HA National Leadership Conference ED Full Training Journal - March 17 2025 version
Thank You Ashton Woods for sponsoring the 2025 HomeAid Leadership Conference.
“On behalf of HomeAid America and our entire network of affiliates, I want to extend our deepest gratitude to Ashton Woods for once again sponsoring our National Leadership Conference. Your continued support and commitment to our mission at a local and national level through leadership, volunteerism and funding makes a lasting impact, empowering us to build more pathways to housing and hope for those in need. We are honored to have Ashton Woods as a valued partner in this critical work.” - Scott Larson
Table of Contents
About HomeAid
Monday, March 24, 2025, Agenda
Monday Guest Speaker Biographies
Shaun Tomson Session Notes
Staffing Session Notes
Board Development Best Practices Session Notes
Board Composition Matrix Information
Bless & Release: A Guide to Transitioning a BOD member
Board Culture Information
Handling Conflict during BOD Meetings
Executive Coaching 101 Session Notes
The Value of Executive Coaching in Leadership Growth
Executive Coaching information sheet
Coaching Agreement
Tuesday, March 25, 2025, Agenda
Tuesday Dinner Restaurant Choices
Tuesday Guest Speaker Biographies
Other Side Village Tour Session Notes
Other Side Village Project Information & Photos
New Project Checklist
Build Project National In-Kind Partners
Dave Durocher Notes
Marci Houseman – Chasing Impact- Session Notes
Reflection Rubric: Baseline worksheet
Table of Contents -
Navigating Political & Economic Changes Session Notes
HomeAid’s mission is to help people experiencing or at risk of homelessness build new lives through construction, community engagement, and education.
Vision Statement
HomeAid’s vision is to be a vital force in creating safe and dignified housing and programmatic facilities for those who are experiencing or at risk of homelessness.
Core Values
Inclusiveness: Valuing that every individual has worth and human dignity through a willingness to help our neighbors in times of need and to understand the unique stories behind each individual we serve.
Collaboration: Embracing working together as a community to achieve what is not possible alone.
Integrity: Ensuring that everything we do is accomplished with a sense of responsibility, honesty, respect, confidence, and a commitment to stay consistently aligned with our mission.
7:00 A.M. Breakfast
8:00 A.M. Welcome - Scott Larson
8:05 A.M.
Monday, March 24, 2025
Guest Speaker: Shaun Tomson, author of The Surfer and the Sage: A Guide to Survive and Ride Life’s Waves; In a turbulent and uncertain environment, re-connect and re-energize through the power of purpose.
9:35 A.M. Staffing Discussion- Russ Beymer
How to get your board on-board to hire? Staffing- numbers, job titles/job descriptions, onboarding, how to find and keep exceptional team members.
10:15 A.M. Break
10:30 A.M. Best Practices- Board Development- Carole Brady
Board management, how to ‘fire’/‘bless & release’a board member,. Board matrix- how often do you assess your board’s strengths? Transforming your Board, reaching the younger generation, diversity. Board challenges and how to handle them.
1200 PM. Lunch
1:00 PM.
Executive Coaching 101 – Guest Speaker- Larry Tucker, Dave Coffaro Executive Coaches of Orange County- Scott Larson & Kristyn Burr
The mission of the Executive Coaches of Orange County is to help nonprofit managers fulfill more of their nonprofit management mission.
** At 11:30 AM. Scott Larson and Shaun Tomson will be leaving for The Other Side Academy, where Shaun Tomson will be speaking as arranged by HomeAid America. 6
2:00 P.M.
Monday, March 24, 2025 - continued
Meeting of the Affiliate Advisory Council - AAC Representatives Outcome: Continued collaboration and feedback between HomeAid Affiliates and HomeAid America
3:30 P.M. Massage Chairs, Empowerment Pal reunion and Break
Shaun Tomson is a world champion surfer, best-selling author, and leadership expert with over 20 years of keynote speaking experience. He developed the Code Method, a transformative framework that empowers individuals and teams to build resilience, foster engagement, and lead with purpose. Shaun has inspired organizations like Google, Disney, and General Motors through his authentic storytelling and actionable strategies. As an entrepreneur, he founded two global brands and authored three best-selling books, including The Code: The Power of "I Will." Shaun holds a Master of Science in Leadership and is dedicated to helping others achieve meaningful growth and lasting success.
Larry Tucker spent most of his career as a consultant on issues related to people (e.g., leadership coaching, employee engagement, company culture) for Fortune 500 companies. In retirement, he joined Executive Coaches of Orange County to help guide nonprofit leaders. Larry has served on several nonprofit boards, as a nonprofit CEO and as a board chair for a large national nonprofit. He currently serves on the Executive Committee of Orange County’s Board of Directors. He also volunteers his time with SCORE, a national organization that mentors small business owners.
Dave Coffaro is Principal of Strategic Advisory Consulting Group, a management consulting firm focused on helping organizations define, design and deliver their vision.
In addition to consulting, Dave’s experience includes leading financial services businesses at Wells Fargo and Bank of America, serving on nonprofit boards and as interim CEO of Second Harvest Food Bank of Orange County and teaching strategic management at California State University, Fullerton.
In 1924, in Chamonix, France, the first winter games were held.
Salt Lake City, UT hosted the winter games in 2002 and will again 2034.
Staffing Notes
Best Practices - Board Development
STRATEGIC BOARD COMPOSITION MATRIX
Enhanced board recruitment is one way to shift away from solely focusing on fund raising and oversight and embrace all of the opportunities for exceptional board governance, including setting strategy and ensuring resources while still providing oversight. It allows your board to move toward becoming a purpose-driven board. Purpose-driven boards make sense of the circumstances causing the need for their organization, are aware of the collective purpose which their organization exists to advance and are intentional about hearing from and embracing the community they serve.
IDENTIFY
CULTIVATE
RECRUIT
ORIENT
The first step in determining what you need is assessing the strengths and capital you have. A board that is similar in several ways negatively impacts its ability to make the best decisions and plans for the organization. A homogenous board, with a predominance of one race or gender, is particularly concerning, as it may select strategies and plans that ineffectively address social issues and injustices, or even reinforce them.
INVOLVE
EDUCATE
ROTATE
EVALUATE
CELEBRATE
It is important to note that neither Purpose-Driven Board Leadership nor this matrix is intended to be used as a checklist. Each is a process and neither has a finish line. There is no perfect board composition, nor is any one person the sole representative of their race, religion, or neighborhood. The matrix is intended to help boards develop the perfect combination of experiences, skills, and qualities that are perfect for their particular board and that will ensure their board is engaged, representative, and inclusive.
Worksheet A
High-performing nonprofit boards are both thoughtful and intentional in creating a strategically composed board of directors. Composition ideally reflects diversity in gender/identity, age, race/ethnicity, skill sets, professional expertise, circles of influence, and personal and leadership characteristics. Every board’s ideal composition should be considered in terms of the specific needs, strategies, and lifecycle of the organization, as the board looks forward several years.
Customize this matrix to reflect the breadth of characteristics and factors that you potentially wish to consider as your recruit new board members. To begin the process of identifying your board’s current composition compared with its ideal board composition, please complete Worksheet A. All board members should check the elements that best reflect them in relationship to their service on this board. The completed worksheet should be submitted to the governance committee.
