p.i.m.p.s one brick volunteer retention 1. about one brick… 2
TRANSCRIPT
P.i.M.P.S
One Brick Volunteer Retention
1
About One Brick…
2
Team Charter
Project Lifecycle
Phase Name
Initiating
Planning
Executing
Monitoring and Controlling
Closing
Project Management Deliverables
Project Charter, Identifying Stakeholders, Sponsor Approval
Review existing structure and processes, Performing Risk Analysis, Creating a Communication Plan
Managing issues, presenting plan to Stakeholders,
Ensuring milestones are met, following up on status of volunteers and management team
Review statistics for volunteer retention plan as of December 2010.
Product Process
Deliverables
Coming up with suggestions for improvements WBS, Project Schedule/Plan/Scope
Milestone Plan
Stakeholders
Stakeholder Name Needs or Expectations
One Brick Board of Directors Grow and scale business via: National unity, cohesiveness, and identity across chapters Volunteers to attend and donate to their events/programs Direct quote from April board minutes: "Ka Yun (head of the One Brick
Events Team) is scaling back the number of events because it was becoming difficult to find volunteers"
Meeting revenue goals by increasing the number of repeat volunteers to the roster
Clearer/more focused process to remain at steady growth One Brick Volunteers Need a clear and simple way to sign up for events
Expect to feel valued and satisfied with their efforts Expect to make a valuable contribution
Sponsor Wants her donation to One Brick to be most impactful Keeps project realistic and doable. Revisit Risks and make changes if
necessary
Scope Statement
– Vision Statement• To support One Brick’s mission to create a unique, social and
flexible volunteer environment by increasing the retention rate of new volunteers – Business Need
• The growth and development of the SF Chapter of One Brick depends on the retention of its volunteers. The organization currently does not have a plan in place to achieve this. – Project Description
• To provide better communication around volunteer opportunities, to create better incentives for repeat volunteers and to retain 10% of new volunteers by end of year 2010. – Project Lifecycle Approach and Deliverables (Scope)
• Project Lifecycle Approach• We plan on performing a gap analysis to identify what is currently
successful, what is not, and what could be.
Project Scope
Is Is Not
Evaluating the current plan and providing a WBS for One Brick
Rolling out implementation
Looking at new volunteers
Not concerned with current volunteers
SF Chapter Not the national organization
Retention of new volunteers Recruitment of new volunteers
Project Objectives
Objective Criteria for Evaluation Boost new volunteer retention Website and event data
Improve volunteer experience User feedback/data
Assumptions & Constraints
• Assumptions– Baseline user retention is less than 10%.– Volunteers want to participate.– Volunteers have a favorable impression of One Brick and are
welcome to the idea of socializing with other volunteers.– The outcome of this project addresses a key business need for
the organization. • Constraints
– All volunteer-based (lack of resources)– Timeline– Not involved in the implementation (monitoring and controlling
left to the organization)– Only 4 people on the project team
Top Risks
Risk Description Trigger Impact - Cost, Scope,
Time (C,S,T) Delays in website upgrades
Developers not meeting deadlines, software and hardware issues
Cost = High Scope = High Time = High
Ineffective Event Managers
Low volunteer turnout, complaints from volunteers and partnering organizations, peer reviews
Cost = Low Scope = High Time = High
Too much communication
Receiving too many emails due to lack of coordination from the Management Team
Cost = Low Scope = High Time = High
Responsibility MatrixResourc
es WBS#
Deliverable Description
Owner Effort (Hrs.)
Start Finish
1.1 Review current website Sara 1.2 Draft changes to website Sara 1.2.1 Mock up changes to website Kerry 1.3 Finalize logistics for website 1.3.1 Discuss with Stakeholder Mary 1.3.2 Cost and Timeline 1.3.3 Milestones Plan 1.4 Execution Plan for One Brick 2.1 Review current volunteer recognition plan Rebecca
2.2 Draft changes to volunteer recognition plan Rebecca 2.3 Finalize logistics for volunteer recognition plan Rebecca 2.3.1 Cost and timeline Rebecca 2.3.2 Milestones Plan Rebecca 2.4 Execution Plan for One Brick Rebecca WBS # Deliverable Owner Effort
(Hrs.) Start Finish
3.1 Review current management team training plan Mary 3.2 Draft changes to management team training plan Mary 3.3 Finalize logistics for management team training plan Mary 3.3.1 Discuss with Stakeholder Mary 3.3.2 Cost and timeline Mary 3.3.3 Milestones plan Mary 3.4 Execution plan for One Brick Mary 4.1 Workbook Mary 4.1.1 Finish Workbook and send to team Mary 4.2 Powerpoint 4.2.1 Powerpoint Template Sara 4.2.2 Add Workbook components to Powerpoint Kerry 4.2.3 Add One Brick components to Powerpoint Kerry 4.2.3.1 Introduction and volunteer survey slides Sara 4.2.3.2 Website slides Kerry 4.2.3.3 Volunteer recognition plan slides Rebecca 4.2.3.4 Management team training plan slides Mary 4.2.4 Beautify Powerpoint Kerry 4.2.5 Finalize Powerpoint All 4.3 Schedule rehearsal for week of May 17th Mary
Risk Response Plan
ID Risk
Description Affected Area/s
Probability Of
Occurrence
Impact to
Project Priority
Strategies/Actions (Avoidance, Transference, Mitigation, Acceptance)
Owner Status
(Open or Closed)
1 Too much communication caused by: multiple email addresses; lack of coordination between One Brick Management team. Triggered by volunteer complaints
All volunteers
High High High Mitigating strategies: cleaning up member database, add “How to Communicate” to Management Team training, determining what kinds of emails should be going out to specific audiences Contingency plan: post monthly newsletter online instead of emailing, sending thank you emails only to new volunteers
One Brick Management Team
2 Ineffective Event Managers who delegate their work to Event Coordinators, are unmotivated, not sociable and only meet the bare minimum for meeting requirements. Triggered by low volunteer turnout, volunteer and/or partnering non-profit organization complaints.
