MOVING FORWARD TOGETHER

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“If everyone is moving forward together, then success takes care of itself.”

- Henry Ford

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CONTENTS THE WORK IN REVIEW

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SECTION I – A NEW BEGINNING

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1. Understanding the NIBC Clientele 2. Reviewing Consultants Reports and Trainings 3. Introduction to Key Stakeholders 4. Overview of Major Assets

SECTION II – BUILDING KEY RELATIONSHIPS

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1. Aligning The Next CEO and The Board 2. Acquiring Key Data and Contacts 3. Assimilating With the Community 4. Accommodating Via an Open-Door 5. Accelerating The Speed of Change

SECTION III – THE CRITICAL PATH 1. The First Six Months 2. Developing a Leadership Agenda 3. Clarifying Roles and Responsibilities 4. Gaining the Commitment of the Board 5. Setting the Agenda with the Current Staff 6. Identifying Current and Future Opportunities

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The Work in Review In June of 2020, the consultants led by Linda Fowler, with J.D. Lee, were brought on board to help transition NIBC from an underperforming community development organization, into a high performing nonprofit.

The challenge of turning the organization around, given NIBC’s recent history, loss of legacy funders, and revolving door of executive leadership, required significant internal business revamping, improvements to accounting, and relationship repair. The consultants presented a plan to achieve organizational success, in a document called “The Refresh – a Strategic Playbook for the Success of NIBC.” The Refresh was a takeoff from where “The Paul Weech Report – Becoming a High-Capacity Housing and Community Development Nonprofit” left off, building upon the 4 Pillars approach to NIBC achieving its full potential in: 1) Lending and loan servicing, 2) Housing development and rehabilitation, 3) Rental property management, and 4) Homebuyer education and financial coaching.

A significant amount of time was spent diving into the recent history of the organization’s affairs. The following points are a synopsis of what was learned and the strategies that were implemented to power the transition: 2018 1) 2) 3) 4)

NIBC suffered a loss of funding from the Kellogg Foundation, NIBC lost its affiliation with NeighborWorks America, NIBC had extreme budget deficits and funding gaps, NIBC had a lack of quality management internally at the accounting level, director level, and board governance, and 5) NIBC suffered a loss of funding from the City of Battle Creek.

2019 1) 2) 3) 4) 5)

NIBC had a stellar year with FHLBI, NIBC regrouped management of the board and NIBC’s sole employee, NIBC is granted $13K by the city to do strategic planning with Paul Weech, The Weech Report suggested NIBC close its doors and merge with KNHS, NIBC is given a vote of confidence by the City of Battle Creek, to remain as its community development partner.

2020 - 2021 1) The organization conducts strategic planning with Paul Weech, 2) Kristyn Denison assumes role of Interim Managing Director, 3) The Board brings on specialists, Linda Fowler and JD Lee to lead its strategic effort to become a High Performing Nonprofit, and 4) Linda Fowler / JD Lee implement “The Refresh - A Strategic Playbook for the Future Success of NIBC” 5) Consultants create a “Super Quorum” which will enable them to arrive at more efficient, time sensitive board approved decisions, 6) Consultants established new cloud-based property management / payment system via AppFolio, 7) Consultants implemented a new and upgraded IT infrastructure, moving away from hard servers to cloud-based servers, 8) Consultants implemented the outsourcing of Bookkeeping and Accounting responsibilities to new reputable firm, 9) Consultants negotiated a new partnership to offer first-time homebuyers' education via KNHS, 10) Consultants explored ways to partner with the Calhoun County Land Bank to improve housing stock and increase home ownership in Washington Heights, 11) Consultants assisted City of Battle Creek to establish new zoning ordinances to allow for ADUs, density, and SUPs, 12) Consultants achieved grant funding from BCCF to pilot transitional housing for individuals who are homeless, but seeking a way up, 13) Consultants achieved HUD funding for a workforce pilot focused on apprenticeships in skilled trades, 14) Consultants developed alternative revenue generating model (HOMERUN™) to close the subsidy gap for new affordable builds in Battle Creek, 15) Consultants promote new board memberships, including Ted Dearing and Regina Jones, 16) Consultants bring on new staffing and capacity to support an emergency rental assistance and a lead abatement program via CERA and HUD, 17) Consultants helped create new source of tenant revenue via HARA, 18) Consultants conduct multiple board trainings and information sessions to establish best/ better practices within the organization, 19) Consultants began laying the groundwork for the discovery of the next CEO of NIBC by drafting the Position Description, and 20) Consultants conducted a broad talent search to attract the best potential candidate to become the next CEO of NIBC.

