Pro Bono Junkie's Blog
By Aaron Hurst on
May 11, 2012 2:30 PM
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This week I had the chance to talk to
Yoann, President and Co-Founder of the Pro Bono Lab in France. He shared a
great example of how professional pro bono services can be implemented in other
countries. Drawing on Taproot and the Hands on Network for inspiration, Yoann
and Antoine (also a Co-Founder) started the Pro Bono Lab in 2011. After an
initial learning phase in the US they introduced pro bono services in France by
holding an innovation workshop. The workshop helped them figure out which of
the things they had learned in the US could translate to the French pro bono environment.
They came up with some surprising innovations. Not only did they choose to
focus on the marathon model, but they also shortened the Service Grant cycle to
3 months - a more realistic time span for pro bono consultants in France.
The most interesting innovation though, is
their "Diagnostic Pro Bono" method. In short, a pro bono consultant discovers a
nonprofit and analyzes the organization's mission and vision, finances and
competitive environment. This assessment is then used to develop a strategy and
list out potential projects that match the organization's particular needs. The
analysis and the proposal are then discussed with staff members as well as at
least one board member of the nonprofit, a Pro Bono Lab representative, and a
group of pro bono consultants. In the end they come up with a customized tool
box to address the nonprofit's challenges.
Another great experience this week was
attending the project manager orientation session, which is yet another step in
the Service Grant cycle. Project Managers (PMs) together with Account Directors
(ADs) manage the projects, the pro bono consultants and their interaction with the
grantee. The session showed keys to make a pro bono project a success like
ownership, frank and frequent communication among all stakeholders and a clear
definition of roles. The latter actually helped me to understand the difference
between PMs and ADs. While the ADs take a more strategic position during the
project, the PMs get involved with the day to day business.
Armin
Pialek is the first Fellow in a pilot joint venture between Taproot and the BMW
Foundation. He is working to first bring pro bono to Germany, and then to
replicate the model to engage Fellows to develop pro bono with Taproot and the
BMW Foundation around the globe.
By Aaron Hurst on
May 9, 2012 7:25 AM
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This is the fourth week in Taproot University's
"Six Weeks to Become a Pro Bono Manager" course. Over these six weeks we are going to walk you
through the keys to the success of a pro bono manager. This guide is based on
Taproot's experience managing over 1,500 pro bono projects and developing many
of the leading pro bono programs for our corporate partners from the Gap Inc.
to Deloitte to Capital One. By the end
you will have the basics down and will be able to proactively manage projects
to get the right results.
In the first three lessons you learned how to get a project done, how to
ensure that the nonprofit client can implement and sustain the deliverables and meet client expectations.
This week we focus on ensuring the interactions between the pro bono
consultants and the client are strong and yield a high level of satisfaction
from both parties.
BEDSIDE MANNER
Being an effective pro bono manager means balancing outcomes with the
quality of the experience as well as balancing the satisfaction of the client
with the pro bono team. As opposed to
traditional paid engagements, the pro bono team members' satisfaction is
especially important as it is part of the implicit 'payment' they receive. However,
there must be a balance between focus on client versus pro bono project team
satisfaction, as well as overall satisfaction.
COMMON OBSTACLES
There are three main obstacles you will encounter as a pro bono manager
working to ensure high quality interaction between the client and pro bono
consultants:
- Disproportionate emphasis - On a pro bono engagement, there are two ways that emphasis may be inappropriately placed on satisfaction. The first is focusing more on the pro bono
team members' satisfaction than the deliverable's impact. The second is
focusing only on the pro bono team members' experiential satisfaction and not
that of the client. Both have potential to undermine the success of a project.
- Unarticulated expectations -
Disappointment stems from a gap between someone's expectations and their experiences. Without understanding
each stakeholder's expectations, it is difficult to ensure a high level of
satisfaction.
- Unclear roles and
responsibilities - Team members' dissatisfaction with each other often stems
from frustration and miscommunication about roles and responsibilities on a
project. This includes perceptions that a team member is overstepping his/her
authority (and therefore undermining someone else's), or that team members are not fulfilling the assumed
responsibilities of their respective
roles. These examples apply to both the pro bono consulting team and the client
team.
