Job Description Program Coordinator: Special Interest

Transcription

1 Job Description Program Coordinator: Special Interest All job functions of the Program Coordinator will be carried out under the direction of the Director. The Program Coordinator will be expected to provide ongoing feedback to the Director regarding all job functions and program development. PROGRAM SUMMARY Mission of the Mini U Programs: 1. Develops children and youth as educated leaders in physical activity for young people 2. Provides a context for experiential education of students in degree programs to develop, disseminate and discover the benefits of working with children and youth in the promotion of physical activity. 3. Provides excellent and inclusive recreation/sport and educational experiences to young people 4. Promotes the Faculty of Kinesiology and Recreation Management and the University of Manitoba as destinations for post secondary education 5. Contributes to the creation and dissemination of physical activity knowledge. Our Vision: To be recognized locally and nationally as a leader in providing evidence-based programs while actively collaborating in the creation and dissemination of physical activity knowledge. Mini U Programs develops excellent, innovative leaders and provides stimulating, quality programs for children and youth that reflect the values of inclusiveness, fair play and healthy development. PROGRAM COORDINATOR GENERAL RESPONSIBILITIES AND DUTIES Administrative (40%) Program Brochure: Modify the program brochure, as needed. This includes all program content, ensuring all aspects of the brochure are completed in a sufficient time span, and ensuring all organizations involved in the program have agreed to be involved in the upcoming summer program. Program Content: Research and develop new programs based on the mission, competitors and customer demand. This includes staying current on what competitors are providing (by obtaining brochures and searching web sites), knowing age appropriate activities and developing new programs to be on the cutting edge of children s programming in Winnipeg, Manitoba and Canada. Program evaluation: All programs are evaluated by participants, instructors and supervisors, the incumbent is responsible for compiling all information (including their own) and preparing a detailed report. Their own evaluation includes observing all of the programs and providing critical information for the report. The report is then used by the Director and

2 procedures). Partnerships with Stakeholders: Establish and maintain partnerships on and off campus with Faculties, academic staff, campus departments and other community-based groups that have an interest in healthy child and youth development. These partnerships may lead to program ideas, funding collaborations, outreach to cultural groups, new Canadians and underserviced groups of children in Manitoba. Room Bookings: once the University has done its spring/summer bookings, which includes our summer camps the incumbent does an analysis of the rooms needed. S/he then lets the Director know and they determine where else to search for rooms. The incumbent makes all contacts and ensures confirmations are received for all rooms. Budget: Assists Director with yearly budgeting exercise by developing individual revenue and operating budgets for each program. Responsible for the daily maintenance of the fall / winter operating budget (~ $45,000) and the summer special interest camp budget (~$475,000). Petty Cash: From April September, responsible for coordinating the reconciliation of camp supply purchases for/with student staff via petty cash procedures set by Faculty administrative staff. Payroll: Develop a master staff list (for summer staff) to assist in the budgeting process and assist with monitoring payroll. Administer all payroll forms (casual staff, direct deposit etc ). Submit hours on a weekly basis, where necessary. This is a large task including over 100 casual employees. The incumbent also maintains spreadsheet information on staff attendance and makes adjustments based on absentees. Lesson plan development: Oversee the development of lesson plans which include proper instruction of human movement skill development, leadership development and special interest (ex. science, arts, engineering, etc) specific skill development. Specific learning outcomes will be identified for each program to guide instruction and to facilitate ageappropriate lesson planning. Employees can use this information to deliver programs and evaluate program outcomes. The incumbent is responsible for the evaluation of the data and provides recommendations to the Director regarding their findings. Human Resource Management (25%) Analyzing Position Requirements: In keeping with the mission of children s programs, analyze the position descriptions and qualifications of positions to ensure that we are posting and subsequently recruiting option people for positions. Recruiting: Present and advertise employment to degree students at the University of Manitoba (primarily with the Faculties of Kinesiology and Recreation Management as well as Education). Utilize social media to circulated student job opportunity notices while also producing and posters around the campus.

