City of Red Deer Exempt Job Description

Transcription

1 City of Red Deer Exempt Job Description JOB TITLE: Recreation Centre Complex Coordinator JOB CODE: RCCC DIVISION: Community Services JOB REPORTS TO: BAND ASSIGNMENT: DEPARTMENT: Recreation, Parks & Culture Department Recreation Facility Supervisor SECTION: Recreation FUNCTION/PURPOSE: This position is responsible for the physical operation and maintenance; planning, coordination and marketing of programs and events; and customer service/administrative functions for the Recreation Centre Complex (including the outdoor spaces and auxiliary facilities of Rotary Recreation Park). The Coordinator provides leadership to facility operations, programming, and customer service staff, community groups and businesses, as well as coordination and collaboration with the other facilities/service providers on site (including Museum/Archives, Golden Circle, Speed Skaters and Tennis Club) in order to increase awareness in the community of the benefits of participating in a variety of health and leisure oriented activities at the Recreation Centre Complex. # KEY RESPONSIBILITIES (with associated decisions and recommendations) Freq. 1. Facility Management, Risk Management and Safety: Oversees the programming, operation, maintenance, public safety and security of the Recreation Centre Complex including mechanical systems (heating, lighting, plumbing), structural integrity, specialized aquatics sanitizing systems and general housekeeping of the building. Retains and coordinates contractors to perform work that cannot be accomplished by the building maintenance staff. Monitors the development and maintenance of Recreation Centre Complex operational guidelines including facility operating manuals, policies and procedures, preventative maintenance programs, energy management programs, facility as-built drawings and plans, and standards for materials, supplies, equipment and services. Oversees the development of risk management and safety programs, consistent with City standards and policy, as well as provincial and federal legislation, for employees working in all areas of the Recreation Centre Complex (indoor and outdoor spaces), as well as for members of the public using the facilities. Develops and maintains security systems (i.e., surveillance cameras and security personnel) and emergency policies and procedures (i.e., evacuation, robbery, fire, bomb threat), including staff training, emergency evacuation and communication with appropriate departments and community agencies for the Recreation Centre Complex. Provides input into the development of the Ten-Year Infrastructure Maintenance Plan (IMP) as it impacts the entire Recreation Centre Complex. Establishes operations and maintenance standards, including frequency of maintenance and replacement, to ensure the efficient operation of heating, lighting, plumbing systems, water filtering and chemical treatment, heating plants and all building equipment and systems. Decides on an appropriate service provider (i.e., staff, contractor) projects the within the Recreation Centre Complex. Establishes dates and times for annual maintenance shutdown. Decides content, format and staff training for site specific emergency policies and procedures; scheduling and notification of any emergency evacuation exercises. Decides viability of specific energy management initiatives (i.e., cost/benefit). Decides maintenance and replacement scheduling for IMP. 20% Submitted July, 2007 Page 1 of 5

2 Recommends specific operations and maintenance programs for implementation. Recommends future maintenance and replacement scheduling for IMP and budget planning. Recommends operations and capital budget to Supervisor. 2. Supervision: Hires, supervises, disciplines, develops, coaches and mentors staff in the Recreation Centre. Monitors that the duties and responsibilities of the staff are effectively and efficiently carried out. Creates a safe and harassment-free workplace for staff. Communicates operational, personnel and pay policies clearly to staff. Liaises with the Personnel Department regarding personnel and payroll issues when necessary. Selects and hires qualified individuals. Decides appropriate performance standards, reviews staff performance regularly, determines and applies appropriate discipline when required in accordance with the collective agreement and applicable City policies. Approves and communicates work schedules and changes for staff. Determines priorities, in conjunction with staff, and delegates work activities and tasks. Reviews training and development plans for staff, including the authorization of plans and attendance at seminars, courses and conferences. Recommends Recreation Centre Complex staffing requirements/changes to the Supervisor. Develops and proposes annual budget recommendations for Recreation Centre Complex initiatives, including staffing levels and training to the Supervisor. 3. Facility Utilization and Customer Service: Manages the scheduling of the various Recreation Centre spaces for programs, events, community/school user group and public use. Provides information on facility use, programs and services through phone lines and in person contact with internal and external customers. Oversees the secure recovery and handling, recording and reconciliation of revenue from program registrations, passes, admissions, and merchandise sales. Develops systems for appropriate records, statistics and reports as required. Monitors the booking and coordination of facility components for programs, events, community/school user groups and public use at the Recreation Centre Complex. Decides the level and type of customer service and type of communication required to meet the needs of internal and external customers. Decides the level of security required for handing revenue transactions. Decides what type of records and reports are required to communicate information. Recommends negotiated special rental rates to accommodate unique and major programs and special events. Recommends increases and decreases in program, event, rental, pass and admission fees and charges to reflect changes in market and cost of service provision. Recommends to the Supervisor equitable use and access to the program areas of the facility among public, school and user groups. 4. Program Development & Planning: Leads the planning and implementation of facility use, programs and events, and acts as the liaison between Recreation Centre Complex areas of operation, other facility/service providers on site (e.g., Museum/Archives, Golden Circle), community groups, schools and businesses. Facilitates the collection of relevant information for the development and delivery of new Submitted July, 2007 Page 2 of 5 20% 15% 15%