TOOLS TO USE
As a pro bono manager, you have four main tools to use to address these
challenges proactively:
- Align everyone around impact first - While a pro bono project always
has several desired short- and
long-term outcomes, including those related to participant satisfaction
and experiential benefit, the underlying focus must always be on client impact.
A helpful best practice is to
incorporate a statement to this effect in initial service agreement, aligning
both parties to the ultimate priority in addition to
acknowledging the scope of work and other project elements.
- Mutually acknowledge elements of satisfaction - The client team and pro
bono project team members should be aware of each other's desires and
expectations for the
pro bono engagement. What are the
pro bono team members' motivations for being involved in pro bono service? How do
both teams prefer to
communicate, and with
what turnaround time? The client
and pro bono project teams
should articulate and acknowledge these and other expectations,
standards, and work preferences upfront.
By doing so, the combined team is
able to
correct unrealistic expectations, norm across differences, and pay more
deliberate attention to
meeting all reasonable expectations. This helps ensure that expectations, and the experience as a whole, are crafted thoughtfully.
- Build interaction into project work plan - While working virtually
is increasingly accessible, particularly on a pro bono basis
(e.g. for a previously unknown client, with
a new team, with fewer
accountability and trust mechanisms in place, etc.), it is important to
build opportunities for
interaction into the work plan.
What meetings and desired work plan outcomes
are best accomplished
in person? What trust and
relationship-building activities can be
enhanced by face-to-face interaction? Additionally, every participant's responsibilities should
be clearly spelled
out so every interaction is based on a common understanding.
- Celebration, thanks and recognition - Since pro bono projects do not
include monetary payment, it is essential that the pro bono
team members enjoy some
form of thanks
and recognition. Just like
a hands-on volunteer activity is often
rewarded with a thank you card or celebration, the pro bono project's
completion should include recognition for the participants' time and work.
REFLECTION QUESTIONS
Questions to consider this week:
- Can you recall a time you had someone do work for you that met your
expectations but you still left the engagement not feeling satisfied (e.g.
consultant, doctor, mother-in-law, etc.)?
Why was the successful outcome not enough?
- How do you recruit pro bono consultants for a project? What benefits are you selling? How well are those aligned with what you can
deliver?
- How might a pro bono consultant want you to celebrate the completion of
the project? How might it be different
from what a volunteer or donor needs?
Next week we focus on the most important lesson - how to ensure your
project has an impact on the success of the nonprofit client.
By Aaron Hurst on
May 4, 2012 2:25 PM
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Travelling
most of this week with a broken notebook, I finally found the time to go
through my notes and a have a closer look at Taproot's pro bono service
toolkit. What I found most interesting are the 8 different models pro bono
service. Of those the two most popular models are the Standardized Team Projects and the
Marathon Models.
In the Standardized Team Projects individuals form a team. Each team member is
given specific roles and responsibilities. Then each project is scoped and
structured around a standard deliverable based on the needs of the nonprofit
partner.
The Marathon Model condenses nonprofit service. A company pools human capital
on a pro bono project within a short, predetermined timeframe (12 to 24 hours)
to deliver a mass volume of deliverables. As this model is increasingly
requested in the US, a new model is being discussed. The so called Scope-a-thon
is basically structured in the same way as the Marathon. The prominent
difference is that it does not aim to provide a solution to a specific need but
rather to identify what that specific need is. The need is the starting point
of all the 8 models of pro bono service. Think of it as analogous to a hospital
- you wouldn't give treatment to a patient before diagnosing them. Finding the
right diagnosis is crucial in defining the right cure.
Armin Pialek is the first Fellow in a pilot
joint venture between Taproot and the BMW Foundation. He is working to first
bring pro bono to Germany, and then to replicate the model to engage Fellows to
develop pro bono with Taproot and the BMW Foundation around the globe.
By Aaron Hurst on
May 3, 2012 8:28 AM
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From the left: Aaron Hurst, Sylvia Reynolds, Caroline Barlerin, Bill Draper, Reid Hoffman
Last month,
Taproot celebrated the 10th Anniversary of its flagship San Francisco office.
It was an emotional night, with special guests including one of our seed funders,
Bill Draper, Co-Chairman of the Draper Richards Kaplan Foundation and Reid
Hoffman, Co-Founder and Executive Chairman of LinkedIn and Partner, Greylock
Partners.