Worksheet B
Customize Worksheet B to align with Worksheet A. After all board members have completed Worksheet A, use this form to compile the individual worksheets. Board member names or initials can be inserted below in Column 1, 2, and so on.
The governance committee should then compare the board’s current skills, expertise, and diversity to the characteristics of its ideal board, and identify the gaps. Consider the impact of those who will be cycling off the board in the next one to three years. The list of targeted characteristics and skills can be prioritized according to urgency and value. The governance committee can present this analysis and its recommended priorities to the full board for discussion. Once finalized, this prioritized list becomes the guide for the board as it seeks to recruit new members.
Strategic Board Composition Matrix
Board Member Name:
Age
Under 18
19–34
35–50
51–65
Over 65
Gender
Man
Woman
Non-binary
Other:
Prefer not to answer
Transgender
No
Yes
Prefer not to answer
Sexual Orientation
Straight
Gay Lesbian
Bisexual
Queer
Prefer not to answer
Race/Ethnicity (select as many as apply)
African American/Black
Asian/Pacific Islander
Caucasian/White
Hispanic/Latino
Native American/Indian
Other (please list):
Access to Networks
Connections to community served
Corporate
Education
Faith-based organizations
Health care
Media
Philanthropy
Political
Small business
Number of Years on the Board: Current Term Expires:
Social services
Other:
Financial Resources
Money to give
Access to other potential individual donors
Access to other resources
(e.g., foundations, corporate support)
Qualities
Leadership skills/motivator
Willingness to work/availability
Personal connection with the mission
Personal Style (check the two that best apply)
Catalyst for change
Consensus builder
Good communicator
Mediator
Implementer/gets things done
Strategist/asks great questions
Visionary
Areas of Expertise (check the four that best apply)
Administration/management
Advocacy/public policy
Education
Entrepreneurship
Financial management: accounting
Financial management: investments
Fundraising
Government
Governance/nonprofit management
Health care/medicine
Human resources
Knowledge of community served or the organization’s work/field
Law
Lived experience
Marketing/public relations
Physical plant/facilities/engineering
Real estate
Social media
Strategic planning
Board Member Name:
Strategic Board Composition Matrix
Number of Years on the Board: Current Term Expires:
Age
Under 18
19–34
35–50
51–65
Over 65
Gender Man
Woman
Non-binary
Other:
Prefer not to answer
Transgender
No
Yes
Prefer not to answer
Sexual Orientation
Straight
Gay Lesbian Bisexual
Queer
Prefer not to answer
Race/Ethnicity
African American/Black
Asian/Pacific Islander
Caucasian/White
Hispanic/Latino
Native American/Indian
Other (please list):
Financial Resources
Money to give
Access to other potential individual donors
Board Member Name:
Strategic Board Composition Matrix
Number of Years on the Board: Current Term Expires:
Access to other resources (e.g., foundations, corp. support)
Access to Networks
Connections to community served
Corporate
Education
Faith-based organizations
Health care
Media
Philanthropy
Political
Small business
Qualities
Leadership skills/motivator
Willingness to work/availability
Personal connection with the mission
Personal Style (max. two per board member)
Catalyst for change
Consensus builder
Good communicator
Mediator
Implementer/gets things done
Strategist/asks great questions
Visionary
Board Member Name:
Strategic Board Composition Matrix
Number of Years on the Board: Current Term Expires:
Areas of Expertise (max. four per board member)
Community Connections
Administration/management
Advocacy/public policy
Education
Entrepreneurship
Financial management: accounting
Financial management: investments
Fundraising
Government
Governance/nonprofit management
Health care/medicine
Human resources
Knowledge of community served or the organization’s work/field
Law
Lived experience
Marketing/public relations
Physical plant/facilities/engineering
Public policy
Real estate
Social media
Strategic planning
Technology
Other
# of years on the board
Bless & Release: A Guide to Transitioning a Board Member
1.Prevention & Proactive Measures
• Set Clear Expectations Upfront
o Utilize a Board Member Agreement outlining roles, responsibilities, and accountability.
o Conduct an annual board self-assessment to encourage reflection and engagement.
• Implement Term Limits
o Provides a natural transition for board members.
o If no term limits exist, consider adopting them as a governance best practice.
2.Identify the Issue
• Common reasons for transitioning a board member:
o Lack of engagement (missed meetings, lack of participation).
o Misalignment with the organization’s mission or leadership.
o Failure to fulfill responsibilities (e.g., fundraising, governance).
o Toxic behavior affecting board culture.
• Ensure the issue is documented via meeting records or performance assessments.
3.Have a Private, Direct Conversation
• The board chair (with the executive director, if appropriate) should schedule a one-on-one meeting with the board member.
• Key discussion points:
o Express appreciation for their service.
o Address concerns regarding unmet expectations.
o Ask if they feel committed to the role.
o Offer a graceful exit, such as stepping down at the next term or transitioning to an advisory role.
• Example script: “We appreciate your contributions, but it seems this may not be the best fit for you at this time. We want to ensure the board is a good experience for everyone, and it may be best to explore other ways you can support the organization outside of a board role.”
4.Offer an Honorable Exit
• Allow the board member to resign voluntarily rather than be removed.
• Offer alternatives:
o Honorary or Advisory Board status (if appropriate).
o Continued involvement as a committee member or event ambassador.
o Engagement as a donor or advocate.
• Public messaging: Acknowledge their service with gratitude in internal communications if they were a long-standing member.
5.Formal Transition
• If the member refuses to step down and bylaws allow removal, follow official procedures (e.g., a board vote).
• Ensure any legal requirements (such as updating board rosters) are completed.
6.Strengthen Future Board Governance
• Conduct regular board engagement check-ins (quarterly or annually).
• Improve board recruitment & vetting to align members with the organization’s mission.
• Provide ongoing board training to reinforce expectations and culture.
This structured approach ensures a professional and respectful transition while maintaining a strong and engaged board of directors.
18 QUESTIONS to Ask Your Board about Culture
Boards that wrestle with questions and respectfully disagree build trust and make better decisions. Discouraging dissent and not embracing all voices at the table degrades trust, which can lead to a board that makes poor decisions.
Any board can begin to build a “culture of inquiry,” which includes the following:
• a sense of mutual respect, trust, and inclusiveness among board members
• the capacity to explore divergent views in a respectful rather than adversarial manner
• a willingness to gather relevant information to inform decisions
• equal access to information
• the presence of active feedback mechanisms that help the board engage in continuous improvement
• an individual and collective commitment to decisions, plans of action, and accountability to follow through on the board’s agreements
Board members in a culture of inquiry don’t accept easy answers. Vigilance is part of the culture and board members are aware that difficult questions need deliberation, and that situations that seem trouble-free may in fact be masking deeper, more complicated issues.
Learning and information gathering are important ingredients in sense making; decision-making and accountability depend on board members’ confidence that they are knowledgeable about various sides of an issue. Boards that foster a culture of inquiry are not afraid to question complex, controversial, or ambiguous matters or look at issues from all sides. A healthy culture of inquiry promotes thoughtful decision-making, even when the decisions are tough ones. When inclusion, equity, candor, and dissent are all part of group dynamics, board members master the skills of listening, dissecting the issues, and responding thoughtfully, truthfully, and in the best interests of the organization. Consider these 18 questions to nurture a culture of inquiry on your board.