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Strategic Board Trainings: 1) April 15th | 3rd Thursday in April IN SEARCH OF A COMMITED CEO Finding the Right Person and Getting Them on Board 2) May 20th | 3rd Thursday in May THE 10 COMMITMENTS OF HIGH PERFORMANCE Doing What It Takes for the Org and Board to Level Up 3) June 17th | 3rd Thursday in June HOW TO HIT A HOMERUN™ FOR BATTLE CREEK The Program, Ingredients and Strategy for a Successful Housing Development Pilot

There is yet much work to be done. However, the journey we have undertaken to reposition NIBC in the community and help it become the high performing nonprofit the City of Batte Creek believes it can be, makes us very humbled and honored to pass the torch to the next CEO of NIBC, its staff, and newly constituted Board.

We believe that our work speaks for itself and as the next CEO takes the wheels of the ship (so to speak), NIBC will be left in much better condition today, than it was when we first came aboard in mid-2020. So, to the NIBC Board who has diligently worked with us along this journey, we say thank you. To the staff of NIBC, who has been flexible and cooperative through the process of change, we say thank you. And to all the NIBC stakeholders, collaborators, partners, and allies, who have trusted us with your time, treasure, and resources, we say thank you as well.

This document serves as a strategic guide for onboarding the next CEO. We truly wish Neighborhoods, Inc. of Battle Creek, and the next CEO, all our very best!

Real Dollars and Financial Impact: 1) HUD Lead Abatement Initiative - Total Grant – $3.4M - City Portion - $2.4M - NIBC Portion - $960K - NIBC Staff Budget - 1 FTE @ $175K for 38 months - NIBC Fringe Benefit Budget - $59K for 38 months - NIBC Admin Budget - $48K

2) CERA - Covid Emergency Relief Fund - Total Grant - $25B - MSHDA Portion - $622M - Calhoun County Portion - $4.78M - NIBC Portion - $121K - NIBC Staff Budget - 4PTE @ $92K - NIBC Case Mgt. Budget - $10K - NIBC Admin Budget - $15K - NIBC Misc. Budget – $4K

3) BCCF BRIDGES – Homeless Pilot Program - Seed Capitol - $5K (Community Engagement) - Monthly Mgt. Budget - $1.75K per mon (proposed) - Fair Market Rent - $850 per mon (proposed) - Utilities Budget - $560 per mon (proposed) - Misc. Budget - $350 per mon (proposed)

Sincerely,

Linda M. Fowler

J.D. Lee

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A New Beginning

SECTION I

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Understanding the NIBC Clientele Battle Creek is a small city with a population of just over 50,000 people. It is more diverse than Calhoun County or the State of Michigan. The overall population is declining but the diverse population has increased by 18% over the last decade.

According to the US Census Bureau 2019 survey, Calhoun County has 134,310 people in 2020. In 2019, the median household income of Calhoun County households was $48,607. The median value of occupied homes is $115,700.

A 2017 Policy Link Equity Report on Battle Creek (link) shows, 33% of residents are people of color and the city is becoming a majority minority city. 55% of renters spent more than 30% of household income on housing. The Black unemployment rate of Battle Creek is twice that of White counterparts at 21%. 45% of Black children live in poverty. Latina and Black women have the lowest median incomes.

NIBC serves a historically disadvantaged region of the State, with some of the worst unemployment and income statistics in the nation. With a significant number of youth, aged 16-24 unemployed, and significant number of residents over age 25 without a post -secondary degree, prospects are bleak. Left unchecked, unemployment of this magnitude perpetuates a cascade of social and economic fallout that leaves neighborhoods impoverished. Based on our experience, NIBC’s clientele barriers include: 1) lack of affordable and quality childcare, 2) computer access and expertise, 3) transportation, 4) inadequate housing, 4) food, 5) soft skills 6) mental health issues, 7) substance abuse problems, 8) criminal history, 9) language barriers, and 10) poor self-image.

By rigorously addressing the gaps and inefficiencies within NIBC’s renter to homeowner continuum, in the presence of robust data collection, evaluation, and continuous quality improvement NIBC should build strategic collaborations between existing employment, education, and workforce infrastructure—while empowering clientele to leverage their greatest talents and competencies. Data should be drawn from all network participants, including jobseekers, employers, educators, community members and organizations, to ensure optimized processes, effectiveness, and outcomes for a diverse clientele. “One size does not fit all” so partner providers are key to serving NIBC clientele.

It is strongly recommended that NIBC working with community partners, to promote an “open innovation” ecosystem that streamlines linkages to cultivation and client intake, to case management systems and procedures supporting client service, to ongoing QA evaluation, to facilitating transitions between service providers, to connecting clients to available jobs and housing opportunities that have been articulated by industry partners.