Reid shared why LinkedIn has partnered with Taproot, stating, "We are
working with Taproot because we completely believe in bringing talent together
to make projects scale and work effectively; the questions of expertise,
knowledge of a particular problem domain, knowledge of management, and so on,
are all necessary for achieving scale in the social sector."
Also in
attendance were 150 of Taproot's supporters, nonprofit clients, and pro bono
consultants. The highlight of the evening may have been the proclamation from the Mayor's Office, declaring it Taproot Foundation
Day on April 19, 2012 in San Francisco, though it's hard to decide.

Joel Bashevkin, Taproot Executive Director, Bay Area
In the words
of Taproot Board Chair Sylvia Reynolds, former Chief Marketing Officer, Wells
Fargo:
"It all
started with a small and crazy idea, but we really nurtured that seed; that
seen became our turnip and that turnip became Taproot. It could not have
happened without all of you, critical to making ten years of accomplishments
and more important, the ten years of difference in our communities."
Some of the
highlights from the last 10 years include:
- Over 2,000
Service Grants completed, providing services valued at over $100 million to hundreds
of nonprofits nationwide.
- Nearly 12,000 pro bono consultants engaged through our Service Grant Program to date, with an active pool of over 4,000.
- $1.6 billion in skilled volunteering pledged to the Billion + Change Campaign
Upon toasting
to a decade of pro bono service in the Bay Area, Bill Draper stated, "Among all
of the wonderful organizations we have enthusiastically supported, I can think
of none more effective, more impactful, or more important than the organization
that we are here to celebrate tonight.... Ten years old and the best is yet to
come!"
By Aaron Hurst on
May 2, 2012 6:04 AM
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Missed last week? Catch up
here
By the end of this week, you will be half way to having the
basics of pro bono management under your belt. This is the third week in
Taproot University's "Six Weeks to Become a Pro Bono Manager" course. Over these six weeks we are going to walk you through the
keys to the success of a pro bono manager. This guide is based on Taproot's experience managing over
1,500 pro bono projects and developing many of the leading pro bono programs
for our corporate partners from the Gap Inc. to Deloitte to Capital One.
By the end you will have the basics down and will be able to proactively manage
projects to get the right results.
In the first two lessons you learned how to get a project
done and to ensure that the nonprofit client can implement and sustain
the deliverables. This week we take a close look at the art of
setting and meeting client expectations. This is one of the trickiest
parts of any consulting project - paid or pro bono. Pay close attention!
MEETING AND EXCEEDING CLIENT EXPECTATIONS
As with other consulting engagements, a key component in
defining a project's success is meeting the client's expectations. With pro
bono service, this takes on a new level of complexity. In addition to keeping
client expectations in check so they are not unrealistically grand, truly
valuable pro bono projects start by overcoming inappropriately low expectations
held by both the client and pro bono team members. As a result, quality
controls must be put in place to ensure high-quality expectations are clear,
appropriate and obtainable.
Your job is to make sure the adage "you get what you pay
for" is never used to describe your work.
COMMON OBSTACLES
There are three main obstacles
you will encounter as a pro bono manager working to get meet or exceed client
expectations:
- Unarticulated, unaligned expectations - While the
client and the pro bono teams may refer to a project's desired output by
the same name (e.g. "new website"), specific definitions and expectations can
often differ if they are not mutually articulated and agreed upon. This is particularly true if the level of technical understanding differs between
the client and the pro bono teams. Additionally, expectations regarding working
interactions between teams throughout the engagement are more important than on
traditional paid consulting engagements, since satisfaction is part of the
implicit "payment" pro bono team members receive for their service.
- Expectations of low-quality - It can be easy to set low expectations
on a pro bono project, however, this approach sells both the client and the pro
bono team members short. Both sides should expect the same level of quality as
on a paid engagement, unfortunately, both tend to enter a pro bono project with lowered standards. Clients assume
since they are getting the project for 'free' they do not have the right to
expect the same level of quality. As a result, client organizations do not
stand up for the quality of work they are entitled and accept sub-par work.
Similarly, the pro bono team may expect a lower-quality project is adequate
because it is better than nothing. This too will negatively affect a
project by inviting a lower level of commitment to the project and producing a
less valuable deliverable.
