HomeMy WebLinkAbout2. Discussion on Managing the Community Center � ��
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P�RIC,S AND IZECItLA"I'ION
OPTIONS FOR M�INAGING COIvIMUNITY CENTER
OP I'ION �f l .
1
crrY nDn•�iNfs•rizn•r�ri
t'ARKS S: RLC. I�IRIiC'i'OR
RGCL"•P1'tONIS.I' DLh7'.SL•CItET/�RY
nllt.Or PROGltAMh•ltNG
I�4AINTGNAt�ICG COOItllINA1'O[t
. PAtiKS, `I'ItA1LS, RiNK ALL A't'ti1.GTIC i'ItOGItAA�tt�•IlNG ALI.NON-ATt1LG"f1C PItOGRAi�•3t�fi1NG
PACiLtTY AlA1NTCNANCG
NoGes s 1. P�rlcs & Re
creation Director mainLaiils maiaagemenL of a11 parks and recreation programs
and a7.1. �acilities. All oper�t�ion and ►»�in�enance is managed rhrou�h the Parks �
Recreat;ion Direck:ai. .
2 . Farks & Re
creac:zon Conunit�ee is advisory con�ntitl:ee to Parks and Recreation Direc�or , "��
and City Council . �
, ' it is run as stand alone eiit;crpris e �u n d ,u n d ee�d i�n��sCor°�sewe�sfunds.
3 . I'acx.l y
Recreation Con�nii�Le� and Dir�c�vr as ai� sewer, wa�_ �
_ _ _ �
OPTIONS 111 • .
P1Z0'S AND CON'S ' �
P�
' n ro rams eon�inu� to be ma��aged by Parks & Recreation Department
�. All recreario p 5
n. �ii
Recreation progranuninc� can be coordina�ed, through Parks & Recreation Department
hedulinc� and pro�ramma.nJ of personnel and Se°vices innvarious areasea(i��e Dir.
�, Maintenance, s�urilizing personrtel L-o conduct or provide
eLficienrly by ro i�n�s; Maintenance Coordinator can utilize tull and
c�£ Pro�ramming can manaersonnel�in�differenl-.�areas .
part time n�aintenance p
D, Public c
an rurn to a single source �or Parks & -ReCreat;ion Adminis�ra�ion nC
�. Since all
Recreation Operations will be located �-�C��rfacil�ity{�Ce� �his will be consiste
wiCh a single administration oL- a11 act�iviC.ies a�. y lannin can Ue
Council ta ottaer Parks & Recrea�ion pra�rams and facili� p g
F. Tying in the City :
more efficiently completed
G. Comp
uter use in accounting and programming will be more efficient
Ii.
Takes workload off City AdministraCor and places it wiCh Department i�ead.
CON'S a
' t as a enterPrise is inconsisten� wi�h Parlcs & RecreaCion operations.
p, Ru��ning fac�.7.i y
°Some�hing New" !
n, Conununity may be looking t
o the Communiry Cen�er as some��iing all �oge�her different than other
Parks & Recreation programs and LuncCions
�, 'This additional iunct
ion wil]. add stress and wor)cload to Parks & Recreation Committee, may be
too much when added to exis�ing worlcload ort to rhe Community Center to other
D, The prioritization of th� �i�an�noC bedmpir�ained supp
Parks � recreation Programs Y
�, �xistinc� Parks & Re
creation managemen� may not k�e capavle o,f handlinc� adciitional
responszbilities
Pl1RI�S t1ND I2�CRCA'1'ION . '
OPTZONS FOR MANAGING CON1MUNiTY C�NT�R �
OPTION �/2
crrv nn���r�is•ritnro�t
COh1t�4UNITY CC:N'!'G[t NtANr\GGR
rAGiLtTY SLCIiG't`AiLY
DINATOIi CONGCSSlON$ COOItptNh'1'Olt I
SCt1GDULINC COOItDINA'TOR
I'ACiLt'CY h�tA1NTCNANCG COOR
na er manages all opera�inns, scheduling, maintenance af facility.