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Reviewing Consultants Reports & Trainings Over the past 18 months, the consultants have compiled an extensive library of documents that speak to their extensive work. The documents are contained online (The Vault) for the NIBC board and executive level management to access and use at their discretion. The Vault includes: 1) Board Reports, 2) Board Trainings, 3) Program Publications, 4) Strategic Documents, 5) PowerPoint Presentations, 6) And more.

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Introduction to Key Stakeholders NIBC has opportunities today, that did not exist when the consultants took over in mid-2020. Stakeholders are the key to a strong collaborative relationship and NIBC can build upon that work. There has been an extensive groundwork laid by reaching out, having conversations, rebuilding trust, and doing the hard work to re-establish relationships that had become strained, to say the least. As of today, many of these stakeholders work with NIBC, proving that everyone deserves a second chance!

The following is a list of key stakeholders and what they do in the community: 1) The City of Battle Creek Community Development The city participates in several collaborative relationships that enhance coordination between housing and service organizations. Collaborative work includes support to Neighborhood Planning Councils, the Greater Battle Creek Homeless Coalition, the Calhoun County Lead Task Force, TRHT (Truth, Racial Healing, & Transformation), The Coordinating Council of Calhoun County, and the community policing efforts of the Battle Creek Police Department. The city partnered with NIBC on the HUD Lead Abatement Grant that is currently being executed with a full -time staff person at NIBC, Dennis McKinley.

2) Summit Pointe Summit Pointe’s homeless housing program is funded by the HUD Continuum of Care and is in the Drop-In, day center for homeless people, the SHARE Center.

Until recently, this was the Housing Access Resource Agency (HARA) for the Battle Creek Continuum of Care. They use a Housing First model as much as possible in a limited resource environment. There is a great need for more permanent supportive housing and more case management. People's poor rental and credit histories are barriers to gaining private market housing.

3) Calhoun County Land Bank The Land Bank is an important partner with NIBC. The Land Bank focuses on feasibility of creating an infill housing program. The Land Bank plays a vital role in blight elimination in Battle Creek. The City of Battle Creek and the Land Bank are working together to develop clear guidance for the deposition of vacant property and the prioritization of what properties to demolish.

4) Calhoun County Lead Task Force City of Battle Creek Community Development staff in partnership with Calhoun County Health Department, facilitate the Calhoun County Lead Task Force. The ongoing work of the Task Force helped inform the priorities of the 2020-2024 Consolidated Plan. The group focuses on increasing cross-sector partnerships and data sharing.

5) Habitat for Humanity Habitat runs a Re-store storefront that recycles building materials, providing them at low cost to Battle Creek residents and providing a source of funding for projects. Habitat has been specializing in building handicapped ramps in

partnership with Community Action. Habitat would like to work with the Calhoun County Land Bank and the City to rehab vacant homes and create infill housing on vacant lots. Habitat is currently the City of Battle Creek’s only Community Housing Development Organization (CHDO).

6) Community Action Agency of Southcentral Michigan Community Action is a key partner in the City’s work around lead abatement.

Community Action works in many adjacent counties. In Battle Creek, it runs Head Start, Early Head Start, a Foster Grandparent program, and Emergency Food Assistance and Commodity Supplemental Food programs. Community Action also administers utility assistance and weatherization. CA provides 3,000 rides per month for seniors and the disabled.

7) New Level Sports New Level Sports Ministries is a Non-profit Student Athlete Support Service, for ages 8 – 18. New Level Sports assists student-athletes to develop purpose driven lives through participation in educational enrichment, personal growth, and physical development activities. They own significant property in the Washington Heights neighborhood and have plans to develop a Youth Village, in particular the development of the early childhood center and the need for increased access to quality daycare.

8) Battle Creek Housing Commission As of 2020, The Battle Creek Housing Commission owns and manages approximately 345 public housing units, has budget authority for 793 Housing Choice Vouchers, and owns and manages 25 units of scattered site homeowner units. The Battle Creek Housing Commission has been an active partner in efforts to end homelessness. The Housing Commission has also worked with the Veterans Administration (VA) to administer the Jesse Houses and HUD-VASH Housing Choice Vouchers.

9) Legal Services Legal Services provides the only free legal services in the county. Legal Services prioritizes cases for homelessness prevention, victims of domestic violence, seniors, and loss of benefits.

10) Urban League Urban League specializes in developing relationships with Battle Creek's African American youth. It runs seven direct service programs, promoting education and youth leadership for at-risk and disadvantaged young people. Being physically located next to Battle Creek Central High School helps their outreach to and enrollment of young people. The Urban League is a great resource for engaging African American youth in the city.

