with corporate, foundation, individual, faith, campus chapter supporters. Specifically: I Thank you calls or coffees or meetings I Providing updates or seeking conferrals with key donors I Asking informed questions about upcoming ?asks? to these donors (process, substance, strategy around the ask) I Inviting or strategizing with key donors about upcoming events I Development shop should be directing the ED where/when/who to be should be augmented by EDS own opinions/views based on relationships s/he holds I Review major donor lists with staff and direct "moves ma nagement? to upcoming events, ideally leading ultimately to an ask 0 5* Capital campaign I Rule of thumb is that over 50% of time should be spent on campaign this is likely not going to be possible in transition period I Moves Management Process is 1) donor prospecting, 2) donor cultivation, 3) donor briefing on Capital Campaign specifically, 4) donor "ask" I Staff/Campaign Manager should be directing the actions and preparing materials and talking points for upcoming briefings and asks I important to coordinate ED activities with Development/Consultant team, all efforts must be coordinated and understood by the full team as a part of the larger strategy I Campaign provides a great opportunity to seek board member/major donor "advice" on prospects, approach, strategy, advice on specific industries, etc. Board relations and committees I One element of external relations that can easily overwhelm all others is board relations. Ensuring that the board is motivated and engaged is key, but it is also important to balance this constituency from all others. I There is no other group that is more useful to the ED in expanding our network of donors and supporters as the board. Asking them for leads, strategic ideas, and insights into major donor are all helpful. I Relations with the board chair are particularly important, naturally. Ensuring that his concerns or issues are acknowledged prior to meetings is important. I Board meeting and EC meeting agendas and memos are drafted by the ED in consultation with the board chair. The ED also drafts talking points for the board chair and ED for the meeting. Occasionally, other board members will also need talking points on specific issues. I There is a desire on the part of board members to have more participation at board meetings, and less long?winded dialogue from the same board members. I The ED should try to attend any board committee meeting where three or more board members are present, unless s/he is confident that the presence is not important. The ED should also keep an out for any potential sticky situations involving board member and staff interactions, or board member to board member interactions, and act as an intermediary if possible to ensure that everyone is working productively together. The 5 key board committees are EC, Development, Finance, Nominations. The others can be led by and large by staff though occasional ED appearances on calls/meeting is meaningful to board members. I The Nominations Gov. Committee (and the EC) are fully staffed by the ED, and appropriately so. Board development is a key function for the ED, and building a strong board that is not too weighted toward any one constituency is key. Obviously, our board has grown in number and stature over the past several years, and is fundraising strongly in comparison with days past. Yet, in my view the board needs a stronger voice from people who live and work in the neighborhoods where we build (Le. Candace George) who can 2 balance out the views and perceptions of a progressive, yet generally Manhattan/Westchester-based board. There is a new focus on individual board member performance and appropriately so. This will lead to some challenging conversations about attendance and giving by some individuals. As part of this self-evaluation effort, we are asking the board members to complete a survey and bring it to the next board meeting (we?d hoped to do this on-line, but with our absence of communications staff, this won?t happen before May 16th). This should be a useful tool and Lady can lead the effort for folks to complete and submit this. Jeff lnfusino, who leads the Committee is great about assigning tasks to fellow committee members, and also has asked (understandably) for data about board attendance, board giving, and board composition. 0 Advocacy - For staff and faith relationships, having ED take part in key advocacy meetings or public events is important. These include Coordinating Committee meetings, Press Conferences with coalitions on steps of City Hall, meetings with elected officials, meetings with faith leaders. Speaking occasionally at houses of worship. I Moves Management Process is 1) donor prospecting, 2) donor cultivation, 3) donor briefing on Capital Campaign specifically, 4) donor "ask" Post-Event Post?Meeting Conversations 6? The day(s) after an event (going away party, ribbon cutting, gala) is a great moment to engage supporters. Quick follow up calls and emails are typically warmly received. 6* Calling board members after a board meeting to say, wanted to ask you about that point you made? is also well received st. Asking ?advice? about brand management, interesting challenges, etc is also a great way to engage supporters Messaging Stepping back from the day to day, the ED always wants to keep at the forefront of his/her mind that s/he is the messenger for the organization, both internally and externally. in this role, you are a walking billboard and advertisement for the organization. Every interaction should convey: 1) that you have the best job in NYC and feel blessed to be a part of this mission, 2) that you are personally moved by the mission, 3) that the impact Habitat?NYC is tremendous, growing, and backed up by statistics, 4) that the organization has an exciting future with a strong staff, board, and volunteer base. Acknowledging challenges and dealing with them is fine, but in general, an effective ED will act as an informed cheerleader for the organization?s staff, board, and volunteers in all venues. 