Edit this essay
only $12.90/page

Children’s Miracle Network Essay Sample

Children’s Miracle Network Pages
Pages: Word count: Rewriting Possibility: % ()

The purpose of this paper is to introduce a project proposal. I will first begin identifying the project followed by the key elements that will be included in the project proposal. First, I will state the type of project and identify the business problem it will solve. Second, I will introduce three major deliverables of the project. Third, I will assess the impact of not doing the project as well as three major risks of doing it. Fourth, I will assign measurement criteria for each deliverable that will be used in the project. And last, I will give estimates regarding the cost and timeline involved with the project. Project Identification

The project that I have chosen is a fundraiser for the Children’s Miracle Network in Georgia. For many years the Children’s Miracle Network has used the concept of a torch relay to get persons both inside and outside the medical field to help raise awareness, funds, and resources for the Children’s Miracle Network. The relay design for the Atlanta market will involve 3 days which will be convened over a weekend period and will include an opening ceremony, significant break points each day, an ending ceremony each day, and a final closing ceremony that will conclude the torch relay. The relay will take place in the fall month of October over the third weekend. These dates are chosen impart because this weekend on record tends to be the driest of the year. (Average Temperatures For Atlanta, 2011)

The financial objective of the torch relay will be to raise funds for the Atlanta Children’s Miracle Network. The funds raised through this venture will go toward research as well as enhance the services that children receive locally. Project Deliverables

In order to answer this section, I will first start with defining project deliverables. When beginning the initial stages of a project, goals need to be defined. Once the goals are determined then the overall scope of the project can begin to form. It is impossible to define your deliverables if the project manager doesn’t know what the stakeholders, end users, or the client wants. (Scheid, 2010) Once the goals of a project have clearly been defined then the process or procedures will be outlined and the project deliverables will be defined. Deliverables should also be prioritized based on project elements and include realistic timelines based on definition and importance. (Scheid, 2010) To determine project deliverables the project manager must first look at the project in terms of what is the purpose of the project? What are the various levels that will need approval during the project? Is the overall goal tangible or intangible? Will the project require many levels of work prior to completion? Skipping the process of defining goals to discover your project management deliverables can result in project chaos or failure. (Scheid, 2010) With all this in mind, the deliverables for the torch relay project are shown in Table 1. Table 1Children’s Miracle Network Torch Relay Deliverables Deliverables

Funds Raised in Specified Amount
Organizational Statement Declaration
Database of All Entities Involved in Project
With all this in mind, the first question to answer regarding the torch relay for the Children’s Miracle Network is to ask what the purpose of the project is. The main purpose of the torch relay is to raise funds for research and enhance services. So the main tangible deliverable goal is to raise $2,250,000 or a semblance of an overall profit in Georgia. Once a deliverable is established, the project manager will then divide areas that need to be defined and focused upon. These are known sub deliverables. A sub deliverable under profit will be specific plans of action for how, when, and where the profit will be made from the torch relay. An additional sub deliverable will be created by the fundraising department of the torch relay in order to establish ongoing relations with all those who wish to donate to the cause after the torch relay has concluded for this particular year.

The second deliverable of the torch relay will be in coordination with marketing to achieve sharing the overall statement of the organization. (Fundraising, 2012) The statement “with your help we will continue to make miracles happen” basically shares the deliverable that the Children’s Miracle Network is working toward, “making miracles happen”. (About The Torch Relay, 2012) Getting the word out or creating images that become synonymous with the Children’s Miracle Network will be delivered via organized statements, declarations, and visual concepts throughout the marketing and public relations campaign. Sub deliverables will be organized according to media outlets locally. The US Census Bureau estimate for the population of the State of Georgia for 2011 was over 9 million persons living in the state. (State and County Quick Facts, 2012) Each media outlet will have the means of finalizing reports to show the effectiveness of all efforts. All effort toward marketing and sharing the overall message of the Children’s Miracle Network is an important deliverable to the overall structure of the organization.