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11) The Burma Center The Burma Center was established in 2011 to serve as a community center for the growing Burmese immigrant population in the adjoining Cities of Battle Creek and Springfield. There are approximately 1,700 Burmese people living in the Battle Creek area.

Haven of Rest-Emergency shelter services are provided by the Haven of Rest. The Haven provides comprehensive services to homeless individuals and families from emergency shelter, food, temporary and transitional housing, and substance abuse treatment and case management.

12) VOCES VOCES is a community center for Latino/Hispanic families to link to opportunities and engage the community. VOCES provides English language classes, access to GED training and testing, and provides translation services.

19) SHARE Center The SHARE Center is Battle Creek's drop-in day program for homeless people. It offers services for those who are ready to make positive life changes and offers peers support specialists to provide services. The SHARE Center serves about 120 individuals a day, seven days a week.

13) Neighborhood Planning Councils (NPCs) NPCs are eight resident groups representing different geographic areas of Battle Creek. NPCs provide a forum for residents, City staff and City Commissioners to discuss neighborhood concerns. The city educates members about its programs and pending decisions, opportunities, or changes. NPCs decide which recommendations or strategies they would like to develop. Meetings are open to all and take place once a month.

20) The Coordinating Council (TCC) of Calhoun County TCC was formed in 1989 at the direction of the State of Michigan to put funds and fiscal decisions in the hands of the local community. It coordinates local, state, and federal program efforts. TCC oversees grant dollars, especially a wrap-around supportive services program providing case management to at-risk families; ensures collaborative efforts on the part of grantees; and decreases duplication of services and strengthens community programs/initiatives.

14) Michigan Works of SW MI The workforce development system is managed by Upjohn Institute in Kalamazoo Michigan and is responsible for 4 counties, including Calhoun County. Michigan Works offers assessments, job readiness training, wrap around services, job placement and upskilling for incumbent workers. We engaged them collaborate with NIBC on a pilot to support graduates of their neighborhood hub pre-apprenticeship training at New Level Sports Ministry campus 15) Fair Housing Center The Fair Housing Center of Southwest Michigan is a non-profit organization that provides fair housing services throughout nine counties of Southwest Michigan.

Services include providing complaint and intake services to residents who believe they’ve been the victims of housing discrimination and education and outreach on fair housing issues to local governments, housing developers, managers, and others to promote compliance with federal fair housing laws.

16) Housing Solutions Board The Housing Solutions Board is the Calhoun County Homeless Coalition’s executive board and represents the broad interests of all stakeholders whose goal is to create self-sufficient individuals and families.

17) The Homeless Coalition Homeless Coalition is a sub-group of the Housing Solutions Board. Members of the Homeless Coalition span a variety of partners who serve the homeless population with wide-ranging services.

18) Haven of Rest

Members of the collaborative represent nonprofit, education, health, public safety, for-profit, grassroots, local businesses, and community members. TCC members work collaboratively to positively impact community conditions in Battle Creek and Calhoun County. The City of Battle Creek is represented on TCC’s leadership cabinet by the City Manager. TCC is also responsible for staffing Continuum of Care leadership.

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The following is a list of primary funders in Battle Creek: 1) United Way of Battle Creek and Kalamazoo Region (UWBCKR) UWBCKR provides funding for basic needs, family support, and social innovation.

They have provided small grants to NIBC to support rental assistance, prevention of evictions and mortgage foreclosures. They also provided rent relief through NIBC to qualified applicants during Covid.

2) WK Kellogg Foundation (WKKF) WKKF does not fund housing as part of its grant making. However, they used to provide significant funding for NIBC operations. They are funding the CCLB to engage Washington Heights residents in planning strategies for new housing and community development opportunities.

4) Battle Creek Community Foundation (BCCF) BCCF has been a long- time advocate for NIBC. Brenda Hunt, the CEO funded NIBC to engage community about locating transitional housing for persons graduating from the homeless shelter. NIBC would repurpose one of its rental properties and convert a duplex into a home for up to 8 people in need of shortterm affordable housing.

The following is a relevant special initiative in Battle Creek Purpose Built Communities Purpose Built Communities is a nonprofit organization whose goal is to link cross sector partners in a community driven model, to eliminate poverty. The Atlanta based organization was invited to Battle Creek by the Kellogg Foundation, to explore the potential of adopting their model to Washington Heights. A group of local stakeholders, led by Kim Carter, BCPS School Superintendent, have been meeting on a regular basis, over the past few years. NIBC was invited after the consultants encouraged their participation.

