Account Manager accountability – Conducting mid-project check-ins on projects and providing guidance and feedback to @Project Manager and @Project Team Member for projects with a timeline longer than 3 months and a budget of more than $100,000. The mid-project check-in can be completed for other projects as needed.

Mid-Project Client Feedback Form.docx

We have a quarterly metric in the Operations Circle, called Active Projects, that should give you the information you need to find accounts and determine the timing for project check-ins.

If the contract in question is a convenience contract, those contracts are listed on the spreadsheet along with their contract number and any projects under that contract will also have the convenience contract number listed, so you should be able to search or filter Column J to see all active projects under the convenience contract.

Active Projects by Quarter.xlsx

@Enterprise Membership decides on content for the Teams page

@Equity Integration  decides on content for all equity language on the website.

@Portfolio Outcome Steward decide which projects to highlight on the website by each pillar (Leadership Health, Org Health, and Community Health), and the What We Do pages

@Association Agreement Keeper decides on content for Our Values page

@Strategic Planner & Aligner decides on content for Our Purpose page

new role "Content Strategy" decides on content for Bulletin/Blog page

I have taken an individual action to research and develop a nomination/election process. Turns out, it is pretty explicit in the Holacracy Constitution (3.3.6 below) and layed out in this article by Chris Cowan.

https://blog.holacracy.org/holacracy-election-process-101-election-process-walk-through-7626451cda0c

Sept 12, 2024

First Triage by @Procurement Expert role

1. Is it work we do? (see services and products list)
2. Do we have more than two weeks to put together the proposal?
3. Is the work with a WA or OR state or local govts?

If no, do not post
If yes to all: Add card to Identified column in Pipedrive and assign to correct @Portfolio Outcome Steward and tag them in comments 

Second Triage by @Portfolio Outcome Steward role

Questions to Consider:

1. Do we have connections with the potential client? Do they know Athena, or partners of Athena?
2. Is the total budget over 100k? If not, does the opportunity have potential beyond the first engagement? Or if it doesn’t have a budget, does it look like the scope of work is going to get us close?
3. Is the budget reasonable for the work they want completed?
4. Do we have knowledge of core topic(s) and how to convey? 
5. Do we have demonstrable success with a) doing the key task(s), 2) working with the target group(s) and 3) compiling and presenting what are expected as the findings/outcomes of the project?
6. Was this client referred to us and too good to pass up?
7. Do we have a project leadership team that has capacity to lead this work and do the proposal? (check capacity spreadsheet, Skills Inventory).

Based on the answers of these questions:

a) Determine if the card should be moved to Lost and then enter reason for not pursuing, or

b) If we are pursuing the opportunity, identify who the project manager and coordinator is, and enter the names for each role in the Details section of the card, and insert the correct labels from the drop down list for the state, sector, portfolio, and if appropriate the Convenience Contract number. Then reassign the card to @Undefined Role, tag both the @Project Manager and @Undefined Role , and move the card to Create Proposal Folder/Docs in Pipedrive.

@Undefined Role and @Project Manager takes it from there.

We do still have Facebook, Twitter, and LinkedIn company accounts. I don’t know that we’ve ever had an Instagram account, or at least not that I am aware of.

Our Facebook is a company page, not an account, which means there is no freestanding login information and to access the company page, you have to be granted access to it. Once you are granted access to the page, to actually open and edit it, you need to first login to your personal Facebook account and then go to the company page by clicking on your profile picture in the upper right hand corner, and then clicking on the Athena logo in the circle to switch to the company page. Currently, I am the only one with access to the Facebook company page, as I just removed Alexis Nevy, Tania, and Davey. If you want others to have admin access, let me know and I can find them on Facebook and grant them access. Here’s the link that should let you view the company page: https://www.facebook.com/TheAthenaGroupLLC.

LinkedIn works like Facebook in that there is not a separate account or freestanding login information and you need to be granted access via your personal LinkedIn account in order to access the company page. You access it similarly as well in terms of once you’ve been granted access, clicking on your profile picture then selecting the Athena account from under the Manage menu. Currently, you, me, Stacy, and Paul can manage the account (Paul is only a content admin, he can’t make edits to the page itself). You should be able to view the company page at this link: https://www.linkedin.com/company/846870/admin/.

Twitter is a separate account and you can login using the below credentials. It looks like our twitter handle is @AthenaPlace.