All volunteers
High High High Mitigating strategies: Have bi-annual peer evaluations and training. Contingency plan: follow up with person who made complaint and with the EM to determine next steps.
One Brick Management Team
3 Too many volunteers and not enough events scheduled due to lack of EMs and ECs, non-profits getting turned away for events or not holding events, our retention plan works better than planned. Triggered by solicitation for more events by volunteers
All volunteers
High High High Mitigating strategies: Re-evaluate which EMs and ECs are available and which events can hold more volunteers. Contingency plan: refer volunteers to partnering non-organizations for work.
One Brick Management Team
4 Delays in website upgrade due to faulty software, developers not meeting deadlines, waits for licenses. Triggered by unforeseen complexity in work plan.
All volunteers
Medium Medium Medium Mitigating strategy: ensure clear understanding of scope within IT. Contingency plan: change request control, hiring additional developers
One Brick IT Department
5
Not enough commitment from stakeholders caused by disengagement and/or change in priorities. Triggered by losing a champion on the One Brick Board or placing the project on hold.
Project Team
Low High High Mitigating strategies: ensure we communicated the long-term benefits as it relates to fundraising and organizational growth. Contingency plan: approach another One Brick Chapter
Project Team
One Brick Management TrainingCurrent Recommended
Prospective Management Team members are only tested on event organization skills; not all members may be suited for the social
aspect
Interview prospective members to ensure interpersonal skills are met
Some Management Team members were promoted quickly and did not receive appropriate training
Require that all members of the Management Team must attend an All Hands, Retreat or Refresher Course at least once a year
Policies are not updated including one regarding how to communicate with new and existing volunteers
Continue working on updating Policies and present at Refresher Course and post on One Brick wiki page
There is no procedure in place to ensure a social event is scheduled after a volunteer event
Require that all Event Managers include a review of the social event in their event feedback
No system in place to ensure all Management Team members understand the priorities of One Brick including the retention of new
volunteers
Need to formalize the Orientation process to have Management Team members sign a document stating they have read and
understand the One Brick Policies and Priorities
Costs and Duration for Training
Duration Cost
Initiation 1 day None
Planning 1 week None
Execution 4 weeks $1,000
Monitor & Control Through the end of 2010 $1,000
Closing End of 2010 $2,000
One Brick Training Execution Plan
Week 1 Send an e-mail to all existing Event Managers and CoordinatorsDetails to include explanation regarding updated training, instructions on signing up for refresher coursesand consequences of not complyingResources: SF Chapter Director will need to send the email with the assistance of the Executive Team Risk: Event Managers and Coordinators do not wish to go through training and leave the organizationMitigating Strategy: SF Chapter Director believes that this will help determine which members of the ManagementTeam are able to support the renewed effort to retain volunteers
Week 2 Roll-out a series of refresher courses which include the new training as well as workshops on ideas for Icebreakersand After Event Socials, new Recognition efforts and how to communicate effectivelyResources: Will require Recruiting and Training staff to hold an equal amount of workshops in the Peninsulaand San Francisco and will need to have at least one facilitator at each workshop. Will also present via webcam toallow those who cannot attend in person an opportunity to review the new material
Week 3 Continue with the workshopsResources: Ensure that those who are attending are receiving credit and also receiving a Certificate of Completion; thiscould act as a form of recognition as well. Recruiting and Training should be collecting feedback forms and surveys
Week 4 Workshops should be completed by week 4. This final week should be set aside to review the feedback forms and surveysto better understand what can be improved on for the next course of training. Refresher courses and workshops should be scheduled twice a year. Risk: Management Team may feel like they are forced to attend too many meetings especially when they are volunteers.Mitigating Strategy: Make sure to have fun and to provide food and drinks to the attendees; make sure they feel recognizedfor their efforts in making One Brick a successful organization
Management Training Milestones
Milestones Approximate Date
All policies are updated and reviewed 1 week after execution begins
All Event Managers and Coordinators have completed updated training
4 weeks after execution begins
All Event Managers are sending in reviews of their after event socials 8 weeks after execution begins