Blueprint- taprootTaproot技术文档 BluePrint v2 0

The Leadership Development see Exceptions, Client Materials Delivery, and Client team (all in this section) for details Service Grant Agreement (signed online) Key Risks The nonprofit is not ready or prepared for project but the Service Grant Agreement is signed anyway. The nonprofit does not understand the process as described in the Blueprint, but the Service Grant Agreement is signed anyway. The Account Director and the nonprofit have different expectations for the project but the Service Grant Agreement is signed anyway. Staffing the team takes significantly longer than expected and timeline expectations are not reset. The nonprofits situation changes but the Service Grant Agreement award decision is not revisited. The Client Materials Delivery is incomplete, giving the Account Director a poor base for initial analysis or problem development. Key Resources Blueprint, this section: Service Grant Award Exceptions Client Materials Delivery Client team Site Visit Agenda Internal Kickoff Meeting Agenda Blueprint, other sections: Project Plan (including Scope, Timeline, Project Communications Plan and Project Challenges official document is online) Instructions for Clients and Account Directors: At or shortly after the Site Visit Meeting, the Account Director and the Client should each log in with their respective accounts to the Taproot Foundation Intranet (/intranet/) to sign the online Service Grant Award, which is a contract between the Client and the Taproot Foundation. The document below is a sample for your reference. The Taproot Foundation is pleased to award _ (“Client”) a Strategic Staff Development Service Grant with estimated value of $55,000. Taproot Foundation Obligations and Rights The Taproot Foundation will provide the Client with a team of volunteers qualified to work on this project. This team will provide its best efforts during a period of approximately five months (“Project Period”), and will strive to provide the Client with a series of deliverables. The main deliverable will depend on the focus outlined in the Requirements Brief, which is signed by the Client. It will include guidance for development planning and relevant templates, process overview, and training. During the course of the Service Grant, the Pro Bono Consultant team will deliver a more detailed Scope which provides additional information about what deliverables they hope to provide during the Project Period. The Scope document will also detail what deliverables are not within the scope of this Grant. These include, but are not limited to: Advice on legal disputes or issues Implementation of solutions recommended by the Pro Bono Consultant team Obligation to award additional Service Grants which may be suggested as part of the recommendations and action plan. Except as otherwise specifically set forth in this Service Grant Award, the Taproot Foundation makes no representations, warranties or guarantees, expressed or implied, with respect to any services and deliverables provided or with respect to the qualifications or actions of the volunteers. The Taproot Foundation may terminate its services (and the services of its volunteers) for any good cause, including without limitation: Any inaccuracy or misrepresentation in Clients Service Grant Application; Any change in the mission, leadership or Day-to-Day Contact person of the Client; Any adverse change in the financial condition of the Client; Harassment of or other unprofessional conduct towards Taproot Foundation volunteers by the Client; Failure of the Client to provide necessary resources or support for the project in a timely manner; or Actions or omissions by the Client that the Taproot Foundation, in its discretion, considers detrimental to the Client, the project or the Taproot Foundation. Client Obligations and Rights Internal Support and Resource Availability The Client has reviewed the materials supplied to it by the Taproot Foundation with the Letter of Intent to provide a Service Grant. The Client understands, as described in those materials, the general process of the Service Grant, has created a team to work with the Taproot Foundation volunteers (“Client team”) and the members of the Client team understand the expectations of them. The Leadership Development the employer is not responsible for the actions of each volunteer. Neither the Taproot Foundation nor the employers of the volunteer shall be liable to the Client, its employees, directors, agents or affiliates for any damages or losses caused (i) by the activities of the volunteers (including, without limitation, the provisions of services under this Agreement by such volunteers) whether or not such damages or losses are caused by the negligent or willful conduct of the volunteers or (ii) by the actions or omissions of the Taproot Foundation related to this Agreement whether or not such damages or losses are caused by the negligent or willful conduct of the Taproot Foundation. The Client agrees to indemnify, defend and hold harmless The Taproot Foundation (and its employees, officers and directors) and the volunteers employers from any and all liabilities, damages, costs, loss or expense (including attorneys fees) resulting from or arising out of (i) any claim by a volunteer or other third party relating to the conduct of the Client, its employees, agents or contractors and (ii) any claim by a third party relating to the use of any deliverables under this Agreement. Evaluation The Taproot Foundation believes very strongly in both process and outcomes-based evaluation of its Service Grants. The Client agrees to work with the Taproot Foundation before, during, and one year after the Service Grant to evaluate the impact of the Service Grant. Publicity The Client agrees to publicize the receipt of this Service Grant, by, for example, publishing a press release, and/or placing an announcement