- Pro bono team skill suitability - Since pro bono and paid
engagements must be of the same quality level, the relevant expertise and
experience of the team must also be comparable. The quality will suffer if the
necessary skill level is not present.
TOOLS TO USE
As a pro bono manager, you have
four main tools to use to address these challenges proactively:
- Mutually
acknowledge the scope of work - At the project's start,
a mutually agreed upon project scope must be
created and included in a service agreement. It should
articulate expectations including what the final deliverable entails, how it is
intended to be used, as well as the work, information and time requirements
necessary to create it.
- Screen pro bono team members for
fit and experience - The pro bono team's composition must be comparable
to that of a paid project team. This means designing the team structure
with the same roles by screening every member of a pro
bono team to ensure all necessary competencies and
experiences are present. As with most paid consulting
engagements, the pro bono project team should
include a project manager in addition to content
specialists.
- Mutually acknowledge client needs - To ensure
the deliverable is designed for maximum impact, the pro bono project team and
the client should understand the client's direct needs. The pro bono project
team should create a requirements brief or memorandum of
understanding after conducting an initial discovery phase, then the client
should review, share, revise, and sign off on it.
This way, the scope of work is always based on an accurate and
defensible understanding of client's specific needs. For
example, on a website project, this could include the organization's target audience/users,
brand attributes, technical requirements, and desired short and
long-term outcomes.
- Adhere to consistent standards - Every aspect
of a pro bono project's quality must be on
par with that of a paid project; from expectation setting, preparation
and relationship management, to time management and delivery. This applies both
to the pro bono project team and the client organization, as they must
dedicate the same quality of work to this project as
they do to program delivery. By adhering to the same standards of excellence, a
pro bono engagement can meet even the highest expectations.
REFLECTION
QUESTIONS
Questions to consider this
week:
- What biases do you have about
the nonprofit sector and the nonprofit professionals you are serving? How
does that impact the expectations you set inadvertently?
- What would you like your
nonprofit client(s) to expect from your team? How can you not only
express this to them but also demonstrate it?
- How can you create a safe
environment for the client(s) to give you direct and constructive feedback?
Even if expectations are met,
that doesn't guarantee that the client or pro bono consultants walk away
reporting high satisfaction with the project. Bedside manner matters in
medicine and in pro bono consulting. Next week, the fourth in this
course, focuses on how to manage pro bono projects to drive high satisfaction
with the group's interactions.
By Aaron Hurst on
April 27, 2012 3:57 PM
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Continuing my world tour of pro bono I spoke to Alejandro
and Eduardo of AED Costa Rica. They have thoroughly assessed the pro
bono environment in Costa Rica for almost 2 years and are about to
launch a national pro bono online platform. The platform is designed as a
fully automated tool matching unskilled volunteers with nonprofits and
social projects. In addition, a more manual tool will match skilled
volunteers with nonprofits in need of their expertise. This
specification best fits the Costa Rican pro bono environment that is
heavily focused on unskilled hands-on volunteering whilst still
introducing the concept and the tool to do skilled pro bono. In turn it
has the potential to massively increase the impact that each volunteer
can have.
From Eric, who is a committee member of the Pro Bono Lab in France, I
heard about other pro bono service in the USA that I have not come
across so far. The number and diversity of players in the American pro
bono market is astonishing, showing a high degree of maturity of the US
pro bono environment. Furthermore, he drew my attention to the concept
of "Dollars for Doers". In those programs, companies match the volunteer
hours of their employees in a nonprofit with financial donation to that
nonprofit. A great way of providing incentives for employees to do pro
bono.
Armin Pialek is the first Fellow in a pilot joint venture between
Taproot and the BMW Foundation. He is working to first bring pro bono to
Germany, and then to replicate the model to engage Fellows to develop
pro bono with Taproot and the BMW Foundation around the globe.
By Aaron Hurst on
April 25, 2012 7:12 AM
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Welcome back to Taproot University for the second week in
the "Six Weeks to Become a Pro Bono Manager" course. Over
these six weeks we are going to walk you through the keys to the success of a
pro bono manager. This guide is based Taproot's experience managing over 1,500 pro
bono projects and developing many of the leading pro bono programs for our
corporate partners from the Gap Inc. to Deloitte to Capital One. By the
end you will have the basics down and will be able to proactively manage
projects to get the right results.
