Technical Assistance Participant Management Guide (The Lifecycle)

Overview:

This section establishes the standardized "Participant Lifecycle" for the program. It transforms the abstract concept of "consulting" into a linear, measurable operational flow. We do not "wing it." Every participant moves through a linear progression of stages. This standardization allows the Team Lead to monitor "Total Situational Awareness" by providing a roadmap against which every participant's progress can be measured.

9.1 TA Program Registration

Objective: To transition a prospective participant from the Registration Form into the active ecosystem of the TA Program with zero friction.

The Participant's Entry (External Actions):

• Registration (JotForm): Participant completes the TA Program Registration Form.
• This triggers a flurry of automations (described in section 7.1.1)

9.2 TA Participant Onboarding

Launch Business Office Execution (Internal):

Before the Welcome Call happens, the Launch Business Office must prep the file and the Team Lead must assign a PM. Each of these onboarding tasks live on a ClickUp template which is loaded anytime a new participant registers for the program. Some examples of the setup tasks include:

1. ClickUp: Load the onboarding checklist. Change status to In-Progress. Review application notes.
2. Intake Verification: Check applicant/registrant eligibility.
3. Harvest (Financial Container): Create Project: [Last Name], [First Name]. Set a Budget Cap (e.g., 50 hours) using "Total Project Hours."
4. Google Drive: Move folder from "My Drive" to Shared Drive. Use the naming convention: [Last Name, First Name - Business Name].
5. Nutshell: Ensure Lead exists. Apply relevant tags (i.e. CORE-Verified Participant, ABC Prospect, etc.) Move to Onboarding stage.
6. PM Assignment: Check ClickUp Workload. Assign in Nutshell and Harvest. Write "Warm Handoff" note in Nutshell tagging PM: "File ready. Budget is 50 hours. Eligibility confirmed. Welcome call is booked for Tuesday.”

Because this is a living document and ever-evolving checklist, please refer to ClickUp template “[TA Program] Participant Onboarding” for a complete set of tasks.

9.3 Needs Assessment & TA Action Plan (TAAP)

Step 1a: The Business Health Check (for existing businesses)

1. Tool: Use a standard diagnostic tool. (opens in a new tab)
2. Process: Interview the client. Grade their operations across 5 domains: Finance, Marketing, HR, Ops, Legal.
3. Output: A "Heat Map" showing red/yellow/green areas. This visualizes why they need help and justifies the expense to the contract maker.

Step 1b: Participant Knowledge Check (for new business owners)

1. Tool: Use a standard diagnostic tool. (opens in a new tab)
2. Process: Interview the client. Grade their understanding across 5 domains: Finance, Marketing, HR, Ops, Legal.
3. Output: A "Heat Map" showing red/yellow/green areas. This visualizes why they need help and justifies the expense to the contract maker.

Step 2: Create a TA Action Plan

• Requirement: This is a Compliance Document. It serves as the "Scope of Work" for the engagement.
• Format:

• Link to Template (opens in a new tab)
• Goal: (e.g., Increase revenue by 10%).
• Action: (e.g., Launch email marketing campaign).
• Deliverable: (e.g., Mailchimp Setup).
• Timeline: (e.g., By Week 4).

• Approval: The Team Lead must review the TAAP. If it is vague (e.g., "Help with business"), it is rejected. It must be SMART (Specific, Measurable, Achievable, Relevant, Time-bound).
• The PM should then add tasks to ClickUp.

9.4 Active Service Delivery & Caseload Management

• Goal: Execution of the TAAP.
• Stagnation Alert: Configure an automation rule: "If status is unchanged for 14 days, apply tag 'At-Risk' and notify Team Lead." This is critical for preventing participant ghosting and ensures that no file sits dormant effectively "hiding" in the active pile.

The "Homework Model":

Launch Industries uses a "Homework Model" to ensure participant buy-in.

• Rule: We generally don’t do the work for them; we do the work with them, or we prepare documents but ultimately have the participant own the process of finalization. However, we can do research on our own, make calls on behalf of the participant, and take other steps where our involvement will make the whole process go smoother for the participant.
• Protocol: At the end of each session, determine if specific tasks/homework should be assigned (e.g., "Gather your bank statements").
• Consequence: If a participant shows up to the next session without assignments/homework done twice in a row, the PM should suggest to pause the engagement as the participant may be too busy to participate fully.

Managing the Budget Cap:

• The 50% Checkpoint: When Harvest alerts that 50% of hours are used, the consultant must assess: "Are we halfway to the goal?" If no, scope must be reduced immediately.
• The 80% "Landing Gear" Protocol: At 80% usage, the consultant stops starting new initiatives and focuses on wrapping up current deliverables. This prevents projects from ending mid-stream due to budget exhaustion.

Handling Late Arrivals/No Shows

The PM is required to be proactive with apparent no-shows. They should text a participant if they have not arrived within 2 minutes of the scheduled time and ask if the participant is having any technical difficulties connecting. If the participant has still not arrived within 5 minutes, the PM should call the participant. The PM should then begin drafting a “reschedule” email. The PM should terminate the call after 10 minutes of waiting, and send the reschedule email.

