Pro Bono Design & Management Accelerator 1 February 13, 2019 - - PowerPoint PPT Presentation

Pro Bono Design & Management Accelerator

February 13, 2019

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Session 5

Pro Bono Project Management & Organizational Change Capstone Presentations

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Coach introductions

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Renée J. Schomp Senior Staff Attorney, Pro Bono Consulting Semhal Gessesse Program Coordinator, Pro Bono Consulting

Logistics - Nuts and bolts

• Thank you to DREDF & Ed Roberts Campus!
• Restrooms
• Water
• Lunch
• Snacks

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Mindfulness moment

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Icebreaker

• Favorite current musician or band

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Pro bono accelerator

• bjectives
• 1. Shared pro bono language
• 2. Inspiration from peers
• 3. Role of pro bono in larger civil justice

movement

• 4. Lens of equity & inclusion
• 5. Support on concrete action steps towards
• rganizational change & pro bono design

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Pro bono accelerator roadmap

• 1. October 10: Volunteerism Overview
• 2. November 14: Recruitment, Cultivation, & Training
• 3. December 12: Impact Evaluation & Data Tracking
• 4. January 9: Placement, Supervision, & Technical

Assistance

• 5. February 13: Capstone Project Presentations &

Organizational Change Planning

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Ground rules

• Beach ball conversations
• One diva, one mic
• Make space, take space
• Be here now
• Confidentiality

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Goals for today

• 1. Finalize and present your Capstone Project
• 2. Consider how communications & framing can

be strategically deployed in your pro bono work

• 3. Learn about organizational change and its

relevance to your Capstone Project

• 4. Build a Capstone Project project management

& implementation plan

• 5. Discuss inspiring pro bono model case studies
• 6. Discover tech tools for scalable pro bono work

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Grounding pro bono programs in a larger civil justice movement

• The role of Civil Gideon in the pro bono

discussion

• Narrative Strategies for Change

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Preparing for Capstone Presentations to Law Firm Thought Partners

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• Small group activity: What is one way you

can apply a lesson from the “Telling a New Story” checklist to your framing of your Capstone Project Presentation?

Reading reflections: Using narrative strategies for change

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“Telling a New Story: A Collaborative Checklist for Social Justice Leaders Using Narrative Strategies for Change,” from The Opportunity Agenda, Building Movement Project, Center for Media Justice, & Public Works

Reading reflections: Using narrative strategies for change

• Individual activity: Review

your presentation & how you’ll incorporate Narrative Strategies for Change into it

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“Telling a New Story: A Collaborative Checklist for Social Justice Leaders Using Narrative Strategies for Change,” from The Opportunity Agenda, Building Movement Project, Center for Media Justice, & Public Works

Organizational Change & Pro Bono Programs

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Learning objectives

• Understand why organizational change is

important for the health & success of your pro bono program

• Brainstorm ways you can employ principles of
• rganizational change to ensure the success of

your Capstone Project

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Organizational change

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• So, you know what you need to change in your
• rganization. Know better, do better, right?
• Not so fast.
• It is estimated that 70% of change initiatives

fail.

What is organizational change?

• Consider the following best practices as

guidance through the steps of a change leadership process.

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Change Leadership 101

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Step 1: Increase urgency

• What works
• Telling a compelling organizational story
• Facilitating understanding of the stakes
• Making the business case
• What doesn’t work
• Focusing exclusively on the “rational” case
• Ignoring lack of urgency
• Thinking nothing can be done if you are not the CEO
• Common pitfalls
• Not having the right people in the room to set context
• Not being explicit about the consequences of allowing the status quo to

continue 21

Step 2: Form a guiding coalition

• What works
• Convening diverse supporters across tenure, level, demographics
• Using clear roles and responsibilities to contribute to work
• Showing enthusiasm, trust and commitment
• What doesn’t work
• Change team is too large to regularly convene
• Change is led by single individuals or weak taskforce
• Not confronting power structures when the right people are not on the

team

• Common pitfalls
• Failure to identify and leverage individual motivations
• Delegating to one person
• No management presence on the team