Username: athenaplace
Password: community7

The onboarding check-list can be found under the “Partners, Friend and, Subs Info” tile on the Partner SharePoint site.

Direct link: https://athenaplace-my.sharepoint.com/:x:/p/katek/EW3at1QRnTpKo3ilgEubw0cBmzdKQkKHgr4LtpDgzLlh4g?e=M6jMhE

1. When Athena bids on a project that provides incentive stipends for participants, the @Project Manager will include hours of the @Community Compensation Coordinator role and estimate the hard costs in the proposal budget in collaboration with @Community Compensation Coordinator role, including fees. No markup.
2. @Project Manager coordinates with @Contract Coordination to make sure the contract states the client will pre-pay Athena for participant stipends.
3. When activating the stipends, the @Community Compensation Coordinator role goes into the Perfect Gifts.Com and sets up an account in the name of the project.
4. The @Community Compensation Coordinator role requests the @Invoicing and Revenue Recovery role to invoice for the amount authorized in the contract.
5. Once the funds are received from the client, @Community Compensation Coordinator requests the @Bookkeeping role to wire or ach the funds into the correct PerfectGift.Com project account and record it as a hard cost revenue and expense.
6. Once deposited, The @Community Compensation Coordinator role notifies the @Project Manager that the funds are ready to be distributed and ready to allocate.
7. The @Community Compensation Coordinator collaborates with the @Project Manager to determine type of stipend the client prefers, communicate with @Survey Expert any import/export requirements of PerfectGifts.com, and then track and allocate stipends. E-cards are issued immediately, and plastic cards are placed on order with the vendor and ships 5-6 business days after ordered.

Notes from Tactical Meeting: 6/1/2023

Circle Lead to communicate with Partnership 1) how they were introduced to us, 2) what role(s) they will be filling, 3) how this vendor is addressing an identified priority need 4) term of the contract and if there is an intention for a pathway for membership/partnership and 5) any supportive information.

1. List the opportunity (“deal”) and contact information in Pipedrive (whoever gets the informal (non-RFP) inquiry). If you don’t have access to Pipedrive, send it to the BD role for incoming inquiries (Faith) or the Procurement Guru role (Crystal).
2. Assign the card to yourself if you are going to fill leadership roles on the project, or assign the card to the Business Development: Incoming Inquiries role filler (Faith).
3. Identify who will be filling the project leadership roles (Engagement Manager, Project Manager and Approach Lead – remember that can be 1 person if appropriate) and who else is on the project team. Complete the assignments on the Pipedrive card.
4. Assign someone from the project leadership roles as the Proposal PM – the person that will lead the team to get the proposal across the finish line. It probably should be the person who has/or will have the closest relationship with the client.
5. Notify the Proposal QA for Informal Proposals (Kate) that you have an informal proposal you are putting together and get on her calendar for the final quality check before it gets sent to the client.
6. The Proposal QA creates the Proposal Folder and posts the Informal Proposal Template and the Budget Template in the folder.
7. The assigned Proposal PM will work with the team to complete the Informal Proposal, complete with scope and approach, timeline and budget, and then send it to Proposal QA based on agreed upon deadline.
8. Proposal QA checks for grammar, spelling, flow, and branding consistency, and send a finalized pdf back to the Proposal PM.
9. The Proposal PM submits it to the client.

See process flow here:

https://app.mural.co/t/athena8649/m/athena8649/1684897848921/cc2d57aef03a46d723b0e7b7fc2c071ad2283f84

Hi All: In my Brand Identity role, I am sharing with all of you our updated signature line. My request is that all Partners (anyone filling roles) update their signature line as soon as possible, but no later than the end of this month (January 2023).

Please copy and paste my signature below and update to reflect your name, pronouns, roles and mobile number. To find your roles, go to GlassFrog, click on a circle that you have roles in, and then select “roles” and then select your name. Then copy and paste that hyperlink. I ask that you remove any other lines, links, videos, graphics, or other additions to your signatures as well.

Editing your signature line can be found in Outlook-Preferences. If you need any help, Kate is happy to help in her Technology Operations role.