1. Do board members receive meeting materials in advance?
2. Are board members willing to ask for additional information to make decisions?
3. Do your board meetings provide opportunities for education?
4. Are board members encouraged to gather information from outside sources to inform board’s decisions on important and complex issues?
5. Are board members reluctant to voice their concerns before reaching a collective decision?
6. Do all board members speak at meetings, or do a few board members tend to dominate the conversation?
7. Do board members chronically interrupt each other?
8. Do board members feel uncomfortable with questioning long-held assumptions of board or staff members in the room? How do you know?
9. Are differences of opinion treated as conflict that needs to be either quelled or resolved?
10. Do board decisions spark conversation, or do they generally pass their votes with little to no explanation?
11. Does your board regularly set aside time for board members to get to know one another?
12. Do you take time to celebrate organizational successes with your board?
13. Do your board meetings offer opportunities for generative conversations, strategic thinking and long range decision-making?
18 QUESTIONS to Ask
Your Board about Culture
14. Does your board chair ensure that all board members have opportunities to serve in capacities that interest them, whether or not they overlap with professional skills?
15. Are board members encouraged to generate alternative courses of action or examine the potential consequences of high-stakes decisions the board is called on to make?
16. Do you periodically distribute meeting evaluations to ensure that board members feel they are appropriately engaged?
17. Once a decision is made, do individual board members challenge the decision-making processes or outcome in public? Do they honor the confidentiality of board meetings?
18. Do you conduct exit interviews of departing board members?
A culture of inquiry is not a tool or a task, but a style of governing that leads to better engagement and better decision-making. Your chair and chief executive can introduce the opportunity and model the way forward.
Resource: Culture of Inquiry: Healthy Debate in the Boardroom
Ensure that disagreement is expressed sensitively.
Separate personalities from ideas.
Disagree with the idea, don’t criticize the individual.
HANDLING CONFLICT
During Board Meetings
Because meetings depend on interaction among people with different values, perspectives, and communication styles, it is almost inevitable that conflict will sometimes occur The impact of conflict depends on what the conflict is about, how it is initiated, and how it is managed.
Submerged conflict eventually surfaces. When someone raises a seemingly negative point of view, they at least give others a chance to address the issue. When they can’t express differences, people may enter into covert forms of conflict that aren’t readily apparent. Encourage candid discussion. Uncontrolled conflict, however, can lead to hurt feelings, withdrawal, and destruction of the group. Use these tactics to keep conflict healthy and productive.
Respond to disagreement with a spirit of inquiry. Ask for clarification or examples.
Focus on commonalities. Point out the similarities between individual perspectives. Let the group know you want to build on those.
Ask two people who most oppose each other to sit down together and work out a common approach.
Humor is an effective means of reducing tension.
If the board is deeply divided, postpone decision-making. Appoint a task force to work on a proposal to the board. Include all factions on this task force.
Executive Coaching 101 - Notes
The Value of Executive Coaching in Leadership Growth
I.Introduction
• Welcome & Purpose
Scott Larson – Larry Tucker (joining via Zoom)
Kristyn Burr Dave Coffaro (joining via Zoom)
Personal Reflection
II.What is Executive Coaching?
• Larry Tucker and Dave Coffaro
• Definition & Misconceptions
o Coaching is not about fixing weaknesses but enhancing strengths.
o Differentiate coaching from mentorship, consulting, and training.
• How Coaching Works
o One- on- one, goal- oriented conversations.
o Match up – Needs vs. wants
o Use of reflection, accountability, and strategic guidance.
o Tools 360-degree surveys, Disc, Myers Briggs, Strengths Finders
Pro/Cons
III.Why Leaders Need an Executive Coach
• The Challenges of Leadership
o The isolation of leadership who do leaders turn to for unbiased feedback?
o Navigating complex decisions, organizational growth, and personal resilience.
• Key Benefits of Coaching
o Myth Busting – Is it just more work?
o Enhancing self-awareness and emotional intelligence.
o Improving communication and leadership effectiveness.
o Accountability for strategic and personal goals.
o Strengthening resilience and adaptability in a fast- changing environment.
• Real-World Impact
o Examples of how executive coaching has helped leaders at HomeAid (Scott/Kristyn) or in similar organizations.
IV.The Opportunity for HomeAid Leaders
• Scott – Why Now?
o As HomeAid grows, leadership development is crucial.
o How coaching can support HomeAid’s mission at both national and affiliate levels.
• Potential Coaching Models
o One- on- one coaching for key leaders.
o Group coaching for peer learning.
o Leadership development workshops.
V.Open Discussion & Q&A
VI.Closing & Next Steps
• EC of OC www.ECofOC.org
Executive Coaching
Having an executive coach can be highly beneficial for leaders, as it provides them with valuable guidance, support, and development opportunities. Here are some reasons why it is important for a leader to have an executive coach:
1. Self-awareness: An executive coach helps leaders gain a deeper understanding of themselves, including their strengths, weaknesses, values, and blind spots. This increased self-awareness allows leaders to better understand their impact on others and make necessary adjustments to their leadership style.
2. Personal and professional growth: A coach assists leaders in setting meaningful goals and developing strategies to achieve them. They provide valuable feedback and challenge leaders to step outside their comfort zones, helping them grow both personally and professionally.
3. Objective perspective: An executive coach offers an unbiased and objective perspective on a leader's actions, decisions, and behaviors. They can provide honest feedback, challenge assumptions, and offer alternative viewpoints, enabling leaders to see situations from different angles and make betterinformed choices.
4. Accountability: A coach holds leaders accountable for their commitments and goals. They help leaders stay focused, track progress, and ensure they are taking the necessary steps to achieve their objectives. This accountability fosters discipline and motivation, leading to greater success.
5. Leadership development: Executive coaches provide leaders with valuable tools, techniques, and strategies to enhance their leadership skills. They can help leaders improve their communication, delegation, conflict resolution, decision-making, and other essential leadership competencies.
6. Emotional support: Leadership can be lonely and challenging, and an executive coach serves as a trusted confidant and sounding board. They provide a safe space for leaders to share their concerns, fears, and frustrations, offering emotional support and guidance to navigate difficult situations effectively.
7. Enhanced performance: Through ongoing coaching, leaders can optimize their performance and achieve higher levels of success. Coaches help leaders identify and leverage their strengths, overcome obstacles, and develop strategies to maximize their potential.
8. Succession planning and career development: An executive coach can assist leaders in succession planning and preparing for future roles within the organization. They can help identify areas for development, create a roadmap for career growth, and support leaders in their transition to higher positions.
Overall, an executive coach plays a crucial role in supporting leaders' growth, enhancing their effectiveness, and helping them achieve their goals. By providing guidance, feedback, and support, an executive coach empowers leaders to become the best versions of themselves and drive positive change within their organizations.
COACHING AGREEMENT
The coach’s role in the coaching relationship is to question actions, suggest behaviors and prompt ideas that align with the client’s objectives.
The client’s role is to be open to coaching, to participate fully and to abide by this agreement. The coaching relationship is defined and managed by the client. The level of the client’s dedication to the process is the single greatest driver of success.
The coach will:
• Always work in the best interests of the client.
• Keep confidential any discussions held with the client.
• Be honest and frank in providing feedback to the client.