3) Miller Foundation The Miller Foundation is a past funder of NIBC. They continue to fund projects in Battle Creek proper and have a diverse portfolio of grantees. They would consider revisiting funding NIBC with new leadership and a strong Board of Directors.

Next Steps / Initiative Priorities Three priorities have emerged that must advance locally to launch a PurposeBuilt initiative: - Pass BCPS Middle School Transformation Bond - Done - Battle Creek Housing Commission application submission/approval for modified use agreement in its RAD Conversion to allow for unrestricted market rate rentals (currently capped at 80% AMI), and - Deepen conversations with United Way and other groups to identify a path forward for bridging the numerous, aligned community development initiatives in Battle Creek together.

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Overview of Estate Assets Single-family home rental communities have been one of the fastest-growth housing sectors in the country. Builders are putting up thousands of houses aimed at renters who need a traditional home. But long before the trend became popular in the private sector, community development organizations like NIBC, have been in the rental home business for decades.

In many communities throughout the US, Battle Creek being no different, the rising of cost of land, the rising cost of living, and the rising cost of rents, make it more and more challenging for average hard-working people to find affordable rentals. NIBC has made affordable rentals a priority by maintaining a valuable portfolio of rental properties. It also provides property management services, repair, and renovation opportunities when grant dollars are available.

In addition to its rental properties, NIBC also has a managed mortgage portfolio, which are a collection of self-generated mortgages for homeowners it has worked with over the past couple decades. For many people, owning a home represents the stability, independence, and freedom. Helping people buy a home expands their options for the future, whether they plan to sell and make a profit or leverage the equity in their home to pay for other major expenses.

Additionally, NIBC has within its asset portfolio, several lots that it owns within the City of Battle Creek. There are many benefits to owning land. As a long term, tangible asset, raw land doesn’t wear out or depreciate, and there is nothing that can be stolen or broken on it. It is a limited resource that is relatively inexpensive to own and requires little maintenance. NIBC has not yet developed on these lots but has been eying an opportunity to create something unique, such as micro housing or transitional housing.

The next CEO should become fully immersed in the rental / mortgage portfolio mix. The consultants streamlined the process of accounting, management, documentation, payments, and other property management related tasks, by introducing Appfolio to the organization. Appfolio is a cloud-based property management software that is Intuitively designed. It is smartly automated, so users have the time to run their business and scale their vision.

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Building Key Relationships

SECTION II

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Aligning the Next CEO and The Board When the next CEO inherits the current constitution of the NIBC Board of Directors, one of the most important jobs is to develop a strong and lasting alignment with them. Building productive working relationships, understanding all the key committees, important players, critical alleys, and partners, will be paramount.

Developing a healthy board culture can be a tricky exercise. It can be complicated, especially if board members are not in sync and aligned with NIBC’s purpose and mission. To further complicate matters, cliques, factions, and group thinking, in which the thoughts of one or a few individual board members, conflict with the overall direction of the greater organizational beliefs. This will stifle progress and slow down the momentum of success NIBC has experienced over the past 16 months and could potentially result in a wall of silence between the board and the CEO, with the board effectively shutting out the CEO. This cannot happen, given NIBC’s troubled recent history.

To mitigate this from happening, it is critical that the board and next CEO, remain on the same wavelength. The next CEO must not underestimate the importance of understanding the board’s interests and work to develop and maintain a relationship, which will be necessary to support the best atmosphere for the best strategies to foster and grow. The fact that the next CEO more than likely will be an external hire, one-onone listening will be critical to him / her learning the language of the board, and always maintaining an open line of communications. In doing so, it will reveal insights about NIBC and its core business model that would not be possible otherwise, while at the same time help give the next CEO the ability to attract new resources and identify new potential funding opportunities that are aligned to the needs of NIBC and its clientele.

In an optimum scenario, individual board members should be equipped to offer not only expertise, but also private counsel. For this reason, the next CEO should be able to rely on a confidant on the board, to act as a sounding board for new ideas. It should be noted however, that conversations with confidants and individual board members should give the next CEO the opportunity to subtly shift board dynamics, so that the outcomes are more of a team effort, rather than that of a single individual. The key will be the questions the next CEO asks, how they ask them, and the answers the board members give, that will prove how effective the next CEO is in making their own mark.

Acquiring Key Data and Contacts Ultimately, it is up to the board to shape an appropriate role for its outgoing interim executive and consultants, that supports the transfer of all key data, knowledge of stakeholders, contact information related to individuals who have been a part of programming, and any other critical data that would help inform the next CEO. This can be accomplished without interfering with the NIBC’s progress towards its next phase of organizational development.