Thanks and best regards, Faith

Faith Trimble
See my roles >>
Pronouns: She/Her
faitht@athenaplace.com
Mobile: (360) 790-4910

Text, logo

Description automatically generated with medium confidence
Transformational change in self, systems, and society
www.athenaplace.com

Internal Controls/Project Management

The Athena Group organizational structure is unique in that we are implementing a for-purpose enterprise, using Holacracy as our organizational model. Holacracy is a purpose-driven, self-organizing, non-hierarchical organizational system, with distributed ownership, shared power, and clear decision-making. While this may be unfamiliar and even scare those working in hierarchical structures, this way of distributed power is in alignment with our equity values and has proven to be more effective in project success because of clear role definitions and decision-making powers. Furthermore, the holacracy framework allows us to be intentional about how we weave equity and anti-racist actions into our daily operations and overall governance. Please ask us if you have any questions about how this structure can be superior to a hierarchical organization in our capability to deliver projects in scope, on time, and within budget.

We are intentionally becoming an anti-racist, multicultural organization. We have always considered ourselves an ally and accomplice of populations who are not from the dominant power structure (i.e., white, male, cis, property-owning, non-disabled, Christian, working-age, English speaking). Reaching non-dominant populations has been our focus in our coordinated human service transportation, early learning and homeless services work over the last 20 years. Given that not all cultures operate in the data-driven, time-constrained, results-oriented framework that government and consulting firms are expected to operate under, managing projects with an anti-racist, equity-focused lens can often be a challenge. We have found that agile project management techniques are the most useful way to accomplish the client objectives while also keeping in mind emerging new information and keeping anti-racism and equity at the forefront of our project priorities.

We use PMI and agile project management techniques. Our project management approach is guided by the Project Management Institute’s (PMI) criteria for the knowledge areas of scope, cost, schedule, risk, quality, change, and communication throughout the continuous project life cycles of initiation, planning, executing, monitoring/controlling, and closing. We use Microsoft Excel or Planner to track project status and progress for all projects.

It is the project manager’s purpose to always help the client and the project team to stay within scope, schedule, and budget. That said, we know that changes happen that can improve the overall outcome of the project. We prefer to scope out projects with clients in 3 or so month “chunks” at a time. The project manager and project team work with the client to plan the first phase of work at the kick-off meeting, and then our project manager has monthly check-ins with the client project manager and/or sponsor to make sure the original scope and schedule makes sense given emerging information. If any scope or schedule changes are needed without any budget changes, we document that in a change order/decision log. If a budget change is needed, we will document that in the decision log and work with the client’s contracts coordinator to amend the contract. We report project progress in our monthly invoicing showing earned value, not just “burned hours.” This can provide client confidence regarding the ability to stay in scope, on schedule, and within budget.

Our project managers intentionally work to create an environment where all members of the project team and the client are encouraged to provide feedback on what is and is not working at the beginning, in the middle, and at the project closing.

Contract Management. The Athena Group has robust contract management processes and human resource programs already in place, which will ensure smooth contractor-subcontractor working relationships and enhance contract risk mitigation. All partners and subcontractors sign a contract, equity agreement and social contract before beginning work. Subcontractors further sign a work order that outlines the project work assigned

Proposal QA Handoff Policy:  

The proposal development timeline must include three business days of review time by @Proposal Quality Assurance  

In cases where a proposal is received within fewer than three business days of the due date and time, @Proposal Quality Assurance will coordinate an expedited review process. However, this should be an exception rather than the norm.  

In cases where a proposal is received within less than one business day of the due date and time, @Project Manager and project team forego a quality and thorough QA review. 

Where informal RFP QA reviews with a one-week proposal development timeline are concerned, the QA role will be involved from the outset of the proposal process. 

QA Process Checklist

After receiving notification via email that the proposal is ready for review, proceed through these steps: 

Review according to the QA Checklist

found here: QA Role Details - V2.docx

Note about Styles and Templates: You should be able to make all necessary changes to any given proposal using the ATH (general proposal styles) and ATH_RES (resume-specific styles) style sets. Don’t create any new styles or alter existing styles without first checking with the Qorus Library Administrator. The proposal templates and all existing info in the Qorus library depend heavily on styles matching from document to document and computer to computer. 

Content review: 

• Confirm that all RFP/RFQ requirements are met 
• Review budget to ensure calculations are correct, tasks align with what is listed in the proposal scope narrative, and no missing information.  

