Wentworth Park Track and Grounds Maintenance Team Member

Transcription

1 Wentworth Park Track and Grounds Maintenance Team Member Overview and Purpose The Track and Grounds Maintenance Team Member is responsible for the presentation, preparation and maintenance of the track and grounds at the NSW GBOTA Wentworth Park greyhound racing facility. Primary duties are: 1. Preparation and maintenance of the racetrack to industry best practice standards with the objective of presenting racing conditions that are safe and consistent. 2. Commitment to continuous improvement procedures, including undertaking record keeping, data collection and analysis for all race meetings and trial sessions. 3. Presentation of maintenance of venue facilities, including kennels, grandstand, patron areas, bathrooms and surrounding grounds. 4. Preparation and maintenance of the sporting field based on best practice maintenance schedules and focus on the particular requirements of sporting and community users. 5. Proactive approach to overall operational objectives of the Wentworth Park facility; assisting with reasonable on and above duties as directed by Wentworth Park Racing Manager, Association Operations Manager and GRNSW Track Maintenance staff and Integrity Officers. The Track Team Member reports to the NSW GBOTA Wentworth Park Racing Manager. The position will require the development and maintenance of positive relationships with key stakeholders, including senior management, peak body (GRNSW) employees and venue users. The position requires the incumbent to develop an understanding of all operational issues at the Wentworth Park venue and compliance requirements. The position requires race meeting and/or trial meeting attendance as part of the 38 hour working week. NSW GBOTA employees are subject to internal audits and performance reviews regularly. The NSW GBOTA require all staff to uphold the highest standards as a reflection on the wider Association output. This includes work health safety workplace management, conflict of interest management, customer relations and time management. Reporting Line Reports to the NSW GBOTA Wentworth Park Racing Manager The Organisation The NSW Greyhound Breeders, Owners and Trainers Association was established in 1939 and is a not-forprofit organisation with over 1200 members and 200 employees across NSW. Currently, the NSW GBOTA operates nine greyhound racing venues across the State with Wentworth Park being the premier racing track in NSW. Wentworth Park conducts 104 race meetings annually. Based at Glebe, Sydney, this position will work closely with senior management to ensure the safe and consistent operation of the venue.

2 Key Performance Areas 1. Preparation and maintenance of the racetrack to industry best practice standards with the objective of presenting racing conditions that are safe and consistent. Role In conjunction with the Racing Manager, develop an Annual maintenance schedule; shown monthly, which demonstrates intended use of peak body safety and maintenance funding and has regard for providing the safest venue for every race meeting and trial session. Turn, level and reinstate cambers of track on regular basis, as deemed necessary through track profile monitoring. Recording work in daily maintenance schedule and weekly Ensure appropriate and consistent watering of track for each race meeting and trial session, identifying, communicating and recording equipment modifications, maintenance or replacement as necessary Liaise with Racing Manager and GRNSW Track Maintenance team as to required track renovation timing. Ensure consideration of trials; Racing Manager to communicate with participants Liaise with Racing Manager regarding expenditure requirements to ensure track is safest possible surface Pro-actively participate in racing observation, monitoring of injuries and analysis of possible contributing factors Ensure sand is removed from under rails weekly and returned to track surface, where appropriate Ensure inner and outer (where applicable) track gutters are clear of sand and debris to ensure water run off. Disposing of material where contaminated Undertake cross profile sampling regularly, with photographic recording every 2-3 days, ensuring profile images are sent to GRNSW 24 hours prior to each race meeting and on the day of racing Walk track regularly to ensure no weeds or contaminants are present, removing where necessary Attend training as required and review assessment reports provided Undertake pre-race meeting track inspection with GRNSW Integrity staff Reporting any incident immediately to Racing Manager and record within daily diary Annual schedule is undertaken and is included within Business & marketing plan Lodgement of Weekly track report to Saturday PM Water content recorded on Race Meeting report lodged within 24 hours of race meeting to Communicate with Racing Manager and GRNSW minimum 8 weeks out from renovation. Actively engage in Track renovation process with GRNSW staff and contractors Communicate with Racing Manager, seeking quotations for funding as required Be strong in self-assessment of track preparation and improve where possible Clear rail build up weekly Undertake fortnightly to ensure a clear track. Ensure strong assessment of track profile; understanding the profiles consistency link to track performance and injury reduction Remain vigilant for weeds and contaminants, removing and recording as appropriate Work with Racing Manager to ensure attendance of training programs, and review of reports provided by GRNSW are assessed Complete pre-race meeting inspection with GRNSW Integrity staff, undertaking alterations to surface as agreed and compiling pre-race meeting documentation Reporting any incident immediately to Racing Manager