3 Hiring Applications: Modify application form for summer staff applicants. Organize and prioritize completed application forms (approximately 300 to 350) into categories to facilitate the hiring process. Make recommendations to the Director on which applicants are selected for interview. Letters to Specialty Camp faculty advisors for hiring of Instructors: Create and send hiring letters to Specialty Camps faculty advisors (approximately 25), outlining an evaluation of the previous years employee, present year terms of employment, wages, general job description and type of person sought for employment. Along with the faculty advisor, set up interviews and hire the best candidate for each position. Hiring of Summer Staff: Based on the mission and analysis of positons, select, interview and recommend (in conjunction with the Director and other Program Coordinators) potential summer program supervisors, instructors and group leaders, for all programs. Supervisor Orientation: Organize (in conjunction with the Director and other Program Coordinators) a Supervisor Orientation, to be attended by all program supervisors. Topics include: leadership development, communication, customer service, performance management, behaviour modification, pedagogy, etc. Training: Ensure the proper training of all program instructors, including lesson plan content, safety of lessons, policies/procedures and supply purchases. Providing instructional staff with leadership development opportunities is expected to be a main feature of our training sessions while also preparing groups to provide service. Attends peer-teaching sessions to monitor lesson plans. Performance management: Three summer supervisors (May September) report directly to the incumbent. Approximately 60 casual instructors (July and August) report directly to the supervisor, however the incumbent is mainly responsible for performance management issues. On a regular basis, the incumbent manages staff relating to performance issues eg. punctuality, conflicts between staff, inappropriate teaching methods and non-compliance with policies and procedures. Serious issues also arise on occasion, and progressive discipline must be implemented. The incumbent is also responsible for completing performance evaluations on his /her direct reports (3 summer supervisors) as well as ensuring the accuracy of information on the 60 staff performance evaluations. Throughout the fall and winter, instructors report directly to the incumbent. Therefore, the responsibility of performance management rests solely with the incumbent. Policies and procedures: Recommend appropriate policies and procedures for staff regarding such issues as; children s attendance, safety, allergy protocol, bussing procedures, parking and many, many more. The policies are reviewed on an annual basis and ideas for new or revised policies come from a) personal experience, b) feedback from staff and c) feedback from parents and children.

4 Customer Service (20 %) Customer Relations: Oversee and evaluate customer experiences, produces plans to retain customers and acts as the liaison between the customer service team and children s programs staff. Provides direction to facilitate customer feedback and utilizes social media to stay connected with customers. This may also include establishing relationships with alumni employees (future customers). Program: Directly oversee Specialty Camps (during the summer) and fall and winter programs as follows; Early Years Programs, Soccer and Wall Climbing programs in their entirety. Ensure all pre-program work is completed by summer supervisors and the actual program is completed with a high degree of quality and success. Interaction with parents: Year round the incumbent has a tremendous amount of contact with parents of children attending programs. Responding to questions (in-person and on the phone) about program content, program suitability, complaints about programs (content, instruction etc ) and their child s behaviour are regular situations. Managing upset parents (in-person and on the phone) on a regular (sometimes as much as daily) basis throughout the summer is not uncommon. Approximately 950 children (plus their parents) are on campus daily throughout July and August. The incumbent is one of the people who manages all customer concerns. Interaction with children: Most interaction with children occurs throughout July and August. The incumbent manage a large number of situations involving behaviour management of children. Regular management of children exhibiting behavioral challenges are common (sometimes daily). Examples of the types of situations are as follows: bullying, teasing, physical or verbal abuse, poor dynamics within a group (often group talks are needed), running away from the group, not listening to instructions and many more. The incumbent must be very confident, calm, level headed and knowledgeable in dealing with these types of situations. End of the day supervision: The incumbent is one of five people responsible for staying at the end of the day until all of the children have been picked up. All children are supposed to be picked up by 5:30 pm, however regularly parents are late and in rare instances parents forget to pick up their children. On occasion, children have to be driven home. Fall / winter schedule: From mid-september through March (with the exception of December) the incumbent is required to work (on occasion) Tuesday through Saturday. Saturday is when the bulk of the fall/winter programs take place. The incumbent is on hand to provide assistance to the parents, children and staff to avoid conflict and confusion. Leadership Development (15%) Pedagogical Approaches: Provide recommendations and training to children s programs staff of best practices related to pedagogical approaches for early, middle and youth aged children. Provides leadership strategies for lesson plan development and instructional methods that promote a student-centered approach that facilitates leadership development.

5 Experiential Learning Opportunities: Acts as the liaison between children s programs and academic staff who are seeking out opportunities to create service learning opportunities for degree students. Establishes opportunities for community programs to work in conjunction with degree programs that have students gain experience working with children/youth. All other duties as assigned.

6 Special Interest Program Coordinator 6