Successful projects exhibit a good balance between logistics, time, and people. As a program or project manager, you will need to balance these three elements effectively in order to implement a successful, productive service project.

This course discusses the various elements of a service project and how they can be managed effectively. We will discuss how to manage:

• Planning
• Project logistics
• Volunteers
• Time
• Reflection
• Closure

Click on the links below to download worksheets to help you plan a successful service project.

• ProjectMappingWorksheet.pdf
• ProjectTaskList.pdf
• ProjectSupplyList.pdf
• BudgetWorksheet.pdf

Worried at the last minute? No problem! If you've planned your project thoroughly and you're prepared to handle the logistics of the day, you shouldn't have any trouble. Here’s a quick checklist to help you think through the project details and your role as the project manager.

Project Preparation

Arrive early: Verify that all materials are ready and tasks are assigned. Organize tools and materials in the space where they will be used. Set up stations for registration, water, first aid, etc. Verify that facilities are open and available (restrooms, electricity, etc.). Set out trash containers for easy access throughout the site. Hang project signage. Secure on-site storage, if necessary. Verify safety procedures, contingency plans, emergency call list, and other project details.

Volunteer Registration: Welcome and register all volunteers. Have volunteers sign waiver of liability and/or photo release, if necessary. Distribute name tags for all volunteers and staff. Distribute project T-shirts, if necessary. Offer brochures about your program or flyers about future volunteer opportunities.

Volunteer Orientation: Gather all volunteers together for welcome and orientation. Thank volunteers. Present brief overview of the program, the project, and the community issue you are addressing. Be sure to discuss the impact the project can have on the community. Review the schedule for the day. Motivate volunteers through a group cheer or other activity. Discuss safety procedures and other important details for the day. Divide volunteers into task groups, with a task leader for each.

During the Project

Motivate and encourage volunteers: Thank them for their service. Manage the volunteers’ time for effective service. Make sure each person has a task to complete. Prioritize tasks; complete the most important jobs first. At the half-way point, ask volunteers if there is too much or not enough to do. Have back-up projects available for extra work.

Monitor safety: Be available/accessible for answering questions and troubleshooting. Encourage all volunteers and staff to have fun!

Project Closure

Clean up: Conduct a final walk-through of the service site, checking that all tasks have been completed, trash disposed of, and tools/materials put away.

Gather volunteers together and review the accomplishments of the day: Facilitate a reflection activity. Solicit feedback through a formal or informal evaluation. Thank volunteers and tell them of future service opportunities.

Ensuring the safety of life and property is critical. By reviewing your project for possible hazards and educating your volunteers about safety, you will minimize the chances of personal injury or property damage. Always have a first aid kit on hand and a phone to call 911 if necessary.

The safety tips below may be useful while on site at an outdoor project. Please advise your volunteers to take these precautions, where applicable.

• Wear sunscreen.
• Drink plenty of water, even if you don’t feel thirsty. Remain hydrated!
• Wear appropriate safety items such as gloves, goggles, dust masks, safety vests, and sturdy closed-toed shoes.
• Watch out for sharp or dangerous objects such as broken glass or needles. Don’t ever pick these items up. Have volunteers stand by the object(s) while another gets the project leader, team leader, or CSO representative. Be cautious around bio-medical waste if encountered.
• When finished with tools, be sure to put them in an appropriate place and with the points down. Please do not leave tools lying around as someone may be injured. Clean your materials/equipment before you leave.
• If children are present, please watch them closely to be certain they are not playing with dangerous/inappropriate items.
• If using a ladder, make sure that all the rungs are intact. When on a ladder, have a spotter. Make sure you are going up the ladder on the right side and do not stand on the top rung of the ladder. If using scaffolding, always have a spotter. Stay away from any electrical feeds.
• Do not intentionally inhale chemical/gaseous fumes. Be on the lookout for poisonous insects, snakes, scorpions, etc., and keep your distance from them. Turn rocks away from you, not toward you. (Critters like to hide under them!)
• Please do not wander away from the project, volunteer group, trail, or area where you are working.
• Please report all incidents immediately to the project or team leader.

Tell volunteers where they can find the first aid kit. Whether indoors or outdoors, make sure to monitor and encourage safe behavior!

Know the Physical Address of the Site

When dialing 911 from a cell phone, the 911 call center may not be able to pinpoint your exact location. Always know the physical address of the service project, and be able to relay it to the 911 dispatcher. You or another volunteer/staff person may want to greet the emergency responders and direct them to the person needing assistance.

One of your tasks as the project manager is to keep the volunteers motivated throughout their time of service. This may mean listening to complaints and helping volunteers overcome challenges. It may also mean serving as a cheerleader when volunteers are getting tired.

One way to keep volunteers motivated is to keep their focus on the issue (e.g., hunger, education, the environment) they are addressing through their service. People volunteer for many reasons; help them connect their service to an individual reason or passion. When volunteers understand how their service ties into critical community needs they are more likely to get involved and stay motivated.

