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072210 project charter
 

072210 project charter

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    072210 project charter 072210 project charter Document Transcript

    • Project Charter for Prepared by Peter Lloyd Johnson Marlboro College Graduate Center Capstone Project August 7, 2010
    • Marlboro Graduate Center Capstone Charter Peter Lloyd Johnson Table of Contents Table of Contents.............................................................................................................. 2 1. Business Requirements .............................................................................................. 3 1.1. Background.......................................................................................................... 3 1.2. Business Opportunity........................................................................................... 3 1.3. Business Objectives and Success Criteria .......................................................... 4 1.4. Customer or Market Needs.................................................................................. 4 1.5. Business Risks .................................................................................................... 5 2. Vision of the Solution .................................................................................................. 5 2.1. Major Features..................................................................................................... 5 2.2. Assumptions and Dependencies ......................................................................... 6 3. Scope and Limitations................................................................................................. 6 3.1. Scope of Initial Release ....................................................................................... 7 3.2. Limitations and Exclusions .................................................................................. 7 4. Business Context ........................................................................................................ 7 4.1. Stakeholder Profiles............................................................................................. 8 4.2. Project Priorities................................................................................................... 8 4.3. Operating Environment ........................................................................................ 9 5. Approval ...................................................................................................................... 9 Page 2 of 9 7/23/10
    • Marlboro Graduate Center Capstone Charter Peter Lloyd Johnson 1. Business Requirements 1.1. Background The Vermont Partnership for Fairness and Diversity was incorporated in 1995 as a nonprofit, nonpartisan, research, educational and advocacy organization dedicated to building inclusive and equitable communities. VPF&D’s services today are divided into two categories: 1) Individual advocacy programs, which include parental advocacy and discrimination advocacy services; and policy advocacy services, which address racial profiling, school- based harassment, the elimination of minority health disparities, and immigrant rights. 2) Education services, which include harassment compliance training, minority youth leadership training, coaching and facilitation services, multicultural education services, bias reduction training and minority scholarship search. VPF&D’s involvement in local race relation issues has created proponents who view the organization as an important advocate for community equality and detractors who are suspicious of change and who view VPF&D as a confrontational organization in pursuit of a racial agenda. Organizational growth will be limited if VPF&D remains rooted in Windham county, serving the specific needs of individuals. The Vermont Partnership has identified the following goals as key to sustaining growth:  It must define itself and its mission in terms that will allow it to grow beyond individual advocacy programs in Windham County;  It must broaden its educational services in order to attract greater financial resources;  It must expand its development staff to access government and foundation grants;  It must create educational materials that will fulfill its educational mandate;  Finally, it must communicate these capabilities in a manner that is consistent and compelling. 1.2. Business Opportunity Vermont today is largely homogeneous in terms of demographic composition. But this fact is undergoing change. The state’s minority population is growing rapidly, which is creating social challenges for communities, schools, business and local government. Leaders in these organizations are discovering that fairness and inclusiveness are admirable goals, but are also challenging when applied to everyday affairs. Conflicts arise between races and other non- traditional lifestyles. Prejudice and discrimination is alleged and communities become polarized. Page 3 of 9 7/23/10