in newsletters or on the Clients website. Permission The Client grants Taproot Foundation the right to use the results, materials and products developed under this Agreement for any purposes consistent with the Taproot Foundations mission. The Taproot Foundation may, with the prior written or oral approval of the Client (which approval shall not be unreasonably withheld), use the Clients name, logo and case study in Taproot Foundation print and digital communications such as website, grant proposals, newsletters and press releases. Termination The Client has the right to terminate this project at any time upon notice to the Taproot Foundation, at which time the Taproot Foundation will contact its volunteers and inform them to cease working on this project. The Client will promptly reimburse the Taproot Foundation for any out-of-pocket or incidental expenses incurred by the Taproot Foundation or its volunteers for this project. The Client understands that its termination of the project without a good reason may prejudice its ability to obtain future Service Grants from the TaprootFoundation. The Leadership Development if no exceptions apply, ignore this page. Some Possible Exceptions: Competency model and related documentation Your Exceptions:Completed? The Leadership Development even if resolved or discharged. The Leadership Development having a well selected team will increase the likelihood of receiving a Service Grant, (2) some team members may change between now and the Service Grant Kickoff Meeting, (3) it may be several weeks or months before the Kickoff Meeting, so do not set team members expectations for immediate action. Note: While one person may serve in more than one role, this will necessarily increase the commitment required of them. RoleDescriptionAvailabilityNameInitials Day-to-Day Contact* The primary day-to-day contact person for the Taproot Foundation Pro Bono Consultant team. Responsible for ensuring all appropriate communications within the Client organization (including to other Client employees, board members or consultants), scheduling meetings, gathering materials, and ensuring other Client team members fulfill their obligations in a timely manner. 3 hours per week. Return calls/e-mail within 1 business day. Executive Sponsor Typically, the Executive Director or CEO. (The ED or CEO can serve both as the Executive Sponsor and the Day-to-Day Contact.) This person provides high- level leadership and is available to address project challenges. He or she should attend 3 to 5 key meetings, provide direction for the Requirements Brief, participate in interviews, and provide any needed data. 2-3 hours per week plus available for quick interventions as needed HR ManagerThe HR Manager is the person who deals with the day-to-day HR operations. The HR Manager should attend all key meetings, provide input for the Research and Analysis stage, participate in the Assessment and Priorities process, contribute to work in the Staff Strategy stage, and be available for interviews. This person will also likely be in charge of future implementation. 2-3 hours per week 2-3 ManagersThese individuals have a management role in the organization (they lead teams, manage large projects, and have direct reports). This group may include the ED or HR Manager. The people filling this role may be asked to attend key meetings or assist various parts of the process. They should also be available for interviews. 10-15 hours over the entire project The Leadership Development fill out sheet Distribute copies of Service Grant Blueprint to Client team Ensure all people in Client team have reviewed the Service Grant Blueprint Take actions as per Exceptions Gather materials in Client Materials Delivery and make copies as described on that document Materials Required at Meeting Taproot Foundation LOI Recipient Service Grant Blueprint Any documents in Service Grant Blueprint you may have refined to meet unique circumstances of the Client Service Grant Blueprint Materials described in Client Materials Delivery, including list of competencies (if available) Filled out Client team Any materials listed in Exceptions The Leadership Development the importance of staying within the Timeline; and the limited Scope of the project? Review: oProcess nonprofit understands potential communication and scheduling challenges. Account Director and nonprofit believe that now is a good time for this project and that success is likely Account Director has discussed competencies with the Client Nonprofit understands that the course of the project will depend on what is laid out in the Requirements Brief Nonprofit understands Service Grant Agreement and is comfortable signing If all are checked, award Service Grant. Otherwise consult with your Program Manager. Next Steps and Conclude Meeting (20 minutes) Taproot Foundation Program Manager Explain next steps: staff team, Internal Kickoff Meeting, Kickoff Meeting. Other action items? Review Goals General questions and answers; +/ s of this meeting The Leadership Development the Project Manager should run most of it as this marks the transition of day-to-day team leadership. Date: Time: XX:XX XX-XX (2.0 hours) Location: Address of meeting location Contact: Name, Project Manager, cell number Required to attend Entire Pro Bono Consultant Team Preparation Required Prior to Meeting Review: oService Grant Blueprint oMaterials the Account Director picked up at the Site Visit Meeting and then mailed or gave to each volunteer oClients grant application oClients website and strategic plan oOrientation Materials on the Taproot Foundation Intranet oStandard Confidential Information Agreement or other similar document if requested by the Client Come to the meeting ready to discuss these materials. Come ready to actively participate in discussions: see many areas for discussion on this agenda Materials Required at Meeting Service Grant