Have a representative from the service site available to offer an overview of their services and/or mission — and, more specifically, how volunteer support contributes to that mission. This has a positive effect on the volunteers; it helps them to:

• Better understand the critical needs of the community.
• See the impact they have on the CSO and its clients.
• Recognize how their part in the service ties into the whole picture.

Another way to motivate volunteers is to communicate with them throughout the project. Keep them updated on the progress the group is making, and thank them regularly. A simple “thank you” is just one of many ways in which you can make volunteers feel appreciated and part of a team. Some other simple ways you can show volunteers their value to the project are:

• Use their names often.
• Ask them what they like to do and introduce and/or pair them with other volunteers who have similar interests.
• Have them take charge of something — whether a specific task or a team.

Make sure that volunteers are fully engaged while they are at the service site. No matter how motivated they are, if they don't have enough work to do, they will feel their time was wasted. Check in with volunteers often to ensure they are making progress on their tasks. If they are finishing sooner than expected, encourage them to get involved in another task or another project at the same site.

Managing people can be very rewarding; yet it can also be challenging. You have the chance to meet lots of interesting people and learn from them as you serve together. However, as the program manager you also have the responsibility to juggle all those unique personalities. [photo] They will have different levels of experience, interest, motivation, and skills. Part of your job is to effectively balance all of these things to help the volunteers work as a team and be successful in their service goals.

The ability to accurately identify personality traits is important; also important is knowing how to position the various personalities and skills across project teams. Below is an overview of four basic personality types that you might encounter.

• The Leader ( the “A” type personality) – The “A” personality is usually very independent, direct, and to the point. They exude a take-charge personality, and often will ask you to “get to the bottom line” or give them the “executive summary” to read. They don’t like routine and often delegate routine chores to someone else. They are very decisive and persistent in getting what they want and need.
• The Socializer (the “B” type personality) – The “B” types love to have fun, travel, be part of groups, and are often the center of attention. They love excitement and being in the limelight; they are often the “high energy” type. The “B” personality is as supportive of others as they are direct in their approach. This type tends to be very talkative and outgoing with people and is normally quite persuasive.
• The Details, Details, Details (the “C” type personality) – The “C” type thrives on details, accuracy, and takes just about everything seriously. They are usually very neat and are very calculated and precise in just about everything they do.
• The Ever Dependable (the “D” type personality) – The typical “D” personality doesn’t like change, preferring instead to have a set of guidelines from which to follow, and they won’t mind doing the same thing repetitively. They are usually punctual and consistent.

Volunteer Conflicts

Opposite personalities can complement one another when they try to understand the other’s perspective. However, every volunteer manager will, at some point, encounter clashing personalities. It's important to handle the situation with sensitivity, care, and discretion. Talk openly and professionally with your volunteer to try to eliminate the problem. Consult with another staff member or volunteer leader who can troubleshoot with you and help resolve the problem. Document any incidents immediately and contact the office if you do not feel you can resolve the problem. If the problem is caused by a client of the service site, consult with an agency representative.

The agency is responssible for managing the clients; you are responsible for managing the volunteers. It is important to recognize and deal with problem volunteers. You cannot just ignore the problem and expect it to go away. It will affect other volunteers and their experience, and may influence them negatively.

During a project, many distractions can occur that take time and focus away from the mission of the project — ultimately reducing the effectiveness of the project. Use time management strategies analyze your time and see how you may be both the cause and the solution to time challenges such as:

• Procrastination and indecision
• Acting with incomplete information
• Dealing with conflicting personalities
• Crisis management
• Tasks you should have delegated
• Unclear communication
• Inadequate technical knowledge
• Unclear objectives and priorities
• Lack of planning Inability to say "no"

Planning Allows Time for the Most Important Things

Effectively managing your time is not hard to do. The lesson to learn is that the more time we spend planning our project tasks and activities, the more time we will have to perform those activities. By setting goals, eliminating time stealers, and prioritizing tasks, you will find you have extra time at the project to spend on those people and activities that are most important.

The following are tips and to-do’s for a one-day project. This timeline can be easily adapted to fit most volunteer opportunities.

Welcome (15-30 minutes)

• Ask volunteers to sign in, fill out any necessary forms, and take a name tag.
• Gather volunteers together and thank them for participating in the project; introduce yourself and your project partners. Welcome and introduce volunteers.
• Give a brief orientation, including an overview of the project, its importance, and how it will affect the community, agency, and/or the clients you are serving. Ask your project site contact to talk briefly about the mission and history of the organization.
• Review the schedule for the day. Inform volunteers about the lunch / snack plan and restroom locations. Review safety procedures. Set a goal for the first half of the project

Assign Tasks (5-10 minutes)

• Describe the project tasks to be completed.
• Introduce the task leaders, or assign task leaders if they have not already been identified.
• Assign volunteers to the different work areas. Make sure that each task has the right number of volunteers and that each volunteer feels comfortable and prepared to complete the task at hand.

Distribute Supplies (5-10 minutes)

• Supervise supply distribution.
• Remind volunteers to follow the safety procedures that were discussed.

Note: You may choose to distribute the supplies to the work locations prior to the volunteers' arrival at the project site. This can save time and confusion once your volunteers are ready to get started.

