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Alt proposal redacted

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Alt proposal redacted

  1. 1. 2- Pr°P°Sa| Pageiow }/ rPPLIED . rAorRs-up rrrws Background On January 7”‘ Joey Pauley and egarding a possible organizational development project. During the meeting, _ described 2 current challenges, which included the need to streamline processes, improve operational efficiencies, and be proactive ab while protecting superior service to ‘ Project Outcomes The following outcomes are typically achieved from implementation of a realistic, relevant and flex- ible Strategic Development Plan and implementation with focus primarily on addressing internal pri- orities: 1 . 2. . ‘‘S7‘. ‘’‘: '‘ Collaboration and coordination of department processes and employee processesl roles. Common vision and goals for all leaders in the organization. . Structure and processes to guide all employees towards achieving the new vision and to em- brace new processes. Stronger financial management, analysis, and decisions. Increase efficiency. Streamline communication and sharing of information. Enhanced credibility and image among stakeholders. Overall, more proactive direction-setting, decision—making and problem—solving. Initial Project Activities and Deliverables 1. 206.65I.5639 | info@App| iedLeadershipTeams. com | wvvw. App| iedLeadershipTeams. com Organizational assessment and development planning, including initial assessment and rec- ommendations, resulting in a written Assessment Report and an Organizational Development Plan to address issues described in the Report. . Staff development, including engagement, staffing, process improvement and streamlining, and organization of members, along with comprehensive, step-by-step guidelines and materi- als for all critical and ongoing activities, resulting in written Organizational Development Plan. . Strategic planning, including customizing planning process, identification and/ or clarifications of all critical issues and specific strategies to address each issue, resulting in a written rele- vant, realistic and flexible Strategic Plan. Leadership and supervisory development, including identifying performance goals for each position, clarifying roles and organization, and customizing employee performance manage- ment system, along with comprehensive, step-by-step guidelines and materials for all critical leadership and supervisory activities, resulting in an Organization Chart, Process Flow Chart, a Staffing Plan, assistance with revising job descriptions and an revising handbook of Personnel Policies. All Rights Reserved © 20|6App| ied Leadership Teams N L I E D L EADERSHIP TEAMS
  2. 2. gm Proposal , _ C Project Work Plan Ongoing Coaching for Change l I a trategrc Plan, result- - g will be identi- g will be focused on the successful implemeitation and : ng in an overall successful organizat fied, documented ad on an og as s 5 ~ g "‘ pro 1. Half-hour coaching sessions for y two v; for approximately 12 months. 2. Monthly, half-hour coaching sessions with derirtment le: r 12 months. 3. Bi-yearly team development (group coachingflssions fo-entire department. Phase #1: Organizational Assessment ! : _organizational information, for He, history, !ver, absenteeism, quality or productivity measures, production figures, past survey r roducts and services, and cur- rent activities, etc. in order to: understand history and haracteristics of the organi- zation; confirm or disconfirm assumptions. 2. Conduct a technology audit. 3. Stakeholder interviews and focus groups 0 er perceptions, in order to: build rapport with individuals, gain perspective of diff . iews, identify and connect patterns, under- stand issues at a deeper level; collect qualitative data to complement quantitative data a. Staff interviews b. Focus groups 4. Meeting Observation: Observing meetings as a neutral, third party in order to: understand the client’s leadership style, the meeting culture, decision—making, communications, and group dynamics. 5. Stakeholder Surveys: Gather perspectives from a wide range of people; collect quantitative = data that can be used to measure progress over time. a. Staff interviews Develop steering committee. ('5 o E 1: DJ 3 U! o 3 o -0 a- nu U! P9 ‘U '1 n: O S O m U! D! F? o P? 3' to W Coordinate quick, comprehensive, practical organizational assessment of all internal func- tions, preferably with input from key stakeholders/ leaders and employees, and then produce written Organizational Assessment Report. 9. Present Organizational Assessment to steering committee and communicate to broader organization. All Rights Reserved © 20|6App| ied LeadershipTeams / Z W 206.65|.5639 | info@AppliedLeadershipTeams. com | www. App| iedLeadershipTeams. com A D E R S H l P T A l‘-l S