    • Marlboro Graduate Center Capstone Charter Peter Lloyd Johnson Our community, indeed our entire state needs an unbiased, educational resource that schools, communities and businesses can look to for diversity training, racial conflict resolution and personal advocacy techniques. VPF&D understands both sides of the diversity equation. It respects Vermont’s historical demography, and seeks to fill an educational void that will create citizen leaders, inform policymakers, and train educators, business and community leaders. VPF&D is the only secular, Vermont organization working statewide to build fair and welcoming communities. The organization’s current Executive Director is recognized as a leading civil rights expert. The organization is acknowledged as an effective resource that people can turn to for assistance, support and advocacy. 1.3. Business Objectives and Success Criteria 1. Increase in annual revenue from $250,000 to $ 500,000 over the next five (5) years. 2. Increase the number of leadership donors of $1,000 and above from 5 today to 25 in three years. 3. Acquire new software to build a segmented database of legislative, educational, municipal and faith community leaders. 4. Refresh the design of the website to better reflect the mission of the organization. Expand content for improved organic search ranking; improve page optimization, improve linking to other relevant civic engagement organizations; leverage social media tools to extend the reach of the organization’s message. 5. Launch a quarterly e-newsletter campaign with program updates, educational seminar schedules and speaking engagements. 6. Increase the size of the governing board from seven to twelve members 7. Increase the number of antidiscrimination bills that get passed by the legislature. 8. Increase the number of key staff positions and pay them a livable wage. 9. Write and implement a communications plan that will use online social media tools and an improved website to extend the reach of the VPF&D brand. 1.4. Customer or Market Needs 1. Federal and state law requires that municipal leaders, educators, educational administrators, state legislators, business leaders, and faith-based communities provide equal access to housing, employment, and education. Educational resources and training tools that address conflicts, teach leadership and council fairness are mandatory for multiracial, non-traditional populations. Page 4 of 9 7/23/10
    • Marlboro Graduate Center Capstone Charter Peter Lloyd Johnson 2. Online access to educational resources and training tools extends the reach of the Vermont Partnership. Expanded social media builds a broader community and brings the organization’s expertise to populations that have been underserved. This also improves development opportunities, which contributes to financial sustainability. 1.5. Business Risks VPF&D seeks to leverage an improved website and social media to broaden the scope of its activities to include all of Vermont. In doing so, the organization must be prepared to meet unforeseen demand for services. It must have the personnel and financial resources to follow through on its mandate. A major online and social media initiative will require dedicated human resources to edit content, initiative e-mail outreach and interact with Facebook forums. The proposed online tools will require “ownership” by someone who is empowered to speak for the organization. VPF&D must find volunteer support to maintain the online initiatives, or it must hire personnel. 2. Vision of the Solution An improved online presence will quickly and efficiently bring the expertise of Vermont Partnership for Fairness and Diversity to a new, broader audience. The website will include testimonial from community leaders, educators, law enforcement personnel, state legislators and communities of faith. It will provide unrestricted access to tools the will build community. It will provide opportunities for financial growth by introducing functionality for secured donations. Social media tools will promote open discussion of diversity and fairness issues faced by all Vermonters. Open and frank discussions of issues stemming from racial intolerance may diffuse situations that could lead to much larger community problems. 2.1. Major Features The list of deliverables will include: 1. New (refreshed) website using Joomla content management: The current website does not speak clearly to the organization’s target audiences, nor does it reflect the professionalism and experience of personnel associated with the organization. 2. Email marketing template: A standard template will be created that is consistent with the website’s creative theme. Research will be conducted into possible database targets and email delivery systems. A standardized landing page will be developed. 3. Search engine optimization: Content needs to be optimized in order to improve organic search results. Keyword research and recommendations will be completed for editing existing site content. Link building to other sites. 4. Social media: A limited social media plan involving Facebook will be developed to generate “fans” and extend the community served by VPFD. Page 5 of 9 7/23/10
    • Marlboro Graduate Center Capstone Charter Peter Lloyd Johnson 5. General communications plan – The organization must execute a discipline annual plan to build statewide awareness. 2.2. Assumptions and Dependencies 1. The Capstone assumes that VPF&D is willing to expand outside of its current footprint and move to new regions of the state. It assumes that funding will remain available and that new donors will be found who will support the organization through direct donation or by support grant and foundation programs. 2. My assumption is that the current Executive Director will remain with the organization and that personnel will be added to handle whatever increase in workload results from a broader geographic footprint. 3. The Capstone assumes that VPF&D will remain committed to maintaining/upgrading content on its website. It will also remain committed to outreach social media tools such as email marketing and Facebook to engage its core audience. 4. The Capstone assumes continued support of volunteers from the Marlboro Graduate School (developers) and Communicators Group (art director and copywriter) through their donation of time and talent. 