group c2 - charity report - winter 2015 ft bmgt 43880

C

C2 Charity Organisers: Project Report

BMGT 43880: Project Management Tools and Techniques

Lauranne Moniez: 14202807

Robert Normile: 10306115

Michael McMahon: 14200357

Jaaziya Hamza: 14200586

27th April 2015

Table of contents

I. Group C2 .............................................................................................................................5

1. Team profile and background ........................................................................................5

2. Roles and responsibilities ...............................................................................................6

3. Acknowledgements ........................................................................................................7

4. Plagiarism statement ......................................................................................................8

5. Team work breakdown structure ...................................................................................9

II. Executive summary .......................................................................................................... 11

III. Introduction ..................................................................................................................... 12

1. Choice of the charity.................................................................................................... 12

i. Ronald McDonald House Charities .......................................................................... 12

ii. Temple Street University Children’s Hospital .......................................................... 12

iii. Choice of Temple Street University Children’s Hospital .......................................... 12

2. Project Objectives ........................................................................................................ 13

i. Objectives for group C2 ........................................................................................... 13

ii. Objectives for Temple Street University Children’s Hospital .................................. 13

3. Project Scope ............................................................................................................... 14

IV. Initial project (failure) ...................................................................................................... 15

1. Meeting agendas and minutes .................................................................................... 15

i. Meeting with team members the 09.02.2015 ........................................................ 15

ii. Minutes of the meeting with team members the 09.02.2015 ................................ 16

iii. Meeting with team members the 27.02.2015 ........................................................ 17

iv. Minutes of the meeting with team members the 27.02.2015 ................................ 18

2. Work Breakdown Structure ......................................................................................... 19

3. Stakeholder analysis .................................................................................................... 20

4. Risk analysis ................................................................................................................. 21

5. Timeline ....................................................................................................................... 22

6. Budget ......................................................................................................................... 23

7. Feasibility study ........................................................................................................... 24

8. Lessons learned ........................................................................................................... 25

V. Final project (success) ...................................................................................................... 26

1. Project charter ............................................................................................................. 26

2. Our Strategy................................................................................................................. 27

3. Meeting agendas and minutes .................................................................................... 28

i. Meeting with the teammembers the27.02.2015 .................................................... 28

4. Work Breakdown Structure ......................................................................................... 33

5. Stakeholder analysis .................................................................................................... 34

i. Identification of stakeholders .................................................................................. 34

ii. Stakeholders mapping ............................................................................................. 35

iii. Strategies to influence stakeholders ....................................................................... 36

6. Risk analysis ................................................................................................................. 38

7. Timeline ....................................................................................................................... 39

8. Budget ......................................................................................................................... 40

i. Expenses .................................................................................................................. 40

ii. Lessons learned ....................................................................................................... 41

9. Feasibility study ........................................................................................................... 42

10. Permit application ................................................................................................... 43

i. Charity Collection Permits ....................................................................................... 43

ii. Location ................................................................................................................... 43

iii. Aviva Stadium .......................................................................................................... 43

iv. 3Arena ..................................................................................................................... 44

v. Grafton Street .......................................................................................................... 44

vi. Dates ........................................................................................................................ 46

vii. Communication with An Garda Síochána and Permit Approval ......................... 46

viii. Lessons Learned .................................................................................................. 47

11. Easter theme ........................................................................................................... 48

i. Why Easter is a great collection time ...................................................................... 48

ii. Partnership with Lindt ............................................................................................. 48

iii. Project adjustments to the theme .......................................................................... 48

12. Aviva Stadium .......................................................................................................... 50

13. Communication with Temple Street ....................................................................... 51

VI. Daily sub-projects ............................................................................................................ 54

1. Lindt partnership 27.03.2015 ...................................................................................... 54

i. What happened ....................................................................................................... 54

ii. Volunteers ............................................................................................................... 55

iii. Amount raised ......................................................................................................... 55

iv. Lessons learned ....................................................................................................... 56


i. What happened ....................................................................................................... 56

ii. Amount raised ......................................................................................................... 57

iii. Volunteers ............................................................................................................... 57


3. Aviva collection 29.03.2015 ......................................................................................... 58

i. What happened ....................................................................................................... 58

ii. Amount raised ......................................................................................................... 59

iii. Volunteers ............................................................................................................... 59



i. What happened ....................................................................................................... 61

ii. Amount raised ......................................................................................................... 62

iii. Volunteers ............................................................................................................... 62


VII. Marketing ........................................................................................................................ 63

1. Social Media: Facebook and Twitter ........................................................................... 63

2. Promotion .................................................................................................................... 64

i. Leaflets .................................................................................................................... 64

ii. Word of mouth ........................................................................................................ 64

3. Online donation ........................................................................................................... 65

4. Text Line ...................................................................................................................... 67

5. Lessons learned ........................................................................................................... 68

VIII. Lessons learned during this charity project ..................................................................... 69

IX. Recommendations for next years’ class .......................................................................... 70

X. References ....................................................................................................................... 71

XI. Appendices ...................................................................................................................... 72

1. Permits application forms ........................................................................................... 72

i. Permit Application 27.03.2015 ................................................................................ 72

ii. Permit Application 28.03.2015 (changed to 29.03.2015) ....................................... 73

iii. Permit Application 04.04.2015 (changed to 03.04.2015) ....................................... 74

2. Permits ......................................................................................................................... 75

i. Permit 27.03.2015 ................................................................................................... 75

ii. Permit 29.03.2015 ................................................................................................... 76

iii. Permit 03.04.2015 ................................................................................................... 77

3. Receipts of money handed in to Temple Street .......................................................... 78

4. Timeline table .............................................................................................................. 79

I. Group C2

1. Team profile and background

Name: Jaaziya Hamza

Primary Degree: Bachelor of

Technology, Information

Technology at LBS College of

Engineering

Secondary Degree: MSC Project

Management

Contact: +91 81 47 936990

Email: [email protected]

No experience in

managing projects

for a charity

Name: Lauranne

Moniez

Primary Degree:

Bachelor of

Business

Administration

trilingual,

specialization in

Logistics and Management.


Management

Contact: +353 087 450 4885

Email:

[email protected]

No experience in managing

projects for a charity

Name: Robert Normile

Primary Degree: BEng Chemical

and Bioprocess engineering at

University College Dublin


Management

Contact: +353 086 3414312

Email:

[email protected]

No experience in

managing projects

for a charity

Name: Michael

McMahon

Primary Degree:

Business

Management at

Cork Institute of

Technology


Management

Contact: +353 087 122 2071

Email:

[email protected]

No experience in managing

projects for a charity

mailto:[email protected]

2. Roles and responsibilities

Team member Role Responsibilities

Jaaziya Hamza Volunteers manager Marketing manager

Contact people to volunteer for every collection date

Make sure they are informed about the project

Make sure they have a good experience in collecting with us for the charity

Set up Facebook page and Twitter account as well as online donation page and keep track of the activity in these networks

Michael McMahon

Project manager Liaising with Temple Street Liaising with the Aviva

Keeping track of the advancement of the project

Communicating with the charity and the Aviva about the advancement of the project and all relevant information

Lauranne Moniez

Money collection manager Photograph

Keep the money safe until we hand it in to the charity

Avail a place and time to count the money collected in a safe environment

Take photos during the dates of collection to document the report and send them to the charity

Robert Normile Procurement manager Liaising with the Garda Transport

Buy bunny ears and baskets in sufficient quantity

Purchase the table and sheet Collect the permit forms from the Garda Communicate with the Garda about how

to fill in the permit forms Transport the team and the material for

the meetings with the charity and from the venues after the collection dates.

3. Acknowledgements

The group C2 would like to thank Temple Street University Children Hospital and more

specifically Mrs. Helena Morgan and Mrs. Angela McNulty for giving us the opportunity to

work with the charity and for supporting us throughout our project. We hope that this

report may add-value to Temple Street University Children Hospital and that our

recommendations contribute to the charity’s management of future projects.

The group would also like to thank our Lecturers Mr. Joe Houghton and Mrs. Virpi

Turkulainen for the guidance, help and encouragement received throughout the duration of

this project.

4. Plagiarism statement

We the undersigned confirm that the work submitted here is entirely our own work, and

that any work of others which is included has been properly referenced and acknowledged

according to normal academic guidelines.

All the undersigned have contributed in the preparation of this assignment.

Name: Jaaziya Hamza Student Number : 14200586

Name: Michael McMahon Student Number : 14200357

Name: Lauranne Moniez Student Number : 14202807

Name: Robert Normile Student Number : 10306115

5. Team work breakdown structure

Jaaziya Hamza: Cover page; Part I. Group C2: 4. Plagiarism statement; Part II. Executive

Summary; Part IV. Initial project (failure): 3. Stakeholders analysis, 4. Risks analysis table, 5.

Timeline, 8. Lessons learned; Part V. Final project (success): 4. Feasibility study, 5. Work

Breakdown structure, 6. Stakeholders analysis (i. Identification of stakeholders), 7. Risk

analysis table, 8. Timeline, 11. Easter theme (i. Why Easter is a great collection time, iii.

Project adjustments to the theme); Part VII. Marketing: 1. Social Media: Facebook and

Twitter; Part XII. Appendices: 4. Timeline table.

Michael McMahon: Part I. Group C2: 4. Plagiarism statement; Part IV. Initial project (failure):

1. Meeting agendas and minutes (i. Meeting with the team members the 09.02.2015, ii.

Minutes of the meeting with the team members the 09.02.2015, iii. Meeting with the team

members the 27.02.2015, iv. Minutes of the meeting with the team members the

27.02.2015), 6. Budget, 7. Feasibility study; Part V. Final project (success): 3. Meeting

agendas and minutes (i. Meeting with the team members the 27.02.2015, ii. Meeting with

Angela McNulty the 09.03.2015, iii. Meeting with the team members the 23.03.2015), 9.

Budget (i. Expenses, ii. Lessons learned), 11. Easter theme (ii. Partnership with Lindt), 12.

Aviva Stadium, 13. Communication with Temple Street; Part VII. Marketing: 2. Promotion (ii.

Leaflets), 3. Online donation, 4. Text line, 5. Lessons learned; Part VIII. Lessons learned

during the charity project; Part IX. Recommendations for next years’ students; Part XII.

Appendices: 1. Permit Application Forms (ii. Permit application 28.03.2015 (changed to

29.03.2015)), 2. Permits (ii. Permit 29.03.2015), 3. Receipts of money handed in to Temple

Street.

Lauranne Moniez: Formatting and Pictures; Part I. Group C2: 1. Team profile and

background, 2. Roles and responsibilities, 3. Acknowledgements, 4. Plagiarism statement, 5.

Team work breakdown structure; Part III. Introduction: 1. Choice of the charity (i. Ronald

McDonald House Charities, ii. Temple Street Children’s Hospital, iii. Choice of Temple Street

Children’s Hospital), 2. Project objectives (i. Objectives for group C2, ii. Objectives for Temple

Street Children’s Hospital), 3. Project scope; Part IV. Initial project (failure): 2. Work

breakdown structure, 4. Risk analysis graph; Part V. Final project (success): 1. Project charter,

2. Our strategy, 7. Risk analysis graph; Part VI. Daily sub-projects: 3. Aviva collection

29.03.2015 (i. What happened, ii. Amount raised, iii. Volunteers, iv. Lessons learned); Part

VII. Marketing: 2. Promotion (ii. Word of Mouth); Part XI. References; Part XII. Appendices: 1.

Permit Application Forms (i. Permit application 27.03.2015), 2. Permits (i. Permit

27.03.2015).