3 2. Commitment to continuous improvement procedures, including undertaking record keeping, data collection and analysis for all race meetings and trial sessions. Role Undertake regular checks of track items (such as those listed below) recording outcomes at each occasion, to ensure no equipment fatigue exists. Starting boxes Compressors Rollers Lure Carriage Lure Motor Lure Arm Squawkers Cable Lights Semaphore Boards Sectional timers Sprinklers Pumps Tractor/s Water Truck/Cart Gates Box matting Front of box grass matting Undertake weekly checks of venue items to ensure no equipment fatigue exists Fences Gates Doors Air Conditioning Carpet Tiles Chairs Tables Outdoor benches and stands Communicate with Racing Manager to ensure Asset register is maintained and identify replacement schedule Liaise with Racing Manager as to SMWRF and other funding to ensure venue is safest possible with adequate stock on hand for repairs Develop and maintain required records with all chemical use, ensuring the safe storage of any liquid Ensure the completion of daily diary, recording comprehensively all actions undertaken to ensure both Document appropriately in daily maintenance folder. Communicate with Racing Manager, seeking quotations for funding as required on upgrade or replacement Document appropriately in daily maintenance folder. Communicate with Racing Manager, seeking quotations for funding as required on upgrade or replacement Monthly review to ensure all documented and considered Communicate with Racing Manager, seeking quotations for funding as required. Maintain easily accessible and readable files which document all liquids on site and have supporting documents as required Maintain easily accessible and readable files which document actions undertaken and risks

4 thorough record keeping and risk management Ensure storage areas are locked and safe, ensure equipment is maintained and safe for use, and work areas kept clean Utilise external contractors are required, ensuring observe work and learn new skills where possible in repairing and or replacing equipment Ensure all contractors have signed on at venue prior to the commencement of work and undertaken induction to site as required Ensure all work is recorded and any concerns raised to Racing Managers Assist Racing Manager with the completion of GRNSW Standards; in particular WHS Checklists, Chemical registers and incident reports Reporting any incident immediately to Racing Manager identified where appropriate Document appropriately in daily maintenance folder. Communicate with Racing Manager, as repairs / replacement is needed Document appropriately in daily maintenance folder. Observe and improve skills where possible Ensure risk is being understood and managed, with comprehensive records kept Thorough record keeping undertaken, which is readily available Thorough record keeping undertaken, which is readily available Reporting any incident immediately to Racing Manager 3. Presentation of maintenance of venue facilities, including kennels, grandstand, patron areas, bathrooms and surrounding grounds. Role Undertake cleaning of kennels post race meetings; reporting any unusual findings to Racing Manager. Aim of cleaning is to always ensure the integrity of the venue and kennels, so ensure locked at conclusion of clean Undertake cleaning as required post trial sessions to kennels Clear rubbish from venue; ensuring venue is presented in a clean and first class standard Review gardens and open areas to ensure clean and well presented. Noting any trip hazards to Racing Manager, and rectify asap where possible Undertake garden planting and pruning to ensure venue to well presented and gardens are well maintained Undertake mowing and slashing as required, to ensure venue is well presented and risk of pests is eliminated Removal of unrequired equipment, debris and other material to ensure pests aren t encouraged on site Liaise with Racing Manager as to SMWRF and other funding to ensure venue is safest possible Identify larger projects with Racing Manager and potential funding options to improve venue facilities and / or Operational reliability, examples include: Air Conditioning Sound Walls Ensure kennels are well cleaned, checking all walls, floors and roofs Report any unusual finding to Racing Manager Ensure kennels are well cleaned, checking all walls, floors and roofs Report any unusual findings to Racing Manager Communicate with Racing Manager, seeking quotations for funding as required Communicate with Racing Manager, seeking quotations for funding as required