In the last lesson, we reviewed the keys to making
sure a project is completed and you reflected on how to put the tools
outlined to work for your next project. While completing a project is the
foundation for all effective pro bono work, a significant amount of pro bono
work that is completed is never implemented by the nonprofit client. And
even if it is, it isn't sustained (e.g. the web site that quickly falls into
disrepair).
This week we review the keys to delivering a project that is
not implemented and sustainable. How do you make sure the project you
create is really going to be used by the nonprofit so it can have its intended
impact
IMPLEMENTED AND SUSTAINED DELIVERABLES
The final deliverable will only have a
significant impact if the client can implement and
sustain it. A completed deliverable the client cannot use will
seriously compromise both client and pro
bono team satisfaction and fail to meet the client's original need.
COMMON OBSTACLES
There are three main obstacles you will
encounter as a pro bono manager working to get a project done on time:
1) Nonprofit fit and readiness - For a client to get
value from a pro bono project and its deliverables, the benefits of the project
have to outweigh its costs. With pro bono service, the cost is the amount of
time and resources a client has to invest. Two factors prevent projects from being
successful for this reason: fit and readiness.
- Fit: When the focus of a project does not
directly address a high-priority need for the client, it is not worth either team's time. The deliverable should strategically address pressing
issues.
- Readiness: To get the most out of a pro bono
engagement, the client organization needs to work effectively with a team of
consultants, specifically as it relates to the specific project type.
Common challenges include limited staff bandwidth, an unclear decision-making
process, and/or lack of internal employee support and commitment to the
project's completion.
2) Gap in technical knowledge - The pro bono team's technical expertise
is critical to complete the deliverable, but its implementation and
sustainability is largely dependent on the existence or transfer of some
technical knowledge to the client. Because of staffing and resource
constraints, the client organization may not have the necessary technical
expertise. This can greatly undermine the likelihood of a deliverable being
implemented and sustained and therefore having impact on the organization.
3) Limited resources - Many public interest organizations have limited
financial resources. This may impact the organization's available budget
for implementing and maintaining the deliverable.
TOOLS TO USE
As a pro bono manager, you have
four main tools to use to address these challenges proactively:
1) Conduct a nonprofit assessment in advance - For pro
bono service to be beneficial, it must be the right project at the
right time. Before deciding to engage in a project, the pro bono team's
point person and client organization lead should have a
conversation to assess the proposed project's fit with the client's needs
and their readiness to work with a pro bono team. Use this time to review the
project's scope, discuss the client's anticipated time commitment, inquire about organizational
decision-making practices, and so on. If any challenges are identified during
this conversation, the project work plan should be adjusted to allow the client
extra time to address specific impediments.
2) Plan for any deliverable constraints - A deliverable
needs to be designed to work within a client's limitations. For example,
if a client receiving a pro bono brochure design has a limited budget to cover
printing costs, the design should accommodate the budget. If the
pro bono team produces a design that uses multiple colors, is intended for
glossy paper, involves a lot of pages, etc., it will be a challenge
for the organization to implement the
brochure as the cost would be high.
Instead, the project scope (that is articulated and agreed to at
the beginning of the project) should include a
detailed definition of the completed deliverable so maintenance
needs are understood from the outset. In this example,
a pre-determined brochure length, style, and budget should be discussed.
3) Provide training and delegate ownership - Training should
always be built into the final stages of a pro bono project. 'Owners' of
implementation, that is individuals in charge of transferring skills related to
the deliverable, should be identified at the project's
outset. By identifying a client team member as the
'owner' of implementation and maintenance, and incorporating
training into a specific pro bono team member's
responsibilities, the team will ensure proper team-client expertise
transfer. When the deliverable is completed, the trainer
should create a manual or presentation and conduct a training
session with the client 'owner'.
If there are other critical stakeholders, they
should also receive training. This should be done by 'training the
trainer' - equipping the client 'owner' to
replicate necessary training for other relevant stakeholders.
For example, a pro bono branding project creating key messages for an
organization must include training the client 'owner' in charge of
communications on how to start incorporating the
messaging into the organization's communications. It should
also enable that person to provide similar training to the
organization's board of directors, executive director, and
other necessary stakeholders in order for the
messages to be implemented effectively
REFLECTION
QUESTIONS
Questions to consider this
week:
- Think of a project you have
done (in any setting) and how the scope of the project was set. What as
the impact of the way you set the scope on the rest of the project?