Blueprint Materials the Account Director picked up at the Site Visit, including strategic plan Signed Service Grant Award Orientation materials (on Taproot Foundation intranet) Our Current Understanding Standard Confidential Information Agreement or other similar document if requested by the Client Meeting Agenda Review and approve agenda (3 minutes) Project Manager Review Agenda Review ground rules. (Why is each person here? What is our process? What interpersonal issues? Assign a timekeeper?) Review any other expectations for the meeting The Leadership Development the Staff Development Strategist writes it; and the Staff Development Associates provide the information that appears in it. The Account Director should review Our Current Understanding before the Pro Bono Consultant team presents it to the Client. Kickoff Meeting This is the first meeting between the Client and the Taproot Foundation Pro Bono Consultant team. The goal is to get to know each other and lay a solid foundation for the project. Key issues to discuss include expectations, communications, and the roles of Client team and Pro Bono Consultant team members. The Client and the Pro Bono Consultant team will review the first draft of the Project Plan, and the Pro Bono Consultant team will present Our Current Understanding to the Client for discussion and feedback. A key outcome of this meeting is the confirmation of the Clients current situation and need for the project. At the end of this meeting, both the Client and the Pro Bono Consultant team should have a good grasp of the Clients major strategic priorities and how they relate to staffing issues. Some other key topics include: Client team work. Because a Strategic Staff Development project requires significant work by the Client, the Pro Bono Consultant team should also describe key tasks and deliverables for the Client team (such as providing and reviewing position profiles or job descriptions, pre-work for the Assessment sessions, and so on). The Client team must understand that the Pro Bono Consultant teams main deliverables are a process, rather than a productmuch of the content of the project must come from Client team members themselves. Communications. The Client must also decide on a communications plan. Staff development is an opportunity to engage and inspire staff, but it can be distressing for an employee to think a Pro Bono Consultant team is deciding her career path. How will the Executive Director announce the project, and how will the Client team continue to communicate with all employees? This blueprint includes a Sample Communications Plan, but the Pro Bono Consultant team should discuss communications at this meeting and in future meetings throughout the project. Terminology. Finally, the combined team should review the Society for Human Resource Managements HR Glossary and the list of terms in the back of this Blueprint, adding or clarifying terms if necessary. Many of the terms used in this document and throughout the project mean different things to different people. If you clarify terminology at the beginning of the project, you will find it much easier to make progress. Kickoff Interviews (Up to 3) After the Kickoff Meeting, the team should begin interviewing the Executive Director and other people who can shed light on the state of the Client organizations competency model. The content of the interviews will depend on the Client situation, but can be informed by the Interview Guide in the next section and the Competency Model Reference Kit. In the process, interviews should provide information on strategic direction, the difference (if any) between the current and future organizational chart or staffing plan, and future staffing needs. The Executive Director, HR Manager and a manager at the organization should participate in these interviews. The Leadership Development all future work of the Pro Bono Consultant team will be driven by these documents, and later changes may cause problems. For example, delays caused by the Client may result in corresponding changes to the project in order to maintain the overall timeline. Both Client and Pro Bono Consultant team members should bring this document to all meetings. Client Supplies List of Interview Participants Either at the Kickoff Meeting or soon after, the Client must supply a list of up to 7 staff members for Discovery Interviews. If more than 7 people are to be interviewed, these interviews should be carried out in groups. The total number of interview sessions (including Kickoff Interviews) should not exceed 7. Discovery Interviews are crucial to help the Pro Bono Consultant team gather information about the organizations strategic priorities, as well as information about key competencies in the organization. For example, an interview list might include the Executive Director, Director of National Programs, and HR Manager, as well as two area managers and three site directors, with interviews covering strategic priorities, critical current and future roles, and needs and competencies for management across the organization. Key Deliverables From the Taproot Foundation or the Pro Bono Consultant team: Project Plan Requirements Brief Our Current Understanding From Client: Discovery Interview participants list Completed Communications Plan Approval of the Project Plan and Requirements Brief within one (1) week of completing Kickoff Interviews Key Risks The Client does not inform the organization about the project; confusion about the purpose of the project makes interview participants and staff defensive or apprehensive. The Pro Bono Consultant team does not accurately assess the Clients situation and focuses their efforts on the wrong part of the process. The Combined Team does not treat the Requirements Brief with enough importance, leaving the project at risk for losing focus and going out of scope. Client does not provide clear and precise