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