Taproot University: Lessons for high impact volunteerism

Taproot University

This week, Taproot Foundation finished its final installment of the 6-week Pro Bono Manager course, a part-blog series, part-inside story from pro bono expert Aaron Hurst. We’ve shared resources before on skills-based service, and this series provides practical guidance for managers committed to creating high impact volunteerism. 

Taproot provides clear tools to solve common pro bono challenges, formatted into a back-pocket guide to each week's lessons, below. Many of the tools are common sense approaches to good management, made essential due to the unique constraints of pro bono work. As Hurst articulates in week one, projects are more easily derailed without the buy-in that’s part of a paid project. This makes a skilled pro bono manager essential. 

The series is totally accessible and its lessons are pertinent for all managers in CSR partnership development- highly recommended reading. For managers interested in developing an impact-focused logic model for their pro bono initiative after reading week five, try our logic model builder for free. 

 

Taproot University's Key Lessons for Pro Bono Managers


 

Obstacle

Tool

Week 1: Timely Completion

  • Scope creep
  • Team turnover
  • Lack of prioritization
  • Stick to approved timeline
  • Establish roles and responsibilities
  • Identify fixed milestones

 

Week 2: Delivering Sustainable Projects

  • Lack of fit with nonprofit need and readiness
  • Gap in technical knowledge
  • Limited resources
  • Conduct nonprofit assessment in advance
  • Provide training and delegate ownership
  • Plan for constraints in resources

Week 3: Setting and Meeting Client Expectations

  • Unarticulated, unaligned expectations
  • Expectations of low-quality
  • Unsuitable skills in pro bono team
  • Mutually acknowledge scope of work and client needs
  • Adhere to consistent standards across pro bono and paid projects
  • Screen pro bono team for fit and experience

Week 4: Creating High Satisfaction

  • Emphasis on pro bono team satisfaction over impact
  • Disappointment from not meeting unarticulated expectations
  • Confusion from unclear roles and responsibilities
  • Prioritize and align team around client impact first
  • Recognize and celebrate team’s contribution
  • Articulate expectations and work preferences
  • Build interaction into the work plan

Week 5: Making an Impact

  • Unarticulated outcomes
  • Focus on experience instead of impact
  • Establish a strong outcomes model
  • Consider the desired outcomes for all stakeholders

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