3 programs and events. Discusses program needs with the public (i.e. community and user groups, schools, businesses and individual customers) and develops appropriate programs to meet those needs. Analyzes program variety, attendance figures and market segments as a basis for planning programs that continue to respond to community needs. Monitors and evaluates the delivery of existing programs and events assessing whether they meet community need and are cost effective. Coordinates and collaborates with other facility/service providers on site, community groups, schools or businesses. Decides appropriate service providers (i.e., staff, contractors, community groups). Determines Recreation Centre Complex program direction, based on assessment of evaluations and trends and alignment with Department Service Delivery model. Approves programs and events developed by staff. Recommends program budget to the Supervisor. 5. Leadership: Guides the Recreation Centre Complex staff in implementing a community development approach to service delivery. Interprets service plans and provides support for staff to achieve the expected results. Implements the direction for programs and services to be delivered in the Recreation Centre Complex. Considers community as well as cross-section impacts in the delivery of programs and services. Stays current and connected to research, professional associations, trends and other provincial and national initiatives that will guide the Recreation Centre Complex in its service delivery. Establishes an appropriate program service delivery culture for the Recreation Centre Complex, which is consistent with the Recreation Section, Department and City vision. Provides input to the Recreation Facility Supervisor s Leadership Team. Recommends improvements and alterations to Recreation Centre Complex program and service plan requirements through the Supervisor. 6. Community Development: Develops relationships within the Recreation Centre Complex, recreation section, department, the Corporation and the community to enhance the provision of programs and events in the Recreation Centre Complex. Initiates processes and strategies to facilitate community involvement. Leverages and aligns resources to address areas of greatest community need. Provides public information, education, referral and advocacy relative to the Recreation Centre Complex. Encourages the development and support of partnerships and other cooperative relationships. Determines applicability of programs and events for Recreation Centre Complex within the Department service delivery model. Recommends direction for Recreation Centre Complex use, programs and events to the Supervisor. 7. Communications, Public Relations and Marketing: Notifies Recreation Centre Complex staff, community/school user groups, public users and Supervisor of planned and unplanned/emergency shutdowns. Submitted July, 2007 Page 3 of 5 10% 10% 5%

4 Leads marketing, promotion, programming, and scheduling initiatives at the Recreation Centre and in the community to ensure that there is maximum opportunity for access, use and where applicable, revenue. Facilitates the development and implementation of marketing plans and promotional strategies for Recreation Centre Complex. Manages, directly and through subordinate staff, public behaviour and conflict resolution. Maintains effective communication with all affected parties during planned and emergency shutdowns or evacuation to minimize effect on staff, public and revenue. Moved from Decides suitable consequences for inappropriate behaviour up to and including involving the police and expulsion from the facility. Approves public news releases and other communiqués relevant to the Recreation Centre Complex, including appropriate responses for communication of emergency evacuation situations. Recommends specific information for appropriate communication of emergency evacuation and regular news releases. Recommends direction of marketing and promotional plans and strategies for facility use, programs, events, promotional items and merchandise. Recommends budgets for marketing, promotions and advertising. 8. Budget: Prepares the Service Plan and Budget for the Recreation Centre Complex considering revenues and expenditures for staffing, capital projects, facility operations and maintenance, programs and events, and administrative requirements for bookings, registration, admissions and customer service. Monitors expenditures and revenues to determine that they fall within the annual budget expectations. Reports on variances monthly and quarterly as required. Approves budget expenditures for the Recreation Centre Complex according to City Policy. Recommends and justifies changes in Recreation Centre Complex budget allocations. 5% QUALIFICATION, KNOWLEDGE, SKILL & ABILITY REQUIREMENTS: Education and Training : College Diploma in Recreation Administration or Physical Education or other related disciplines Plus 6 years of experience in facility management or program and event development supervising staff in a recreation / leisure environment OR a university degree in Recreation Administration or Physical Education or other related discipline plus: or equivalent combination of education and experience plus: AARFP* Building Maintenance II AARFP* Swimming Pool Operator II, AARFP* Supervisory Skills (or equivalent) *Alberta Association of Recreation Facility Personnel An equivalent combination of training, education and experience may be considered. Competencies: In addition to the 9 Core Competencies* identified for all employees of the City of Red Deer the following are specific to this position: Thorough knowledge of the principles, practices, methods and procedures used in managing recreation facilities through the general operational, program and customer service/administrative functions of the facility. Thorough understanding of the concept of and application of marketing and promotion principles and Submitted July, 2007 Page 4 of 5

5 practices for a facility with a high degree of public accessibility. Ability to develop and maintain sound operation and maintenance, program and customer service policies and procedures guides and manuals. Ability to establish positive relations with other on site facilities/service providers, facility staff, major facility user groups, community partners, department staff, City officials, City departments, contractors, school boards, business community, service clubs, institutions as well as users and the general public. Knowledge of Federal and Provincial legislation and City by-laws governing the operation of public buildings. *(Ethics & Values, Service Focus, Thinking, Planning & Organizing, Leadership, Development, Communication & Interaction, Adaptability & Change Management, Understanding the Municipal Political Environment) DIRECTLY REPORTING TO THIS JOB ARE: 3 FTE s; Total FTE s 15.2; Total Staff: Building Maintenance Person; 2. Program Specialist; 3. Lead Cashier RESPONSIBLE FOR APPROXIMATE ANNUAL BUDGET OF: 2007 Budget: Revenue $390,000; Expenditure: $1,560,000; Net $1,170,000 Total Budget Responsibility: $2M WORKING CONDITIONS: Irregular hours on evenings and weekends to ensure facility operations, programs and event success. Work evenings and weekends for meetings, call-outs, for operation and supervision of Recreation Centre Complex facilities (indoor and outdoor spaces) and staff. Incumbent Signature: Department Head Signature: Date: Date: Submitted July, 2007 Page 5 of 5