6? The ED ideally will have a few "stories" in his/her back pocket to share. These are personal, mission? oriented stories involving family partners or volunteers. Both internally and externally, these are valuable to think about, and refresh, from time to time. The ED will ideally partake in symbolic, meaningful activities for the agency, that remind board and staff and donors and volunteers, that we are a volunteer?led mission?oriented organization. This could be attending panel interview sessions or fp information sessions, volunteering on the work? site, or kicking off the day for a group of volunteers. ?3 Typically, the PR staff will help refine your message for the specific media outlet, but generally, the ED shouldn't be over reliant on anyone to prep them for an interview. Whether practicing behind closed doors, at home, or in his/her head, the ED should always be armed with stock talking points. Further, for a specific media outlet, the ED should listen/read past articles and shows to gain a fuller understanding of the specific venue?s perspective. Never lie or make up an answer to a reporter. Always say, l?ll have to get back to you on that. (This is extremely folks write about Habitat, its typically positive). Public speaking. Smile. Short sentences. Try to appear comfortable and relaxed (it relaxed the audience). Have fun (if you?re having fun, so will the viewer). Start off with a joke. "l?ve seen many of you on our worksites, and have to say, you clean up real nice.? Or riff on the person introducing you. paid him to say that." Etc. Few examples: Easy, mission-oriented ?wins? for incoming ED: 0 Significantly increase tithe - incremental increase in SONYMA funds applied to capital campaign (big and highlights our success in increased homebuilding) or at least highlight this increment if SONYMA is game 0 Direct Homeownership to schedule a couple of home visits when a question of ?need? arises By-laws changes: 0 Zali Chris have given their feedback - Zaii also said, "i think we should start from scratch? which is likely true but unrealistic right now Bequests] Lawsuits: - DLA Piper is our pro bono counsel on the NJ multifamily rental property where we have a stake; at one time, Habitat?NYC?s stake in this property was valued at over and the of California, who also has a stake, are jointly paying counsel (not DLA Piper) to resolve this and Chris iVicG are in the loop a We are involved in the litigation surrounding a $1.7 mm property in Long island that was left to us by an elderly of her nieces changed the will while the woman was on her relatives are now contesting this is represented by Donald Goldsmith at Holland Knight, through a contract negotiated by Shauna iVicG and Michelle are in the loop Brand Management/PR Risk 03? Habitat?NYC and Habitat for Humanity in general en joy tremendous brand upside and this is promoting the positives of our work wherever possible is key *3 Right now, the "hair on the deal? buildings we have purchased in Brooklyn is an issue that has to be raised by the board. We/the ED should prepare talking points and line up stakeholders to be prepared to support our position. These talking points should include: Habitat-NYC was fully aware of the ownership history of these buildings when we purchased these properties. "Ultimately, our stance was that we were purchasing XX building below the appraised value and returning these properties to low?income families in the community.? "in making these decisions, we have consulted with community leaders and faith partners in these neighborhoods who have provided counsel on what actions would best serve these struggling blocks and communities.? if possible, lViatt Dunbar and Andrew should consult with folks from the community about these purchases, and ?softly? line up defenders in the event this goes public. i have spoken in the past to Rodneyse and Rev. Youngblood who supported our position. i spoke to Coivin Grannum too, who, given his CEO position, was more interested in brand risk than the moral question at stake. Gala Specifically This is a machine that generally runs itself, what the ED basically needs to be aware of is BIG we keeping to the timeline, do we have the honorees lined up, are we meeting the board?s expectations 6' This year, the board wants a red carpet and step and repeat. These are new but good developments. They also want a talking baby from E*Trade which We discussed with Steve Fr. Erika is in the loop on all this. A big challenge is getting board members to get their letters out. Personal calls from the ED can help. Working with folks? admins is also helpful. This is really Susan Martin?sjob and she?s a great resource for the ED. She?s done a million events, has the perfect, non-stressed disposition for that job. And she?s efficient. The ED also has to wield the hammer in getting staff letters out. Particularly with all our property purchases, this is now a big potential asset to support the event. *9 DO NOT get bogged down in the details of seating, run of show, etc or you?ll be spinning your wheels. In the 2 weeks leading up to the event, you?ll want to strategize with Susan about who should sit there: TAKE HER done this for 20 years and knows our donor list better than you or any staff member sensitive to diversity in the room, who likes who, who has the deepest pockets, etc Praise and Cheerleading often forget that people the leader of an organization in a particular light; being mindful of offering praise or positive feedback can be incredibly meaningful to folks if people need to be critiqued, that?s their manager?s job, unless it rises to a dramatic level and you need to get involved; if their manager doesn?t do it-?-well, that?s their management style and can be reflected in their year?end review or