  3. 3. gm Proposal , _ 3 Phase #2: Develop “Plan for Plan" for Strategic Development Plan Plan-f°r-Plan Wi" -°~Peciiv Para ~il' ad- dress at least the following prio I res: [ : .)rient steering committee about the strateo': develoEm . .. fnoii its Burpose and their role in the planning. 2. Focus the Strategic Plan for a o r the de ent of internal systems and processes to address the issues i’ 3 me Organizatrona Assessment Report. 3. Establish a Planning Committee to oversee development of Plan. Ideally, the Committee is comprised of steering committee, departmerladers, _y employees. 4. Analyze how members of each department a! l employeg realistically take part in c planning, and then refine a thr nth schedlfi planning activities to develop I a rove a Strategic Development Pl I . Shortly after this phase, various groups will be assigned homewogntify strategic goals and strategies. Phase #3: Identification of Strategic Goals and Objectives Based on the issues described in the Organizatio essment Report, goals in the Strategic Devel- opment Plan might pertain to following areas th in addition to those itemized in the previous section, “| nitial Project Activities and Deliverables”. Note that achievement of all the strategic goals will not necessarily be done within the four-month time period in which the Strategic Plan will be developed and approved. Also note that planners might modify flowing list during planning. 1. Staffing analysis, including d organizing expertise needed to implement the Strategic Development Plan, support desired products and services, modification of job de- scriptions, analysis of employee performance management and compensation systems, result- ing in approved up-to-date job descriptions, employee performance management practices (in Personnel Handbook), and compensation practices (in Personnel Handbook). : Sustained public relations to key stakeholders, to convey the “transfonned” Transitioning Business, resulting in a public relations campaign, guided by Steering Committee. Z ihortly after this phase, various iroufis will be assigned home to identify action plans. T — _ I I All Rights Reserved © 20|6App| ied LeadershipTeams / Z W 206.65|.5639 | info@AppliedLeadershipTeams. com | www. App| iedLeadershipTeams. com A D E R S H l P T A l‘-l S
  4. 4. gm Proposal , _ I Phase #4: Action Plans to Strategic Development Plan 1- A°ii°"S Plans» in the 5t a. Objectives l Z I j is. Responsibilities c. Dead II completion - ! 2. Actions plans will also include: _ E : a. Staffing plans ! - b. Operating budget ! : iwocess Improvement Workflows _ ! 3. Actions plans will also include development of a one-yea le during which the Strategic Plan will be implemented, with provision of status repor s stakeholders/ project spon- sor and key employees. Shortly after this phase, various groups will be assigned homework to being drafting the Strategic Plan document. Phase #5: Development and Approval of Stratgn Document Includes: 1. Drafting Strategic Plan document - 2. Review by project sponsors anagement 3. Approval by project sponsors All Rights Reserved © 20|6App| ied LeadershipTeams / Z If 206.65|.5639 | info@AppliedLeadershipTeams. com | www. App| iedLeadershipTeams. com A D E R 5 II I P T A I‘-I S