Kristyn Denison, being the outgoing interim executive, should be prepared to provide a full accounting of all information mentioned above. Presumably she will

remain on staff and can help in the ongoing transfer of internal data, documents, and related materials. The consultants will provide a full accounting of all relevant contact information as requested from the board as well.

Leading up to the next CEO's onboarding, the outgoing interim executive can help with the transition by preparing the staff for new changes, setting a positive tone within the office, with current donors / stakeholders, and by speaking positively about the incoming CEO, and handing off the baton (so-to-speak) in a professional and honorable manner.

Once the next CEO has taken the helm, the board should carefully consider the predecessor's role in the organization, and when in doubt, adopt the philosophy that less is more. As the role for the predecessor is reimagines or restructured, it is imperative to make sure that it's a lesser and very tightly defined role. The board must be held accountable for making sure it does not create the impression within the organization and to the public that the outgoing interim executive is on a peer level or has a shared C-level position of authority within NIBC that is equal to or greater than the next CEO.

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Battle Creek has a diverse demographic of people. Now is the time to look more directly at targeted forms of community engagement, including participating in ethnotargeted events. For example, every May the 5th, NIBC should be front and center in the Latino community on Cinco De Mayo. Every June 19th, NIBC should be engaged with the African American community on Juneteenth. Every April 13th, NIBC should celebrate Thingyan with the Burmese people of its community. And every March 17, NIBC should be in a parade somewhere celebrating St. Patrick’s Day or at a local pub engaging with the Irish locals! Where are the strengths of your leaders needed in local or national non-profits? All these combined ethno-centric experiences will create a unique opportunity for NIBC to be informed by the heart and soul of the community.

Accommodating Via an Open-Door NIBC should know as an open-door organization. Any person, whether a local renter or prospective first-time homebuyer, whether they are behind on rent or facing foreclosure, or whether they are homeless or in need of social services, everyone who is within reach of the front door of NIBC, should feel welcome to walk through those doors and find someone who can help them at minimum, discuss meeting their needs.

Assimilating With the Community After being a part of the past 18 months of organizations transition, it is important to NIBC, that the next CEO work through the following 3 questions on their own, with internal staff and / or with board leaders, to establish NIBC’s philosophy toward community engagement, especially at the C-level.

1) What does community engagement look like for NIBC? In the past year and a half, NIBC has had some community engagement, however, it has been sporadic at best. As a non-profit, community development organization, the next CEO of NIBC must be able to point toward specific acts of engagement with the community, that eventually equates to the enablement of an exchange that is beneficial to the purpose and mission of NIBC and the community. For example, engaging with local universities who are in the business of training students in the construction trades, may help identify a pool of potential new contractors for property maintenance or housing construction.

2) What kind of community engagement best supports the NIBC brand?

During the past 18 months, not all acts of community engagement by NIBC’s consultants have immediately led to a direct payback. But it is important to note that today, NIBC is much better positioned to brand itself as the most respected, high performing nonprofit within the Battle Creek community. The work of the consultants over the past 18 months has helped pave the way for the next CEO by strengthening the NIBC brand with former and current philanthropic donors, and with the City of Battle Creek as well. In a nutshell, the next CEO must continue building upon the improved NIBC brand image.

3) Where can we truly make a difference in our community?

The next CEO of NIBC must promote an open and up-close dialogue with the community of Battle Creek, via having an open-door policy. How can this be accomplished? For example, setting a window of time on a specific day of the week, where people from the community are encouraged to walk through the doors of NIBC and have a conversation with the CEO. Placing a priority on creating a safe, accommodating atmosphere for people to talk about their problems or challenges, will have a profound impact on how the community views the new leadership of NIBC in a positive light.

By having an open-door policy, it wouldn’t not mean that NIBC is obligated to help someone. It simply means that individuals who may challenges (whatever they may be), can find out if they are eligible for any programs or assistance that are available through NIBC’s list of services. They can also express ideas they may have which could help NIBC find better ways to serve its clientele.

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Accelerating The Speed of Change NIBC should know as an open-door organization. Any person, whether a local renter or prospective first-time homebuyer, whether they are behind on rent or facing foreclosure, or whether they are homeless or in need of social services, everyone who is within reach of the front door of NIBC, should feel welcome to walk through those doors and find someone who can help them at minimum, discuss meeting their needs.

The next CEO of NIBC must promote an open and up-close dialogue with the community of Battle Creek, via having an open-door policy. How can this be accomplished? For example, setting a window of time on a specific day of the week, where people from the community are encouraged to walk through the doors of NIBC and have a conversation with the CEO. Placing a priority on creating a safe, accommodating atmosphere for people to talk about their problems or challenges, will have a profound impact on how the community views the new leadership of NIBC in a positive light.