Robert Normile: Part I. Group C2: 4. Plagiarism statement; Part V. Final project (success): 6.

Stakeholders analysis (ii. Stakeholders mapping, iii. Strategies to influence stakeholders), 9.

Budget (ii. Lessons learned), 10. Permit application (i. Charity collection permits, ii. Location,

iii. Aviva stadium, iv. 3Arena, v. Grafton street, vi. Dates, vii. Communication with An Garda

Síochán and permit approval, viii. Lessons learned); Part VI. Daily sub-projects: 1. Lindt

partnership 27.03.2015 (i. What happened, ii. Volunteers, iii. Amount raised, iv. Lessons

learned), 2. Lindt partnership 29.03.2015 (i. What happened, ii. Volunteers, iii. Amount

raised, iv. Lessons learned), 4. Lindt partnership 03.04.2015 (i. What happened, ii.

Volunteers, iii. Amount raised, iv. Lessons learned); Part XII. Appendices: 1. Permit

Application Forms (iii. Permit application 27.03.2015), 2. Permits (iii. Permit 27.03.2015), 3.

Receipts of money handed in to Temple Street.

We are aware that this team work breakdown structure might seem uneven. This is only due

to the different length of the section titles but does not show the amount of work put in. We

firmly believe that each member of group C2 did a great job and that each of us worked

evenly and with the same dedication.

Jaaziya, Michael, Lauranne and Robert

II. Executive summary

C2 Charity Event Organisers Background

C2 Charity Event Organisers was established in 2014 and in this short period of time we have

shown our capabilities in this sphere and have excelled with our clients to date.

Our mission is to provide a dedicated and personal service that adds value to our clients and

provides them with the best possible options with achievable roadmaps and milestones to

help them to achieve their goals.

The company has achieved clients’ goals with an extremely high success and satisfaction

rate whilst building up strong relationships through our working networks. Our extensive

network across the industry has helped us to make this journey a successful one.

Our Client: Temple Street University Children’s Hospital

We are extremely delightful to work with Temple Street University Children’s hospital who is

working for the welfare of the sick children by providing them necessary support they

require. They have a very well established likeness across the public of Ireland and also

supported us very well throughout our journey of this event.

Our Proposal

Initially our proposal was to organize a ‘fun run’ for the charity organistaion where the public

could participate as well as donate for this worthy cause. But after analyzing the feasibility

and scope of this project we decided to drop this plan as it was not feasible. The risks and

health factors involved in such an event were high and the success rate of this project was

likely to be very low. Being a veryflexible team, we made the decisions quickly during the

initial phase to save the time and to focus on an event that is achievable during that time.

We decided to go ahead with the bucket collection on the streets during the Easter time

following an Easter theme of dressing up like Bunnies and selling chocolates. This decision

was finalized careful feasibility and scope analysis of doing such an event. Our report

consists of all the techniques and tools which we have used to come up with such a decision.

Temple street hospital has also supported us in this decision and helped us in all the ways

they can. They helped us in getting the partnership with the Lindt chocolates and got us

around 2000 units of bunnies for free to raise the money for charity. We are very grateful for

them to involve a group of 12 volunteers from our side for the collection in Aviva stadium

.Our main objectives of this project are

Spread the awareness about the worthy cause of Temple Street Hospital.

Application of the project management skills to the best extend.

Raising as much as money possible while keeping the budget low.

Acquire the learning’s from this event for future use.

We have tried to accomplish all of these objectives in this event and we believe we

have made the event a successful one from our part.

III. Introduction

1. Choice of the charity

i. Ronald McDonald House Charities

The Ronald McDonald House Charities

Ireland(Ronald McDonald House Charities Ireland

, 2015) is a charity that provides accommodation

for parents of seriously injured children staying in

hospitals for a long period of time. This allows

parents to remain close to their children when

they need them the most.

ii. Temple Street University Children’s Hospital

The Temple Street Foundation (Temple Street

Foundation, 2015) raises funds for the Temple

Street University Children’s Hospital (Temple Street

University Children’s Hospital, 2015). With the help

of the Temple Street Foundation, the hospital can

offer premium care to the sick children of Ireland,

be that in research, parental support, equipment

and hospital renovations.

iii. Choice of Temple Street University Children’s Hospital

We selected the Temple Street University Children’s Hospital through the Temple Street

Foundation for several reasons. Indeed we knew that we wanted to rise for a charity helping

children and operating in the medical sector and both charities met those requirements. At

that early stage, we did not know enough about the charities to properly select one or the

other so we looked at the previous project that were organized by them or for them in the

past year. We felt closer to the way that Temple Street University Children’s Hospital worked

and the design of their website also showed a lot of enthusiasm and dedication so we

decided to contact them first. They replied very quickly saying that they would love to work

with us on that project and we arranged a meeting with them just a few days later.

2. Project Objectives

i. Objectives for group C2

Our objective is to educate the public on the tremendous work the Temple Street University

Children’s Hospital achieve year on year, to raise awareness to their cause and raise money

to contribute to the great work that they are doing. In that sense, our objectives also are to

raise as much money as possible for the charities benefit and promote the importance of

thinking of others and give back to society.

Our objectives as students in Project Management are to assess the risks involved and

prepare contingency plans for the prevention of those risks, follow the specified processes

and document the progress as the project progresses, develop a team dynamic and

leadership as we are a newly formed team and focus on Stakeholder management as there

are numerous stakeholders and schedules in which we must organize around.

ii. Objectives for Temple Street University Children’s Hospital

The objectives of Temple Street University Children’s Hospital are to secure positive Public

Relations and maintain their good reputation. They also aim to raise awareness about the

positive impact the hospital has on children’s lives, to provide world class care and to

pioneer new treatments and cures for childhood illnesses and to use monies raised to fund

the re-development of hospital facilities, purchase vital life-saving equipment, finance

research and create a caring environment for their patients. The charity also aims to provide

clarity and assurances to donors and prospective donors about the organisation they

support. Indeed, we know where the money collected is going to be used for as this

information is made available directly on the home page of their website(Temple Street

Foundation, 2015):

Figure 1: Where does the money go?

54%

19%

17%

9% Ward & HospitalRedevelopment

Research

Equipment Purchases

Patient & Parental Support

3. Project Scope

Our project was a four months project including the formation of the team, selection of a

charity that we would want to work with and who would want to work with us, design of a

project, planning and implementation of said project, project closure, transfer of the money

raised to the charity and writing of the report.

The scope of our project changed throughout those four months as we initially planned to

do a fun run with an initial project of capital raising though the Laughing Lounge to finance

this project. As it turned out that this project was not feasible, we changed our plan and

organized a second project of bucket collection on Grafton Street as it would require less

capital and hence raise more money for the charity.

IV. Initial project (failure)

1. Meeting agendas and minutes

i. Meeting with team members the 09.02.2015

Time: 10am

Type of Meeting: Group C2 Future Planning Meeting

Meeting Facilitator: All team members

Invitees: Michael McMahon, Lauranne Moniez, Robert Normile and Jaaziya Hamza

I. Call to order

II. Roll call

III. Approval of minutes from last meeting

IV. Open issues

a) Changing the charity project approach: Finding an approach that will limit

complexity and the amount stakeholders

b) How will the new approach minimize costs: Focus on a bucket collection and

use Temple streets resources and branding to gather attention on the street

to aid visibility

c) Lack of experience among the team in this sphere: Due to our lack of

experience, Michael to increase the amount of contact with Temple streets

fund raising department to gain insight knowledge

V. New business

a) Focus on a theme for the street collection

b) Contact the Gardai and apply for work permits for three days so that we

maximize our chance of obtaining more than one day.

c) Contact Temple Street more frequently and get a face to face meeting to run

our ideas by them

VI. Adjournment

ii. Minutes of the meeting with team members the 09.02.2015

I. Call to order

Lauranne Moniez called to order the regular meeting of the Group C2 Charity

Committee at 10am on February 9, 2015 at Smurfit Business School.

II. Roll call

Michael McMahon conducted a roll call. The following persons were present:

Michael Mc Mahon, Lauranne Moniez, Robert Normile and Jaaziya Hamza


Michael McMahon read the minutes from the last meeting. The minutes were

approved as read.

IV. Open issues

Changing the charity project approach to a simplified bucket collection

How will the new approach minimize costs yet still be

Lack of experience among the team in this sphere

V. New business

a) Finding an approach that will limit complexity and the amount

stakeholders to a simplified bucket collection with an Easter theme that

targets populated areas in Dublin.

b) Focus on a bucket collection and use Temple streets resources and

branding to gather attention on the street to aid visibility. Apply for

permits from Pearce Street Garda station so that we can collect on a

populated street in Dublin City. Preferred street would be Grafton Street

due to its popularity and consumers with cash on their person with the

intent to spend.

c) Due to our lack of experience, Michael will increase the amount of contact

with Temple streets fund raising department to gain insight and

knowledge. We will also incorporate the knowledge that we have gained

from previous discussions with Temple Street and read over last years’

classes’ advice on how to approach the project.

VI. Adjournment

Lauranne Moniez adjourned the meeting at 12pm.

Minutes submitted by: Michael Mc Mahon

Minutes approved by: Robert Normile & Jaaziya Hamza

iii. Meeting with team members the 27.02.2015

Time: 12pm

Type of Meeting: Charity Project Brainstorming Meeting

Meeting Facilitator: Lauranne Moniez

Invitees:Lauranne Moniez, Michael Mc Mahon, Robert Normile and Jaaziya Hamza

I. Call to order

II. Roll call


IV. Open issues

a) Looking through numerous options to form the best idea of what approach to

take

b) Brainstorming by trying to “Think outside the box” so that we are unique with

our project

c) Deciding on our chosen charity and making contact with the charity to set up

a meeting

V. New business

a) Decide on a creative idea and explore the stakeholders we need to contact

b) Contact the chosen charity of Templestreet and try to get a meeting that will

take place in the next two weeks

c) Look into potential costs that can be incurred by deciding on different

propositions. Larger start-up costs will have a determining factor on how we

approach the project

VI. Adjournment

iv. Minutes of the meeting with team members the 27.02.2015

I. Call to order

Lauranne Moniezcalled to order the regular meeting of the Group C2 Charity Committee at

12pm on January 27, 2015 at Smurfit Business School.

II. Roll call

Michael McMahon conducted a roll call. The following persons were present: Lauranne

Moniez, Michael Mc Mahon, Robert Normile and Jaaziya Hamza


Michael McMahon read the minutes from the last meeting. The minutes were approved as

read.

IV. Open issues

a) Looking through numerous options to form the best idea of what

approach to take

b) Brainstorming by trying to “Think outside the box” so that we are unique

with our project

c) Deciding on our chosen charity and making contact with the charity to

set up a meeting

V. New business

a) Decide on a creative idea and explore the stakeholders we need to contact. The

decision of a fun run seems to be the overwhelming choice with a charity

comedy club night used to provide start-up income.

b) Contact the chosen charity of Templestreet and try to get a meeting that will

take place in the next two weeks. Meeting with Mark has been discussed and

meeting date is being finalized.

c) Look into potential costs that can be incurred by deciding on different

propositions. Larger start-up costs will have a determining factor on how we

approach the project. Main issues involve insurance and potential venue that is

suitable given the potential bad weather

d) Contacted the comedy club about a charity night and are awaiting confirmation

details.

