became clear that the service areas had not been defined for the organization; therefore, interviewees were unclear about One Less programmatic areas and what could be considered its niche. Interviewees also expressed concern that One Less and the STOP Human Trafficking Club on campus at MIIS are too interrelated, which makes it difficult to discern which organization is which. Currently, two out of the three members of One Less also hold positions at the STOP club. The volunteer coordinator is in fact the President of the STOP club. Consequently, the student volunteers also have to fulfill two different roles, and this creates more of a burden for them. This overlapping of responsibilities between the two organizations creates confusion internally and externally in regards to duties and also the identity of One Less. 5. Inadequate outreach and recruitment There are currently limited approaches to reach out to potential volunteers. Announcements are made in classes and workshops by the leadership team and at STOP club meetings. However, because of the informality of these announcements, and because faculty is not involved in One Less projects, it was evident that the leadership team was having issues with recruiting more volunteers though the existing channels. 6. Limited local presence Comments were also made in regards to the lack of impact that One Less has at a local level, and whether their efforts in fighting human trafficking were measurable and realistic. Because of a limited presence, the interviewees mentioned that it was difficult for them to market One Less as a relevant organization. Recommendations Once the common themes were established, the team combined brainstorming with suggestions from the interviewees to formulate recommendations that each address one or more of key concerns identified from the interviews. These recommendations are divided into categories according to the findings they address. Unclear roles and limited communication To address the communication issue, both between the director and the students as well as between them, our team proposes that One Less which can set regular meeting times be used to discuss major happenings within the organization as well as check in and confirm that work is going according to schedule on all levels. We are also recommending that there be a more formal definition of the roles and responsibilities of the student liaisonsa Terms of Reference outlining exactly what is expected of each position and a timeline with due dates for specific projects for each liaison. These measures, in combination with regularly scheduled meetings, will help ensure each role within the organization is clearly defined and liaisons are held accountable for the tasks they are given in a timely manner. Inadequate Outreach and Recruitment Because several interviewees expressed the view that the marketing and outreach efforts
became clear that the service areas had not been defined for the organization; therefore, interviewees were unclear about One Less programmatic areas and what could be considered its niche. Interviewees also expressed concern that One Less and the STOP Human Trafficking Club on campus at MIIS are too interrelated, which makes it difficult to discern which organization is which. Currently, two out of the three members of One Less also hold positions at the STOP club. The volunteer coordinator is in fact the President of the STOP club. Consequently, the student volunteers also have to fulfill two different roles, and this creates more of a burden for them. This overlapping of responsibilities between the two organizations creates confusion internally and externally in regards to duties and also the identity of One Less. 5. Inadequate outreach and recruitment There are currently limited approaches to reach out to potential volunteers. Announcements are made in classes and workshops by the leadership team and at STOP club meetings. However, because of the informality of these announcements, and because faculty is not involved in One Less projects, it was evident that the leadership team was having issues with recruiting more volunteers though the existing channels. 6. Limited local presence Comments were also made in regards to the lack of impact that One Less has at a local level, and whether their efforts in fighting human trafficking were measurable and realistic. Because of a limited presence, the interviewees mentioned that it was difficult for them to market One Less as a relevant organization. Recommendations Once the common themes were established, the team combined brainstorming with suggestions from the interviewees to formulate recommendations that each address one or more of key concerns identified from the interviews. These recommendations are divided into categories according to the findings they address. Unclear roles and limited communication To address the communication issue, both between the director and the students as well as between them, our team proposes that One Less set regular meeting times which can be used to discuss major happenings within the organization as well as check in and confirm that work is going according to schedule on all levels. We are also recommending that there be a more formal definition of the roles and responsibilities of the student liaisonsa Terms of Reference outlining exactly what is expected of each position and a timeline with due dates for specific projects for each liaison. These measures, in combination with regularly scheduled meetings, will help ensure each role within the organization is clearly defined and liaisons are held accountable for the tasks they are given in a timely manner. Inadequate Outreach and Recruitment Because several interviewees expressed the view that the marketing and outreach efforts
One-Less-Action-Research-Report.docx