By having an open-door policy, it wouldn’t not mean that NIBC is obligated to help someone. It simply means that individuals who may challenges (whatever they may be), can find out if they are eligible for any programs or assistance that are available through NIBC’s list of services. They can also express ideas they may have which could help NIBC find better ways to serve its clientele.

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The Critical Path

SECTION III

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The First Six Months The first six months of the next CEO’s job are generally considered a transition period. This is the time when the next CEO learns the job and begins building the leadership agenda. The board helps by providing access to their top organizational priorities. Working collaboratively, they can jointly choose how to implement action plans. This is the first step in the process of understanding where the organization is now, versus the direction in which it will be heading. The mantra of the entire organizations should be “Moving forward Together.” This should give all parties their goals and objectives for the first year. The Board at NIBC would be prudent to recognize the various challenges that the next CEO will face and prepare accordingly.

It should be noted that a transition (from outgoing interim executive to new permanent CEO) is not the same as onboarding, which is a formal, short-term, agendadriven orientation program of briefings and meetings. In a 2010 survey conducted by the executive search firm Heidrick & Struggles and Stanford’s Rock Center for Corporate Governance, half the companies surveyed reported providing no formal transition plan for a new leader. James Citrin, who leads the North American CEO practice at the recruiting firm Spencer Stuart, estimates that of the companies that do have a transition process, fewer than 20% extend it beyond the new CEO’s first week. This is something that must be a high priority within NIBC, to ensure the proper transfer of leadership, thus enabling the next CEO to have full support from both staff and board.

Onboarding the next CEO should not be confused with orientation for new hires.

Unlike an orientation program, onboarding is a process that spans the first 3 - 6 critical months, or better yet, the first year of the next CEO’s tenure with NIBC. The consultants have crafted this strategic approach to onboarding the next CEO and have prepared a process that can contribute to the next CEO’s quick adaptation to NIBC, which sets the stage for leadership success.

Keep in mind, the board’s work is not complete with merely hiring the new CEO. The board at NIBC can pave the way for their new CEO by ensuring that this strategic onboarding approach is an integral part of their succession planning.

The new CEO should find it easy to obtain strategic, operational, and financial data, while getting up to speed. However, he / she will need someone to explain other executives’ personal backstories and interrelationships and why and how some of the NIBC’s more idiosyncratic practices evolved. The purpose of a strategic approach to transitioning the next CEO, is to establish a solid path toward productive relationships between the next CEO, key stakeholders, and most crucially, the Board at NIBC.

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Developing a Leadership Agenda Once the next CEO is hired, setting a leadership agenda is paramount. To begin the process, the Board Chairman (Dr. L.E. Johnson II) should engage in a question asking / answering session with the next CEO. The incoming CEO should be prepared to answer three questions: 1) What information do you need from the board to be able to do the best job you can?

2) What would best enable us to have a trusting relationship at board meetings, and in one-on-one conversations?

3) From your experience of interacting with the board during the CEO search process, what are some things about how the board communicates that you would change to help make our relationship the best it can be?

Another important question during NIBC’s CEO transition is how much distance the board and next CEO should keep. None of the NIBC directors are full-time to the organization, and thus only see staff, management, and executives on a periodic basis at best.

The leadership agenda should be crafted jointly, and include a plan on how to accomplish these seven things: 1) Planning. Success doesn’t happen by accident. NIBC must think about both its long-term and short-term goals, and how it can reach them. In other words, plan for today, this week, this month, this year, and this decade.

2) Casting. A consistent trait among successful nonprofits, is their ability to share their vision with others, either one-on-one or in a group.

3) Recruitment. The old saying “many hands make light work” is true. NIBC can reach its goals through to successful collaborations with other like-minded organizations and individuals who are committed to the Battle Creek community.

4) Crunching. NIBC must be able to sell / tell its story through the numbers. How many lives need your services? How many people have you helped so far this year, last year, last decade? What does it cost you to deliver a unit of service?

5) Managing. It will be up to NIBC, via its next CEO, to know what to focus on, how to set the boundaries on what it will and won’t do. Managing organizational time is vital to NIBC optimizing its resources.

6) Leading. The Battle Creek community will look to the next CEO for direction.

NIBC should be ready to paint the picture of where it’s going and then motivate the community to join the journey… “Moving forward Together.”

7) Delegating. NIBC will never grow to its fullest potential on its own. Part of building its community team starts with delegating. The next CEO should not be afraid to give people things to do. Accomplishing the purpose and mission of NIBC is going to be an all hands on deck, team effort.

