Society for Human Resource Management (SHRM)
The University of Texas at El Paso
Community Service Project Proposal
Prepared By:
Suzane Tenorio, President
Society of Human Resource Management
Project Title: Adopt-A-Room
Table of Contents
Project Introduction…………………………………………………………………………2
Project Time Frame………………………………………………………………………….2
Project Contacts……………………………………………………………………………..2
Project Summary…………………………………………………………………………..2-3
Project Background……………………………………………………………….....4
Causes and Reasons for Homelessness……………………………………….4
Who refers individuals/families to the shelter………………………………5
Qualifications for Admission………………………………………………..5
Services Provided…………………………………………………………...5
How long is an average stay at the shelter…………………………………..5
Funding Sources…………………………………………………………….6
Project Objectives…………………………………………………………………………...6
Project Methodology………………………………………………………………..6
Project Approach Summary…………………………………………………6
Work Break down and Task Time Estimates……………………………….6
Project Deliverables…………………………………………………………………………7
Project Risk Management…………………………………………………………………...7
Risk Management Plan…………………………………………………………….7-8
Purpose
Risk Management Strategy
Risk Responsibility…………………………………………………………………8
Risk Assessment……………………………………………………………………..8
Conclusion………………………………………………………………………………..9-10
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Project Introduction
The Society of Human Resource Management (SHRM) based at The University of Texas at El
Paso (UTEP) is working with The Salvation Army (TSA) in initiating the Adopt-A-Room
project created by John W. Martin, Director of the Homeless Shelter. SHRM will raise funds and
volunteer it’s time to renovate and furnish one of the rooms where homeless families are
temporarily housed.
Project Time Frame
The Society for Human Resource Management (SHRM) took on this project on February 19th,
2011 when the organization participated in UTEP’s Project MOVE where we helped the
Salvation Army build a Youth Garden. The project is anticipated to conclude on April 30th, 2011
when the adopted room will have been remodeled and renovated.
Project Contacts
John W. Martin, Director
The Salvation Army
4300 E. Paisano
El Paso, Texas 79905
Phone (915) 544 – 9811
Fax (915) 544 – 7469
Cell (915) 231 - 8882
John_Martin@uss.salvationarmy.org
Beatriz “Bee”, Volunteer Coordinator
The Salvation Army
4300 E. Paisano
El Paso, Texas 79905
Phone (915) 544 – 9811
Fax (915) 544 – 7469
Suzane Tenorio, President
UTEP Society of Human Resource Management
stenorio@miners.utep.edu
(915) 258 – 1662
Project Summary
The Society for Human Resource Management (SHRM) based at The University of Texas at El
Paso (UTEP) is working with The Salvation Army (TSA) through the Adopt-A-Room project,
created and directed by John W. Martin. The Salvation Army has one goal, and that is to help
families transition from the shelter to sustainable housing. To meet this goal, TSA works with
both the parents and children to obtain sustainability through education, employment, and life
skills training. The facility is not in great condition and UTEP SHRM Members are happy to
become part of the successful transition of those families in need. Each room in the Homeless
Shelter (located at 4300 E. Paisano, El Paso, Texas 79905) is ideally suited to house up to six
individuals with the appropriate furnishings with the principle furniture being bunk beds,
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dressers, and open amours. The furniture will be obtained through Rescue Industries, which is a
subsidiary of the Rescue Mission which is a shelter that houses the single adult population.
The Society for Human Resource Management will be fundraising to purchase the furnishings
needed for the room. Additionally, SHRM will put its personal touch to the room through
drapes, paintings, and wall hangings. One of the fundraisers includes asking for a one dollar
minimum donation in exchange for the individual’s name proudly displayed on a Salvation
Army Pledge Card. The second fundraiser SHRM will conduct will be a social event at the
Comic Strip Comedy Club (located at 1201 Airway Boulevard, El Paso, Texas 79925). The first
100 tickets have been donated by the comedy club, and will be sold for ten dollars (admits two
guests per ticket). With the money raised, The Salvation Army will purchase the furnishings for
the room (two twin-on-twin bunk beds, one twin-on-full bunk bed, the necessary mattresses, one
dresser, and one amour) from Rescue Industries. SHRM will also be asking for donations from
local businesses to minimize expenses, and will renovate and redecorate the room with its
personal touch. Due to The Salvation Army’s direct connection with Rescue Industries, we were
able to get a deal on the necessary furnishings ($2,000), which will be SHRM’s goal to reach
through fundraising.
The renovations (cleaning and painting) will be done on-site, as well as the decorating and
placing of the furniture. The furnishings will be delivered and placed in the room by Rescue
Industries and The Salvation Army. We anticipate the renovation, remodeling, and decorating of
the room will take approximately the last two Saturdays of the month of April, approximately
five volunteer hours each Saturday, with the help of all 18 (if permissible) current SHRM
members. The Society for Human Resource Management will also be making the commitment to
“touch-up” the room at least once a year.
