BUS FPX 3011 Assessment 1 Managing a Specific Event or Project

BUS FPX 3011 Assessment 1 Managing a Specific Event or Project

Student Name

Capella University

BUS-FPX3011 Fundamentals of Management

Prof. Name:

Date

Introduction

Over the years, I have successfully managed numerous events and projects, both in professional and volunteer capacities. Most recently, I co-led a marching band competition that my children’s high school band hosts annually, which serves as one of their two major fundraisers. As an active parent in the band booster program, I volunteered to take on a co-leadership role for this year’s event.

General Event Information

Typically, planning for the next year’s marching band competition commences shortly after the current event concludes, with major planning activities kicking off in late March. However, the 2020 event was canceled due to COVID-19, leading to a loss of knowledge transfer since many leads from 2019 were no longer available as their children had graduated. Consequently, we relied on extensive materials that previous leads had compiled and provided to the band director, supplemented by the experience of the director and the assistant director. Over the past 25 years of running this event, we have averaged 21 guest bands each year, with attendance exceeding 3,000. This figure includes student performers, directors, staff, chaperones, and ticket sales. Previous experiences have highlighted that the event operates most efficiently with multiple co-leads, which this year included the following roles:

We also have several section leads for specific areas within the internal and external spaces, who collaborate with the co-leads to manage each segment on event day. They typically become involved in planning during the late summer, and we often recruit section volunteers during the marching season kickoff in early August, engaging all first-year parents in the band booster program. This hierarchical structure has proven both efficient and effective.

Overcoming Challenges in Managing this Event – Volunteer Skills Gap

Band Boosters consist of parent volunteers, and, as with many volunteer organizations, the skills and time commitment levels among members can vary significantly (Sumac, 2019). Those who step into primary or section lead roles often juggle full-time jobs and various family commitments but remain dedicated to supporting the student performers and the program. This variability in skills presents challenges in management compared to professionally run events where experienced personnel oversee planning and execution.

To bridge the skills gap, the Band Boosters developed binders for each lead, applicable at both the Booster board member level and for the annual marching band competition. Depending on the role, these binders range from 1 to 4 inches thick and contain information such as role descriptions and detailed timelines for tasks, along with efficient methodologies based on prior learnings. This practice is also recommended within the broader nonprofit sector for volunteer management (Miller-Merrell, 2011). Leads are encouraged to suggest improvements for future processes. A notable example is our current Concessions lead, who adapted the menu and workflows to enhance efficiency for the competition event. Given that competition day traffic is nearly four times that of a typical football game, she recognized the need for adjustments to ensure success in her section. Her insights and post-event reflections will be added to the Concessions Lead binder for future reference.

Overcoming Challenges in Managing this Event – Volunteers, not Employees

Another challenge in managing volunteers for this event involves understanding how to effectively lead individuals who are volunteering their time rather than receiving compensation for their efforts. The only commonality among volunteers is often that their children participate in the marching band together. Skills among volunteers can vary widely, making micromanagement tempting. Given the importance of the event to the school’s image and the marching band, with many moving parts and timelines to oversee, my management approach is primarily based on a Leading style. This entails assigning tasks, clarifying expectations, and allowing volunteers the autonomy to execute their roles. I applied this same methodology during the event, treating the leads under my supervision with the same respect and value I would offer employees. This approach fosters volunteer satisfaction and retention (Miller-Merrell, 2011). During our initial major planning session, I distributed the binders to my section leads, discussed expectations, and empowered them to lead their respective areas. My section leads were responsible for providing updates on their progress during planning sessions and communicating any challenges they encountered so that we could address them collaboratively.

This open communication strategy established a feedback loop that proved beneficial, especially in the Exterior sections, where the actions of one lead directly influence the operations of others. An example of effectively managing one of the leads within my Exterior purview is the lead responsible for the refreshment space designated for guest band directors and staff. We kept this lead informed of band registrations and expected guest counts by including them in the weekly registration report from the band director. The lead determined the necessary food spread to cater to attendees’ dietary needs, coordinated with the Volunteer Coordinator to solicit donations from band parents, and ensured proper setup and maintenance throughout the event. This lead also introduced comfort items that had not previously been provided, such as a charging station and personal hotspot for internet access, utilizing donated chargers and power strips. We collaborated with the Volunteer Coordinator to ensure adequate volunteer support for the space, including runners to assist both the lead and the guest directors.