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Step 3: Create a vision

• What works
• Closing eyes and using imagination to literally see possible futures
• Vision statement that can be written on one page or articulated in 3

minutes

• What Doesn’t Work
• Assuming a vision is shared
• Under-articulating how initiative integrates with other business priorities,

and affects different roles

• Common Pitfalls
• Under-communicating the vision
• Not specifying the desired behavioral changes
• Not managing resistance when first encountered

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Step 4: Communicate the vision

• What Works
• Integrating vision in regular meetings and identifying obstacles to

achieving it

• Speaking to emotions in the room
• Keeping language simple, sticky
• What Doesn’t Work
• Assuming a vision is shared
• Under-articulating how initiative integrates with other business priorities,

and affects different roles

• Common Pitfalls
• Under-communicating the vision
• Not specifying the desired behavioral changes
• Not managing resistance when first encountered

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Step 5: Remove barriers, empower action

• What Works
• Identifying different types of gaps or barriers: motivation, skill, structural,

knowledge

• Using guiding coalition to implement fixes and corrective processes
• Point to live examples of ideal behavior
• What Doesn’t Work
• Not referring back to vision for barrier identification
• Ignoring change fatigue
• Failure to consistently model desired change
• Common Pitfalls
• Not addressing powerful individuals who resist the initiatives
• Making too many requests all at once

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Step 6: Celebrate quick wins

• What Works
• Creating opportunities for meaningful experiences where progress is felt
• Showing genuine gratitude and pride in progress
• Inspiring others to coach for and celebrate quick wins
• What Doesn’t Work
• Only providing critical feedback
• Common Pitfalls
• Failure to identify short-term wins, leading to a feeling of ‘all talk’
• Leaving short-term successes up to chance.

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Step 7: Keep going!

• What Works
• Looking for ways to keep urgency up
• Getting creative about who messages urgency and success stories
• Reinforcing vision in varied formats: graphics, signage, emails, website,

casual conversation

• What Doesn’t Work
• Ignoring needs of guiding coalition in sustaining effort
• Convincing yourself the change initiative is completed when it isn’t
• Common Pitfalls
• Declaring victory too soon
• Ignoring decision makers in charge of messaging and future resource

allocation 27

Step 8: Making it stick

• What Works
• Tell vivid stories about new norms, progress, and outcomes
• Creating formal accountability and incentive structures for continuing

change

• What Doesn’t Work
• Relying only on a policy change to shift culture
• Not introducing new hires to desired vision and behaviors
• Common Pitfalls
• Neglecting to anchor changes firmly in the culture
• Not shifting social norms and shared values consistent with changes

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Leading Transition: A New Model for Change

• William Bridges describes three stages of

transition:

• Endings
• The neutral zone (explorations)
• New beginnings.

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Bridges, William & Mitchell, Susan. (2000). Leading Transition: A New Model for Change. Leader to Leader Journal. 16.

Organizational change activity

• Individual work:
• Check off ideas that resonate
• List concrete next steps to carry

them out

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Tech tools & tricks!

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LucidChart

• Intuitive and online based flow chart creator.

LucidChart

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Organizational change pairs activity

• Pairs activity: What organizational change

strategies are relevant to your Capstone Project implementation?

• Write it down to include in your project

management plan later in the session

• Large group share out

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Lunch time!

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Welcome, law firm thought partners!

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Icebreaker:

• What’s an animal you’ve never seen in person

that you’d like to see?

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Capstone presentations!

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Presentation logistics

• 10 min for each presentation
• 5 min for law firm questions
• Use capstone project feedback handout to

capture your thoughts

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Agenda

• Sharon Bashan (Neighborhood Legal

Services of Los Angeles County)

• Valentina Ozbek & Eleonore Zwinger

(International Institute of the Bay Area)

• Charles Bruce (Homeless Action Center)
• Ashley Melwani & Hannah Smith (Legal

Services for Children)

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Thank you, Law Firm Thought Partners!

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Where We Go From Here: Capstone Presentations Discussion

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First….

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You did it!

Capstone presentations discussion

• Large group discussion:
• How do you feel about your Capstone

Project coming out of the presentations?

• Any questions or ideas for each other

coming out of the presentations?