1) Project Background
The mission of The Salvation Army Shelter is to work with homeless families and
individuals of El Paso County to develop plans that enable them to achieve increased self
sufficiency, reduced dependence on public assistance, improve independent living skills,
develop greater self-determination, and secure and maintain permanent housing.
The Salvation Army Homeless Shelter is located at 4300 E. Paisano, El Paso, Texas 79905.
The shelter provides meals, shelter, and other services to persons experiencing homelessness.
CAUSES AND REASONS FOR HOMELESSNESS
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Violence - Domestic Violence
Job Loss
Financial Difficulties
Illness - Physical and Mental
Unforeseen Disaster
Drug and Alcohol Abuse
Disability
Family Breakdown
Loss of Social Support
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Eviction
Lack of Resources
Previous Poor Choices
Who refers individuals/families to the shelter?
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Self/Client
Relatives of the Client
Friends of the Client
Other Salvation Army Programs
El Paso Police Department
Sheriff's Department
Jail
Probation and Parole
Social Services
The American Red Cross
The Veterans Administration
QUALIFICATIONS FOR ADMISSION
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Not using illegal drugs or alcohol while staying in the shelter
Individual is unable to afford housing
Individual does not have substantial savings
Not currently receiving Social Security Disability
Criminal background does not include sexual charges or convictions
No outstanding warrants for arrest
Capable of performing all daily skills independently
Actively seeking employment and/or attending NTC's Goal Lab
In no acute mental health distress
Successful past admissions or documented changes in life to justify another chance/stay
Potential client wants to become self-reliant.
SERVICES PROVIDED
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90 days of Emergency shelter
Three meals a day
Basic living skills training
Barriers to Change training
Case Management
Shelter is staffed 24 hours a day, 7 days a week
How long is an average stay at the shelter?
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Emergency shelter is defined as a 90 day or less stay in a 12 month period
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FUNDING SOURCES
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Red Kettle Campaign primarily during Christmas
Private Donations
The Salvation Army has positively changed the lives of many families and children. The
situations the individuals face are all different and tough to a great extent. The rooms
provided by the shelter seem to provide only a “place to stay,” and they add little (if any)
encouragement to the families during their transition. Children do not have much to do aside
from the “after-school program room” The Salvation Army provides for school-aged
children. Parents find themselves walking the hallways or simply sitting around at the
cafeteria while their young children run around, and SHRM would like to change this.
The Society for Human Resource Management at UTEP would like to add a little “zest,” if
you will, to the families’ stay. The organization would like to offer them a more colorful and
comfortable stay. SHRM will raise the funds needed to furnish the room as necessary, and
will find donations to help renovate the room by re-painting it, and decorate the room with
accessories, children’s books, and motivational and interesting material for the adults to read.
By the end of the proposed project, SHRM hopes to encourage other organizations in UTEP
College of Business to participate in the project, with the hope to have all 20 rooms provided
by The Salvation Army Homeless Shelter to needy families adopted.
2) Project Objectives
 Raise $2000 to furnish the room as necessary (two twin-on-twin bunk beds, one
twin-on-full bunk bed, mattresses, one dresser, and one amour).
 Collect donations (whether monetary or supplies) to renovate the room and
provide constructive activities for children and adults (e.g. paint, wall hangings,
magazines, books, etc.)
 Overall, to provide a more encouraging stay for families in need at The Salvation
Army Homeless Shelter by April 30, 2011.
 Encourage other organizations/companies to participate in the program to “adopt
a room” (total of 20 rooms are in need).
Project Methodology
1) Project Approach Summary
Members of the Society of Human Resource Management will approach primarily the
student community in the College of Business Administration at The University of Texas
at El Paso to collect donations via The Salvation Army Pledge Card and for the social
event at the Comic Strip Comedy Club. The collaboration of small local businesses will
also be solicited for monetary or supply donations.
The project will be updated weekly at the SHRM weekly meetings.
2) Work Breakdown and Task Time Estimates
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See attached “Smartsheet.”
3) Project Deliverables
 Weekly fundraising reports to The Salvation Army
 One renovated room
 A more comfortable stay for those families in need
Project Risk Management
1) Risk Management Plan
a. Purpose
This plan documents the processes, tools and procedures that will be used to
manage and control those events that could have a negative impact on the AdoptA-Room project. It’s the controlling document for managing and controlling all
project risks. This plan will address:
• Risk Identification
• Risk Assessment
• Risk Mitigation
• Risk Contingency Planning
• Risk Tracking and Reporting
b. Risk Management Strategy
Risk Identification
A risk is any event that could prevent the project from progressing as planned, or
from successful completion. Risks can be identified from a number of different
sources. Some may be quite obvious and will be identified prior to project
kickoff. Others will be identified during the project lifecycle, and a risk can be
identified by anyone associated with the project. Some risk will be inherent to the
project itself, while others will be the result of external influences that are
completely outside the control of the project team.
The officers of the Society for Human Resource Management have overall
responsibility for managing project risk. As the President of SHRM, Suzane
Tenorio has been assigned by John W. Martin, Director of The Salvation Army
Homeless Shelter, as the person responsible for administering risk management
processes and activities for the Adopt-A-Room project.