• Meet as frequently as the client deems necessary.
• Focus on both the short-term issues brought to the table by the client and the longer-term personal growth of the client.
The client will:
• Be ready to work on personal or leadership issues as they relate to the client’s work.
• Be prepared to tackle the tough issues to close the gap between where the client is now and where the client wants to be.
• Be open to new ideas and new ways of doing things to facilitate positive change and growth.
• Commit to keeping regularly scheduled appointments with the coach.
• Address with the coach if the client is uncomfortable with the guidance or direction provided.
• In the unlikely situation where the client determines that the coach is not exactly the right fit or where the client has received all the assistance available from this coach, the client will ask the coach to help select another of the Executive Coaches of Orange County.
Guest Speaker- Marci Houseman, Chasing Impact – Effective Communication Principles
Outcome: Increase the impact Affiliates have when presenting on behalf of their local affiliate.
Revisit the Reflection Rubric (from 2024), discuss growth areas, consider areas of opportunity, and discuss tools that will support improvement. Engage in practice and feedback session. Define an action plan.
3:00 PM. Break
Tuesday, March 25, 2025 - continued
3:10 P.M. Navigating Uncertainty Amid Current Political and Economic Changes – Scott Larson and Jeff Roos
Outcome: Discuss areas of concern and look at proactive steps our organization can take to be successful in times of uncertainty. (See Page ?? Page for Session Notes)
4:15 P.M. Adjournment
5:30 P.M.
Meet in Lobby to Uber/Lyft or walk to restaurants
Small Group Dinners - Restaurant Options (4) See next page
Utah’s nickname “Beehive State” honors its Mormons settlers. The community people wanted the state to enter the Union with the name Deseret, meaning “honeybee.”
However, Congress thought that the name sounded like desert so the state was named after the native Ute people.
Restaurant Choices - Dinner 3/25/25
Taqueria 27- 149 E 200 S, SLC
84111 (.3 mi, 7 min walk)
($20-$30)
Ahh Sushi – 22 E 100 S, SLC
84111 (.3 mi, 7 min walk)
($20-$30)
Red Rock Brewery – 254 S 200 W, SLC 84101 (.3 mi, 7 min walk)
($20-$30)
Lake Effect- 155 W 200 S, SLC
84101 (.2 mi, 4 min walk)
($30-$50)
HomeAid Leadership Conference Guest Speakers
Tuesday, March 25, 2025
Dave Durocher was arrested for the first time at the age of thirteen. By the time he was 38, he had been to prison four times for a total of fifteen years. Dave was arrested yet again, and this time he was facing a twenty-two-year prison sentence. In what the Judge called “the chance of a lifetime” he afforded Dave the opportunity to go to Delancey Street instead of prison but reminded Dave in no uncertain terms that if he didn’t complete his commitment at Delancey Street he would be spending the rest of his life in prison.
Not only did Dave complete his initial two-year commitment, but he also stayed for a total of eight years and became the Executive Director of Delancey’s Los Angeles facility for five of those years, overseeing two hundred and fifty residents and a multitude of vocational training school businesses that funded the operation and provided the training ground for residents to learn how to live a constructive and meaningful life. Dave oversaw a 300% increase in revenue during his tenure over the facility.
Dave helped launch The Other Side Academy in 2015 and is currently the Executive Director in Salt Lake City.
The Other Side Academy is a two-year Life Skills Academy similar to Delancey Street, where men and women can come to learn about honesty, accountability, integrity, hard work and self-respect. Under Dave’s management, The Other Side Academy has grown to over $11 million in revenues and donations for 2018 and has overseen the growth of the student population to over 90 students.
Marci Houseman is an experienced turnaround consultant, customer success professional and sales executive with expertise in coaching, developing capacity, and using data to measure and improve outcomes for teams. And she just happens to live in Salt Lake City!
Leveraging over 30 years of experience in education and coaching, Marci helps leaders prepare more intentionally to navigate change. She has a successful track record of helping leaders chase impact through continuous improvement and transformation. She helps leaders embrace their roles as agents of change so that they place teams on a powerful and unstoppable trajectory.
Project Description: HomeAid Utah’s Tiny Home Units for The Other Side Village
Project Overview: HomeAid Utah (HAU) successfully built a single unit tiny home in 2023, which was proudly featured in the 2023 Salt Lake Parade of Homes. This unit is now on site at The Other Side Village (TOSV). Building on this success, HAU is currently in the process of constructing five tiny home duplexes for TOSV.
Project Details:
• Units: 1 single unit and 5 duplexes (totaling 11 units).
• Size: Each unit is under 350 square feet.
• Purpose: To provide housing for graduates of The Other Side Village, offering them a stable and supportive living environment.
Features:
• Living Space: Each unit includes a cozy living area, a bedroom, a private bathroom, and a kitchen.
• Community Amenities: Residents will benefit from affordable rent, community activities, and opportunities to work for pay within TOSV’s social enterprises.
Social Impact: The Other Side Village is dedicated to creating a supportive community for its residents. By integrating social enterprises, TOSV aims to achieve fiscal sustainability and provide meaningful employment opportunities for its residents. This project not only addresses the immediate housing needs of the chronically homeless but also fosters a sense of community and self-sufficiency.
Builder Captains: HAU has successfully secured builder captains to lead the construction of these tiny home duplexes, ensuring high-quality and timely completion of the project.
Future Phases: This project represents just the first phase of HAU’s commitment to addressing homelessness. HAU plans to continue this valuable work in additional phases over the coming years, further expanding the impact and reach of their innovative housing solutions.
Conclusion: HomeAid Utah’s commitment to addressing homelessness through innovative housing solutions continues with this new project. By partnering with The Other Side Village, HAU is helping to create a brighter future for individuals transitioning out of chronic homelessness, providing them with the stability and support they need to thrive.
The Other Side Village
Project Application
Different affiliates might have their own methods for handling project applications. Creating a simple online application that collects general interest from service providers who want to participate is essential. Making the formal application available online is also a good approach. This allows service providers to express their interest in the HomeAid mission easily, helping affiliates have better initial conversations with the potential partner.
Add the Project in Salesforce
Once you receive a formal project application, enter the project into Salesforce. The default status should be "application received." When the board or committee considers the application, change the status to "proposed." If the project gets approved, update the status to "in development." If the Executive Director, board, or project committee declines the project, mark it as "declined." Remember, sometimes "no" means "not now," so keep track of these potential future partners.
Please update Salesforce whenever the project changes. Fields on the project page help track the impact, confirm insurance coverage, and provide accurate reports. For more details about each field, please check the training materials on entering a new project into Salesforce.
Letter of Agreement
In construction, a letter of agreement (LOA) is a clear, legally binding document that outlines essential terms and conditions of a project. It acts as a simpler alternative to a full contract. Please send a signed copy of this document to Lynn Tadlock before you can receive a Certificate of Insurance for the project. You must include the LOA with the Wrap application.
Please ensure the start and end dates match the insurance records and be ready to update them throughout the project.
Wrap Insurance Application
Once you determine the construction start date for a new project, you must submit the Wrap Insurance Application at least two weeks in advance. The rates are based on the estimated construction cost: $14.25 per $1,000 of direct construction cost.