Format editing: 

• Narrative font consistent throughout the document 
• Black, Calibri 11 point 
• Spacing consistent throughout the document 
• 6 point spacing between paragraphs 
• 12 point spacing between sections 
• 1 space between sentences 
• Single spacing with 0 spacing above 
• All footers contain correct information 
• Agency name 
• Project title 
• Proposal submission date 
• Page numbers correct on every page 
• All tables have consistent formatting  
• Single spacing, 0 spacing before and after 
• End of tables align with margins (don’t extend past the margins) 
• All section headers have consistent formatting (See imported Styles Pane if working from a Qorus template) 
• 1st level heading: Athena blue (RGB: 1, 78, 120), bold, Cambria 20 point font, single line spacing 0 above and 6 point below, underlined in gray (RGB: 128, 128, 128) with 1 ½ point width 
• See Styles Pane “Athena H1” 
• 2nd level heading: black, bold, Calibri 16 point font, single line spacing 0 above and 3 point below 
• See Styles Pane “Athena H2” 
• 3rd level heading: Athena blue (RBG: 1, 78, 120), bold, Calibri 14 point font, single line spacing 0 above and 3 point below 
• See Styles Pane “Athena H3” 
• 4th level heading: black, bold, Calibri 12 point font, single line spacing 0 above and below 
• See Styles Pane “Athena H4” 
• Bio headings: Athena blue (RGB: 1, 78, 120), bold, Calibri 11 point font, multiple line spacing at 1.1 with 0 above and 6 point below, underlined in gray (RGB: 128, 128, 128) with 1 point width 
• See Styles Pane “Athena Bio Heading” 
• All graphics have consistent formatting 
• Wrap text when possible and make it aesthetically pleasing. Be mindful of white space. 
• Table of Contents is updated and correct 
• Review entire document for how content breaks across pages and ensure it looks good/makes sense. Start new sections on new pages as it makes sense to do so. 
• Ensure that margins are consistent throughout. Unless specific margins are requested by the client, our proposal template standard is: top = 0.85”, bottom, left, and right = 1.0” 

Content editing: 

• Document has been checked for: 
• Grammar 
• Spelling 
• Punctuation 
• Document is well written (language use is correct and makes sense to reviewer) 
• Scope of work matches tasks and budget 

Final review: 

• PDF the proposal for final review 
• All format and content editing is complete in final version 
• Review to ensure that everything is correct 

Type up a review of your changes/queries

Rules of thumb:

Edits for readability can be noted as “global” changes, for example, just say “edits have been made for readability,” rather than calling out each one. The exceptions are when you aren’t sure if your edits have changed the meaning of the sentence, or you weren’t sure of the sentence’s meaning in the first place. Call these out to the author where possible, and to the team if you don’t know the author. 

Following on the previous rule, call out your queries or changes directly to the parties responsible, if you can. In the email you send out, highlighting/bolding their names and putting your questions below them makes it even easier for team members to scan the email for their names. This approach also helps break up the list of queries, which means fewer of them will be missed on a cursory reading. 

When numbers don’t match/add up, query them. There’s usually a reason for the error, and it’s rarely what I think it is. 

If you made minimal edits or if you’re fairly certain that the proposal is ready to go, go ahead and export it as a PDF: in the desktop Word app, select Save a Copy à without changing the name (this will be important later), select PDF as file type to save to your desktop. You’ll be exporting it as a PDF eventually anyway, and this will allow you to double-check the export for leftover comments/grayed fields/odd page breaks. If you end up needing to make edits later and you didn’t change the file name, you can easily overwrite the old one without running into version control problems.

Typically the Account Manager or PM reaches out to the client, thanks them for selecting us, and ask them what next steps are for contracting. You introduce our contracting person (Kate) to their contracting person, and they get all of the paperwork together, complete with agreed upon scope of work. If there are any needed adjustments to scope schedule or budget based on your conversation with the client now that they have selected us, the contracts people will need to have the updated information. This is a good opportunity to clarify things in the proposal and make sure that the client is on the same page as we are as far as what they can expect for the agreed upon dollar amount and timeframe.

Once Kate gets a contract from the clients contract office, she will review and double check with the PM that the scope, schedule and budget is correct. Once she has your approval, she sends to Faith for signature. Then they sign, and then we have the notice to proceed.

CRM Expert SOP- April 2026
CRM Expert Role.mp4 - April 2026

Naming Convention Data Dictionary.docx

Part 1: https://scribehow.com/viewer/Publishing_a_New_Blog_Post_and_LinkedIn_Update__ylH6dO6KTaWJlhAvVmHvyQ

Part 2: https://scribehow.com/viewer/How_to_Schedule_a_LinkedIn_Company_Page_Post__m0rCLk0WTSqFPK7jT1Tsdw

Our Athena Equity Statement has been updated. You can find the new statement on the Equity Tile or by using the link below. 