5 Role Walkways and safety rails Removal of Hazards Undertake regular checks, including fire safety, exit signage, WHS signage Assist in the development of annual schedules to ensure the development of best venue management, including pest control, equipment maintenance, ground and asset management Ensure bathrooms are clean and well stocked, undertaking frequent cleaning and maintenance as required Reporting any incident immediately to Racing Manager Undertake venue open and/or close as required Ensure storage areas are locked and safe, ensure equipment is maintained and safe for use, and work areas kept clean Communicate & document with Racing Manager, seeking quotations for funding as required, minimising exposure to venue deterioration Reporting any incident immediately to Racing Manager Ensure the complete and safe open /lock up of venue as requested by management Document appropriately in daily maintenance folder. Communicate with Racing Manager, as repairs / replacement is needed 4. Preparation and maintenance of the sporting field based on best practice maintenance schedules and focus on the particular requirements of sporting and community users. Role Clear rubbish from in field; ensuring venue is presented in a clean and presentable fashion Ensure management and maintenance of infield inline with booking schedule. Undertake marking and preparation of field in line with hirer s booking requirements and rules specified by ground user; including line markings as required Undertake mowing and slashing as required, to ensure venue is well presented and risk of pests is eliminated Develop with Racing Manager annual schedule for optimum field up keep, including aeration, fertilisation and seeding Removal of unrequired equipment, debris and other material to ensure pests aren t encouraged on site Undertake regular checks of irrigation and supporting field systems to ensure optimum operation Reporting any incident immediately to Racing Manager Undertake venue open and/or close as required Ensure infield is maintained to a safe and visually appealing standard and in line with the rules of sport hirer has specified. Understand and delivery field markings and surface to required users standards Ensure sporting field is maintained in line with industry standards Ensure sporting field is maintained in line with industry standards Ensure sporting field is maintained in line with industry standards Communicate & document with Racing Manager, seeking quotations for funding as required to ensure sporting field is maintained in line with industry standards Reporting any incident immediately to Racing Manager Ensure the complete and safe open /lock up of venue as requested by management

6 5. Proactive approach to overall operational objectives of the Wentworth Park facility; assisting with reasonable on and above duties as directed by Wentworth Park Racing Manager, Association Operations Manager and GRNSW Track Maintenance staff and Integrity Officers. Role Understand National Racing Rules and how they are linked to position requirements and comply with directives of GRNSW Integrity Officers. Undertake additional duties such as Lure Driving, gate operations and starting as required; post training. Assist with deliveries, movement of stock as required. Attend training as required and review assessment reports provided. Review and sign off on NSW GBOTA and GRNSW Policies annually. Active engagement with GRNSW Track Maintenance team Ensure venue is opened up and locked up as required. Communicate with Racing Manager where seasonal assistance may be required, including leave cover. Review National Racing Rules Comply with directives of GRNSW Integrity Officers. Assist with venue operations in a safe and responsible manner. Reporting any incident immediately to Racing Manager. Assist Racing Manager as required. Work with Racing Manager to ensure attendance of training programs, and review and assess reports provided by GRNSW. Thorough review, understanding & adherence to policy. Regular communication with GRNSW Track Maintenance team Ensure diligence with venue security. Regular and strong communication with Racing Manager. Skills, experience and knowledge Key attributes required Extensive understanding and experience of o greyhound racing operations o facility management o customer service o work health safety understanding and application Working knowledge of o GBOTA Policy o GRNSW Operating Standards and performance benchmarks o GRNSW Funding frameworks o Licence Agreements and Contracts relative to Wentworth Park o Greyhound Racing rules as they pertain to Club operations