VI. Adjournment




2. Work Breakdown Structure

On street bucket collection

Team C2

Legal

Robert & Michael

Select date and location (3 dates, 1

location) Team C2

Retrieve the forms from the Guarda

Robert &Miachael

Fill in the forms and send them to the

Garda Robert, Miachel &

Lauranne

Background check of the charity and the team by the Guarda

Robert, Michael & Lauranne

Reception of the permits

Team C2

Material

Lauranne

T-shirts

Lauranne

Collection Buckets

Lauranne

Banners or Signs

Lauranne & Jaaziya

Flyers

Jaaziya

Volunteers

Michael& Lauranne

Contact:

Michael

Family

Team C2

Friends

Team C2

UCD students

Michael

Charity volunteers

Michael

Registration

Lauranne

Register to a date/time/place

Lauranne

Get contact information

Lauranne

Give copy of Guarda permits

Lauranne

Promotion

Jaaziya & Robert

Web networks

Jaaziya

Social media event pages

Jaaziya

UCD facebook groups

Jaaziya

Charity social networks

Michael

Traditional networks

Robert

Flyers

Robert

Local newspapers

Robert

Charity

Michael

Meet with and inform Mark

Michael & Team C2

Get Charity approval for project

plan Michael

Fill in and sent the Charity fundraising

form Michael

Invite to the class reunion

Team C2

Transfer money collected

Team C2

3. Stakeholder analysis

Stakeholders Problem/ Constraint

Interest Influence/

Power Interaction Resources

Mark Hughes Temple street Community Fundraiser

LOW: Mark was very helpful with his suggestions and advised us to minimise cost which became the cornerstone of our approach

HIGH: Mark was very interested in helping us set up a charity that would aid Templestreet

MEDIUM: Mark held a lot of power and influence as he informed us how we shouldn’t approach the project and informed us of previous successful campaigns

HIGH: Mark was very engaging as he promptly responded to emails and even drove to the campus for a face to face meeting which benefitted us greatly.

HIGH: Mark informed us that Templestreet could provide posters, T- Shirts, Buckets and any other Templestreet paraphernalia that may benefit our event

Virpi Turkulainen

MEDIUM: The only constraints that we came across was due to Virpi’s health as she wasn’t available so we had to engage with Joe.

HIGH: Virpi was very interested at the start helping us decide on the charity as we were debating between two originally.

MEDIUM: Anyone who will correct your project shall always have power. Saying that we were given a lot of space to make our own decisions.

LOW: Initial emails were used as interaction but Virpi’s illness ended the interaction.

LOW: Not many resources were given.

David Rafferty Laughter Lounge

LOW: David was very open to helping us and never posed constraints

HIGH: Very interested in helping

MEDIUM: David was influential in providing the tickets for $5 so that we could sell for $25

HIGH: David interacted quite frequently through emails and phone calls.

HIGH: David was willing to sell us tickets drastically under-priced and give us posters

Marita Cummins Marley Park

HIGH: The majority of the dates we wanted to book Marley Park for weren’t available.

LOW: There was little interest to help us.

HIGH: They had quite a lot of power as they were our first choice venue.

LOW: They answered emails very sporadically.

LOW: Bar the venue there were no offered resources to use.

4. Risk analysis

Matrix below: (Project Managers.net, 2013)

5 1

4 6

3 9 2 8

2 3

1 4 5 7

1 2 3 4 5

impact

pro

bab

ilit

y

# Description Probability* Impact* Stage Detection Response Responsible

1 Bad weather 5 3 Event day Weather forecast (one

week in advance) No response No one

2 Permit issue 3 5 Initial

stage Notice from the Gardaí

Changing the

event Team

3 Little

participation 2 3 Event day Visual

Incentives for

participation

4 Injuries 1 1 Event day Notice from people Medical presence

5 Little awareness 1 4 Planning

Lack of response,

participation and

sponsors

Constant

communication

about the event

6 Little sponsors 4 5 Planning No money entering Frequent follow-

up

7 Team trouble 1 4 Planning Tensions or arguments Communication

and rules

Team

8 Insurance issue 3 5 Planning Notice from the

insurance company

Alternative

company

9 Bad management

of participants on

event day

3 4 Event day Visual and notice from

people

Arranging

volunteers and

express team

meeting

Team

5. Timeline

(Mind Tools, s.d.)

6. Budget Expenses €

Insurance 400

Marketing: Posters, flyers etc… 220

Starting line base: Registration Table & Banners

120

Racing necessities: Water & Snacks 70

On site medical assistance 200

Course outline guidance: Cones & Signposts

70

Total 1,100

37%

20%

11%

7%

19%

6%

Expenses

Insurance

Marketing

Starting Base

Nutrition

Medical

Course Outline

7. Feasibility study

From doing a detailed projected budget analysis we felt the initial investment would be

difficult to recuperate in a “fun run” style charity event and would hinder the groups’

chances of maximising a monetary return to the Temple Street University Children’s’

Hospital.

Looking into the figures provided above the insurance and health & safety are major

expenses which are necessary in case of any accidents especially in a physically enduring

race where there is a reasonable chance of an injury where participants haven’t warmed up

properly. We feel that maybe a less physically orientated event would be more beneficial for

the bottom line and for health & safety issues.

As we are treating Temple Street University Children’s’ Hospital as our customer in a project

management context we feel that this charity project in relation to a “Fun Run” isn’t feasible

and the project needs to be terminated.

The new approach will focus on minimizing costs and this mind set will be at the forefront of

the project committee’s thoughts throughout the planning stage of the new charity project

approach.

We feel as project managers that if the project doesn’t seem feasible then we have a moral

obligation to terminate the project so that time and money can be saved early and used

more productively in a future course of action.

8. Lessons learned

The phase 1 of this project has helped us to look into our project management skills in more detail. We formed the project charter and time line on how to proceed on the initial plan of Fun Run. The plan was formulated by week 1 itself and every one had actions upon themselves on each duty in the plan. We communicated with the charity organisation personnel in regard with our plan and they were content to proceed with the plan.

The seed capital required for the event was planned to be raised by selling the tickets of comedy club. As our group had two internationals, this plan was quiet risky in terms of the outcomes which we will receive. Our group was not confident enough on how to sell the tickets to the locals of Dublin and the risk factor was more in this. After analysing the feasibility of this plan, it was the group’s decision to drop this plan of selling the tickets for raising the seed capital.

In the risk analysis of the phase 1 we identified all the potential risks that could possibly arise during this project. The main issue which caused the failure of the project was regarding the permits of the event. Even though we had a well established plan, the team was unaware about the law/policy which existed regarding the permits for such an event. The risk about the permit issues were identified early in the planning stage and the team decided upon the action as changing the event in case this risk happens. This helped us in quickly reacting to the situation which was formed and to think about something better which was feasible at this stage. Following the failure of this phase 1 the lessons which we learnt from this are

The most important thing which we learned is everything can’t go as per the plan. We should be well prepared to face all the challenges which we will come across each phase of the project.

The success of the project will depend on how quickly we react to the situation and how can we handle the situation to go further.

Understanding the constraints before starting the project will help in understanding the project is feasible or not.

How the co-ordination of the team can help in making the decisions quicker and simpler.

Communication plays a very important role in every project; appropriate communication with the charity organisation helped us to make them understand the current situation and what are the ways forward.

In spite of the failure, we all were confident about the project and this helped each of the team members to focus on the project.

Temple Street Hospital has really helped us in supporting through all the stages of our project.

V. Final project (success)

1. Project charter Opportunity Team Members Stakeholders

We see an opportunity to plan our project for Temple Street University Children’s Hospital according to our objectives that is by minimizing expenses while planning a good project. Collection on the street seems like the most feasible way to collect money and target the greater number of people which explains why we choose the venue Grafton Street. The Stadium is a way for us to be in contact with a great number of people as well but from different demographics, which maximizes the awareness about the work that the charity does.

Name Role Name Role

Jaaziya Hamza

Volunteer manager

Marketing manager

Angela McNulty

Special Events Manager at Temple Street Foundation

Michael McMahon

Project manager

Liaising with Temple Street

Liaising with the Garda

Helena Morgan

Corporate Development Manager

Lauranne Moniez

Money collection manager

Photograph

Francis Clerkin

Chief Superintendent Garda

Goal

Robert Normile

Procurement manager

Liaising with the Garda

Transport

Conor Cullen

FAI, Aviva Stadium

Plan and implement a fundraising project for Temple Street University Children’s Hospital. Additional Volunteers

Objectives Summary Project Status

1. Raise as much money as possible 2. Keep the expenses to a minimum 3. Raise awareness to the work done by the

charity 4. Write a report that will grant us a good grade 5. Perfect our project management skills

Project Start Date 10.02.2015

Estimated Completion 17.04.2015

Estimated Cost 150€

Estimated Revenues 2,000€

Milestones Status Due Done

Selection and approval from the Charity

31.01.2015 20.01.2015

In Scope Business Case Project concept developed 12.02.2015 08.02.2015

We had to run a charity project and the charity needs the funds.

The charity needs fundraising projects in order to finance the hospital’s expenses

Permits Application 13.02.2015 09.02.2015

Charity Fundraising Application Form

14.02.2015 16.02.2015

Constraints Assumptions Permits Reception 23.03.2015 19.03.2015

No initial money

Risks involved

At least one of the permits granted

At least one collection date

Collection of the buckets, t-shirts and chocolates

26.03.2015 24.03.2015

1st

Collection on Grafton Street

27.03.2015 27.03.2015

Deliverables 2nd

Collection on Grafton Street 29.03.2015

Plan at least one fundraising event

Collaborate with the charity to design a project that fulfills their desires

Write a report about the design and planning of the project, the processes and tools used and the lessons learned throughout the process

Hand-in the money to the charity

Invite the charity to a ceremony in Smurfit

Collection at Aviva Stadium

29.03.2015 29.03.2015

3rd

Collection on Grafton Street 03.04.2015 03.04.2015

Returning material and handing over the money

15.04.2015 15.04.2015

Final paper submission 27.04.2015 20.04.2015

Ceremony at Smurfit 27.04.2015

Sponsor Approval Date

Virpi Turkulainen 21.01.2015

Not Started Completed On Schedule At Risk On Track

2. Our Strategy (Mind Tools, s.d.)

From our learnings from our initial project that was not feasible, we shaped our strategy for

the second project. Indeed the first project required a high initial capital which was an issue

as we did not have any, so we designed our second project for it to not need much capital. In

addition, our first project required numerous steps in planning that could not happen

without the previous one done, making the process too long and thus not feasible within

delays. We then designed our second project to be relatively simpler in terms of planning:

not needing extensive promotion and with relative easiness to be granted the permits for

collection.

Our great relationship with the charity, partly due to our enthusiasm and the proven skill

that we possess, helped us in being part of the Easter campaign with a partnership with

Lindt and in being granted access to collect in the Aviva Stadium during a soccer game. Our

strategy was to do our best for the charity, constantly reflecting on what we could do best

and it paid out for us as we had a close relationship with them allowing us to move forward

than initially planned and them to receive more money from us at the end. As we knew that

people are already solicited in various ways to give back to the society, we had to heart to

offer them something to reward donations and for them to get something out of it more

than the satisfaction of doing something good. We believe that this search of a reward to

give for donation put us in the path of the Lindt partnership. This also gave us a theme for

our campaign, Easter, which was our competitive advantage against the competition.

