When Change at the Top Is an Opportunity

On a bitter cold morning in 1981, a priest at the Immaculate Conception Church in Hartford found a homeless man frozen to death near the church steps. Vowing that such a tragedy would never happen again, parish priests opened the basement of the church to homeless men who had no other place to go.

Thirty years later “Immaculate,” as it is affectionately known, still offers sanctuary to Hartford’s homeless population, under a powerful mission. It states that because housing is a human right, Immaculate will provide housing and decent shelter with unconditional love to those with no other options.

But now the shelter is just one component of the Immaculate Conception Shelter & Housing Corporation. In its latest growth spurt, the 40-person non-profit organization is building a 50-unit apartment complex serving chronically homeless and low-income clients with wrap-around services.

In the midst of Immaculate’s transformation, the long-time executive director whose name was synonymous with the once-modest little shelter, announced she was leaving. Rather than hastily place a help wanted ad in the local newspaper, the non-profit organization called Third Sector New England.

A Thoughtful, Measured Approach

Through much of its modern history, Immaculate was led by former Executive Director Patti White, by all accounts a dedicated, gifted, mission-passionate leader for the nonprofit. So for some, like Board Chair Jacqueline Reardon, White’s announcement of her plan to leave in 2008 required major strategic thinking about Immaculate’s future.

“It’s a huge change when your executive director leaves, especially when she’s been the face of the organization for 6 and a half years,” Reardon explains. “Our non-profit organization had experienced tremendous growth, and the agency had so many issues that needed to be addressed. You don’t want to rush to find new leadership. Quite the opposite. You want to take the time to assess the organization.”

Which precisely mirrors the approach of Third Sector New England’s Executive Transitions Program, says Hez Norton, executive and organizational transitions program manager. “While stressful, a significant change in leadership is an opportunity – almost a requirement – to stop and ask where the nonprofit is headed and what skills the next person should have to lead it there.”

Assembling the Transition Team

Transition Consultant

Former executive director White recommended that non-profit expert and TSNE Transition Consultant Ann Thomas lead the process, and Reardon agreed. Thomas knew both Patti White and Immaculate.

“Patti put her heart and soul into positioning Immaculate to change its strategic direction from focusing on emergency shelter to Housing First,” Thomas remembers. “I think she was ready to pass on the reins to a new leader for Immaculate’s next stage of development.”

Interim Executive Director

Immaculate also asked TSNE for an interim ED, which turned out to be a crucial element, Reardon says. “In retrospect, I can’t imagine how we could have taken the months we needed for the transition without knowing that we had steady management throughout.”

TSNE sent 3 interim executive candidates. One particularly stood out during the interviews: Cathy Cohen. According to Reardon, Cohen was very measured, very organized and undaunted by the task – “really impressive.”

Cohen has been consulting for 20 years, with a background in healthcare and non-profit management. She felt comfortable with Immaculate right away.

“I saw an organization that had undergone rapid growth and was facing a $12 million project following a great deal of negotiating,” relates Cohen. “The interview was very thorough. They asked how I felt about ‘wet’ shelters and dealing extensively with real estate matters. In turn, I found Immaculate’s mission and the Housing First model very compelling. I could see the strength and commitment of the board.”

The Board

Thomas then helped Immaculate choose the third essential ingredient for the process: a 5-person transition committee of board members. “The Transition Committee has to be fully engaged, too,” admits Reardon.

Last, but certainly not least, Reardon is very grateful to the Hartford Foundation for Public Giving's Nonprofit Support Program, which gave a grant to Immaculate to work with TSNE’s Executive Transitions Program. “Frankly, none of this would have been possible without its support.”

Interim ED Takes the Helm

Facing Challenges and Building Resources

Cohen took the helm immediately, finding unexpected challenges and resources. “Much was happening. The number of revenue streams coming in, both positive and negative, surprised me,” she explains. “There were lots of contract relationships to be managed. I did an immediate financial assessment, and the results were sobering. But there wasn’t a moment when we [the board and Cohen] weren’t in agreement. They accepted that someone coming from the outside has the clear eyes to see matters as they are.”

Cohen advised the nonprofit to continue its relationship with an outside financial firm rather than hire a CFO, and the relationship continues to be a good one.

Ensuring Strong Programs

Like any non-profit executive director, interim or not, Cohen was responsible for staff and programs, too. Reardon particularly praises Cohen for going ‘above and beyond’ on the non-profit organization’s Summer Respite program. “It was clear we didn’t have enough money to continue one of our oldest programs, but Cathy felt it was important. We told her if she could raise money from other than our regular sources, we would keep the program open. She found more than enough funding.”

When Fred Lynn was ultimately hired as executive director and started working, he says he found a ship-shape shop. “I didn’t have to catch up on the books, the funder reports were up to date, the board had its act together, and the finance committee knew what it was doing. That certainly made everything better!”

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