- For pro bono projects you
offer or seek to offer, create a list of the likely hard costs associated with
implementing the deliverables. Create a recommendation for each on how
those costs should be covered
- Identify someone in your
organization who is an expert in training. Ask them to partner with you
to design the training phase of your project(s).
In week three we will explore
the keys to setting and delivering on expectations. Success, after all,
is relative to the expectations set.
By Aaron Hurst on
April 24, 2012 7:11 AM
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Next month, Ci Yuan is convening
leaders from across the U.S. social sector to take a critical look at the
assumptions we all use to ground our work. This will both generate a report for
the Chinese government and social sector but also, hopefully, spark some
dialogue about how we may need to change here in the U.S.
There are major assumptions we take for granted
about the role of nonprofit sector and our government. We assume that the
government shouldn't be the only provider of social services but also that they
can outsource programs to nonprofits. We allow nonprofits to advocate for
policy but not for politicians. We exempt nonprofits from paying taxes if their
revenue is mission related and make it relatively easy to get and maintain
nonprofit status.
Read more on Huffington Post and join
the conversation by completing a short online survey.
By Aaron Hurst on
April 23, 2012 11:47 AM
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Hear ye, Hear ye!
BE IT RESOLVED that April 19th, 2012 has been hereby proclaimed as Taproot Foundation Day in San Francisco!
During an exciting and emotional Tenth Anniversary event last week, Mayor Lee of San Francisco gave Taproot the tremendous honor of an official proclamation. The proclamation provides some highlights and accomplishments over the last 10 years, including:
"Taproot Foundation has engaged 3,500 Bay Area pro bono consultants to deliver $30 million in pro bono service to 500 Bay Area nonprofit organizations; as a national movement, Taproot and its pro bono consultants have provided $100 million in pro bono service"
"Taproot Foundation bridges sectors, bringing together nonprofit organizations, private foundations, corporations and business professionals to create an innovative, global pro bono movement"
"Taproot is launching its newest program, "Powered by Pro Bono," which shares their best practices from the last 10 years so that organizations can reliably and independently scope, secure and manage pro bono services, which are necessary to solicit, obtain, and make strong use of resources in our communities"
We, at Taproot would like to take this opportunity to thank all of our friends, supporters, and fellow pro bono junkies for all that you have done to make Taproot and the pro bono movement into what it is today. We can't wait to MAKE IT MATTER for another 10 years!
By Aaron Hurst on
April 20, 2012 2:49 PM
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This
week I went on a pro bono tour that took me around the world. In awareness of
my ecological footprint, though, I decided to stay in the Taproot office in NYC
and only travel to the countries via Skype. Using Taproot's network of
international Pro Bono Junkies, I tried to identify the key elements of a
successful pro bono fellowship program, while assessing the potential
challenges of scaling it globally. Some highlights:
From
Ikuma - Pro Bono Junkie and founder of Service Grant Tokyo - I learned that it
needs a lot of endurance. Also I learned about an interesting growth strategy.
Service Grant Tokyo (beyond its two offices in Tokyo and Osaka) is partnering
with different municipalities by training staff of "volunteer centers" to
manage their own pro bono projects. This way operational costs are kept down
while the idea is scaled.
From
Michael, of For Good Advice in Denmark, I learned about his network-based NGO
that consults NGOs and Social Entrepreneurs to boost their impact. He focuses
on how to incorporate business perspectives into social goals, thus creating a
self-sustainable model for pro bono initiatives.
Next
week the journey takes me to Singapore, Sweden, China and France. I am excited
to get a glimpse on their experiences too, and I find myself wondering whether
there are patterns emerging in the pro bono efforts across national boundaries.
One pattern I have identified already: all Pro Bono Junkies I have met so far,
regardless of where there were, had a huge drive to make it matter.
Armin Pialek is the first
Fellow in a pilot joint venture between Taproot and the BMW Foundation. He is
working to first bring pro bono to Germany, and then to replicate the model to
engage Fellows to develop pro bono with Taproot and the BMW Foundation around
the globe.
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