7 PROFESSIONAL DEVELOPMENT The NSW Greyhound Breeders, Owners and Trainers Association (GBOTA) acknowledges that professional development is integral to personal job satisfaction, workplace productivity, reward, and recognition, and is critical to the achievement of the organisation's mission and continuous improvement in the quality of its programs and services. The GBOTA is committed to providing a supportive and rewarding environment for employees and recognises that the quality, responsiveness, and professionalism of its workforce are linked to the further development of their skills and competencies. The GBOTA is, as far as is feasible within its available resources, committed to providing employees with The opportunity to plan and develop skills, knowledge and attributes that complement organisational and work unit goals The opportunity to participate in career development activities that extend and enhance their capabilities and capacity for advancement within the organisation Equity of access to professional development opportunities. 1. Position-specific professional development Where the EO decides that it is necessary for a staff member to acquire a particular skill, to learn specific material, or to acquire specific qualifications in order for them to carry out the duties attached to their existing position, the organisation shall be fully responsible for all costs incurred in acquiring that skill, that learning, or that qualification, and the staff member shall, where necessary, be given permission to attend any such course within working hours. It would normally be expected that any such requirements would have been taken into account in the drawing up of a position description and set out in the criteria for selection; it would thus seldom be the case that continuing employees would be required to acquire new qualifications. 2. Non-position-specific professional development In its performance review procedures the organisation shall in every case encourage the person concerned to explore their available professional development options. Where an employee wishes to pursue further education or training but the EO has not required that person to acquire a particular skill, to learn specific material, or to acquire specific qualifications to carry out the duties attached to their existing position, the organisation shall endeavour to facilitate such education or training through permitting (at the discretion of the EO, and taking into account the efficiency of the workplace) any rearrangement of working hours that would assist such development permitting (at the discretion of the EO, and taking into account the efficiency of the workplace) any use by the person of the organisation s equipment or services that would assist in that development permitting (at the discretion of the EO, and taking into account the efficiency of the workplace) any annual leave or unpaid leave arrangements that would assist in that development granting up to two days study leave as necessary to attend examinations. Educational or training requirements involving reimbursement of fees or provision of paid study leave may also be negotiated as part of the contract of employment between the employee and the organisation. PERFORMANCE MANAGEMENT The NSW Greyhound Breeders, Owners and Trainers Association s (GBOTA s) Annual Performance Review process has been designed to provide a vital link between the organisation s Business Plan, its vision and guiding principles, and individual staff members. It is also designed to ensure that goals and objectives flow from the top of the organisation to the personal objectives of each individual.