BUS FPX 3011 Assessment 1 Managing a Specific Event or Project

This management approach provided the lead with clear boundaries and continuous support while granting the freedom to execute their role creatively. This year, the lead renamed the space “Directors Lounge,” receiving high praise on our experience survey from guest directors, who specifically highlighted the variety of food options and the availability of comfort items. Furthermore, this lead expressed satisfaction with their experience and has committed to leading for the next three years until both of their children graduate. While a potluck with a few extra phone chargers for 21 individuals might seem trivial, these small gestures significantly impact our county, influencing bands to return and choose our event over competing events held on the same weekend.

As for managing difficult volunteers during this event, I must acknowledge that our group has been incredibly fortunate. Since we do not mandate parent involvement beyond the required annual parent-share fees, we have seen volunteers who genuinely want to contribute and are receptive to support without feeling threatened, collaborating toward a common goal. However, it is essential to note that challenging conversations arise annually, especially as the regulatory landscape changes based on directives from the state, county school board, and the school, which can affect our operations and guest expectations. For instance, this year, the Boosters began accepting credit card payments via Square; however, this requires internet access, and the school has been designed as a dead zone for internet and cell service. To implement this system, we needed several personal hotspots in areas handling card transactions, including concessions, event merchandise, ticket booths, and the bake sale. The Interior Co-Lead advocated for a hotspot in the press box to enhance the functionality of the band evaluation software. Given the financial constraints, we opted to borrow the hotspots from our local libraries, but we still fell short of our needs, resulting in challenging discussions about prioritization between myself, the Booster president, and the Interior Co-Lead. Ultimately, I agreed to keep the bake sale cash-only, prioritizing the press box needs. While this decision posed a minor setback for the bake sale, it ensured that the judges’ experience was a primary concern, leading to their satisfaction—two of the three judges in the press box have already committed to returning next year.

Overcoming Challenges in Managing Volunteers for this Event – Engagement

Engaging volunteers poses a third challenge for managing this event. Given that marching band is a school activity reliant on a combination of district funding, sponsorships, and parent contributions, it can be challenging to secure enough volunteers for basic operations, let alone for a significant regional event. Consequently, we do not maintain a permanent Volunteer Lead position within the Boosters, which is generally recommended for nonprofit organizations (Mobileserve, 2017). Our Communications Lead promotes events and manages an online app, SignUp Genius, which outlines specific volunteer needs. However, volunteer participation remains low; among this year’s 95 student performers across 88 families, our regular volunteers for football games and competitions primarily come from the Band Boosters board, accounting for less than 17% of families.

In light of past experiences, we recognized the need to adopt a different event management strategy to secure volunteers for the competition. We designated an event Volunteer Coordinator who collaborates with each of the co-leads and section leads to understand the requirements for each area, subsequently inputting this information into SignUp Genius. This coordinator also collaborates with the high school’s community coordinator to recruit student volunteers seeking service hours for scholarships and service club obligations to assist on event day, as this is the only occasion during the year when student volunteers are engaged. On the event day, the Volunteer Coordinator checks in volunteers for their shifts and assigns them to areas based on current needs, skills, and mandatory requirements for specific sections. For instance, county regulations stipulate that volunteers performing certain tasks—like handling cash and credit card transactions, driving, or chaperoning—must be certified as Level 2 Volunteers, requiring individuals to be 18 years or older and undergo law enforcement fingerprinting and a background check valid for five years. A database verifies volunteer status, and each Level 2 volunteer receives a photo ID indicating their certification expiration date to display while volunteering. Some of my section leads and I are

also certified Level 2 Volunteers, allowing us to assist as needed. This Coordinator remains active until all volunteers are checked out after the event concludes, taking the burden off co-leads so they can focus on their respective tasks. Given that the school uses the marching band competition to demonstrate the district’s commitment to community outreach, having adequate volunteers is essential for the event’s success.

Conclusion

In summary, effective management of this event requires careful planning and execution to address the unique challenges posed by volunteer dynamics, including engagement, skills variability, and navigating the complexity of leading volunteers rather than employees. The collaborative approach employed this year, along with the establishment of binders for each section lead, greatly contributed to our overall success. Our event’s consistent attendance, coupled with positive feedback from guests, reaffirms the effectiveness of this management strategy. I look forward to implementing the lessons learned from this year into the planning for the next competition in 2025.

References

Miller-Merrell, J. (2011). The Seven Steps to Volunteering Effectively: How to Engage Volunteers in Your Organization. Volunteer Strategies Publishing.

Mobileserve. (2017). How to Build a Successful Volunteer Program for Your Nonprofit. Retrieved from Mobileserve

Sumac, C. (2019). Managing Volunteer Programs. In C. Sumac (Ed.), The Handbook of Nonprofit Management (pp. 25-45). Nonprofit Press.