3. Scope and Limitations The following will define the project scope: 1. Web Site Improvements: The current website utilizes a Joomla platform for content management. It must be upgraded to 1.5.18. Code snippet for Google Analytics must be added. The overall design of the site needs improvement to better reflect the organization’s mission and the tools it can make available to constituents. It must remove the login for access to information. It needs to be managed weekly to keep content up-to-date and it must be optimized for keywords and phrases to improve organic search ranking. 2. E-newsletter design and delivery system: An e-newsletter template will be designed for consistency with the website. An email delivery system will be selected, which can handle multiple mailing lists and which can provide campaign metrics. 3. Social Media Communications Plan: A communications plan incorporating social media components such as Facebook, YouTube, Twitter, Flickr and RSS feeds will be prepared. The plan will be a collection of ideas and suggestions on how social media will work with the refreshed website. Page 6 of 9 7/23/10
    • Marlboro Graduate Center Capstone Charter Peter Lloyd Johnson 3.1. Scope of Initial Release The stakeholder has set October 1 as a “go live” date with the new website. I need to provide a functioning home page and secondary navigation. Expanded content for “Voices of Strength” and the “Donate” functionality can be added when the featured individuals are photographed and when agreement is reached on a “Donations” module. Content from the current site will be loaded onto the new site. Social media tools must be functioning by September 1. 3.2. Limitations and Exclusions Web content: I will arrange for limited copywriting for the home page and key introductions and transitions. The project will NOT research/write/edit web content. That information must be provided by VPF&D. Target Audience/database research service: We will NOT research the names and contact details target audience segments. 4. Business Context Informal research has identified the following external strength, weaknesses, opportunities and threats on behalf of Vermont Partnership for Fairness and Diversity: Strength: 1. VPF&D is acknowledged as an effective resource that people can turn to for assistance, support and advocacy. 2. The Executive Director is recognized as a leading civil rights expert and advocate in Vermont. 3. VPF&D is the only secular, Vermont organization working statewide to build fair and welcoming communities. Weaknesses: 1. VPF&D is regarded by some as a confrontational organization pursuing a racial agenda. 2. The current website does nothing to define the organization or the audience it serves. ON judgment, it does little to build community. Tools are accessible only through a login feature. 3. The current Executive Director is seen by many as the only face of VPF&D, which results in VPF&D’s mission being mistaken for a personal crusade. Supporting “Voices of Strength” must be added to demonstrate the organization’s past successes. Opportunities: Page 7 of 9 7/23/10
    • Marlboro Graduate Center Capstone Charter Peter Lloyd Johnson 1. Shifting state demographics create a higher awareness of the need for fair and welcoming communities. 2. Social media provides a low cost solution to building community throughout the state. 3. Email marketing gives the organization an effective tool for immediate and regular outreach. Messages can be sent in response to breaking news. Threats: 1. The organization may need to rely on volunteer help to maintain the website. Staff turnover may impact keeping the website current. 2. The website and associated social media tools may detract attention from the important work of creating fair and open communities. The campaign may become an end in itself. 4.1. Stakeholder Profiles Stakeholder Major Value Attitudes Major Interests Constraints VPF&D Staff Improved Improved sense Extending the 1. Personnel work that the organization’s reach; 2. Expertise efficiency organization is creating citizen through the reaching a broader leaders who can use of more audience with advocate for effective tools important tools. themselves and who can train others in personal advocacy. Educators Greater Diversity is a A fair and equitable 1. Awareness of understanding challenging topic learning environment. VPF&D of how to that requires Staff who feel a 2. Willingness to address careful handling. sense of implement issues of Experience is empowerment on programs of diversity required when how to address change. confronted by issues of diversity. charges of unequal treatment Business Better Unaware of the Profitability and 1. Awareness of owners understanding issue of white productivity. VPF&D of how privilege and how Maintain a effective 2. Willingness to diversity that conflicts with workforce that implement should be building a fair and respects their programs of handled in a welcoming work employer change. business environment setting 4.2. Project Priorities This information is detailed in section 3.1 above. Page 8 of 9 7/23/10
    • Marlboro Graduate Center Capstone Charter Peter Lloyd Johnson 4.3. Operating Environment The communications materials will be targeted for use by legislators, business leaders, education administrators and educators throughout Vermont. We expect that SEO will result in even broader, national coverage for the Vermont Partnership for Fairness and Diversity. 5. Approval _________________________________ _____________________________ Sponsor Date Project Manager Date Page 9 of 9 7/23/10