Equity Statement March 2026

This grant is intended to support partners in advancing both their individual and collective growth related to Inclusion, Diversity, Equity, Accessibility, and Justice (IDEA+J). It may be used for trainings, courses, books, or other resources that deepen understanding, expand skill sets, and strengthen our shared capacity to lead equity-centered work with integrity and impact. 

• IDEA+J Grant Approval Process - grant amount updated 5/4/26. Check with Equity Integrator for specifics
• Reimbursement Process

I have taken an individual action to research and develop a nomination/election process. Turns out, it is pretty explicit in the Holacracy Constitution (3.3.6 below) and layed out in this article by Chris Cowan.

https://blog.holacracy.org/holacracy-election-process-101-election-process-walk-through-7626451cda0c

• Project Manager surfaces a need for a Sub to have an Office 365 account
• Project Manager makes a proposal to Pillar Steward, which includes duration, purpose, and tier (Basic or Standard)
• Pillar Steward makes a determination and notifies the PM and, if approved, Tech Ops
• Tech Ops works directly with Sub to get account setup (or raised)
• Tech Ops notifies PM, Sub, and Pillar Steward when the process is completed

Leadership Health Portfolio

Organizational Health Portfolio

Community Health Portfolio

NAICS Codes

Data Dictionary

Athena Critical Info

If you are using community partners on a project and they will be receiving payment for their work:

If their work totals more than $600 take-home, and they will require a work order and a 1099, they must be accounted for in the project budget as a team member, with the Athena mark-up.

If their work is less than $600 take-home, and they will not require a work order (i.e. a small stipend for participating in a focus group) or a 1099, then they can be accounted for as a project hard cost and do not need to be added as a team member with allocated hours.

Typically the EM or PM reaches out to the client, thanks them for selecting us, and ask them what next steps are for contracting. You introduce our contracting person (Kate) to their contracting person, and they get all of the paperwork together, complete with agreed upon scope of work. If there are any needed adjustments to scope schedule or budget based on your conversation with the client now that they have selected us, the contracts people will need to have the updated information. This is a good opportunity to clarify things in the proposal and make sure that the client is on the same page as we are as far as what they can expect for the agreed upon dollar amount and timeframe.

Once Kate gets a contract from the clients contract office, she will review and double check with the PM that the scope, schedule and budget is correct. Once she has your approval, she sends to Faith for signature. Then they sign, and then we have the notice to proceed.

Use the link below to access the document with critical business information (FEIN, UBI, Cage code, certification information, etc.)

Athena Critical Information.docx

• We are defining a process for strategic planning that includes the various tools, resources, methodologies, and frameworks that have proven to be successful in our work with clients.  [Paul said: I hadn’t thought of it quite this way.  By this logic, if something has proven successful by at least one individual we include it, but are we then saying that anything that has proven successful by any of us should become standard practice, or simply not excluded?  I’ll have to think about it some more (good fodder for discussion?).]
• Some of the projects I have been on, community engagement is a part of strategic planning so this crosses portfolios. PEAR is an example.  [Paul said: Agreed.  And this also goes for me, though PEAR has not been a formal consideration in the projects I’ve been on so far.]
• This will be the basis of our Strategic Planning Knowledge base.  [Paul said: Agreed.]
• Since this work crosses portfolios, we are likely to also need a Community Engagement Knowledge Base which is part of the NWSI project.  [Paul said: Agreed.]
• When we draft proposals, we can pull out the elements (tools, resources, etc.) to include in proposals since these will be defined through our co-creative process.  [Paul said: Makes sense.]
• Some of the tools, resources, etc., can be added to the website as needed by biz-development.  [Paul said: Makes sense.]

Questions: Will Athena facilitate the client's requested process or bring in our own perspectives on how to support the organization's movement toward desired outcomes? How often are these at odds with each other?  [Paul said: I think a better question is when and how will we bring in our own perspectives on how to support the organization's movement toward desired outcomes?  I think we should always be doing this but it’s just very context dependent, including who is the client, what the client is asking for, what is our relationship to the client, etc.]

In addition to the above, I also think it would be helpful for us to agree on answers to the following interrelated questions.