Throughout all phases of the project, a specific topic of discussion will be risk
identification. The intent is to instruct the project team in the need for risk
awareness, identification, documentation and communication. Risk awareness
requires that every project team member be aware of what constitutes a risk to the
project, and being sensitive to specific events or factors that could potentially
impact the project in a positive or negative way.
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Risk identification consists of determining which risks are likely to affect the
project and documenting the characteristics of each.
Risk communication involves bringing risk factors or events to the attention of
SHRM officers. It is The Salvation Army’s Director’s responsibility to assist
SHRM with risk identification, and to document the known and potential risks in
the Risk Register. Updates to the risk register will occur as risk factors change.
Risk management will be a topic of discussion during the weekly SHRM
organization meetings. SHRM will discuss any new risk factors or events, and
these will be reviewed with The Salvation Army Homeless Shelter Director. Mr.
Martin and SHRM officers will determine if any of the newly identified risk
factors or events warrants further evaluation. Those that do will undergo risk
quantification and risk response development, as appropriate, and the action item
will be closed.
At any time during the project, any risk factors or events should be brought to the
attention of the project administrator using Email or some other form of written
communication to document the item. The project administrator is responsible for
logging the risk to the Risk Register. Notification of a new risk should include the
following Risk Register elements:
• Description of the risk factor or event, e.g. conflicting project or
operational initiatives that place demands on project resources, weather,
etc.
• Probability that the event will occur.
• Schedule Impact. The number of hours, days, weeks, or months that a
risk factor could impact the schedule.
• Scope Impact. The impact the risk will have on the envisioned
accomplishments of the project.
• Quality Impact. A risk event may result in a reduction in the quality of
work. As an example, lack of funding may result in the purchase of only
one set of bunk beds rather than the planned number of three.
• Cost Impact. The impact the risk event, if it occurs is likely to have on
the project budget.
Risk Responsibilities
The responsibility for managing risk is shared amongst all the members of the
Society for Human Resource Management. However, decision authority for
selecting whether to proceed with mitigation strategies and implement
contingency actions, especially those that have an associated cost or resource
requirement rest with The Salvation Army.
Risk Assessment
Risk assessment is the act of determining the probability that a risk will occur and
the impact that event would have, should it occur. This is basically a “cause and
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effect” analysis. The “cause” is the event that might occur, while the “effect” is
the potential impact to a project, should the event occur.
Assessment of a risk involves two factors. First is the probability which is the
measure of certainty that an event, or risk, will occur. The second factor is
estimate of the impact on the project. This can be a somewhat subjective
assessment, but should be quantified whenever possible. The estimated cost, the
duration of the potential delay, the changes in scope and the reduction in quality
are in most cases factors that can be estimated and documented in the risk
statement and then measured using the standard project management tools (i.e.
project plan, budget, statements of work).
Rather than detailed impact estimates, the Risk Register contains three ratings for
impact; High, Medium and Low. This makes it easier to compare one risk to
another and assign priorities. For each of the impact categories the impact is
assessed as follows:
• Cost – This impact is usually estimated as a dollar amount that has a
direct impact to the project. However, cost is sometimes estimated and
reported as simply additional resources, equipment, etc. This is true
whenever these additional resources will not result in a direct financial
impact to the project due to the fact the resources are loaned or volunteer,
the equipment is currently idle and there is no cost of use, or there are
other types of donations that won’t impact the project budget. Regardless
of whether there is a direct cost, the additional resources should be
documented in the risk statement as part of the mitigation cost.
• Scope – Whenever there is the potential that the final product will not be
completed as originally envisioned there is a scope impact.
• Schedule – It is very important to estimate the schedule impact of a risk
event as this often results is the basis for elevating the other impact
categories. Schedule delays frequently result in cost increases and may
result in a reduction of scope or quality. Schedule delays may or may not
impact the critical path of the project and an associated push out of the
final end date.
• Quality – Quality is frequently overlooked as an impact category and too
often a reduction in quality is the preferred choice for mitigation of a risk.
Conclusion
The Society of Human Resource Management (SHRM) hopes to make a positive impact on the
families in need that reside at The Salvation Army’s Homeless Shelter. The organization will
work to raise the needed funds to furnish the room as it is very much needed and decorate it to
provide the families and children constructive activities to do while in their transition. By doing
so, SHRM hopes to provide encouragement to the families to pursue a higher education whether
it is in Business Administration or any other field.
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The Society for Human Resource Management will gain not only the feeling of fulfillment and
gratitude by helping those in need, but will gain a bigger professional and academic network as
the organization approaches local businesses and other College of Business student
organizations. SHRM hopes to motivate its peer student organizations to participate in this
project with The Salvation Army and eventually have all 20 rooms in the Homeless Shelter
adopted. This will provide a highly motivating stay for not only six to 12 families SHRM will
house in one room, but to the 120 to 2,400 families that The Salvation Army Homeless Shelter
houses in those 20 rooms.
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