Strengths

•Project management skills

•Good relationship with charity

•Great enthusiasm

Weaknesses

•No experience with charity work

•Lack of promotion

Opportunities

•Easiness to get permits on the street

•No capital necesary

•Lindt partnership

•Aviva Stadium

Threats

•High possible competition

•High risk of bad weather

•Already high sollicitation of people

3. Meeting agendas and minutes

i. Meeting with the teammembers the27.02.2015

Team Meeting February 27, 2015

10am

Smurfit Business School

Meeting called by: Michael McMahon Type of meeting:

Charity Project Overview

Facilitator: Lauranne Moniez Note taker: Robert Normile

Timekeeper: Jaaziya Hamza

Attendees: Michael McMahon, Lauranne Moniez, Jaaziya Hamza and Robert Normile.

Lauranne Moniez

Jaaziya Hamza Please read: Previous material

Please bring: A positive attitude

Minutes

Agenda item: Permits Presenter: Michael Mc Mahon

Discussion: Permit application has been applied for.

Conclusions:

Three dates have been selected and sent to the Gardaí for confirmation

Action items Person responsible Deadline

Answer clarification calls from the police. All N/A

Change dates if necessary to maintain three days for maximum efficiency

All N/A

Try not to deviate from the location. (Grafton street) Unless advantageous

All N/A

Agenda item: Temple Street Presenter: Lauranne Moniez

Discussion:

How shall we create a unique selling point (USP)?

Conclusions:

Our Easter theme needs to be visible to the public to grab their attention


Price Easter bunny ears for purchase Robert Normile 14/03/15

Price a full size Bunny suit for visibility Robert & Michael 14/03/15

Have a base on Grafton Street with Temple Street banners and signs

All 20/03/15

Agenda item: Temple streets Resources Presenter: Robert Normile

Discussion:

What resources must we ask for Temple Street fundraising department to help promote the event?

Conclusions:

Templestreet will be emailed and a face to face meeting will be set up at the premises so we can collect resources that day.


Send email discussing resources we need for our event Michael Mc Mahon 01/03/15

Arrange a face to face meeting Michael Mc Mahon 01/03/15

Discuss specifically Buckets, T-shirts and posters.

Adjournment:




Other Information

Observers:

N/A

Resources:

N/A

Special notes:

N/A

ii. Meeting with Angela McNulty the 09.03.2015

Team Meeting March 9, 2015

09:00

Temple Street Children’s hospital

Meeting called by: Michael Mc Mahon Type of meeting:

Formal

Facilitator: Robert Normile Note taker: Michael Mc Mahon

Timekeeper: Robert Normile

Attendees: Michael Mc Mahon, Robert Normile and Angela McNulty

Please read: Previous Emails

Please bring: Ideas

Minutes

Agenda item: Planning the event Presenter: Michael Mc Mahon

Discussion:

How can we add to our Easter theme idea whilst maintaining low cost strategy?

Conclusions:

Focus on Easter bunny theme as it will appeal to children and parents alike.


Plan to purchase bunny ears and Easter balloons Michael & Robert 26/03/15

Price a bunny suit but maintain a low cost Michael & Robert 11/03/15

Friendly and stand offish on Grafton St as opposed to direct All N/A

Agenda item: Temple streets resources Presenter: Michael Mc Mahon

Discussion:

From previous experience how much of Temple Streets resources will be necessary.

Conclusions:

Not a lot of resources were necessary, only buckets, T-shirts and balloons.


Plan a day when we can collect the resources from Temple street

Michael & Robert 20/03/15

Safety measures needed with tags needed to seal the lids of the buckets

All 20/03/15

Maintain a purple theme along to maintain their brand awareness

All 20/03/15

Agenda item: Easter themed chocolates Presenter: Michael Mc Mahon

Discussion:

Can we partner with Lindt chocolatiers as they have a strong relationship with Temple Street?

Conclusions:

We can partner with Lindt and carry out the “Lindt treats for Temple Street campaign” and use our Easter theme


Get the chocolate shaped bunnies donated to Templestreet Angel McNulty 15/03/15

Collect the chocolate shaped bunnies donated to Templestreet

Michael & Robert 20/03/15

Promote the campaign using Temple Streets twitter All 26/03/15

Other Information

Observers:

N/A

Resources:

N/A

Special notes:

N/A

iii. Meeting with team members the 23.03.2015

Team Meeting March 23, 2015

10:00

Smurfit Business School

Meeting called by: Michael Mc Mahon Type of meeting:

Formal

Facilitator: Lauranne Moniez Note taker: Jaaziya Hamza

Timekeeper: Robert Normile

Attendees: Michael Mc Mahon, Lauranne Moniez, Robert Normile and Jaaziya Hamza.

Please read: Previous minutes

Please bring:

Minutes

Agenda item: Collection of materials Presenter: Michael McMahon

Discussion:

Extra materials need to be purchased for our base on Grafton Street

Conclusions:

Table and cover need to be purchased, as do wicker baskets that can carry the chocolate bunnies.


We must drive to a shopping center to purchase goods Michael & Robert 24/03/15

We must price goods and purchase them on the same day Michael & Robert 24/03/15

Agenda item: Organize transportation of the goods for the event

Presenter: Michael McMahon

Discussion:

How will we transport all the resources needed for the event without incurring a large expense.

Conclusions:

We shall carry the large objects in Robert’s car and smaller objects can be carried on public transport.


Ensure that Robert’s car was fully operational Robert Normile 25/03/15

Ensure that Robert’s car can carry the equipment by doing a test run

Robert & Michael 25/03/15

Pay for parking in advance online to save money Robert Normile 25/03/15

Agenda item: Day of Collection discussion Presenter: Michael McMahon

Discussion:

How to plan the day so that everyone knows what tasks they must fulfill.

Conclusions:

Break down the day into 2 hour slots and tell everyone individually what they will be doing.


Devise a daily plan for members Michael Mc Mahon 26/03/15

Run through the plan so that everyone is on the same page. All 26/03/15

Discuss the meeting point for each day Michael Mc Mahon 26/03/15

Other Information

Observers:

N/A

Resources:

N/A

Special notes:

N/A

4. Work Breakdown Structure

Feasibillty Analysis

Studying the scope of the alternative

method

Requirement Analysis

Assess the challenges associated

Assess the scope of

the alternative compared

to previous

Budget

Preparing the cost

breakdown structure

Calculating the profits

Stakeholder Communication

Communication with the charity

about the changed plan

Understanding their intrests

and plans

Study about policies/laws

associated with the event

Permits

Deciding on the venue

Deciding on the dates

Decide on the number

of people required

Applying for the permits

Promotions

Use of social

media for promotions

Setting up the facebook page

and twiitter

Charity organistaion posters and promotional

mateirials

Event Planning

Deciding on the theme of

the event

Planning the strategy for selling the chocolates

organising the volunteers

Risk analysis

Contigency plans

Event day

Set Up

Decorations

Volunteers

Managing the collected money

Signing Off

Handing over the collected money

Getting feedback on

the work

Writing and handing in the

report

5. Stakeholder analysis

i. Identification of stakeholders

Stakeholders Problem/ Constraint

Interest Influence/

Power Interaction Resources

Angela McNulty Special Events

Manager at Templestreet

LOW: Angela was exemplary from start to

finish

HIGH: She was heavily involved

and very interested as it

is her job.

HIGH: Direct influence on the

project

HIGH: Weekly interaction

through emails, phone calls and

face to face meetings.

HIGH: She has provided all the

necessary equipment that

we needed.

Helena Morgan Corporate

Development Manager

LOW: Very helpful in

interacting with the Aviva stadium.

HIGH: She was heavily involved

and very interested as it

is her job.

HIGH: : Direct influence on the

project regarding the Aviva stadium

HIGH: Weekly interaction

through emails.

HIGH: Getting the contacts

and networks for us to be

considered for the Aviva stadium

collection.

Garda LOW: Very straightforward

with no problems

HIGH: Very interested due

to permit process

HIGH: Very powerful as

without their permit we

cannot proceed

HIGH: Phone calls were

received by every permit

holder

LOW: Didn’t affect the

project

Additional Volunteers

HIGH: If our additional volunteers

didn’t attend

LOW:Most volunteers helped as a

favour

MEDIUM:They could influence

the amount raised by not

attending

MEDIUM:Most of the

volunteers were in regular contact

LOW:Not relevant

Conor Cullen FAI

LOW:The FAI were very

helpful

LOW:There was interest in

helping but we were a minor

concern on the game day

MEDIUM: The FAI had control over where we could collect in

the stadium.

LOW:We interacted once

before the match to

discuss the approach

LOW:Stadium admittance but

no other resources provided

ii. Stakeholders mapping

The above Venn diagram aims to place various stakeholders in 3 separate but overlapping

groups based on their power, urgency and legitimacy relating to the project. This map helps

to determine each stakeholder’s salience in the project where salience is defined as ‘the

degree to which managers give priority to competing stakeholder claims’(Mitchell, et al.,

1997). A stakeholder’s power is defined as their ability to influence the project. Legitimacy

gauges the validity of the relationship between the stakeholder and the project and urgency

aims to determine which stakeholder claim should be dealt with first(Mitchell, et al., 1997).

An example of how this framework has been applied to our project would be Temple Street

Children’s University Hospital. This stakeholder and others in that group are ‘definitive

stakeholders’ that will require immediate attention and close management due to their high

salience. Critically we had no ‘dangerous stakeholders’ who are stakeholders who have

urgent and powerful claims on the project, and could work against the project(Mitchell, et

al., 1997).

Urgency

Legitimacy Power

Temple Street CUH

Angela McNulty

Project Team

Helena Morgan

An Garda Siochana

Other Charity teams

UCD Smurfit

School

Extra Volunteers

Conor Cullen FAI

Lindt Chocolates

The above diagram acts as an illustration of the Power/Interest framework for stakeholder

mapping(Mind Tools, s.d.). In the Power/Interest grid above stakeholders are plotted

according to their power and interest related to the project. Project supporters are

highlighted in green, whereas potential opponents are shown in red. The framework is very

useful for quickly visualising how the various stakeholders’ power and interest can affect the

project.

This map summarises some of the previously highlighted stakeholders interest and power

within the project. Each stakeholder has slightly different interests in the outcome of the

project and this is reflected in the map. An Garda Siochana have a lot of power in the project

because they can grant or refuse collection permits, but their interest in the project is

relatively low compared to other stakeholders. Other charity collection teams could

potentially hinder the project through on-street competition, but their power and interest in

the project are low, suggesting this is not a priority for them. Other stakeholder’s

relationships to the project are similarly understood from examination of the stakeholder

map.

iii. Strategies to influence stakeholders

When all the stakeholders were mapped and their salience in the project well understood it

was important to develop strategies to manage each individual stakeholder. Using Atkin et

al. (Atkin & Borgbran, 2009) we employed simple strategies to prevent major issues

hampering the outcome and running of the project. The five strategies mentioned are

dismissal, avoidance, compromise, adaptation and influence. We only employed 3 of these

strategies, dismissal, adaptation and influence.

Note all quotations in this section are from (Atkin & Borgbran, 2009)

Dismissal Strategy

A dismissal strategy “ignores stakeholder demands while pursuing project goals as defined

by the focal organization”. We employed this strategy for managing competing charity

collection groups. We simply opted to ignore these stakeholders as they had no power, no

legitimate interest and little or no urgent claims to the project

Influence Strategy

The influence strategy is defined as “shaping proactively the demands and values of

stakeholders by actively sharing information and building relationships with stakeholders”.