HomeAid America will send the executive director an invoice for the insurance premium. Once the WRAP application and LOA are received, an invoice will be sent to the affiliate and should be promptly paid. HomeAid America will send the wrap application to the broker for processing. After approval, the broker will send the Owner Controlled Insurance Policy (OCIP) manual and subcontractor enrollment forms to the affiliate and builder captain (they are also located on the Portal)
Complete the WRAP application fully, including details about the “named insured”, HomeAid Affiliate, the Service Provider, builder captain and builder captain federal ID number (FEIN). The Wrap application must include the project application and the letter of agreement. Without these documents, it cannot be processed. Note: you can add subcontractors during the project. Please send any subcontractor enrollment forms to Priscilla Sanchez, psanchez@lockton.com. They will issue the insurance certificates and send copies to all relevant parties.
Please ensure the start and end dates in Salesforce match the insurance records and be ready to update them throughout the project.
Close Out Reporting
When a project is finished and dedicated, change its status to “Completed” in Salesforce. Record all final details, including project value, in-kind donations, square footage, the number of beds added, or people served. Please be sure to include a dedication date, even for care days as it can be the same as the end date, as that is what triggers the number of people served and projects completed that year. If you have them, send pictures, testimonials, and a list of trades to HAA. Note: HAA pulls reports twice a year to measure impact.
Project Application Checklist
☐ Create a simple online application for service providers to express interest.
☐ OR make the formal application available online for easy access.
Add the Project in Salesforce
☐ Enter the project into Salesforce once a formal application is received.
☐Update the status to "proposed" when under board/committee review.
☐Change the status to "in development" if approved.
☐Mark as "declined" if not approved, while tracking potential future partners.
☐Update Salesforce whenever the project status changes.
☐Ensure fields are correctly filled to track impact, insurance coverage, and reporting.
☐Refer to training materials for details on entering a new project into Salesforce.
Letter of Agreement (LOA)
☐ Prepare a Letter of Agreement outlining essential project terms.
☐Send a signed copy and WRAP application to Lynn Tadlock to receive a Certificate of Insurance.
☐Ensure the start and end dates match insurance records and update as needed.
Wrap Insurance Application
☐ Determine the construction start date for the project.
☐Submit the Wrap Insurance Application at least two weeks before the start date.
☐Provide full application details, including: Named insured, Builder Captain and FEIN.
☐Include the project application and Letter of Agreement with the submission.
☐ Affiliate will be sent invoice for insurance premium.
☐ Send subcontractor enrollment forms to the broker as needed.
☐Ensure Salesforce project start and end dates match insurance records.
☐Contact Lynn Tadlock for the latest broker information or application submission.
Close Out Reporting
☐ When the project is complete, change its status to "Completed" in Salesforce.
☐Record final project details, including Project value, In-kind donations, Square footage, Number of beds added/people served
☐Send pictures, testimonials, and a list of trades to HAA.
☐Ensure data is available for HAA’s biannual impact reports.
Build Project National In-Kind Partners
The national partner's discount can be accessed through a customized online platform for HomeAid affiliates. The platform is an online store that displays discounts and ETAs for available items. There is no standard percentage discount; rates are determined per item.
Each affiliate is provided with credentials to access the store. Only two of the same items can be ordered at a time. If affiliates need more than two of the same items, they must place multiple orders. Orders will be paid for using a credit card through the website. Invoicing and post-payment are not available.
Please send a copy of the receipt to Devina after placing orders
This national partner's discount can be accessed through the HomeAid portal. To request a discount on Delta Faucet products, please use the Jot Form in the In-Kind section and follow the detailed instructions provided.
This national partner offers a 35% discount on paint and a 25% discount on associated products such as brushes or rollers. The standard discount is linked to the affiliate's account.
To access these discounts, please visit a local store or contact your assigned Sherwin-Williams location or representative. The designated representative for each affiliate is posted on the portal for reference.
Also, each affiliate has been assigned a City Manager who may strengthen the relationship between Sherwin Williams and the local affiliate.
The national partner's discount can be accessed through an online platform for HomeAid affiliates. The platform is an online store that displays discounts on discontinued.
There is no standard percentage discount; rates are determined per item. Each affiliate is provided with credentials to access the store. There is a $75 shipping charge per pallet in addition to the final sale price of the merchandise.
This national partner discount can be accessed by contacting your local assigned representative. The list is posted to the portal for reference.
Contact your rep to bid and source flooring, countertops, backsplashes, sinks, faucets, and other stone and tile materials for your projects.
When communicating with MSI please copy Bronson Steven Jesme and Devina Cunningham. bronson.j@msisurfaces.com dcunningham@homeaid.org
Moon Valley Nurseries has multiple locations (see attached chart). It is essential to contact Mike Salomon via email msalomon@mvncorp.com or phone, 702-812-9576 first and go through him as each location operates independently,
Moon Valley will provide plants for free or at cost.
Guest Speaker - Dave Durocher Notes
In 1916, 1940, and 1944, there were no Olympic Games due to the World Wars.
Deliver: Engage I map my message to ensure tight delivery. I give listeners the opportunity to process what I have shared and determine relevance.
I focus my message on what I want people to remember if they don’t remember anything else. The key points in my message connect to what I want people to do.
Design: Spotlight As I design my message, I identify the “critical” characters.
I include others in my content prep.
In designing for impact, I determine an easy way for people to act.
Design: Impact First Indicator Notes: Before I design what I am going to say, I determine what I want people to do.
Reflection
Rubric: Baseline
Key Takeaways Design
I rehearse my stories and review recordings to improve my delivery.
I consider story shape as I prepare.
My message includes at least one story.
I use gestures at key moments and keep my hands within the power sphere.
Navigating Uncertainty Amid Political and Economic Changes Notes
Utah is known for its unique geological formations called hoodoos, which can be found in places like Goblin Valley State Park.
Outline for HUD Policy Discussion at HomeAid’s National Leadership Conference
by: Scott Larson
I.Introduction
• Overview of HUD’s role in affordable housing and homelessness programs
• Why these recent and pending changes matter to HomeAid and its affiliates
II.Changes in HUD Leadership
• Appointment of Scott Turner as HUD Secretary under President Trump
• His background and policy priorities
III. Major Policy Changes & Their Implications
A.Rescission of the Equal Access Rule
• Overview of the change: Removal of protections for gender identity in federally funded shelters
• Impact on local shelter policies and services
• How HomeAid affiliate’s service providers may need to navigate compliance and inclusion
B.Shift Away from the ‘Housing-First’ Model
• Explanation of the policy shift toward mandatory treatment and faith-based models
• Potential effects on funding, service delivery, and partnerships
• How affiliates should prepare for new grant requirements and program expectations
C.Affordable Housing Funding Disruptions
• Contract cancellations and halted funds
• Local projects impacted and potential delays in construction and support services
• Strategies for affiliates to mitigate funding uncertainties and advocacy opportunities
IV.Local-Level Impact & Affiliate Considerations
• Changes in compliance, funding applications, and service provision
• Adjusting to new HUD expectations while maintaining HomeAid’s mission
• Opportunities for local advocacy and collaboration to ensure continuity of housing projects
V.Open Discussion & Q&A
• How are affiliates experiencing these changes on the ground?
• What strategies can be shared among affiliates to navigate challenges?