Notes: 1. Community CenLer Ma �
Manager reports tiirecC.ly to Ci�y Adminis�raCor.
- . „ . -y usL ano�her user like school district
2 , A11 recreation progz'anls "ut�ilize �acili� as j
and City Council .
3
, I�acility is run ag stand alone en��rPrise lilce sewer, water, and storm ,sewer.
Se arate Communii:y Center Commission �-� �o�`bAuLhoaiLyLanderesident�slves from ,
4 . 1�
R�, HS, Far}cs & Recreatio�i Conutti��ee,
e
,
OP1'ION ��2
PRO'S �1ND CDN'S �
PRO'S
A, �dministration has direct control over operation Of faci.li�y n� de artment can cause
inCe rity of operaLion and rreat all users same
B, I'aciliL-y can be opera�ed as e�tn�Pl�se mu�h mo�:e easily because no 0
problen�, Adniinistration can m� �.
C. Separat
e cornmission helps mainLain sCrang mission �or Ltie �acility
' zaCion o� facilil:y, revenue sources and program are easier because it is
D. Decisions on ut�:l�-
sCand alone
� ration wi�h ano�her person reportinc� directly to him/lzer.
�, Admini.stra�ion talces on anather ope
This spreads out time to administzate.
commission and additianal involvenient by CitY �dministrator is needed
B. Development of anoCher ,
taking even more time Erona City �dniinis�rator ro xamnjinc� and faca.lity
- - �� -ions deteriora�ion �or en�ire Parks & Recreation
C. Po�.
�n��aL �or consistent confl.icl. be�ween�o�i�Lr P1rks & Reereation p g
programs, this cou l d le a d �o ' c o n u�i u n i t.y
Department
D. Use of any personnel would be less efficient
PARICS E1ND R�CI�EATION •.
OPTIONS rOR MAN�IGING COn�[MUNITY C�N'I:ER �
OPTION t�3
CI'CY AD�•16NlSTRn1'Olt
PAIiKS S. I2tiC. [)lltGC'I'Oi2 DUUGGT
1'GRSONNGL
i�•tANhGG�1LN'C
SEGRL'TA{tY S(:GItGTA1tY •
, AS3'1'. f'&Ii D1RGC'i'OR (P[tOGitAhdA•IlNG Of'ERATIONS)
1�4A[NTENANCG i=r�CtLlTY R•fANAG1iR
(I�AINTENANCG) �_
SCi'tLl2t1L1NG GONCL'•SSfiONS
NON-rACIL1TY FACIL(TY �
No�es; 1. Par)c� & Recrea
Cion Director rnaintains Lacility under Parks , s Facility�Managera�, Th�sW
position of Assistant Parks & Rec�o�an��°r �na�schedulingl- basically an operat�.ons
pasition is respoi�sible for all p � �
person.
2 . All
maintenance is manag�d throuc�l� Parlcs & Recreaim�� ���o�n�lnr� but 2 areas are
sp1iC to provide better control and use of par� � P
's still run as enterprise Eund wi�h all users, including Parks and
3 . Facility �.
RecreaCion other payinc� cas� of use. �
s & Recreal.ion Con�nlitLee advi.se Council and Parks & Recreation Director on
�1 . Park .
operations.
OP�I'ION tl3 : .
PRO'S AND GON'S
PRO'S
�. AIl r�creation programs coiztinue to be nianaged by Par}cs & Recreation Department
B. 1�11 Re�reaGion programming can be coordinated throuc�h Parks & Recreation Department
C. Maintenance, scheduling and programming of personnel and programs can all be managed more
efLiciently by uCilizinc� personn�l to conduct ar provide services in various areas. f�- .e. Dir.
of Proc�ramming can manage a� recreation programs; Maintenance Caordinator can utilize full and
part time maintenanee personnel in di£ferent areas .