Clearly this strategy aims to be beneficial for both sides and therefore the outcome of the

project. We employed this strategy when working with Temple Street. This helped us build a

positive working relationship with Temple Street and the sharing of information proved

hugely beneficial to our overall project. Temple Street thankfully granted us access to extra

resources and capabilities, such as Lindt rabbits and Aviva Stadium match day collection as a

result of our positive working relationship.

Adaptation

With and adaptation strategy the project team “yields to stakeholder demands leading to

adjustment in project objectives and deliverables”. This strategy was used when working

with An Garda Siochana and Temple Street. The Gardai were a key stakeholder in the project

with a lot of power regarding the collection permits and dates. When it was suggested to us

by the Gardai to change our collection dates to Good Friday, we immediately agreed and

satisfied this stakeholder. We also used this strategy when working with Temple Street.

When presented with opportunities to use Lindt bunnies and collect at the Aviva Stadium we

adapted to their suggestions and positively adjusted our project deliverables.

6. Risk analysis

# Description Probability*

Impact*

Stage Detection Response Responsible

1 Bad weather 5 4 Event day

Weather forecast (one week in advance)

Changing the plan accordingly. Adding an extra day to the collection in case of bad weather.

2 Permit issue 3 5 Initial stage

Notice from the Gardaí

Changing the event day Team

3 Little participation

2 3 Event day Visual Incentives for participation

Team

4 Injuries 1 1 Event day Notice from people

Medical presence

5 Little awareness

1 4 Planning Lack of participation and sponsors

Constant communication about the event

6 Team trouble

1 4 Planning Tensions or arguments

Communication and rules

Team

7 Insurance issue

3 5 Planning Notice from the insurance company

Alternative company

8 Less number of volunteers

3 4 Event Day Visual

Constant communication with volunteers to ensure their presence

Jaaziya

9 Chocolates getting stolen

3 2 Event day Visual Spreading the awareness about the charity

10 Money getting stolen

2 5 Event day/Post Event

Visual Precautions and extra care to be taken while handling buckets

(Project

Managers.net, 2013)

5 1

4

3 9 8 2 7

2 3 10

1 4 5 6

1 2 3 4 5

impact

pro

bab

ilit

y

7. Timeline (Mind Tools, s.d.)See appendix 4 for the timeline table

8. Budget

i. Expenses

Expenses €

Fold up Table 17

Easter bunny ears 17

Wicker baskets to carry the Chocolate Bunnies

12

Stationary 5

Cover for table 9

Car parking 32

Total 92

19%

18%

13% 5% 10%

35%

Expenses

Fold up Table

Easter Bunny ears

Wicker Baskets

Stationary

Cover for table

Car Parking

ii. Lessons learned

From doing our analysis after implementing a detailed budget we felt that we achieved our

goal of keeping the expenses to a minimum which ensures that all profits will go to the great

work at Temple Street University Children’s Hospital.

We had to make some strategic decisions that were difficult at the time as we felt that if we

spent more than we did we probably would get more visibility. With that being said we felt

even though spending more money on marketing exploits like a giant Bunny suit would gain

us exposure but would not necessarily add more money to the collection and at €85 for a

suit we felt that it wasn’t a priority decision. We also felt our decision was vindicated as our

entire budget was €92 and with the suit it would have increased the budget by 92.3%.

We as a group felt that we kept to our mandate and our strategic vision of how the project

should be executed. Our C2 charity group felt we executed the strategy to the best of our

ability so we feel content with our budget and more importantly, Temple Street felt happy

with the initial investment being kept to a minimum.

All of our budget was supplied by the group members. This ensured that all the money

donated to Temple Street went to the charity and not on expenses.

Our final spend of €92 was evenly split between the group members and we used our

budget to raise approximately €2,200. This effectively means for every euro we spent, we

raised €24 for Temple Street!

9. Feasibility study

From the budget analysis it is evident that the project expenses are very well under the

control and limit. Our aim of project is to collect maximum money for the charity and spread

awareness among the people about the worthy cause within the short span of available

time.

By looking into the figures available for the budget it is evident that the only high cost

associated with this project is the transportation cost. This factor can be overlooked

considering the outcome that is achievable by doing this event.

The major risk associated with this project is climate and other charity organisation

competitors on the street on the event day. Since we are planning for a 3 day collection on

the street as part of the precaution factors, this project can be a success even if the risk

factors hinder us on the event day.

A bucket collection on the street during the Easter time with the Easter theme will attract

more people for the donation towards the charity. The selling of Easter chocolates can help

us in achieving this.

As stakeholders are important part of any project their decisions also should be considered

while studying the scope and feasibility of the project. Here the main stakeholder of the

project is the Temple Street Children Hospital and they have also agreed to extend their full

support to us for this event.

As one of the main objectives of this charity event is spreading the awareness among the

people we believe a target of 2000 Euros in the street is easily achievable and the visibility of

the Temple Street Children Hospital will be increased.

Analysing all these factors bucket collection on the street can bring us more money than the

Fun Run event where the risks and safety issues are more compared to the former. Also the

investments associated with this event are very low and is a more productive event.

As project manager’s main responsibility is to make the project success, we believe this

project is feasible and will be a great success in future course of action.

10. Permit application

i. Charity Collection Permits

At the beginning of Phase 2 of the project it was understood that we would need to obtain

Garda permission to perform a street collection. From initial research online it was found

that we would need to select dates, venues and other details before submission and

approval of permits. Our process for determining what would be the optimal dates and

locations for collection is described below as well as the process of communication with An

Garda Síochána prior to obtaining approval for the permits.

ii. Location

We considered several options for a location to collect from. The key criteria we highlighted

are listed below.

High and consistent footfall

No charges or extra permissions for collecting

These simple criteria helped us examine 3 separate and distinctly different locations. We

looked at using the Aviva Stadium during a soccer or rugby match, the 3Arena during a

concert event and Grafton Street. The merits and demerits as well issues associated with

these venues are highlighted below.

iii. Aviva Stadium

This location fit well with our key criteria. The stadium has a capacity of 55,000 people and

during a sold out soccer or rugby match, footfall would be heavy and consistent for hours

before and after the match. Collecting on the public streets around the stadium would not

require extra permissions other than the Garda collection permits. Charity collections

around the stadium during soccer and rugby matches is also very common practice for many

charities, implying that the process for this option, specifically obtaining permission from An

Garda Síochána, was well understood and clearly successful.

We selected the UEFA European Championship Qualifying Round match between the

Republic of Ireland and Poland on 29th of March as our targeted event. We also aimed to

target the European Rugby Champions Cup quarter final match between Leinster and Bath

on the 4th April. We reasoned that these events would either be sell-outs or close to capacity

and therefore would generate a good amount of footfall and donations.

iv. 3Arena

The 3Arena is concert and event venue with a capacity of 14,500 people and was also

investigated as a potential option. This option had several drawbacks and potential issues.

The capacity of the venue is very small and most events take place at night. Obtaining Garda

permission for this option would also have proved to be difficult as there may not have been

an established practice for collection around the venue.

Safety of the collectors and donations was also considered to be more at risk around this

venue, especially during a night event. Due to these drawbacks this venue was effectively

eliminated as an option for the project.

v. Grafton Street

Grafton Street is one of the main shopping streets in Dublin. It is a pedestrianised area and

acts as a focal point in the city centre. This location definitely fits the criteria of the project,

with extremely high footfall and well established processes for obtaining permission to

collect on a public street.

Using footfall data from Dublinked (Dublinked - Sharing Data, Information and Ideas, 2015),

it was possible to see the exact footfall on Grafton Street, on any day of the year and at any

time. Using data from 2013 occurring on the same dates we had planned for, March 29th and

April 4th, we found when the optimal collection times were as well as key entry locations

onto the street. It was also found that there was a slight increase in footfall in the first week

in April as compared to the last week in March.

The graphs below illustrate typical footfall numbers on the street for the targeted dates.

From the graphs the times with the highest footfall occur from approximately 12:00 to

20:00. The number of people entering the street during the course of the day and during

these peak times is shown below the graphs.

Total Footfall entering Grafton Street on 29/03/13 = 99,786

Footfall entering Grafton Street between 12:00 and 20:00 = 73,238

Total Footfall entering Grafton Street on 05/05/13 = 111,141

Footfall entering Grafton Street between 12:00 and 20:00 = 77,332

0

500

1000

1500

2000

2500

3000

3500

4000

4500

5000

Peo

ple

en

teri

ng

Gra

fto

n S

tree

t

Time

Footfall on various entrances to Grafton Street (29/03/13)

Entrance Name: Grafton St at CardGallery

Entrance Name: Grafton St at M&S

Entrance Name: Grafton St at Korkys

0

500

1000

1500

2000

2500

3000

3500

4000

4500

5000

Peo

ple

en

teri

ng

Gra

fto

n S

tree

t

Time

Footfall on various entrances to Grafton Street (05/04/13)

Entrance Name: Grafton St at CardGallery

Entrance Name: Grafton St at M&S

Entrance Name: Grafton St at Korkys

Using the data above, we could assume that almost 80,000 people would pass us as we try

to collect. These figures reflect very favourably on Grafton Street as a collection location,

and as such was considered a very viable option.

vi. Dates

The dates chosen for the collection were originally based around the matches in the Aviva

Stadium, Sunday 29th March and Saturday 4th April. We also planned for a third date on the

Friday 27th of March.

These dates were selected as they aligned with the matches in the Aviva and the Good

Friday holiday. We felt these dates were ideal as they were ideal for several venues and

provided adequate time for more detailed planning and contingency.

vii. Communication with An Garda Síochána and Permit Approval

The first stage in obtaining permits for the collection was to determine the exact Garda

requirements needed to collect around the Aviva Stadium. These requirements were

discovered by initially contacting Pearse St. Garda station by phone. This initial contact

provided the names of the form required, namely the SC1 form and also advised us to

contact Donnybrook Garda Station.

A phone call was then made to Donnybrook Garda Station who directed us to Irishtown

Garda Station, the station physically closest to the Aviva Stadium. Irishtown Garda Station

then direct us back to Pearse Street Garda Station. At this point the decision was made to

contact a local station and inquire if forms could be collected and sent to the correct station

when that correct station was established. Blank forms were collected from Rathfarnham

Garda Station, where we were advised to contact the office of the Chief Superintendent

during working hours on a weekday. This office had control over the division which approved

applications for both Grafton Street and the Aviva Stadium.

A final phone call was made to the correct office in Pearse Street Garda Station before the

blank permits were filled out and submitted. This phone call provided several highly

important pieces of information. We were informed that there was a 6 month waiting period

to secure approval to collect around the Aviva Stadium. This effectively ruled out the Aviva

Stadium as an option for the project. We enquired about the 3Arena but were advised

against this option. Grafton Street was suggested as a suitable venue with strong indications

of a successful approval. This phone call also informed the team that we could scan and

email the forms to Pearse Street rather than post. This was a big factor in saving time in the

process as approval can take up to 6 weeks.

At this stage of the project the decision was made by the group to abandon plans to collect

around the Aviva and instead apply for 3 permits to collect on Grafton Street for 3 separate

days, starting at 10:00 and finishing at 20:00. We specified 8 collectors in our applications.

The 3 separate dates provided sufficient contingency for weather, permit approval rejection

or other issues arising. Members of the team filled out the required forms as shown in the

Appendices. A vital and critical addition to the form was the inclusion of applicant’s phone

number on the forms. The forms don’t require a phone number but each member was

contacted by phone at some point during the approval process.