• Next steps for HomeAid as a national organization
VI.Conclusion & Key Takeaways
• Summary of the main points discussed
• Immediate action steps for HomeAid and affiliates
• Encouragement for continued communication and advocacy
8:00 A.M. Breakfast
9:00 A.M.
Wednesday, March 26, 2025
Welcome & Ice Breaker – Russ Beymer - HA Orlando ED & AAC Chair
9:30 A.M. Guest Speaker- Tyler Clancy, Utah House of Representatives, 60th District
Among the youngest state legislators in the United States, Tyler also serves as a law enforcement officer in Provo and began working on homelessness issues in 2020. He also served as the Executive Director of the Pioneer Park Coalition to address homelessness, poverty and public safety issues across the state.
11:00 A.M.
Best Practices- Fundraising- Breakout Sessions- Taylor Boothevents, John Peterson- grants, Matt Friedlander- individual donors.
1200 PM. Lunch - Job Twins!
1:00 PM.
HomeAid Natural Disaster response- Scott Larson & Kimo Carvalho Outcome: Looking at HomeAid’s history of responding to natural disasters and identifying guidelines for Affiliates for the future.
2:00 PM. SLC Scavenger Hunt!
Outcome: Spend some time with another affiliate and get some fresh air!
3:00 PM. Breakout sessions- Brian Diggs and Mandy Crater New and mature affiliates
Wednesday, March 26, 2025 - continued
6:00 PM 4:00 P.M. Adjournment 5:45 P.M.
Meet in Lobby to walk to restaurant Dinner- Squatters Pub Brewery 147 W Broadway, SLC- 5 min walk
Rep. Tyler Clancy was elected to the Utah House of Representatives in 2023, where he represents Northern and Eastern Provo. He serves on the House Health and Human Services committee & as Vice-Chair of the Judiciary committee He is also the co-chair of the Blue-Collar Caucus. Since his election, Representative Clancy has been working hard to improve homelessness, drug-policy, and mental health treatment across the state.
HomeAid National Leadership Conference Facilitators: Scott Larson & Kimo Carvalho
I.Introduction
• Welcome & Session Objectives
o Overview of why HomeAid is developing a disaster response protocol
History. Katrina, Harvey, Maui, LA
o Goals for the discussion:
Review survey findings
Discuss key takeaways from past affiliate experiences
Finalize the role HomeAid should play in disaster response
• Why This Matters
o Increasing frequency and impact of disasters
o The unique position of HomeAid affiliates to provide housing-related solutions
II.Survey Results & Key Takeaways
• Presentation of Survey Findings
o Number of affiliates with past disaster response experience
o Types of disasters affiliates have encountered
o Roles affiliates have played in past responses
o Identified challenges and barriers to response
o Interest in expanding disaster response involvement
• Discussion Questions:
o What surprised you about these results?
o Do these findings align with your affiliate’s experience?
o What challenges resonate most with your affiliate?
III.HomeAid’s Proposed Disaster Response Protocol
• Review of Protocol Framework
o Immediate (0–72 hours): Situation assessment, communication, public messaging
o Short-Term (3–14 days): Resource mobilization, role identification
o Mid-Term (2 weeks–3 months): Project identification, community engagement
o Long-Term (3+ months): Project implementation, evaluation, future preparedness
• Interactive Discussion:
o Does this framework provide the right level of guidance?
o What areas need refinement or additional resources?
IV.Defining HomeAid’s Role & Action Steps
• Where Should HomeAid Focus?
o What level of involvement should be expected from each affiliate?
o Should there be a formalized network for cross-affiliate disaster response?
o How can HomeAid America support affiliates before a disaster occurs?
• Resource Needs & Next Steps
o What tools, funding, or training are needed to implement this protocol?
o What partnerships should HomeAid establish at the national or local level?
o Next steps for refining and rolling out the protocol
V.Closing & Action Items
• Summary of Key Insights & Decisions
• Action Plan & Follow-Ups
o Assign the next steps for finalizing the protocol
o Identify a timeline for implementation
o Set goals for ongoing affiliate engagement in disaster preparedness
HomeAid Disaster Response Protocol
Purpose
To provide a structured and effective response when a natural or manmade disaster affects a HomeAid affiliate's community, ensuring clarity on HomeAid’s role, available resources, and best practices for engaging with local stakeholders. Identify an Affiliate’s ability and capacity to assist keeping in mind HomeAid’s mission, capacity and staffing.
1.Immediate Response (0–72 hours after disaster)
• Assess the Situation:
o Determine the scope and impact of the disaster.
o Identify how it has affected HomeAid projects, partners, and the broader community.
o Communicate with local government, emergency services, and key nonprofit partners to gather information.
• Affiliate Communication:
o The Executive Director or designated point of contact should notify HomeAid America leadership about the disaster, including immediate needs and possible roles HomeAid could play.
o Let HomeAid America know how Executive Director, staff, board members and stakeholders (as appropriate) are in the midst of the disaster.
o Coordinate internally and check in with board members and key stakeholders.
o HomeAid America, too, will reach out keeping in mind that the HomeAid affiliate team may have been personally affected both personally and professionally.
• Public Messaging:
o Issue a statement acknowledging the situation and expressing support for affected individuals.
o Share vetted resources for immediate assistance via social media and email.
2.Short-Term Response (3–14 days after disaster)
• Determine HomeAid’s Role:
o Assess if HomeAid should serve as a convener, fundraiser, builder, or support organization.
o Engage with local service providers, affordable housing developers, and community partners to understand their needs.
• Resource Mobilization:
o Evaluate existing in-kind donation channels (builders, suppliers, donors) for immediate relief items or construction materials.
o Launch emergency fundraising if appropriate, coordinating with HomeAid America to ensure alignment and assistance on HomeAid platforms
• Affiliate & National Coordination:
o HomeAid America will provide guidance on messaging, donor outreach, and leveraging national partnerships.
o Determine if HomeAid America should help facilitate a national response or mobilize other affiliates.
3. Mid-Term Response (2 weeks – 3 months after disaster)
• Project Identification & Planning:
o Work with community leaders to identify housing and other project needs postdisaster.
o Determine if HomeAid can support shelter repairs, temporary housing, or new construction projects.
o Explore partnerships with builders and suppliers for discounted or donated materials.
• Community Engagement:
o Stay engaged with disaster recovery organizations and local agencies.
o Communicate with donors and stakeholders about HomeAid’s response efforts.
4. Long-Term Recovery (3+ months post- disaster)
• Project Implementation:
o Develop and execute rebuilding or renovation projects as needed.
o Continue fundraising efforts for sustainable, long-term recovery.
o Assess efforts and evaluate HomeAid’s role respective to mission.
• Evaluation & Reporting:
o Document HomeAid’s response, impact, and lessons learned.
o Provide updates to donors, national partners, and HomeAid America.
• Future Preparedness:
o Develop or refine disaster preparedness plans for the affiliate based on experience.
o Maintain relationships with key emergency response partners for future readiness.
Breakout Session Notes
New / Mature Affiliates
Utah isoneofthe Four Cornersstates.Itmeets upwith Arizona,Colorado,andNewMexicoatasinglepoint.
7:00 A.M. Yoga
8:00 A.M. Breakfast
9:00 A.M.