The third deliverable of the torch relay event will be to have an organized database of all entities involved in the execution of the project. The importance of this list is immeasurable. The list will be used to maintain and develop ongoing relations with all entities regarding endeavors with which the Children’s Miracle Network chooses to indulge. In addition to maintaining relations, the database will help to establish future relations as well. Sub deliverables will be created that will focus on development, finance, marketing and public relations, contractor relations, production, volunteer management, and human resources. Impact of Not Doing Project

The obvious impact of not doing the torch relay project in the State of Georgia will be to miss out on the opportunity to raise needed funds for children’s healthcare programs in the state. By not organizing the torch relay each year the Children’s Miracle Network would lose out on the successful way in which they demonstrate the value and impact of their programs to various persons in need and organizations across the State of Georgia. The overall message of the Children’s Miracle Network holds the potential of sharing its message with 9 million persons living in the state of Georgia. If only 1% of the persons living in the State of Georgia respond to marketing efforts with a donation of a $5, a potential $450,000 could be raised for the three day event. This is 20% of the overall goal for the 3 day event.

After years of executing and organizing the torch relay in the State of Georgia choosing to not execute the fundraiser will have a significant impact on the Children’s Miracle Network’s financial resources. The probability that the Children’s Miracle Network would have to scramble to raise needed funds regarding the programs that it supports would be a reality within the first year of not doing the relay. This would mean that persons and organizations that depend upon these resources would have to find support elsewhere in a short period of time. This would include 5 major children’s hospitals in the State of Georgia whose budgets have benefitted up to $400,000 per year from the torch relay event. (About The Torch Relay, 2012)

In addition to the financial benefits to children’s care in the State of Georgia, the aspect of social momentum and awareness that the torch relay brings regarding the resources and services available to those in need would be limited or possibly eliminated from certain, if not most, communities. The momentum that is gained from such an emotional event often allows a development department to build upon the sensitivity to the overall cause. This momentum helps to raise additional funds for the organization both during and after the event.

And last, it is very important to maintain stakeholder support within and throughout the relations of an organization. Stakeholder dissatisfaction can greatly affect an organization and its overall goal. I will discuss this further in the next section under the organization’s reputation. But those who are affected by not participating in the torch relay would be the project manager, project teams developed, sponsors, beneficiaries of services, and the company as a whole. Canceling the torch relay for the Children’s Miracle Network could very well loose stakeholder support for the organization in general. In such financially difficult times most non profits cannot afford such a loss. Major Risks Associated

In my opinion the most apparent risk associated with organizing such a large and involved event is the financial risks taken by the organization. Events and projects require a large amount of funding. If events are not administered with care, this may affect the amount of financial support that may be received. (Special Events, 2012) If the overall amount of funds is not received due to lack of participants, partnerships, or sponsorship then the overall goal of the torch relay may not be met and all who are to be recipients of the collected funds will not receive the perceived funding from the project.

Second, a torch relay project will require the Children’s Miracle Network to be sensitive to issues of liability on many levels. I will share a few examples of these issues. First is the risk of injury to employees, volunteers, persons who attend the events, and so on who may become injured during the event. (Special Events, 2012) There are several other forms of injury that do not include bodily harm but involve the processes of the event such as contractual demise and workers compensation. The average event coverage includes bodily injury, personal and advertising injury, product completion, property damage, and medical. (Special Events, 2012) When organizing a project such as a torch relay the average costs of insurance will depend upon the overall package put together but the minimum coverage should include $1 million liability coverage which tends to be $1 for a $100 of exposure. In addition to liability insurance, because the event will be held outdoors the organization should purchase the additional coverage of weather interruptions. This type of insurance is known as “business interruption insurance.” (Special Events, 2012) Business interruption insurance tends to cover rain, snowstorms, strikes, earthquakes and other catastrophes. (Special Events, 2012)

And last, reputation risks exist when organizing a large project such as a torch relay. Each stakeholder holds great expectations for the overall goal to be met and hopefully exceeded upon. The Children’s Miracle Network’s effort to organize such a large project in times of economic strain, to both corporate entities as well as individuals in society, takes great risk in organizing the torch relay. If the overall goal is not met then Children’s Miracle Network may find itself in debt and the organization’s reputation can be damaged. Many organizations consider their greatest asset to be their good name or reputation and this is especially true in knowledge based organizations such as professional service firms and the medical industry. (Harrison, 2012) The main benefits of a good reputation are described in Table 2.