Project Task Implementation (1-4 hours)

• Monitor volunteers and maintain communication with task leaders to ensure the project is running smoothly.
• Watch for conflicts, supply shortages, injuries, or other issues of concern.
• Keep an eye on the progress being made and be prepared to make adjustments as needed. Share the progress and encouraging stories with volunteers to keep them motivated.

Lunch or Snack Break (10-20 minutes, optional)

• Encourage everyone to eat together and meet new people.
• Evaluate your progress so far and discuss how the rest of the day will go.

Close the Project and Clean Up (30 minutes - 2 hours)

• Finish all projects at least 30 minutes before the designated end time to allow time for clean up and reflection.
• Supervise clean up, making sure all trash is disposed of and all supplies/materials are stored.

Reflection and Wrap-up (15 minutes)

• Thank everyone and talk about the impact of the work accomplished.
• Discuss the highlights and the challenges of the day.
• Engage volunteers in the reflection or wrap-up activity you planned for the project.
• Discuss next steps: Does the project need to be finished at a later time? Are participants interested in volunteering again?
• Conduct an evaluation with volunteers, staff, beneficiaries, or others from the community.

No matter when you facilitate a reflection activity, your goal should be to help volunteers express their thoughts about the the project and answer three questions:

1. What? What issue(s) is being addressed? What did you notice happening around you during the project? What were the results/outcome of the project?
2. So What? What did you think about during the project activity? What affect do you think this activity has had on those intended to benefit from it? How has today's work affected you personally?
3. Now What? What are the larger issues that caused the need for you to participate in this service activity? How did your efforts help? What more needs to be done to improve these problems? How will you apply what you have learned here in the future?

Cleaning up is an essential part of any project. Although it isn't often a popular activity, it is necessary to maintain the cleanliness, organization, and look of a project site. While still on site, make sure to engage volunteers in the clean-up process. Here are some steps to follow:

• Collect any food-related trash such as wrappers, empty water bottles, cups, etc. Empty any unused, non-reusable products into proper containers and throw away. Collect all stray plastic and paper products on the ground. Gather up the garbage in plastic bags and dispose of properly.
• Break down the registration table and break area, if applicable. Store the table, chairs, and other furniture in their proper place. Store any extra forms/papers you have; you may be able to use them at a later time. Collect the sign-in sheets, volunteer waiver forms, and any other signed forms for your documentation.
• Make sure no personal belongings are left at the site.
• Collect any unused tools, materials, or supplies, and store them safely or prepare them for transport back to the storage location.

When finished, do a final walk-through of the site to make sure it’s in the same condition in which you found it.

At the end of the project, take time to celebrate and recognize the volunteers. A time of celebration and recognition will help bring a sense of closure to the project, as well as letting volunteers know that their efforts are appreciated. Your clebration and recognition can be the same day as the project (at the project site or off-site at a local resturant) or later in a different location. Showing appreciation for your volunteers is a great way to get them to come back!

The simplest acknowledgment and appreciation practices are often the most effective. When showing volunteers that you care, make sure to:

• Deliver recognition in a personal and honest manner.
• Tailor your recognition and reward to the unique needs of the people involved. Have a variety of recognition and reward options available. This enables an organization to acknowledge accomplishments in ways appropriate to the individual and the situation.
• Celebrate even the smallest contributions throughout the project. Every little bit counts!
• Reward volunteers close to the time that the volunteering occurs. Time delays weaken the impact of the recognition program.
• Have a clear message. Be sure that volunteers understand why they receive awards and the criteria used to determine awards. Create a clear, well-communicated connection between accomplishments and the recognition received.

The most important way to recognize volunteers is to treat them with respect and give them support and praise throughout the project. You may want to combine your reflection and celebration activities. Reflection done in conjunction with celebration leads to more effective volunteerism; you are giving volunteers the opportunity to think and discuss their experiences and the relationship of service to the larger social and personal concerns.

Evaluation and feedback are different than reflection. Evaluation is about the actual project — the work, planning, coordination, delivery, implementation, logistics, and management. Feedback is a gift. Use it as an opportunity to reflect on the overall management and implementation of the project. You can use many methods to solicit feedback from volunteers, staff, community members, and others.

The most popular, time-efficient way to get feedback on-site is to ask those involved to complete an evaluation form at the end of the project before everyone leaves. Doing this allows the volunteer experience to stay fresh in their minds; you can get immediate feedback from volunteers very quickly. Do not ask volunteers to put their names on these forms; people are more comfortable giving anonymous feedback. Do not react or respond to any feedback given while at the project site. If a volunteer gives you his/her name and contact information, you should call him/her soon after the project to discuss matters further.

If immediate feedback is not an option, you can mail or e-mail participants a feedback form within a week of the project. You can attach a feedback form to the thank you letter or follow-up correspondence. If you are mailing the form, include a stamped return envelope; this increases the likelihood of getting a returned form. No matter the method of collection, do not be hesitant to ask your project leaders, volunteers, and service site contacts for their feedback. Most people will be happy that you asked.