Thursday, March 27, 2025
Welcome & Ice Breaker – Russ Beymer, HA Orlando ED & AAC Chair
9:30 A.M. Review of Services to Affiliates- Brenda Ketah Testimonials and additional needs
10:45 PM. Break
11:00 AM. Giving Yourself Grace: Reshaping your Relationship with Stress
Kim McCorkle, HA Austin
Outcome: Recognize the impact of negative stress on our results and effectiveness. Utilize new tools to better handle stress. Discover more effective ways for professionals to prepare for and address challenges.
1230 PM. Lunch
1:30 PM.
3:00 P.M.
Goals for 2025 – Group Discussion – something you learned personally and professionally.
Outcome: Taking practical information gained from the conference to implement in your affiliate when you get back home!
6:00 PM 2:30 P.M. Adjournment
Wrap up - 2026 Conference Save the Date
Meet in Lobby to walk to restaurant
Services to the Affiliates from HAA Notes
Inthe1920 Olympicgames,theflagwasfirstflown.
Cost is $60 per hour for Lynn/Kendra.
HAA has a national pricing agreement with ADP that includes 3 free background checks/year among other services. Cost varies depending on services needed and number of employees, but generally ranges around $98/month.
HAA has access to an attorney, however, their opinion will only be relevant in CA. Otherwise, affiliates can ask for assistance, but will still have to contact local attorney for local laws.
The group exemption is no longer recommended by HAA as the IRS is moving away from this and has a very limited support staff. New affiliates will apply for their own IRS and State exemption.
Trinet is a Professional Employer Organization (PEO) that will provide payroll processing, human resources consulting, retirement plans and insurance benefits. There is a flat fee to establish an affiliate account under HomeAid's umbrella and is $173 per employee per month.
2 hours of marketing and design work included in cost of website hosting to Hueman Studios. Cost is $149 per hour for additional assistance
2 hours of marketing and design work included in cost of website hosting to Hueman Studios. Cost is $149 per hour for additional assistance
HAA and Hueman Studios will make 3-4 Affiliate Highlight videos each year. Costs covered by HAA.
All local staff has access (separate login needed) Zero cost.
Trinet
Articles in Builder & Developer Magazine National
A monthly article is given to HomeAid each month. The value per article varies but has zero cost to affiliate. Each affiliate can expect an article roughly every 20 months with some exceptions. Monique has the schedule and will update regularly.
Please ask Director of Communication for additional information.
Each affiliate has one login to Canva paid for by HAA. This is where all communication assets live.
Costs
Affiliate pays for flight, hotel and a few meals. HAA pays for meeting space, breakfast and lunch and at least one networking event. HAA covers costs of any speakers, if their costs are not free. Participating in events such as IBS/PCBC
Affiliates attend for various reasons, including meeting with potential vendors and trades for in-kind discounts and donations. They also attend to spend time with other ED's and staff. Costs covered by Affiliates.
Cost is $65 for events with non-athletic component. Golf Tournaments, Trap Shoots, etc. are priced individually at the time of enrollment.
$14.25 for every $1,000 of construction cost. HAA pays for the policy 3 years in advance and the affiliate pays for insurance as needed per project.
Monthly Cost: Varies based on plan selected through TriNet PEO. Both PPO and HMO plans are available. Account must be established with TriNet under HomeAid America umbrella.
Monthly Cost: Varies based on plan selected through TriNet PEO. Account must be established with TriNet under HomeAid America umbrella.
Monthly Cost: Varies based on plan selected through TriNet PEO. Account must be established with TriNet under HomeAid America umbrella.
PeopleKeep ICHRA (Medical Reimbursement for individuals)
Directors & Officers Insurance
Hiring and Training
Affiliate x
Affiliate x
Who Pays
Board Chair Training National
Affiliate Staff Training National
The cost starts at $19/employee but varies depending on the plan/services selected.
HAA provides a D & O policy for affiliates to use annually. Cost depends on how many affiliates utilize the policy each year, but generally ranges around $800.
Discount Notes & Actual Costs
HAA has created first draft of presentationdone via zoom - Zero costs
HAA will provide comprehensive training to new hires and other staff by request- done via zoom - zero costs to affiliates.
Executive Director Training National RKA trains new ED's in person and HAA covers all costs.
Executive Director Recruitment and interviews Affiliate
Technology
Pays
HAA will help with recruitment of new ED's with assistance of a hiring committee from the affiliate. If affiliate wants RKA to come to in person interviews, affiliate will need to cover that cost. Affiliate also covers cost to post position on job board.
Costs
Pierre's cost is $70, although he usually charges $140 per hour. If a problem arises that affects all affiliates, HAA will cover the cost. However, if troubleshooting issues or specific assistance is required, those costs will be paid by HAA upfront and then billed to the affiliate.
Tech Support
Pathway Solutions can provide IT support at a cost of $165 per hour. HAA covers the cost of start up email address creation. Affiliates pay for additional email address to be created. Human Resources
Affiliate & National x
Pays
Costs
HAA has SweeterHR on retainer. Updated Job descriptions and Employee Handbooks as well as 2 hours of HR assistance per month are paid by HAA. Additional HR support is $149 an hour and will be billed back to the affiliate by HAA.
Giving Yourself Grace Notes
The town of St. George in Utah holds an annual event called the “Running of the Llamas,” where llamas race alongside humans.
Goals for 2025 Notes
Notes
Notes
Notes
Notes
HomeAid National Team- March 2025
Scott Larson
Chief Executive Officer
HomeAid America (HAA)’s Chief Executive Officer (CEO) role is to lead the organization in advancing its mission to help individuals and families experiencing or at risk of homelessness. The CEO drives strategic growth, ensures financial sustainability, and strengthen HomeAid’s national presence. This role requires engagement in fundraising, organizational management, communications, and partnership development.
The CEO is responsible for providing strategic and operational leadership for HomeAid America. Reporting to the Board of Directors, the CEO ensures the organization’s long -term sustainability, brand integrity, and impact. The CEO fosters collaboration across affiliates, engages industry leaders, and expands HomeAid’s national footprint to maximize its mission effectiveness.
Key Responsibilities:
• Lead and mentor a high-performing national staff, fostering a culture of collaboration and innovation in the following areas:
o Fundraising & Financial Sustainability
o Board Engagement & Governance
o Affiliate Support & Expansion
o Brand Management & Public Relations
o Operational Leadership & Team Development
Robin Arnett
Chief Expansion Officer
HomeAid’s Chief Expansion Officer seeks to expand the number of affiliates across the United States. In this process, HomeAid assists new affiliates by establishing the affiliate as a 501c3 organization. Once the affiliate is established, the national staff recruits a strong board of directors while establishing relationships with the local non-profit homeless service providers. The national organization assists in raising and matching local funding and hiring the Executive Director. HomeAid’s expansion model focuses on cultivating relationships and conducting market research, and launching an affiliate can take up to two years due to the cultivation and the legalization process that is necessary for its success. Establishing operations while creating a long-term, sustainable, and successful affiliate is always the goal.
