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: 14200586@ucdconnect.ie
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:
Lauranne.moniez@gmail.com
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:
robert.normile@ucdconnect.ie
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:
michaelmcmahon05@gmail.com
No experience in managing
projects for a charity

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 & Hospital
Redevelopment
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
probability
# 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
1
st
Collection on Grafton Street 27.03.2015 27.03.2015
Deliverables 2
nd
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
3
rd
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
LegitimacyPower
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
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
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
probability

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
PeopleenteringGraftonStreet
Time
Footfall on various entrances to Grafton Street (29/03/13)
Entrance Name: Grafton St at Card
Gallery
Entrance Name: Grafton St at M&S
Entrance Name: Grafton St at Korkys
0
500
1000
1500
2000
2500
3000
3500
4000
4500
5000
PeopleenteringGraftonStreet
Time
Footfall on various entrances to Grafton Street (05/04/13)
Entrance Name: Grafton St at Card
Gallery
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 29th
as
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.

Group C2 - Charity Report - Winter 2015 FT BMGT 43880

Group C2 - Charity Report - Winter 2015 FT BMGT 43880

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