Blueprint- taprootTaproot技术文档 BluePrint v2 1

The Leadership Development feedback Approval of Finalized Materials Availability for trainings Implement PM system Celebration of success Evaluation Stage 0 Preparing for Launch Stage 1 Kickoff Stage 2 Discovery Client Materials Delivery; and Client Team (all in this section). Service Grant Agreement (signed online) The Leadership Development leading to a less efficient Discovery Process in which the Pro Bono Consultant Team will likely be asking questions about issues which could have been addressed by a close review of the Client Materials Delivery and thoughtful completion of Our Current Understanding. 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, Task Assignments and Project Challenges official document is online) Directions for Clients and Account Directors: At or shortly after the Site Visit, 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 Performance Management 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 final deliverable will be a new performance management system including 3-5 key templates, a process overview and training for up to 8 managers on how to implement the system. 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 Taproot Foundation. The Leadership Development in which case this page can be ignored. Some Possible Exceptions: Union authorization for this project Current job descriptions for staff 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. RoleDescription Availability NameInitials Day-to-Day Contact* The primary day-to-day contact person for the Taproot Foundation Pro Bono Consultant Team will normally be the person most responsible for HR-related communications in your organization. On this project, he or she is responsible for ensuring all appropriate communications within the client organization (including to other client employees, board members or consultants), calling meetings, gathering materials, and ensuring other Client Team members fulfill their obligations in a timely manner. 5 hours per week. Return calls/email within 1 business day. HR ManagerThe HR Manager is the person who deals with the day-to-day HR operations. This may be an HR professional, the ED, an Office Manager, or another role. The HR Manager should attend all key meetings, provide input into key phases of the project and be available for interviews. This person will also likely be in charge of future implementation. 2-3 hours per week Executive Sponsor In most cases, this will be the Executive Director. This person provides the high-level visible leadership required to ensure buy-in of the project by the entire organization. He or she will be able available to address any challenges. 2-3 hours per week. A B Approval Team C People who approve the key deliverables. It may include people already listed above, but cannot be more than 3 people; we recommend the smallest group politically possible. It is likely that during the process of gaining internal consensus your organization will want to gain approval from many people, but you will need to designate no more than three who have the authority to speak for the organization. For Performance Management Service Grants it may be useful to include key managers on this team. 3-5 day turnaround on key decisions. Meets 4-5 times during project. Up to 10 Key Managers Key Managers need to be involved in reviewing some of the key documents. The role is to provide feedback, not approval. Later they need to be trained as well. 20-25 hours total 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 Filled out Client Team Any materials listed in Exceptions The Leadership Development 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 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 Preparation Required Prior to Meeting Review: Service Grant Blueprint Materials the Account Director picked up at the Site Visit and then mailed or gave to each volunteer Clients grant application Clients website Being a Taproot Foundation Service Grant Volunteer (on the Taproot Foundation intranet/Resources section) Standard 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 for each volunteer Signed Service Grant Award Being a Volunteer Handbook (on Taproot Foundation intranet) 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 it is at the Kickoff Meeting that we will present Our Current Understanding to the Client.) Review materials: Grant Application and materials provided in response to Client Materials Delivery, and Project Challenges and Solutions. Questions for discussion: What is the mission and vision of the organization? What are their strategic objectives? What are the organizations key programs and key funding mechanisms? What is the Clients size? How many locations do they operate? How is this expected to change in the next two years? What are the key characteristics of the current HR function? What are the HR problems the organization seeks to address? How does the organization measure results/effectiveness? What data demonstrate results? What are the organizations HR goals? What are their priorities for this project? How do these map to the organizations strategic objectives? Are there any challenges or risks for this project that have been identified? What questions do we have for the Client with regard to these issues? What assumptions do we see and want to address? Our Response to Client Need: Project Scope and Plan (35 minutes) Project Manager Review the Project Plan first draft in the Service Grant Blueprint including: Scope, and Timeline. 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. Before this meeting begins, the Service Grant Award should be signed online. 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 Performance Management needs. Communications. The Client must also decide how to best communicate with staff about the project. Performance Management 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 how she will be evaluated. 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: 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. Finalize Project Plan Based on feedback from the Kickoff Meeting, the Project Manager should finalize the Project Plan, which includes the Scope, Timeline, Project Communications Plan, and Project Challenges and Solutions documents. The Project Manager should then distribute the finalized document to all Pro Bono Consultant This should occur within one (1) week of the Kickoff Meeting. It is important for the Client to fully understand what approving the Project Plan means; 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 change to the Scope 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 10 staff members for Discovery Interviews. If more than 10 people are to be interviewed, these interviews should be carried out in groups. For more information about the number of interviews to schedule, please see the Scope document. 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 and performance needs. The Leadership Development subsequently timeline slips further, causing ripple of problems. Client and Pro Bono Consultant Team do not adequately address potential need for organization wide communications