1            What’s the difference between strategic planning and equity strategic planning?

2            What makes a planning process equitable? 

3            What makes a strategic plan equitable?

4            What end results will Athena be known for producing?

5            What does equity integration into strategic planning look like in practice?

6            What are the shared approaches and tools we will use?

Below are answers to these questions, based on the notes I took during our 11.1.24 meeting.  If you have time to review and comment on them before we meet again on the 23rd that would be great!

1            Question: What’s the difference between strategic planning and equity strategic planning?

Answer:  They are the same.  Athena’s goal is to bake equity into strategic planning to the best of our ability and the extent possible based on the specific context (e.g., who is the client, what the client is asking for, what is our relationship to the client, etc.) through the processes and tools we use, regardless of whether equity is the focus of the plan itself. 

2            Question: What makes a planning process equitable?  

Answer:

• What Athena brings to it and how we show up, including:

o   awareness of who we are designing for (e.g., who is the client, what are they looking for both in terms of process and outcome, etc.)

o   awareness of what complete success looks like from our perspective, both in terms of process and outcomes (highly inclusive process; pro-equity, anti-racist approach and outcomes; designing for accountability; etc.)

o   ability to meet the client’s initial definition of success while also moving them farther in terms of equitable/inclusive process and outcomes than they might have initially intended

• Highly collaborative process internally and with the client
• Participatory and equitable decision making
• Tevin: An equitable process is also about the project team itself. For example, if a client wants to initiate a project that impacts every part of their organization but only the executive team has time to do the planning - that outcome will not be equitable no matter the process. Another example, if a project has a focus on a specific community segment, people with lived experience from that community segment should be leading the work (we have done this with community facilitators in the past when our team doesn't have the lived experience).  

3            Question: What makes a strategic plan equitable?

Answer:

• It goes beyond traditionally defined outcomes
• It acknowledges and accounts for harm
• It addresses accountability (What does our accountability framework look like?  PEAR for state agencies.  What about others?  Just/equitable outcomes? Wholeness of people?)
• Whatever approaches or tools we use we’ll use them in an equitable way
• Tevin: Same as above

4            Question:  What end results will Athena be known for producing?

Answer:

• Design clarity gained early in the process (ideally some prior to contracting) around what and who we’re designing for (Note: Policies and spending/budgeting and everything else defined in the planning will reflect the answer to this.)
• We achieve the traditionally defined outcomes, such as clarity around purpose, goals, objectives, strategies, metrics, etc. 
• We leave the client with an accountability framework they will use.
• Specific deliverables:

o   Final plan (Q: a one-page document? a 3-page document? a longer document? a multi-tab worksheet?) - Tevin: I think these could all work well. We may want to settle on a couple concepts to offer that can be adapted rather than make something new each time. 

o   Recommendations for completing the plan

o   Recommendations for monitoring the plan and adapting it over time

o   Everything is accessible.

• What else do we want them to be mindful of? A wholeness lens?  Other?
• Tevin: Options for a tailored maturity model, an implementation plan or roadmap, ongoing support for implementation and loop back (Substantive check-ins years 1-3 for example)

5            Question: What does equity integration into strategic planning look like in practice?

Answer:

It starts in scoping/pre-contracting (e.g., maturity model, need/purpose, anything that assesses readiness, etc.).

• (To be further defined!)
• Tevin: Same as first comment and I agree we can explore more here. 

6            Question:  What are the shared approaches and tools we will use?

Answer:

• (To be defined!)

Two additional questions will also need to be answered at some point in the not too distant future.

7            What’s the difference between the two roles: Service Delivery Lead for Strategic and Tactical Planning and for IDEA+J Strategic Planning? Tevin: If we are agree that we will build a single knowledge base, I don't think we would need two roles. 

8            What are the specific roles and responsibilities of the two different Service Delivery Leads?  Where are there overlaps? Tevin: Will need to think about this one.

Process:

1. In collaboration with @Portfolio Outcome Steward, @Technology Operations sends budget request query to all role fillers in Operations Circle for any technology needs in accordance to budget calendar that is published by @Budget Operator. 
2. Once received, @Technology Operations will review requests for technology platforms and follow "New Technology Requests" policy. All other technology requests will be reviewed for approval.
3.  @Technology Operations reviews the current year technology budget and actuals, and works with appropriate roles to estimate following years budget.
4. @Technology Operations then submits the technology request(s) to @Budget Operator in the provided template.
5. The approval of the technology request then follows the Budget Policy, Process and Procedures.