The PM must not record more than 15 minutes of time for the no-show. If the PM is not proactive as stated above, then no time shall be recorded. The duty is on the PM to do their part in maximizing chances that the participant joins the call.

Once the call is terminated, follow these guidelines.

• Strike 1: Proactively let the participant know we can reschedule (via the reschedule email) and gently let them know that no-shows are not permitted.
• **Strike 2:** Do not offer to reschedule, but let the participant know you were waiting and that you hope everything is OK. Reschedule if asked. Remind the participant that “no shows” are not permitted.
• **Strike 3:** If the participant misses a third session without a clear reason, let them know we will have to remove them from the program.

See Scripts for No Shows (opens in a new tab).

9.5 Participant Progression Tracking (Plan Progression)

The Project Manager Consultant is responsible for driving plan progression. A typical progression might look like:

• Stages: Intake -> Needs Assessment -> Plan Development -> Active Consulting -> Outcome Achievement -> Feedback -> Completion -> Case Study.
• Insight: If participants are stuck in "Plan Development" for more than 3 weeks, the Consultant is failing to drive action.
• Requirement: Consultants must proactively reach out to their Team Lead if Plan Development is stuck at the two week mark to strategize.

9.6 TA Program Participant Engagement & Ghosting Protocol

Program Context & Philosophy

Technical Assistance (TA) Programs are publicly and sponsor-funded. That means:

• Every participant seat represents allocated community investment
• Every hour of TA represents sponsor trust
• Every stalled project affects capacity for another business owner waiting for support

When a participant becomes unresponsive (“ghosts”), it is rarely about dissatisfaction. In our experience, disengagement usually happens because the participant is:

• Overwhelmed by running their business
• Experiencing personal or financial stress
• Intimidated by deliverables
• Unsure how to move forward
• Avoiding a decision
• Struggling with capacity
• Unsure what is expected next

In community-based economic development programs, silence often equals overload — not rejection.

However, while we lead with empathy, we also lead with stewardship.

We are responsible for:

1. Protecting sponsor resources
2. Protecting participant opportunity and funding
3. Protecting firm time and delivery capacity
4. Maintaining fairness to other waiting participants

This protocol ensures we balance compassion with accountability.

Guiding Principles

Before implementing this protocol, all staff should internalize the following:

• **Assume Positive Intent.** We do not interpret silence as disrespect or lack of appreciation.

• **Reduce Friction.** Our follow-ups should make re-engagement easier, not heavier.

• **Be Direct, Not Emotional.** Clear deadlines reduce anxiety. Vague language increases it.

• **Protect the Budget.** Unmanaged ghosting leads to resource leakage.

• **Document Everything.** This is a sponsor-funded program. Outreach attempts must be recorded.

Policy: When Is a Participant “Unresponsive”?

A participant is not considered unresponsive until a Project Manager has completed:

✅ Two Full Communications Rounds

This protects the participant from premature file closure and protects the program from inconsistent follow-up practices.

What Is a “Full Communications Round”?

A Full Communications Round consists of:

1. Email — Clear, actionable, with a deadline
2. Text — Notification that email was sent and call is coming
3. Phone Call — At the stated time
4. Voicemail — If no answer
5. Final Text — Confirm voicemail was left

⚠️ Do not ask: “Can I call?”
✅ State: “I’ll give you a call in about 10 minutes.”

We reduce decision fatigue by leading.

The Ghosting Timeline

Day 0 = Last Meaningful Contact

“Silence” begins after a direct question, document request, or required approval.

Day 3 of Silence: The Friendly Nudge

Low-friction reminder inside the original email thread.

Subject: (Keep original subject line)

Script:

Hi [Name],

Just bumping this to the top of your inbox in case it got buried.

Let me know if you need anything from me to move forward.

Tone: Light. Neutral. No pressure.

Day 7: Start Full Communications Round 1: The Human Check-In

This round acknowledges the person, not just the task.

Pre-Work

Load a ClickUp Template: “Ghosting Protocol Checklist - TA Participant Template”

Part 1: Email

Subject: Everything okay?

Hi [Name],

I haven’t heard back regarding [specific item], so I wanted to check in.

I hope everything is okay on your end personally and with the business.

We’re currently paused on [specific blocker]. There’s no rush — I just want to make sure you’re not stuck or feeling overwhelmed.

If helpful, we can simplify this into smaller steps.

Part 2: Text

Hi [Name], I just sent you an email regarding [X]. I’ll give you a call in about 10 minutes to see if I can catch you.

Part 3: Phone Call (10 Minutes Later)

If answered:

• Ask what’s blocking progress.
• Offer simplification.
• Clarify next step before hanging up.

Part 4: If no answer, leave voicemail:

Hi [Name], this is [Your Name] calling at [time]. I just emailed about [X]. Please take a look when you can and give me a call back at [number]. I want to make sure we keep things moving in a way that works for you.