Almost immediately after sending the forms to Pearse Street we were contacted, by phone,

by the station telling us one of our dates was already taken. They kindly offered to change

the date on or form to Friday 3rd of April, Good Friday. We were so far removed from the

dates of the collection that we were still very flexible and the change had no negative effect

at this stage in the project. Providing our phone numbers clearly helped in the approval

process, allowing us to quickly rectify and clarify issues with An Garda Síochána. The Gardaí

contacted each applicant during the approval process and we were ultimately successful in

seeking approval for our permits, although our request for 8 collectors was reduced to 5.

The permits arrived to each applicant approximately 10 days before the scheduled events

and can be seen in the appendices.

viii. Lessons Learned

This process was critical to the overall outcome of the project and several very useful points

were learned.

Communicating with the ‘right’ person is critical to getting the correct information.

In our case we were initially led astray inadvertently by someone with partially

correct information. When we did get contact with the ‘right’ person they provided

us with hugely helpful information that was not freely available elsewhere, such as

scanning of documents rather than posting.

Putting phone numbers with every piece of correspondence is good practice, even

when not explicitly required. This was very evident when An Garda Síochána

contacted us by phone to verify our permit applications and rectify scheduling

issues.

Being flexible at early stages in the project is hugely critical. We were able to change

our application dates, and even venues, very easily because we remained flexible

and could easily adapt.

See appendix 1 for the garda permits application.

See appendix 2 for the garda permits

11. Easter theme

i. Why Easter is a great collection time

It is a time enjoyed by both children and grown up’s alike. The use of this time using the

existing Easter traditions can help in attracting more people towards donation. It was also

approaching in the middle of the term, so we felt this was the appropriate time for collecting

the money on the streets. As we came up with the plan of selling chocolates on the streets

the best time where we can get many people on the street was Easter. The bunnies also will

add into attract more people towards donating for the charity.

Since it is a holiday time, we were expecting many tourists to visit the place and there by

spreading the worthy cause of Temple Street Hospital to each corner wherever possible.

ii. Partnership with Lindt

In conversing with Temple Streets Fundraising Department we were brainstorming

numerous ideas of how we could be unique with our bucket collection. Given we organised

the permits for the Easter period we felt that an Easter theme would fit perfectly with our

charity project. We discussed selling chocolate and being dressed as Easter bunnies to

Angela McNulty the Fundraising organiser and she thought it was a great idea.

With the idea in place we had to decide what company to approach, what price were we

willing to pay and how long would it take for the chocolate to reach our base at the Smurfit

Business School?

When we discussed the idea in more detail in a face to face meeting with Angela McNulty

she mentioned that they have previously worked with Lindt Chocolatiers(Lindt, 2015) and

that they had a good relationship built up over time. We discussed the possibility of Lindt

donating Chocolate shaped bunnies if possible for our Easter theme. Luckily enough Lindt

every year sell chocolate shaped bunnies as part of their own Easter sales programme. By

the end of the week Lindt had donated for free 2,000 units of chocolate bunnies to help the

Temple Street University Children’s Hospital.

We cannot thank Lindt Chocolatiers enough and are very grateful for the close relationship

that had been previously built up over previous campaigns with Temple Street University

Children’s Hospital. This collaboration gave us our unique selling point that we were working

hard to figure out as Lindts Chocolatiers chocolates have brand recognition where the public

would buy anyway.

iii. Project adjustments to the theme

We decided to dress up like bunnies to gain the attraction of the people towards us. The

Easter baskets used to sell the chocolates also added up to this. We decided to decorate our

table with Easter balloons and Bunny balloons to draw attention to our table. The decision of

buying a real bunny costume was out ruled after checking the budget and the feasibility of

the decision. The team quickly had a meeting and checked the scope of including this in our

budget. Since this will exceed our budget we made a decision to stick on to only the bunny

ears.

The T-shirts were provided by the Temple Street Hospital to increase the visibility of our

team and to spread the awareness about the cause.

12. Aviva Stadium

When initially picking the date of the 29th of March for the permits for Grafton Street we

applied for the permit with the strategic thinking of targeting the key European soccer

qualifying game that was estimated to be a sell out at 55,00 capacity. We initially discussed

with the Gardaí the possibility of our charity project applying to collect at the stadium and

were informed that we would have had to apply up to six months in advance to gain access

to the stadium.

We decided to change our approach to collect on Grafton Street as we would still be able to

get visibility on the street and hopefully as it was a Sunday that the football fans would be in

the city center during the day before a 7:45pm kick off time.

When we were discussing with Temple Street closer to the date that we originally tried to

get access to the Aviva Stadium they informed us that they were in talks with the Aviva

Stadium from the year before and that they had agreed to collect inside the stadium. Since

Michael built up a strong relationship with Angela McNulty at Temple Street she kindly asked

Michael to be the Project leader for the day and oversee 22 volunteers. Of these 22

volunteers twelve would be associated with our charity project and ten would be volunteers

from the hospital itself.

Needless to say that by communicating with the charity quite honestly and building up a

good report had a direct impact for being trusted with such an event. The group learned

greatly from the occasion and it added extreme value to the group.

13. Communication with Temple Street

As you will see from the emails sent between C2 charity committee and Temple Street

University children’s hospital that a very strong relationship was built up over the course of

the semester which was the cornerstone of our success as the customer should always be

kept informed and on very good terms.

You will see from the emails that from the beginning with very formal emails we managed to

build up a very informal relationship by the end as we interacted quite regularly by email,

phone calls and four face to face meetings. By doing so we felt that opportunities and extra

resources were made available and more importantly we could tap into their knowledge of

how to carry out philanthropic work for a large charity.

VI. Daily sub-projects

1. Lindt partnership 27.03.2015

i. What happened

All materials such as buckets, chocolate rabbits

etc. were safely transported by car from Smurfit

to St. Stephens Green Shopping Centre. These

materials were then unloaded and moved to our

chosen location on Grafton Street. The map

below shows the exact location approximately

half way between the St Stephens Green end and

the Trinity College end. Our table was positioned

outside an unused shop front which meant we

were not impeding traffic and caused minimal

disruption.

Upon arrival on the street a major issue was

apparent immediately. The street was already

occupied by approximately 70-100 collectors

working to collect for the Irish Cancer Society.

The Friday we had selected to collect on was in

fact Daffodil Day. This day is the “biggest and

longest running fundraising day for the Irish

Cancer Society, Ireland’s national cancer charity”,

(Irish Cancer Society, 2015). We had

inadvertently scheduled our first day of collecting

on the 28th annual Daffodil Day. The street was

saturated with daffodil sellers and there was a

huge number of daffodil buyers. We felt this

could reduce the number of donations to our

cause, but we remained optimistic. One positive

note was the weather, although cold, it remained

dry.

Despite this huge setback we continued with our

plan and quickly set-up our table and split into

pairs and began collecting. Working in pairs was a

safety tactic and it also increases the visual

impact of the collectors, leading to higher

numbers of donations. Each collector had a

bucket and a basket filled with the chocolate rabbits. Members of the team had kindly

recruited friends to boost our collector numbers but we were still heavily outnumbered by

the Irish Cancer Society. We started this day with approximately 900 chocolate rabbits and

were advised to aim for a €1 donation per rabbit.

Our table

location

As part of the Easter theme of our collection days, we wore novelty

rabbit ears and filled the chocolate rabbits into brightly coloured

baskets. Our ‘uniform’ was complete with official Temple Street

Children’s Hospital t-shirts.

Overall, we were very visible on the street which was a key success

factor in receiving donations. As shown in the photo below, the Irish

Cancer Society followed a similar strategy of high visibility by

employing costumes and other eye-catching materials.

The ‘rivalry’ on the street between us and the Irish Cancer Society

was good natured and there were donations from each side to each

other. There was a small but consistent stream of donations from

the public but our efforts were clearly hampered by Daffodil Day.

ii. Volunteers

On that day we were seven volunteers, the four people from our team that stayed from

noon to seven pm plus three extra volunteers, two that stayed for five hours and one that

stayed for two hours.

iii. Amount raised

Many people donating commented how “we had picked a terrible day” to start our

collection. We received donations of various sizes, typically €1-€2, but €5 and €10 donations

were also made on a semi regular basis. Our single highest donation was €20. Overall we

raised approximately €704 on our first day of fundraising.

iv. Lessons learned

The first day of fundraising provided several key learning points. The day could be described

as a qualified success, in that we did raise over €700 but could potentially have raised more

if not for Daffodil Day.

Fully scout out dates for other large charity organisations before picking your event

dates

Being visible and friendly increases your donation rate. The ‘bunny ears’ were a key

tool in helping to achieve this.

Fully utilise all of the time allocated to the collection team, especially from 12:00 to

14:00, where the street experiences peak foot traffic.

Finding the ‘best’ places to work in pairs on the street can take time and can vary

based on where street entertainers or other charity collectors are working.

Don’t walk around when collecting, pick a small area and focus on it. Talking

between the collectors in a pair also seemed to help the donation rate at times.

Be patient with new ‘spots’ on the street. Donations may or may not come

immediately.

People were far more likely to donate if they saw other people donating. This meant

getting one initial donation could quickly turn into a stream of 4-5 donations.

All demographics donated at some point during the day but certain groups were

more likely to donate and donate larger amounts. ‘Older’ people were very

generous and were consistent in giving regular and relatively large donations.


i. What happened

Our second scheduled collection day on Grafton Street was on Sunday 29th of March. We

planned to execute the same strategy as on our first day but this time there would be no

competition from other charities. We arrived with our materials and once again encountered

a major issue immediately.

The weather on this Sunday was not suitable for outdoor collection. There was heavy rain

and low temperatures. This meant that people were not likely to stop and donate and we

would also risk getting very wet. There was also the issue of trying to ensure our materials

would stay dry during the day. After a brief group meeting we decided to adjust the plan for

this day. We opted not to use the chocolate rabbits, as there was significant risk that they

could become water damaged. This left us with a very basic bucket collection. We agreed to

try to collect for approximately 1 hour, before meeting again and discussing whether to

proceed or conserve our energy and materials for later events and dates.

We began our initial test period at approximately 11:00. The street was very quiet both due

to the inclement weather and being relatively early on a Sunday. We received very few euros

during this initial hour. The weather remained cold and there was intermittent but heavy

showers during this test hour. After the hour was over we reconvened to discuss our plan for

the remainder of the day. Our permits were

solely for Grafton Street so we were

restricted in our option to move location.

We opted to call off the planned street

collection at this point. We reasoned that we

would be better served staying dry and

conserving energy for the Aviva Stadium

collection later in the day.

Following this we packed up our materials

and moved back to campus and prepared for

our Aviva stadium collection. We purposely

chose 3 separate collection dates to avoid total dependency on the weather and it appeared

to be a good decision as we effectively ‘lost’ one day.

ii. Amount raised

We raised at most 15€ during the one hour

that we were on the street. This very low

amount of money was a good estimate of

how much we would raise by staying and with

the terrible conditions, we decided to cancel

the other hours of collection.

iii. Volunteers

We did not have any extra volunteers in that morning, we were supposed to have help from

extra volunteers in the afternoon and they were going to volunteer in the Aviva Stadium as

well. As the day did not go as planned, we advised them not to come on Grafton Street but

to meet us only for the collection at the Stadium later on.

iv. Lessons learned

Despite this collection day being extremely truncated there were still some key lessons

learned

Irish weather is unpredictable and outdoor events are extremely vulnerable to

failure due to weather. Multiple dates helps minimise impact and spread risk of

weather related issues.