Table 2Benefits of Good Reputation
* Customer preference in doing business with you when other companies’ products and services are available at a similar cost and quality * Your organization holds value in the financial marketplace * Hold Stakeholder support for your organization in times of controversy

(Harrison, 2012)
The concept of reputation is intangible but research has shown that an organization’s reputation can increase the organization’s worth and give a competitive advantage. In conclusion, the risk of not achieving the overall goals of the torch relay project can have lasting effects on the Children’s Miracle Network’s reputation and may lose stakeholder support. Deliverables Criteria Measurement

In general the deliverables chosen for the torch relay are visible, capable of being tested, and will be useful as the Children’s Miracle Network strives toward further projects in the future. Each deliverable has the ability to be tracked in time and viewed at each phase of the project in order to determine costs incurred. It is important to have the ability to create phases or milestones in a project in order to help to determine if the project is on track and within the planned budget. (Scheid, 2010) If there are discrepancies then they should be investigated and remedies found quickly so as to not delay any phase of the project. And last, meeting the milestones set within the overall plan helps to create motivation of all stakeholders to continue the great work on the project.

As was stated previously, the key criteria regarding the financial deliverable for the torch relay is to reach $2,250,000 profit from the event. One of the most effective means to recognizing and realizing this target is by creating milestones along the efforts of raising this amount. Creating milestones at particular time spans along the 15 month project endeavor will help the Children’s Miracle Network know if their financial expectations are on track.

The second area of deliverables is perhaps the most difficult to measure because of the intangible nature of marketing. It is important to note that marketing plans need to be correlated closely with strategies, messages, and tactics that are carefully integrated into social circles to optimize the brand continuum of awareness, understanding, acceptance, trial, and eventual stakeholder loyalty. (Van Dyke, 2012) Responsiveness to marketing programs can be tracked through website traffic, the number of calls into your firm’s switchboard, event attendance, the volume of people signing up to receive information or publications, participation in volunteer programs, and so on. Numbers pertaining to each area of the torch relay can be compared to previous years to evaluate the overall response.

And the third area of deliverable for the torch relay is the database and relationship extension. This is on some level the simplest means in which to measure a deliverable which will be by comparing previous year’s database items to the present database. Timeline and Cost

In order to create the cost and timeline of the relay I will first define all departments that will need to be established within the structure of the torch relay. The departments will consist of development, finance, marketing and public relations, logistic relations, production, and human resources. Each department’s responsibility is defined in Table 3. Table 3 Department Responsibility

Development: Raise funds for organization and manage sponsorship relations Finance: Accounting and Controller
Marketing and Public Relations: Cultivation of relations and creating the Image of the relay Logistic Relations: Management of Torch Relay route

Production: Management of all events occurring along the Torch route Human Resources: Personnel and administrative functions including compensation, training, recruitment, and disciplinary procedures

The cost of the torch relay will be planned according to event industry standards pertaining to annual events. It is a common practice for annual events to use a percentage of profits made from a previous year’s event combined with a planned percentage of the present event. (Greenbach, 2012) The percentage standards are 20% of the previous year’s event plus 20% of the present event. The total budget according to these standards will be $900,000. Each department’s cost will be planned according to my own personal experience with industry standards. Each departmental budget will be allotted from the $900,000 budget and can be seen in Table 4. Table 4Torch Relay Budget

DepartmentAmountBudget Percentage

Development $ 180,000.00 20%
Finance $ 90,000.00 10%
Marketing and Public Relations $ 180,000.00 20%
Logistics Relations $ 270,000.00 30%
Human Resources $ 90,000.00 10%
Contingency* $ 90,000.00 10%
*Monies set aside for unforeseen, emergency, or incident expense

The timeline for the torch relay will also follow event industry standards with the exception that most major events begin their planning 12 months prior to the event whereas this timeline will plan for a 15 month timeline and can be seen in Table 5. Table 5 Torch Relay Timeline