  5. 5. A Proposal , _ I Approaches to Evaluating Project FOCUS Of Evaluation Plalil-S) aim planning should be based on the p comes ave been finalized, the cons each Evaluation PW) could ’ o: 1. Project activities, as those acti rmative, E55 evaluation). 2. Project deliverables (proposed deliverables 5 listed in : )ove section, “lnitial Project Activities and Deliverables”). ! - als and out- ~ h the focus of roject’ goals and r. P - ” 3. Outcomes achieved by the project (the prop d outco listed in the above section, “Project Outcomes”). fie mi / aluation Plan(s) _ ! The consultant and client will work together to design the contegzh Evaluation Plan, which will include evaluation questions, information needed to answer each question, and methods to gather and analyze that information Proposed Project Schedule to for Strategic Development Plan _, A , _ . , . ., _ Phase Feb Feb Feb Mar Mar Mar—l Mar Apr Apr Apr Apr May May May May 15 22 29 7 14 21 28 4 11 18 25 2 9 16 23 1. Organizational l assessment and report I l 2. “Plan for Plan" 3. Identify goals and strategies : evelop ‘ iction plans nd resource (feds I1 ‘ Draft, review I End approve strategic Plan ‘ 4 . All Rights Reserved © 20|6App| ied LeadershipTeams / Z If 206.65|.5639 | info@AppliedLeadershipTeams. com | www. App| iedLeadershipTeams. com A D E R 5 II I P T A I‘-I S
  6. 6. Zj Proposal / APPLIED . l»‘. '7l RS-IIF" 'l A'‘‘» Estimated Time Required to Produce Strategic Development Plan Wine is in “Pure Pmieci - Activity Senior I Each Steering Consultants Preparation . 5- 1 - 0 6 Phase 1: Organizational Assessment 6-10 N 1-2 - 0 125 (hours span over 6-week period) - 2 Phase 2: Plan for Plan 2-3 .5-1 5-10 40 (hours span over 1-week period) . 2 —& Objectives - 10 I 8 120 (hours span over 4-week period) ‘ Phase 4: Action and Resource Planning 10 3 6-8 60 (hours span over 4-week period) Phase 5: Approve Plan 5 2 5 60 (hours span over 6-week period) Total Hours Required 39- 17-19 24-31 411 Estimated Time to Completely Instill New Systems The focus of this project is to instil s as a foundatio—Ig about change, such that the outcomes of the project are ac ever, the long-tenn health of the organization de- pends on how well those new systems are fully integrated and utilized on a regular basis throughout the organization. Complete change often involves changing the culture of the organization, realisti- cally, that can take a year or more. The amount of time to make those new systems an automatic part of operations for the client depends primarily on leadership and amount of resources that the client can apply to the change effort, and on whether any unexpected major events occur during jffort. -verall organizational development activities in this project will occur during a twelve—month ' , including a three-mo ' coaching that follows the four-month development of the ic Plan document. T "ll be focused on successfully managing organizational —e during that tw_iod. Approximate time f‘ sessions is: ctivity Senior Leaders Department Leads Team Members Consultants ‘ng 1 hr (biweekly) 1 hr (monthly) 3 hr (biyearly) 120 aprox (yearly) Coaching All Rights Reserved © 20|6App| ied LeadershipTeams / I L ' E D 206.65I.5639 | info@App| iedLeadershipTeams. com | wvvw. App| iedLeadershipTeams. com L E A D E R S H I P T E A M S
  7. 7. 2 - Proposal Page ms /5 PPLIED _FAfZ‘l R'~4Il" '5/. '‘$ Roles and Responsibilities Consultant irovide prompt response to client communicfition. 2. 3. 5. Provide ongoing coaching as n eriod. Administer onal asses ' esults anfieral a written Organizational Assessment Report and Organiz ent Plan. Generate written Organizational DevelopmeI'Plan. (Prtflflow Charts and Process Im- provement Plan) 1 2 Facilitate staffing analysis, including roles an. structure- review of Staffing Plan. —te strategic planning process, in- customiz'nd development. 7. 8. 9. 11. Q o on N —- Q . . . . . _, _, 206.65I.5639 | info@App| iedLeadershipTeams. com | wvvw. App| iedLeadershipTeams. com V Review draft of Strategic Plan document. Facilitate development of employee performance management system. Provide complete step-by-step guidelines and materials for organizational assessment, all as- pects of strategic planning, staffing analysis, roles and structures, and employee performance management. 