Knowing when to call off events can be difficult. Taking time to evaluate the

situation and critically assess all the options is a key skill of project management and

we feel we made the right decision in this instance.

3. Aviva collection 29.03.2015

i. What happened

We first met our contacts at the Aviva

Stadium at 3.30 on the Sunday, March 29thas

they asked us to meet them early in order to

give us the wrist bands allowing us to enter

the stadium. We met the FAI Stadium Liaison

Conor Cullin at Lansdown Lane entrance, in

yellow on Figure 2 map.

We then waited for our extra volunteers,

plus the volunteers from Temple Street

University Children’s Hospital that were

supposed to meet us at 5pm at Lansdown

Lane entrance. We had the list of people

joining us and could verify their name before

giving us the wrist bands granting them

access into the Aviva stadium.

Once everyone had a sealed bucket, a t-shirt from Temple Street Hospital and the wrist

band, we all divided into teams of two people to start collecting. Some of us were also

collecting outside the arena before the game began. This allowed us to talk to people before

all the agitation began and people were very much willing to donate money to the charity.

We were located at the time in the green, purple and red areas on the Figure 2 map, just

around the stadium and not in the entrance lanes.

We had several areas where we were allowed to collect inside the stadium. The main one

was in the orange area on the Figure 3 map below that corresponds to where the food

quarters are located. This is also the place where people have to go through to access their

seats. In that sense, we were able to collect money by standing on the top of the stairs

providing access to that orange area. People could see us when they were climbing the stairs

and decide if they wanted to donate or not.

Figure 2: Aviva Stadium Outside Map

We were also granted access to the bar area on the upper floor, behind the glass panels. We

could see the game from there and collect at the

same time. The best times to collect were from

half-time till after the end of game as people

were regularly buying drinks or going smoking

outside and were willing to donate the change

that they had on them.

We finished collecting

around 10pm as most

people had already

exited the building. Some

of us were located at the

exit doors and could

collect money from there

while others stayed in

the common areas.

ii. Amount raised

As this specific collection was part of a campaign from Temple Street, we do not know the

exact amount of money collected. However, we can estimate it to close to 2,000€, which

would mean that we collected around 1,000€ between us and our volunteers.

iii. Volunteers

Temple Street was supposed to send ten people to collect in the arena but unfortunately

one person from Temple Street could not join us so our total number of people was nine

from Temple Street, the four of us group C2 and our eight extra volunteers totalizing 21

people collecting from 5pm to 10pm.

Figure 3: Aviva Stadium Inside Map

iv. Lessons learned

The first day of collection in an arena and a sports environment provided several key

learning points. The day could be described as a qualified success, in that we did raise a

decent amount of money but could potentially have raised more if not for several rookie

mistakes.

Being visible and friendly increases your donation rate. Big smiles and extensive eye

contact were key tools in helping to achieve this.

Fully utilise all of the time allocated to the collection team, before the game, at half

time and after the game, where the stadium experiences peak foot traffic.

Don’t walk around when collecting, pick a small area and focus on it.

Being in pairs was important regarding our safety as with the excitement from the

game and the occasional consumption of alcohol, people could tend to misbehave.

Talking to the people coming to see the game also seemed to help the donation

rate. Sentences such as “Would you like to help Temple Street Children’s Hospital?”

or “Would you like to help the hospital with some change?” worked really well to get

donations.

Be patient with new ‘spots’ on the stadium. Donations may or may not come

immediately. However, the choice of the locations is very important. Our mistake

was that we did not know the stadium and hence the best spots to collect on. Now

we know that outside the stadium, at the doors, at the top of the stairs and around

the bar are the best spots while the hallways are not.

People were far more likely to donate if they saw other people donating. This meant

getting one initial donation could quickly turn into a stream of 4-5 donations.

Targeting groups of people also helped in achieving that.

The people coming to see a soccer game were around 85% masculine population

and around 15% feminine. If we exclude children, the great majority of adults were

masculine. We witnesses that the male population tended to donate more money

than the female population at the soccer game.

We also witnessed that men tended to donate a lot more to female collectors than

to male collectors. Our mistake was to have a majority of male collectors in our team

when the female collectors collected approximately four times more money.


i. What happened

During the week before this day we made a further trip to Temple Street to collect more

chocolate rabbits. After this pick up we had a total of 1000 chocolate rabbits to use on our

final collection day. We had perfected our strategy and techniques for collecting before this

day and were able to begin collecting almost immediately after arriving at 10am. All of our

relevant materials, table, t-shirts, novelty ears etc. were set up at the same location as the

previous Friday.

One major and significant difference between this Friday and the previous Friday was the

absence of any competing charity. This meant we had complete and uninterrupted access to

all of the street. We positioned our pairs evenly along the length of the street, 1 on the top

near St Stephens Green, 1 at the table half-way up the street and the final pair at the bottom

of the street near Trinity College.

The frequency of donations was very high and people donated significant amounts. One

common trend that emerged as the day progressed was the success of the bunny ears in

attracting children and their parents. On countless occasions children would stop their

parents and donate to us in exchange for a chocolate rabbit. This further validated the

decision to use novelty bunny ears to attract attention and increase visibility. We

successfully applied many of the lessons learned on our previous collections, such as

increasing visibility and working in pairs.

Collection pairs went on periodic breaks but we aimed for maximum numbers around the

peak hours of 12-2pm. Overall this day was, fortunately, relatively uneventful with all efforts

being successfully converted into a good day of collecting. The day finished at approximately

8pm, all waste material was correctly disposed of and the remaining material and donations

were safely stored. We finished with a surplus of 200 chocolate rabbits, but this validated

our decision to acquire more rabbits earlier in the week.

ii. Amount raised

This was by far our most successful day of collecting. We

received several large donations, 2 as high as €50, and

countless other very generous donations. In total we received

approximately €1,509 in total on this day.

iii. Volunteers

The number of volunteers on this day was similar to the others. We began the day at 10am.

with the four group members and two extra volunteers who stayed until approximately 3

pm. This total of six was achieved again when 2 more volunteers

worked from approximately 4pm to 6pm. For the remaining two

hours it was just the four team members who collected.

iv. Lessons learned

Many of the lessons learned from the first day of collecting on

Grafton Street were repeated on this day. However there were still

some new knowledge that could be applied in future projects.

Appealing to children turned out to be a critical success factor

and accounted for a large amount of donations. This point is

also particularly relevant considering that Temple Street is a

charity dedicated to helping children.

The importance of being friendly and unobtrusive, while still

being visible cannot be overestimated.

Never underestimate the generosity and goodwill of people.

All ages and demographics were extremely generous and

friendly. We received donations from groups from Canada,

America, France, Spain, England and countless other groups.

The Irish people also lived up to their reputation for

generosity and willingness to give to charity with their

constant stream of donations.

VII. Marketing

1. Social Media: Facebook and Twitter

As part of our marketing strategy we used the social media to promote our event through

facebook(Facebook, 2015) and twitter(Twitter, 2015). Temple Street Hospital itself was

associated with these media and they also extended their support to us through these

Medias.

During the initial stage of the project itself we had setup a facebook page and twitter

account exclusively to use for the promotional purpose. These pages also had the link for

online donation through mycharity.ie. Our objective was to attract more people toward the

donation even if they are not able to do it on the event day.

We found the promotional

activities through these

Medias’ lacked a bit due to

the lack of publicity it

achieved. As some of our

group members were

Internationals the message

could not reach the levels

where we expected it to be.

People also found it difficult

to do online donation as

some of them are not used

to this kind of approach.

Due to this the facebook

page and twitter did not add

much value for our event.

For the success of an event like charity reaching out right people will make a very much big

difference to the whole marketing strategy. But since the project was for a short period of

time, we could not achieve it during this phase. Lack of network among the Irish public was

also a concern due to which we lacked in this technique.

As part of the Aviva stadium collection, temple street Hospital approached us to provide the

team picture for posting in the facebook and twitter for promoting the event from their part.

They have helped us to promote these events as they have a well established likeliness

among the people all over the world.

We feel there is a scope of improvement for our team in this area as there are a lot of scope

in this area which we can explore and could be used for the benefits for the Charity

Organistaion.

2. Promotion

i. Leaflets

In discussing leaflets and other physical promotional materials (banners etc..) we learned

from the initial event of our “Fun Run” that they can be very costly, which went against our

low cost strategy that we set out at the beginning of our bucket collection planning. Another

reason that the leaflets and other promotional materials weren’t pursued was due to our

charity group getting the permits on Grafton Street which has a high volume of people on a

daily basis and we felt that our efforts of promoting the event would prove to be a waste of

capital and would not achieve a good return on investment.

Also in relation to collecting at the Aviva stadium we had known that the Ireland versus

Poland soccer match was a sell out at 55,000 so there was no need to print flyers as we

knew that we would be exposed to the fans inside the stadium where we were

based so we were very confident that we could get maximum

exposure without adding any costs to our budget and

ultimately generating more capital for Temple Street Children’s

hospital.

ii. Word of mouth

For our project of collecting on the street, we felt that the word of mouth approach was the

optimal way to promote our events. Promotion for collection on Grafton Street was not

really necessary as thousands of people walk in the street every day. The risk of people not

showing up due to a lack of promotion was none. The same situation also occurs at the Aviva

Stadium where people do

not need us promoting

the event to come but

rather because of the

soccer game.

However, we used

extensive word of mouth

to get the help of extra

volunteers during the

collection days. By talking

to people, mostly our friends and classmates, about the charity, what they do, and what our

project is, people showed a high level of interest and a great willingness to help which lead

us to collect more money.

On Grafton Street and in the Aviva Stadium, we noticed that we used the word of mouth to

raise awareness about the work that Temple Street University Children’s Hospital does and

what the money collected is used for. With this in mind, we discovered that we needed to

communicate our message in a different way with respect to our audience. Indeed older

people were more interested in the reasons why we were doing this project while middle-

aged people were more interested about the charity and younger people were more

interested in sharing us their experience in hospitals (Temple Street or not) and how

charities helps in making their stay more comfortable (entertainment, internal events, gifts,

etc.). Word of mouth can take several forms but at the end it is just about communicating

with and listening to other people.

3. Online donation

When we originally were planning our charity project we felt that online donations would be

the corner stone of our efforts to raise a substantial amount of money for Temple Street

children’s hospital. We believed this to be true as smartphones are becoming more

prevalent in society and individuals would find it to be easier on the move to donate on

Grafton Street.

With our limited experience

in charity fundraising we

went about to set up an on-

line donation page through

mycharity.ie. The process

was quite quick and easy

and our optimism was

almost palpable thinking of

the possible donations. Then when we did our research we found an almost different picture

in relation to the hard facts of online donations. Yes, online donations are quick and easy

using but consumers are aware that there is a high probability that we haven’t spent a lot of

money on securing credit card transactions and that is a major issue with people these days

as data theft is more prolific now more than ever.

Also we were using the exact same forms for desktop and laptop visitors as they would have

on their mobile pages and this would definitely cost us conversions. We felt that we would

need to invest the time to create donor forms that are tailor made for the mobile user with

less text and smaller fill in forms that wouldimprove effectiveness. With this being said we

did not have the time to commit to this as we also had other assignments, projects and

literature reviews to do so we felt it wouldn’t be worth all the extra work. Especially as all

team members didn’t know how to do this approach and we would have had to outsource

which goes against our low cost strategy.