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Clarifying Roles and Responsibilities In a perfect scenario, the board and next CEO cooperate to promote the best interests of NIBC and the Battle Creek community. The next CEO will be tasked with managing NIBC’s internal staff, management team and pursuing goals that are meant to drive the organization forward, while the board sets those goals and gives counsel.

NIBC’s board must also ask tough questions to the next CEO, that dig into the deepest details of how it operates. The board and the next CEO may disagree at times, but in an ideal situation, these disagreements will only help to build NIBC up, rather than tear it down.

The next CEO of NIBC should be a “Strong CEO” and not an over controlled, titled executive in name only. However, the board of NNIBC should also consist of strong community leaders and people from a broad spectrum of private sector, philanthropy, government, community, legal, accounting, etc. The marriage of a strong CEO and a Strong Board can be a very powerful combination. And while best practices clearly call for a differentiation of the roles between a board and CEO, the next CEO should have clarity on the current NIBC board’s perspective on the differences of these roles.

Kristyn Denison, the outgoing interim executive, can be useful by showing a willingness to offer perspectives to the next CEO, about what the relationship between the top C-level executive, staff, and board, looked like in the past. At the same time, the next CEO should do a top-down review of board functions and reporting requirements.

Gaining the Commitment of the Board

Trust, in any relationship, is one of the most important, if not the most important ingredient. How does one gain trust when they are the new to a relationship? Quite frankly, the dynamics between a CEO and board are the same as any two significant others in any meaningful relationship. Trust must be earned before it is gained.

So how can NIBC’s board become more connected and involved with the purpose and mission of the organization? What are the proper roles for board members?

The following is a list of ways the next CEO can earn the board’s trust: 1) 2) 3) 4) 5)

Get clarity about the role(s) that each board members plays.

Know each board member’s “Why” …and what made them join the board.

Take time to set tailor-made, specific goals for each individual board member.

Work towards personalizing relationships among the board members.

Hold strategy sessions with your board members… make them feel included in the vision.

6) Stay purpose / mission driven with all board members.

7) Keep the board members informed and make sure they are abreast of current events.

8) Always lead by example but create opportunities for board members to lead too.

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Setting the Agenda with the Current Staff As equally important to creating an atmosphere of trust with the board, it is imperative that the next CEO also work towards creating the same climate of trust with the internal staff. This however is a two-way street. The current staff of NIBC, no matter how loyal or dedicated towards the outgoing interim executive, must be in complete alignment with new leadership and work towards creating harmony within the organization, at a staff level. This will go a long way to ensuring the success of NIBC and its purpose and mission within the Battle Creek community.

1) 2) 3) 4) 5) 6) 7)

The following is a list of ways the next CEO can earn the staff’s support: Expect there to be some growing pains and speed bumps along the way.

Be patient, be patient, and be patient.

Make sure roles and tasks are clearly defines, vertically and horizontally.

Foster open communication with staff about new changes and timeframes.

Learn as much as you can from the outgoing interim executive.

Feel empowered to make decisions and initiate new changes.

Don’t be afraid to convey to the board if the transition overlap is not working.

1) 2) 3) 4) 5) 6)

The following is a list of ways the outgoing interim executive can support the transition to the next CEO: Allow time for yourself to process the new transition, while being supportive.

Hand off all key donor and community relationships.

Make it a high priority to transfer organizational knowledge to the next CEO. Make time to meet often and frequently with the next CEO. Always maintain an open line of communication channels.

Put NIBC’s and the Battle Creek community’s interests ahead of your own selfinterest.

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Identifying Current and Future Opportunities The next CEO will be given the final report by the consultants that outlines both current and future opportunities for NIBC. These opportunities are based on current assets (physical, knowledge, financial and social) and linking them in new ways that create value for NIBC stakeholders.

The next CEO will have a golden opportunity to communicate NIBC 2.0 to the Battle Creek marketplace. Future opportunities could include more affordable housing for residents, more equitable home ownership with accessible financing, skilled trades workforce training in collaboration with local talent development partners, new transitional housing for persons transitioning out of homeless shelters.

The next CEO should do a thorough read of the documents entitled: “A strategic Plan for the Future of Community Development”, “A Home Run – Rebuilding Urban Neighborhoods”, and “BRIDGES – Hope Beyond Homelessness”, all created by the consultants in 2021.

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CONTACT Regionerate 5219 Elsmere Ave. Bethesda, MD 20814 p: 240.328.5859 w: www.Regionerate.com e: linda@regionerate.com

The JDL Group 6841 Virginia Pkwy, Ste 179 McKinney, TX 75070 p: 833.JDL.GROUP w: www.JDL.group e: ceo@JDL.group

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