8 This Policy applies to permanent and part-time paid employees only. If requested, volunteer workers can participate in and have access to an annual review in order to obtain feedback regarding their position and performance. Performance Management and Performance Plan The Performance Plan is designed to provide the opportunity to establish targets (Indicators of Effectiveness) which provide a challenge to employees and which can be reviewed and modified in response to employee achievements. The Manager concerned should develop a Performance Plan in conjunction with the employee within the first month of an employee commencing or during the Annual Review process. The Performance Plan is to be updated during every Annual Performance Review or as required throughout the course of the financial or performance year. Employees should initially draft their own Performance Plan and then arrange a discussion with their Manager so that the Plan can be agreed and finalised. If a situation occurs in which the employee and Manager are unable to come to an agreement, both the employee and the Manager should attach a memo outlining their position, and forward the Performance Plan to the next-in-racing Manager for a final decision. The Performance Plan should outline goals and objectives for the following 12-month period. It is each Manager s responsibility to ensure that these are in line with the business plan. Each objective should have targets and measures documented, to allow accurate assessment. The Performance Plan will also include an agreement of what competencies are to be demonstrated in the role. Development Plan During the Annual Review process, or the probation period of commencing employment, each employee should have a Development Plan established. The Development Plan discussion should review the individual s development over the previous 12 months, and outline the individual s broad career directions and development priorities for the following 12 months. The Manager should consider what skills, knowledge and competencies are required to achieve the objectives outlined in the Performance Plan, and to close the gap on current and planned competencies. Annual Review Each year in the first six weeks of the new financial or performance year, Managers must complete an Annual Performance Review interview with their employees. The Manager must review the employee s performance against his or her agreed performance objectives, targets and measures, as well as performance against the agreed competency levels. The individual s agreed performance objectives and competencies should be reviewed against the set performance ratings. To ensure a degree of objectivity is apparent throughout the review process, the next-in-line Manager will continue to be involved in the review process and must agree with the review and sign it off. Prior to commencing a formal underperformance process Prior to commencing any formal unsatisfactory work performance process, the employee's supervisor/manager must attempt to informally discuss the performance issues with the employee. The supervisor/manager must consider organisational or personal factors that play a role in the employee s unsatisfactory work performance and consider alternatives to the unsatisfactory work performance process to address the problem. Unsatisfactory work performance should be addressed as and when it arises to provide employees with support and assistance to improve their performance at the earliest opportunity. Supervisors/managers

9 should not wait until an employee s end of cycle performance review to address issues of unsatisfactory work performance. Supervisors/managers must seek the advice of the Human Resources Department prior to commencing any formal unsatisfactory work performance process. Formal process Where the GBOTA considers that informal attempts to address the employee s unsatisfactory work performance have been unsuccessful, the GBOTA may proceed to manage the employee s unsatisfactory work performance though a formal process. Measures which may be used in the formal management of an employee s unsatisfactory work performance include, but are not limited to: increased supervision; changes to the employee s performance plan; mentoring; training and professional development; increased feedback; coaching. The formal process for the management of an employee s unsatisfactory work performance is: Stage One formal counselling Stage Two formal written warning Stage Three final written warning Stage One Formal Counselling The first stage of formal management of unsatisfactory work performance is formal counselling of the employee. The employee will be advised of any consequences of not improving their performance within a reasonable period of time and of engaging in any further unsatisfactory work performance. A written record of the formal counseling session will be placed on the employee s personnel file. Stage Two Formal Written Warning If the employee s work performance has not improved within a reasonable period of time following formal counselling in accordance with Stage One of the process set out in this policy, or if the employee engages in further unsatisfactory work performance, the employee will be given a formal written warning. The formal written warning must indicate: the standard of performance expected of the employee; where and how the employee is not meeting this standard; the consequences if the employee fails to improve their performance. The written warning will be placed on the employee s personnel file. Stage Three Final Written Warning If the employee s work performance has not improved within a reasonable period of time following receipt of a formal written warning in accordance with Stage Two of the process set out in this policy, or if the employee engages in further unsatisfactory work performance, the employee will be given a final written warning.

10 The final written warning must indicate: the standard of performance expected of the employee; where and how the employee is not meeting this standard; the consequences if the employee fails to improve their performance, including that the employee's employment may be terminated by the GBOTA. The final warning will be placed on the employee s personnel file. At each of stages one, two and three of the formal process, the GBOTA will provide the employee with an opportunity to respond. Termination of the employee s employment The GBOTA may terminate the employee's employment for unsatisfactory work performance if stages one, two and three of the formal process have been followed. Notice of termination will be advised to the employee in writing and a copy of the notice will be placed on the employee s personnel file. If a Supervisor/Manager considers that termination of employment may be necessary, they must contact the Human Resources Department immediately to discuss their view. Link to Salary Review Process The Annual Performance Review process can be linked to the salary review process. People should be rewarded on the basis of their contribution to the organisation though either an annualised salary adjustment (increase in base pay) or a one-off reward e.g. bonuses, plaques, lunches, certificates, etc.