• Implement HomeAid Expansion Business Plan
• Research expansion markets, including:
o Determine Jurisdiction
o Hold recruitment events
o Determine relationship with local BIA/HBA
o Recruit Board Members
o Find Potential Builder Captains
o Find Potential Service Providers ready with projects
o Secure funding for hiring staff
o Hire staff
• Work with new ED’s and newly established affiliates for the first 2 years
• Work with and support Chief Affiliate Officer
Devina Cunningham
National Technology and Program Support Specialist
This position focuses on three primary programmatic areas:
1. Technology Implementation and Support
2. National In-kind Donations
3. HomeAid WORKS
• Technology Support: Provide training and solve tech issues for national and affiliate teams, working closely with others.
• Liaison Role: Act as a contact between HomeAid and technology consultants and vendors.
• System Optimization: Make systems more efficient and improve user satisfaction.
• Documentation: Create and update user guides and training videos for technology tools.
• Process Improvement: Find and implement ways to streamline operations and reduce errors in technology use.
• Troubleshooting: Manage and connect different systems used by HomeAid.
• Data Management: Regularly check and correct data in Salesforce reports as needed.
• Software Integration: Work with tools like Salesforce, GiveSmart, and Microsoft Teams to enter, track, and report data and impact.
• Continuous Improvement: Encourage ongoing operational improvements through technology.
• This role also involves managing in-kind donations, overseeing the HomeAid WORKS program, supporting strategic planning, and representing HomeAid at meetings and events.
Brenda Ketah Chief Affiliate Officer
The Chief Affiliate Officer (CAO) oversees all day-to - day Affiliate Relations Department activities for HomeAid America. This position provides all HomeAid Affiliates with the necessary technical assistance services, tools and resources, which enables and empowers them to fulfill the HomeAid mission in their local community. This position is responsible for providing general Affiliate support to established HomeAid Affiliates. This position oversees the development of training and support materials, provides fund development strategies and conducts on-site training when necessary.
The CAO’s focus is on strengthening affiliate collaboration, sharing best practices, and ensuring each HomeAid affiliate has the resources needed to strengthen and expand their impact. The CAO
will work closely with the Chief Expansion Officer to amplify the impact of HomeAid’s work and ensure affiliates have the resources they need to make a difference and create a brighter future for those in need. She will also continue to foster the collaborative spirit that defines HomeAid’s success across the country.
Responsible for Affiliate development and growth strategy and its implementation, in coordination with
• The Chief Expansion Officer (CXO) and Chief Executive Officer (CEO)
• Must support the business plan of the organization, in cooperation with other HAA staff and its Board of Directors
• Work with HAA staff and specifically the Chief Development Officer and Director of Chief Marketing and Communications Officer on overlapping initiatives.
• Work alongside Affiliates to provide professional guidance and support.
• Serve as a clearinghouse to help Affiliates share best practices.
• Help to capitalize on efficiencies across Affiliates.
• Hold an annual HomeAid Leadership Conference and other learning/collaborative opportunities in order to share best practices and provide professional and personal training and development.
• Updates the HomeAid Portal (intra-net resource sharing database/server) for Affiliates.
• Facilitate monthly interaction between the Affiliates and with HAA on specific topics as needed
Marisol Parand Chief Development Officer
The Chief Development Officer serves as the chief fundraiser and is responsible for the resource development for HomeAid America. This includes the design and execution of a short and longterm fundraising plan that coincides with the marketing, communications, and public relations plan for HomeAid America.
This position manages and participates in the fund development activities at HAA including the annual giving program, major gifts solicitation, personal giving, foundation and corporate support through grant writing, sponsorship, and in-kind donation solicitation. This position is responsible for the management and implementation of all Resource Development activities and develops an effective program to support these activities that promote HomeAid’s vision, mission, and core values.
• Prospect and procure building materials and appliances to benefit construction costs.
• Extend national discounts or donations to HA staff nationwide.
• Conduct comprehensive research to identify foundations whose funding priorities align with the organization's mission and programs to benefit HomeAid and its affiliates.
Lynn Tadlock Finance Manager
Address all facets of finance and accounting for HomeAid America (and Affiliates as appropriate or under contract). Manage financial resources of HomeAid America including accounting, finance, budgets, grants, audits, tax, and internal controls. Is responsible for organizing and preparing the agency’s accounting information to ensure that the organization’s financial records are accurate and that the agency’s fiscal responsibilities are fulfilled in a timely manner. Manage compliance with and update organization’s policies and procedures related to Finance. Maintain assets through proper controls. Facilitate Finance and Audit Committees and working closely with the Board of Directors. This position addresses tight deadlines and a multitude of accounting activities.
• Accounting Services as needed
• Assistance with Form 990’s and state filings
• Attend Affiliate Finance Committee and Board Meetings as needed
• Establish finance and human resource systems for new affiliates
• Directors & Officers Insurance
• Special Events Liability Insurance
• Project Liability Insurance
• Human Resources assistance
• Affiliate Board of Director assistance as needed for human resources issues
Monique Waddington Chief Marketing and Communications Officer
The CMCO is responsible for creating and implementing the marketing / communications / public relations programs for HomeAid America’s mission. The position defines and manages the development of all marketing materials, interfaces with national media to strategize and execute national media viewpoints, approaches and defines and integrates national and Affiliate projects/needs to ensure non-duplication of costs and resources both human and material.
• Video / Photo Library for internal and external use
• Housing Market Outlook Breakfast Event
• Collateral as needed for National and Affiliate use
• Affiliates – Help with Communications & Marketing when needed
• Expansion Affiliates - Marketing and Communication needs
• Communication Meetings
• Hueman Studios check- In Meetings
• Mozwell check- in meetings
HomeAid America’s 2025 Strategic Direction
Establish HomeAid Affiliates
• Implement the HomeAid Affiliate Success Model outlined in Expansion Business Plan
• Enlist the cooperation of local building industry partners, organizations and other supporters to establish an affiliate in their geographic territory.
• Aid new affiliates with the board and executive director recruitment and training and help raise funding for the initial start-up operations.
• Assist in cultivating relationships with local nonprofit service providers serving those experiencing or at risk of homelessness for initial construction projects and community engagement activities.
• Work closely with a new affiliate through their first three years of operational existence and through their first initial construction development projects and community engagement programs.
Increase HomeAid Affiliate sustainability and capacity
• Collaborate with affiliates to support HomeAid’s Mission and Programs with professional guidance and expertise in non-profit management and organizational development.
• Provide program, project development and subject matter expertise through national and affiliate collaborative sharing as a clearing house of best practices.
• Assist affiliates in delivering programs effectively with legal templates, insurance policies, etc. and guidance on various issues.
• Provide expertise and support in technology, finance, accounting, human resources, resource and fund development, brand execution and governance.
• Educate on trends and solutions related to homelessness.
Secure funding, resources, and partnerships at a national/regional level
• Secure and grow the support of national and regional businesses that have operations throughout the country. These resources (funding, in-kind donations, volunteers, etc.) benefit HomeAid nationally and locally for affiliates.
• Foster national partnerships with other nonprofit organizations and entities to support and engage in HomeAid’s Mission.
• Increase strategic national partnerships and relationships.
Promote the HomeAid Mission and brand identity.
• Increase awareness of HomeAid’s mission and impact across the nation through marketing and communication.
• Promote and expand HomeAid’s unique programs of construction, community engagement and education across the entire homelessness continuum of care.
• Educate the public regarding the causes and solutions of homelessness.
• Guide HomeAid Affiliates national and local campaigns with marketing expertise, branding guidelines, and public relations resources.