Timeline: Torch Relay
Event Date: October 25-27, 2013

July 23, 2012
A. Establish Departments
B. Establish Goals and Deliverables per Department
C. Establish Bidding Process

August 20, 2012
I. Development Department
1. Sponsorship Relations Established and Maintained
2. Fundraising Developed and In Motion

II. Financial Department
1. Funds Allocation Process Defined and Begun
2. Relations and processes with sponsors, in-kind, vendors, etc. established
3. Controller to formalize risk assessment and coverage
a. Temporary coverage assigned to event

III. Marketing and Public Relations
1. Create overall plan
2. Coordinate sponsorships, media partners, and all agreements
3. Coordinate media coverage plan for public relations
4. Establish relations with figure heads to be involved in event

IV. Logistics
1. Route Management coordination establish team leaders and coordinate plan
2. Accommodations coordination begins and establish sponsorship needs in accordance with development
3. Communications plan developed and establish sponsorship needs in accordance with development
4. Transportation coordinates overall plan and establish sponsorship needs in accordance with development January 21, 2013

II. Financial Department
1. Allocation of funds defined and continually transferred according to overall plan
2. Formal processes and allocations established between sponsors, in kind, etc. and runnding through end of event
3. Risk assessment and coverage in place

Timeline continuedIV. Logistics Department
1. Route Management coordination of overall route established
a. Will begin process of permitting and contracting
V. Production Department
1. Begins working on opening and closing ceremonies with development, logistics, and finance
2. Establishes sponsorship, in kind, and vendor relations with development and logistics February 18, 2013I. Development Department
1. Major sponsorships and in kind established
2. Continue working on fundraising and sponsorships for individual departments March 18, 2013

III. Marketing and Public Relations Department
1. Major media sponsors announced
2. Press conferences coordinated across major route areas April 22, 2013All Departments have major elements defined and contracted July 1, 2013V. Production Department
1. Evaluates route needs and meets with local entities along route to insure proper presentation September 23, 2013All Departments have all elements defined and contracted
I. Development Department
1. Time is spent fine tuning how and when sponsors will be represented along route.

II. Financial Department
1. Allocation of funds defined and continually transferred according to overall plan
III. Marketing and Public Relations Department
1. Chosen and contacted all runners for torch relay
2. Coordinated al media, in kind, and agreements that must be met along the route

IV. Logistics Department
1. Route Confirmed and all permits finalized
2. Accomodations confirmed and all contracts finalized
3. Communications confirmed and all entities structured
4. Transportation arrangements confirmed and contracts finalized
V. Production Department
1. All events planned and contracted
2. All personnel contracted
3. All permits finalized

October 25, 2013Torch Relay BEGINS
October 27, 2013Torch Relay Closing Ceremony
October 28, 2013All Departments Begin Finalizing Accounts
November 18, 2013Certain Departments close all arrangements, contract, agreements

I. Development Department
III. Marketing and Public Relations Department
V. Production Department
December 23, 2013All Departments close all arrangements, contract, agreements
II. Financial Department
IV. Logistics Department

References

Average Temperatures for Atlanta. (2011). rssWeather. [Online post]. Retrieved July 18, 2012, from http://www.rssweather.com/climate/Georgia/Atlanta/ Scheid, J. (2010, April 20). Defining Project Management Deliverables. Bright Hub PM. [Online post]. Retrieved July 19, 2012, from http://www.brighthubpm.com/risk-management/69108-defining-project-management-deliverables/ Fundraising. (2012). ESC New England. [Online post]. Retrieved July 19, 2012, from http://escne.org/Services/List-of-Services/Fundraising.aspx About The Torch Relay. (2012). Torch Relay Milestones for Miracles. [Online post]. Retrieved July 19, 2012, from http://www.torch-relay.org/faf/home/ccp.asp?ievent=1008602&ccp=71745 State and County Quick Facts. (2012). United States Census Bureau. [Online post]. Retrieved July 20, 2012, from

Search For The related topics

  • construction