We also felt that even though we had a page set up on mycharity.ie that we should promote

through Temple Streets social media and with that charitable donations could be donated to

Temple Streets own website where they have their own donation infrastructure built up. We

feel that by being visible on Grafton Street and sending pictures of the day to Temple Streets

twitter to be re-tweeted we would bring a brand awareness and that potentially would have

a positive return for online donations through their website.

4. Text Line

Text lines are an interesting marketing avenue in which we looked into to provide additional

funding. We decided to look into setting up a text line ourselves but then we learned that

Temple Street had set up their own text line previously. With this information in mind we

decided to approach Angela McNulty the Special Events Manager at Temple Street about the

idea.

What we learned from Angela McNulty came as a surprise as she informed us that text lines

can add a serious cost onto the project. She also informed us

that a team had recently used a text line and in over a month

only raised €20 which ended up costing more than they raised.

By trusting an experienced veteran of the industry we decided to

halt any further progress of the idea as it would be a large risk

and if it failed would be detrimental to our low cost strategy.

We felt that even though we believed that this approach could

add overall value to our charity efforts that we had to focus on

an event manager with a very experienced background and we

like to think that she was correct in her analysis as it did help

maintain our low cost strategy. We felt that the text line phase

moved very quickly as all donations now on phones are through

the internet on a smartphone.

“Re Text Lines, they are really hit and miss. We do not have one

that is currently active and they tend to be expensive: and in some case don’t take off at all.”

Angela McNulty

5. Lessons learned

There were numerous lessons we learned trying to promote this charity project which will

give us a greater understanding of how the market works especially when it comes to

philanthropic work. Promotional techniques that we considered that would be applicable in

the business world were not applicable in the non for profit sector.

One of the first lessons that we learned throughout the process was how expensive banners

and flyers can add up to be. Admittedly this research was originally carried out in relation to

our “fun run” that did not come to fruition but it did have a lasting impression on the group

as we developed our strategy of low cost straight after the analysis. It was one of the most

important lessons as we focused less on promotional material and more on showcasing our

visibility on the street and at the Aviva Stadium.

Another lesson that we came across was learning about the text line and it’s very

unpredictable results and costly installation that convinced us that there wouldn’t be a good

return on our initial investment. When Angela McNulty informed us about the previous

efforts that were not successful then it made up our mind clearly. As project managers we

have the moral obligation to end an approach if we have any doubt or if there is a

reasonable risk.

Through researching for our social media presence to help promote the charity there were

some very interesting developments that were not foreseen at the beginning of the project.

We had set up our own Facebook and Twitter pages but once we witnessed other charity

projects that weren’t getting much traction through their efforts we as a group felt we

should discuss it with Angela McNulty at Temple Street. We learned that we should attach

ourselves onto an already established social media presence and send pictures to twitter so

that Temple Street could retweet our efforts and promote us.

We also felt that our mycharity.ie set up was a good idea originally but sadly we were using

the exact same forms for desktop and laptop visitors as they would have on their mobile

pages and this would definitely cost us conversions. We felt that we would need to invest

the time to create donor forms that are tailor made for the mobile user with less text and

smaller fill in forms that would improve effectiveness. We would also have had to outsource

which goes against our low cost strategy.

With all the lessons learned we feel that we as a group have improved so much from this

experience. The greatest marketing lesson we felt that we have learned would be that if you

have a very limited time to promote a fully organized event then you really should use the

charities own promotional outlets that already have a strong following and normally a strong

emotional connection with the charity.

VIII. Lessons learned during this charity project

In doing this charity project we were faced with numerous challenges that we had not been

exposed to in our previous work or educational backgrounds. None of our team members

had done charity project work before so we had no knowledge in how to approach an event.

Here are some of the lessons that we learned throughout the charity project:

1. We as a group learned quite early on that our original plan had too many overheads,

was too closely dependant on dry weather which in Ireland is highly unlikely and was

a major risk and overall the risks were completely dominant in comparison to the

financial rewards for the charity.

2. We also realised from our original plan that the charity project wasn’t feasible so we

made the strong decision as project managers to terminate the project and start

from scratch on a more feasible approach.

3. A key lesson we learned involved scaling back the project and focusing on a low cost

strategy with an approach with a proven track record like a bucket collection in a

populated area. We decided to target Grafton Street and the Aviva Stadium

4. Another key lesson we learned was that alluring potential donator’s to an event is

incredibly difficult without an emotional pull so that by targeting a populated area

saved us money on promoting the collection.

5. We also learned that by applying for permits for three dates that we limited the

potential damage that the weather could inflict on the raising efforts which proved

quite successful.

6. When applying for the permits we also named out the three dates we were looking

to collect, when one of the dates were not available we learned to be flexible and

adjust one of the dates so that we could still maintain the three dates and were

cooperative with the Gardaí.

7. We also learned to stay in regular contact with your charity as by building up a

strong relationship with the charity we were put in contact with event management

specialists and other valuable contacts that proved to be vital for us as it added so

much value to our approach and of course the project.

8. We also learned by teaming up with Lindt chocolatiers that by giving donators a

chocolate in return for money was a great way to build up a report with the public as

this appealed to children and families and psychologically made the public feel that

they were getting a “reward” by donating.

IX. Recommendations for next years’ class

Where to begin? This charity project really stretches you and gets you out of your comfort

zone by trying to deal with so many different stakeholders that aren’t overly concerned with

a charity project or donating to your cause. With that being said we felt that as a group that

the best way to approach the charity project is to try not to reinvent the wheel and come up

with a lavish ceremony that will be hosted by a celebrity as you will fail miserably on a

charity style budget. We felt that if you work on a tried and trusted method in a very

populated area and add your own unique selling points or themes then you will be able to

manage the project and deal with any issues that may arise as they won’t be very damaging

to the project and usually can be easily managed.

We felt that having the initial plan was important but we actually changed our plan two

weeks into the approach as we felt that the project wasn’t feasible and we decided to

terminate the project early to save our time and finances. We decided to focus on a low cost

strategy and scaled back to do a bucket collection which I recommend highly. The biggest

advice is to be flexible in your approach, if potential possibilities arise don’t be scared to

deviate from the initial plan and investigate them.

We also recommend that you stay in regular contact with your charity as by building up a

strong relationship with the charity as by doing so we were put in contact with event

management specialists and other valuable contacts that proved to be vital for us as it added

so much value to our approach and of course the project.

In choosing the charity I personally think you can be quite strategic. By choosing a larger

charity you can avail of their extra resources that the smaller charities can’t provide. With

that being said your money raised will have a bigger impact in a smaller charity so that is a

moral issue you must face.

If you’re bucket collecting on Grafton Street we recommend that you apply for permits at

least 6 weeks out from the collection date. We actually rang the Garda station and asked

them as many questions as possible in relation to collecting at the Three Arena and Aviva

Stadium.

Be strategic in pinpointing your event as well. Will there be a concert, football or soccer

match that will generate a large populated area for you to take advantage of.

X. References

Atkin, B. & Borgbran, J., 2009. Performance Improvement in Construction Management (Spn

Research). 1 ed. s.l.:Routledge.

Dublinked - Sharing Data, Information and Ideas, 2015. Pedestrian footfall index in Dublin

city centre. [Online]

Available at: http://dublinked.com/datas

Facebook, 2015. [Online]

Available at: www.facebook.com

Irish Cancer Society, 2015. About Daffodil Day. [Online]

Available at: http://www.cancer.ie/get-involved/fundraise/major-fundraising-

drives/daffodil-day/about-daffodil-day#sthash.DQurIAr1.5gqqbMrL.dpbs

Lindt, 2015. Home. [Online]

Available at: http://www.lindt.com/

Mind Tools, n.d. Stakeholder Analysis. [Online]

Available at: http://www.mindtools.com/pages/article/newPPM_07.htm

Mind Tools, n.d. Gantt Charts. [Online]

Available at: http://www.mindtools.com/pages/article/newPPM_03.htm

Mind Tools, n.d. SWOT Analysis. [Online]

Available at: http://www.mindtools.com/pages/article/newTMC_05.htm

Mitchell, R., Agle, B. & Wood, D., 1997. Toward a Theory of Stakeholder Identification and

Salience: Defining the Principle of Who and What Really Counts. The Academy of

Management Review, 22(4), pp. 853-886.

Project Managers.net, 2013. What is a Risk Matrix?. [Online]

Available at: http://network.projectmanagers.net/profiles/blogs/what-is-a-risk-matrix

Ronald McDonald House Charities Ireland , 2015. Home. [Online]

Available at: http://www.rmhc.ie/

Temple Street Foundation, 2015. Home. [Online]

Available at: http://www.templestreet.ie/

Temple Street University Children’s Hospital, 2015. Home. [Online]

Available at: http://www.cuh.ie/

Twitter, 2015. [Online]

Available at: www.twitter.com

XI. Appendices

1. Permits application forms

i. Permit Application 27.03.2015

ii. Permit Application 28.03.2015 (changed to 29.03.2015)

iii. Permit Application 04.04.2015 (changed to 03.04.2015)

2. Permits

i. Permit 27.03.2015

ii. Permit 29.03.2015

iii. Permit 03.04.2015

3. Receipts of money handed in to Temple Street

These receipts only account for the notes handed in as it takes more time for the

charity to count the coins.

These receipts are for the two dates of collection on Grafton Street, namely on the

27.03.2015 and 03.04.2015. We included the little money raised on the 29.03.2015

with the one on the 27.03.2015.

The money collected in the Aviva Stadium is not included here as it was part of a

distinct campaign from the Easter campaign.

4. Timeline table

Task Start Date Duration End Date

Signing Off 2015-01-20 97 2015-04-27

Handing over the money 2015-04-15 1 2015-04-16

Getting the feedback 2015-04-27 1 2015-04-27

Writing and handing in the Report 2015-03-23 34 2015-04-27

Feasibility Analysis 2015-02-02 6 2015-02-07

Studying the scope 2015-02-02 2 2015-02-04

Requirement analysis 2015-02-04 2 2015-02-06

Assessment of Challenges 2015-02-04 2 2015-02-06

Assessment the scope compared to previous 2015-02-06 2 2015-02-07

Stakeholder Communication 2015-02-09 5 2015-02-14

Meeting with Templestreet on current plan 2015-02-09 2 2015-02-11

Understanding their interests and plans 2015-02-11 2 2015-02-13

Study about the laws/policies 2015-02-14 1 2015-02-15

Permits 2015-02-16 5 2015-02-20

Deciding on the venue 2015-02-16 1 2015-02-17

Deciding on the days 2015-02-16 2 2015-02-18

Decide upon the volunteers required 2015-02-18 1 2015-02-19

Application for the Permits 2015-02-19 1 2015-02-20

Promotions 2015-02-23 39 2015-04-03

Use of social media 2015-02-23 39 2015-04-03

Use of the posters and word of mouth 2015-02-27 8 2015-04-03

Budget Analysis 2015-02-23 5 2015-02-28

Preparing the cost breakdown structure 2015-02-23 3 2015-02-26

Calculating the profits 2015-02-26 2 2015-02-28

Event Planning 2015-03-02 12 2015-03-14

Planning the strategies 2015-03-02 12 2015-03-14

Organisisng the Volunteers 2015-03-09 3 2015-03-09

Risk Analysis 2015-03-02 12 2015-03-14

Event Day 2015-03-27 8 2015-04-03

Setup 2015-03-27 8 2015-04-03

Decoration 2015-03-27 8 2015-04-03

Managing the money 2015-03-27 8 2015-04-03

group c2 - charity report - winter 2015 ft bmgt 43880

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