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Pro Bono Project Management & Implementation Plans

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• What is a project?
• Why do we create project plans?

Project Management Overview

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• 1. Select a project
• 2. Define the project
• 3. Build your team
• 4. Map out the work
• 5. Track progress

Five steps to project management

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Five steps to project management is derived from CompassPoint Nonprofit Services.

• Consider organizational mission alignment

& capacity. Questions to ask include:

• Is my organization ready to do the

project, and when?

• Do I have the staff, money, and time

to take this on?

• How does the project fit in with the

strategic vision of my organization?

• 1. Select project

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• What are the internal and external goals of the

project?

• Be specific and measurable
• Look at grant proposals, requests for

proposals, and discussions with stakeholders

• Establish deliverables and costs
• 2. Define the project

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• Roles & responsibilities
• Agreement on regularity of team meetings
• Agreement on how team will update each
• ther on progress
• Agreement on team culture & ground rules
• 3. Identify the team

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• Tasks under each deliverable
• Timeline
• Budget, funding & other logistics
• MOCHA
• 4. Map the work

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• MOCHA is a management tool that’s

designed to make sure individuals on your team are clear on what roles various people are playing on projects by creating a shared vocabulary and framework.

What is MOCHA?

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MOCHA role paradigm comes from The Management Center.

MOCHA

• M - Manager
• O - Owner
• C - Consulted
• H - Helper
• A - Approver

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MOCHA

• M - Manager
• Assigns responsibility and holds owner
• accountable. Makes suggestions, asks hard

questions, reviews progress, serves as a resource, and intervenes if the work is

• ff-track.
• O - Owner
• C - Consulted
• H - Helper
• A - Approver

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MOCHA

• M - Manager
• O - Owner
• Has overall responsibility for the success or

failure of the project. Ensures that all the work gets done (directly or with helpers) and that others are involved appropriately. There should only be one owner.

• C - Consulted
• H - Helper
• A - Approver

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MOCHA

• M - Manager
• O - Owner
• C - Consulted
• Should be asked for input or needs to be

bought in to the project.

• H - Helper
• A - Approver

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MOCHA

• M - Manager
• O - Owner
• C - Consulted
• H - Helper
• Assists with or does some of the work.
• A - Approver

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MOCHA

• M - Manager
• O - Owner
• C - Consulted
• H - Helper
• A - Approver
• Signs off on decisions before they’re final.

May be the manager, though might also be the executive director, external partner, or board chair.

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• 5. Track progress
• Track deliverables
• Grant or other funding stewardship
• Track budget
• Maintain list of lessons learned & challenges
• Evaluate impact
• Iterate plan

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Finding pro bono inspiration from peers

Pro bono case studies

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Tech tools & tricks!

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Asana

Asana

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File sharing

New Pro Bono Regulation: Rule 5.1(b) and (c)

The California Supreme Court approved new Rules of Professional Conduct, which went into effect on November 1, 2018. 64

Rule 5.1(b) and (c)

• Main takeaway: A legal aid attorney who supervises a pro

bono volunteer in a co-counsel agreement may be considered as having "direct supervisory authority over another lawyer," although that issue has not been fully addressed.

• Possible solution: In the co-counsel agreement, make it

clear that the legal aid attorney does not have "direct supervisory authority" over the pro bono volunteer, but that the legal aid attorney is providing technical assistance and guidance for the pro bono volunteer.

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Capstone Activity: Build your project management & implementation plan

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Project management & implementation plan

• Use Excel spreadsheet template to build out your

implementation plan.

• Focus on defining the project, laying out your

deliverables and then beginning to map out the necessary tasks under each deliverable.

• If you have time, consider the MOCHA for each

deliverable and how your learnings on

• rganizational change may impact your

implementation plan

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Ending our Pro Bono Design & Management Accelerator!

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Before we say bye ...

• Reminder:

○ Feel free to reach out to us with follow-up questions, we can provide a total of one hour of coaching support per month from March - May ○ Complete evaluation surveys ○ Complete MCLE documentation

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Ending our Pro Bono Design & Management Accelerator!

• Large group share out: Name one thing

you learned from the Accelerator that stands

• ut

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