2 . Co-generate written status reports shortly after end of all phases of project. Regularly reflect, document and share learning from the project with the client and members of the client’s organization. _ 2 Provide prompt response to consultant communication. Provide adequate organizational information for consultant to understand the organization. Finish organizational assessment. Senior Leader participates in biweekly half-hour coaching sessions for 12 months. Department Leads pawiweekly half-hour coaching session for 12 months. Board and staf ' d participate in meetingml, including training and strategic plann . Promptly finish actions as necessary between meetings, including preparation for upcoming meetings and actions identified from the meetings. Form Steering Committee to oversee development of Strategic Developemt Plan, including review of status of activities and written reports from consultant. Co-generate written Strategic Plan, organizational chart, Staffing Plan, job descriptions and arrange for expert review and development of updated personnel policies. Regularly reflect and document and share learning from the project with the consultant and members of the client’s organization. All Rights Reserved © 20|6App| ied LeadershipTeams / N L ' E D LEADERSHIP TEAMS
  8. 8. gm Proposal , _ j Proposed Costs and Payment Terms - ~ _ Ongoing co months Phase 1: Organizational Assessment ; _ H Phase 2: “Plan for Plan” Phase 4: Action and resource planning ! Phase 3: Identify goals and objectives i i = ize Strategic Plan _ Total Fees: Material and Expenses: To be determined Session materials: E To be determined 7 To be determined Total Estimated Materials and Expenses: Total Estimated Project Cost: l— V l 7 Payment Terms E invoiced to client upon signing contract (equal to fees for Phase 1) invoiced after Phase 1. g nvoiced after Phase 2- ! l”V°lCed after P— _ E invoiced after Phase 4. E invoiced after Phase 5. Ongoing coaching will be charged on a monthly basis. Materials and expenses invoiced within two weeks of incurring them; copies of receipts attached to invoice. Payments due from client within 30 days of receiving invoice from consultant. All Rights Reserved © 20|6App| ied LeadershipTeams / Z W 206.65|.5639 | info@AppliedLeadershipTeams. com | www. App| iedLeadershipTeams. com A D E R 5 ll l P T A l‘-l S
  9. 9. A Proposal , _ S Qualifications of Consultants Joey Pauley - Senior Consultan 1lng software for GMAC commercial mortgage. After GMAC he lead awa n and _ment teams. During that time, he received in MA in Orgal Psychology, Certifications in Organizational Dynamics and | nteg serves as Past President of the Pa<_Ihwest Organizational D opment v rk, Consultant at University of Washington Professional Organizational panmeI_tructor of UW’s Trust Advantage, Time Management, Strategic Planning a Immunity ange workshops, and works with a variety of organizations to build communicat 1 and lead . capacity in their teams. Joey utilizes his knowledge and experience to increase ef . tiveness ' ' ate, public, and non-profit organizations. As a trusted adviser, groups find Joey s s yle positive changes their organizational dynamics as they work on specific goals. I i - Senior Consultant/ Instructor - began he! er as an elementary education teacher. She has more than twenty years of experience in huma ces, organizational development, performance management, and corporate trainin has successfully served as the project manager for numerous human resource projects including developing job descriptions, compensation plans, performance evaluation systems, and leadership training programs for a number of organizations. She has served as a facilitator and coach, partnering with leaders, to resolve employee relation matters, develop staff, streamline and develop organizational and operational processes, and improve employee engagement. E has a Bachelor's Degree in Education from Montana State University and a Master's Degree in Organizational Psychology from Antioch University, Seattle. She is also a trained Performance Culture Coach“ and Myers-Briggs Type Indicator (MBTI) Practitioner. She will complete her certification in the Korn Ferr‘ Leadership Architect program in January 2016. I: All Rights Reserved © 20|6App| ied LeadershipTeams / Z W 206.65|.5639 | info@AppliedLeadershipTeams. com | www. App| iedLeadershipTeams. com A D E R 5 ll l P T A l‘-l S

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