Part 5: Final Text

Hi [Name], just left you a voicemail. Please check it when you have a moment and call me back. Thank you.

Day 14: Start Full Communications Round 2: Accountability Phase

Tone shifts from supportive check-in to operational clarity.

Part 1: Email

Subject: Need your direction on this

Hi [Name],

We’re currently unable to move forward without your input on [specific blocker].

To keep your TA allocation active, I need one of the following by [date]:

• ✅ Approval on [X]
• ✅ Requested documents
• ✅ Confirmation you’d like to pause

If now isn’t the right time, that’s completely okay — just let me know so we can adjust accordingly.

Then repeat Part 2: Text → Part 3: Call → Part 4: Voicemail → Part 5: Final Text.

Day 17: Operational Pause (PM Action)

We are now at the stage where the ghosting blocks progress, and there is a risk to misuse of the budget. This pause is protective, not punitive.

Email

Subject: Timeline/Participation Pause due to Inactivity to Preserve Your Free Business Support Allocation

Hi [Name],

Since we’re currently blocked on [X], I’m going to pause the active timeline and activity with Launch in the program to preserve your remaining TA allocation.

This ensures your budget is protected so you can re-onboard to the program at a later date when you’re ready. When you are, please reapply at this link. You may be able to request to be reassigned to Launch at that time, or request a new consultant if you prefer. However, keep in mind that these programs are typically first-come, first-served and dependent upon budget, so we can't guarantee you can get back into the program at a later date. Fingers crossed!

It was great working with you, and best of luck in your business. If you ever want to explore working with Launch Industries (opens in a new tab) as a direct client, please feel free to book a call with me (my link is in the signature below.)

Thanks!

Day 21: Close File (PM Action)

Capacity Reallocation

This step protects sponsor fairness and available seats.

Email

Subject: Closing File for Now

Hi [Name],

I haven’t heard back, so I’m assuming this project isn’t a priority right now.

I’m going to close your file for now so we can reallocate active capacity and ensure sponsor resources are used effectively.

If and when you’re ready to resume, reach out and we’ll reopen your file and outline next steps.

I’m here to help when the timing is right.

Internal Accountability Requirements

Staff must:

• Log all contact attempts in Nutshell CRM
• Record dates and times of calls
• Save copies of emails
• Note any responses
• Escalate to CSM before file closure

No file may be closed without documented completion of this timeline.

Why This Structure Matters in a Sponsored TA Environment

Without structure:

• Budgets leak
• Staff burn out
• Participants lose momentum
• Sponsors lose confidence
• Waiting entrepreneurs lose opportunity

With structure:

• Engagement increases
• Re-activation improves
• Fairness improves
• Capacity is protected
• Professionalism remains intact

9.7 Participant Program Completion

Completion Criteria:

• Hours Utilized: (e.g., >80% of budget use).
• Goals Met: The TAAP objectives are marked "Complete”

The Exit Ritual:

• Final Handoff: Ensure the client has admin access to all tools (QuickBooks, Social Media, documents created, etc.

• Training: Conduct a training session recorded via Zoom with Fathom recording so the client can re-watch how to use their new systems.

• The "Success Story" Note: Consultant writes a project summary in Nutshell: "Client came in with X problem. We implemented Y. Result is Z". (This is crucial for contract reporting and can lead to a formal Case Study.)

• The Survey: Administer the Exit Survey. Ideally, do this live on the final Zoom call to ensure completion. Send the link in the chat and wait for them to finish.

• Next Steps Discussion (The Growth Handoff): At this stage, the consultant should clearly distinguish between the free/contract-funded service and Launch Industries' paid Direct Client services.

  • If the participant has ongoing needs (e.g., fractional HR, continued accounting support) that exceed the scope of the TA program, the Project Manager/PM should introduce them to a (Direct) Client Success Manager and help them schedule an Introductory Call.
  • The goal is to transition the participant into an Hourly Flex engagement with Launch Industries.. The consultant's notes should summarize the proposed future scope for the CSM.

• If complete, terminate Launch’s access. If the participant is not becoming a direct client, then ensure Launch Industries' access is revoked for any systems that we were a part of.

Exit Outcomes:

• Completion: Goals met or hours utilized.
• Hired Launch: Participant transitioned to a paid Direct Client of Launch Industries (Onboarding form completed, client maintenance fee paid,)
• Withdrew: Dropped out with explanation.
• Ghosted: Dropped out without explanation.

9.8 Participant Offboarding & Archival

Once the participant is deemed to be ready for offboarding, do the following:

1. ClickUp: Complete the Offboarding checklist; notify Launch Backoffice if any assistance is needed by tagging the assigned program Admin in ClickUp.
2. Harvest Archive: The Project is archived to prevent accidental billing.
3. Drive Archival: The Google Drive folder is moved to "Completed".
4. **Nutshell Retagging:** Ensure their Nutshell files get re-tagged.
5. Reactivation: If the participant returns within the timeframe of the contract, reopen the project. If the participant returns as part of another contract, do not reopen old projects, as this messes up "Cohort" data reporting. Start a new one.