D. Public can turn to a single source �or Parks & RecreaCion Adrninistration
E. Since a11 RecreaCion Operations will be loca�.�d in "Armory" office, this wil.l be consistent
with a single administration of all activities at the �acility
P. Tying in the Community Center to oGher Parks & Recreation progran�s and L-acility planning can be
mare efficiently completed
G. Computer use in aecounting and programming will be more efficient
H. Takes workload oft City Administrator and places it with Depar�ment Head
I. Develops a "Facility Manager" in addition to Parlcs & Recreation Direetor to take work load off
Parks & ttecr�ation DirecCor but defines role of I'acility Manager. A1so develops neecied
Assis��in� Parks & Recreation Director posic:ion.
O1'TION �l3 •
CON'S C4NTINU�D, PAGE 2 �
CON'S `
nin L-acility as a enterprise is inconsis�en� wi�l-� Parks & Recreation operata.ons.
�. Run g
��Sometl�ing New" t
lookin Co l.he Community Center as some�hing a11 to3erl�er diLferent than oCher
n, Community may b� rams and tuncCions
Parks & Recrea�ion prog
�, This addit�.onal
function will add stress and workload to �Parks & Recreation Comrnittee, maY be
too mueh when added to existing workload
• n of the financial and p�rsonnel supporL- to the Conununity CenCer to o��e�'
p, The priori�izatio
, Parks & recreation Programs may nat be niainLained
E. �xisting Parks & ReC
reaCion manac�ement may not Ue capable oi I�andling addiCional
respansa.biliCies
i . .
PARI�S E1ND R�CRE�ITION `
OPTiONS FOR Mf1NAGING CONIMUNITY CENTER
OPTION ##4
C(TY ADMlNlSTRATOR
PARKS & RECREATION DIRECTOR GOMMUNITY GENTER MANAGGR
SGCRETJ�RY RGCEPTIONiST SGCRGTARY '
' MAIN'1'ENANCL' SCi•tEDUUNG/PROGRhMI�4lNC MAINTGNANCG SCiIEDULiNG/PROGRAMM[NG
Notes : 1. Parks & Recreation Director and Community Center Manager are equal in levels of
authoriCy. Both earry responsibilities for operational management in different
segments of Parks & Recreatian creating a second Department Head.
2 . A separate Commission/Committee should be formed to advise Community Center Manager
and City Council on operation of facility.
3 . �aci�ity is stand alone enterprise fund under direction of Facility Manager and City
Council as are Sewer, WaCer and SCormwater utilities.
�
OPTION �#4
PRO'S AND CON'S
PRO'S
A. Administration has direct control over operation of facility
B. Facility can be aperated as enterprise much more easily because no one deparrment can cause
problem, Administration can maintain integriry of operation,and treat all users same
C. Separate commission helps maintain strong mission for the facility
D. Decisions on utilization of facility, revenue sourees and program are �asier because it is
stand alone
CON'S
A. Administration takes on another ogeration with another person reporting directl� to him/her.
This spreads out time to administrate.
B. Development of another commission and additional involvement by City Administrator is needed
taking even more time from City Administrator
C. Potentzal for consistent conflict between other Parks & Recreation programming and facility
programs, this could lead to °community" relations deterioration for enCi�e Parks & Recreation
Department
D. Use of any personnel would be less efficient
PARKS AND RECREATION � � -�
OPTIONS FOR 1VIANAGING COMMUNITY CENTER .
OPTION #5
CITY COUNCIL
CITY ADMMiSTRATOR
PARKS&RECREATION
COMMITTEE �
\
. '1
PAIiKS & REC. DIRECTOR
C�NSULTANTS SECRETARY e
PARKS&RECREATION NON—FACILITY PROGRAMMING FACILITY MANAGER
MAINTENANGE SUPERVISOR
PARKS, RINKS, TRAILS FACILITY PARKS PROGRAMS NON—FACILITY ATHLETIGS SECRETARY '
ICE GENERAL MAINTENAI�tCE FACILITY SCHEDULtNG FACILITY SCHEDULING
PARKS AND RECREATION � ' - �
OPTIONS FQR MANAGING COMMUNITY CENTER � .
OPTION #6
CITY COUNCti.
PARKS &RECREATION COMMITTEE
� CITY ADMiNI5TRATOR
\
\
PARKS &.REC.DIRECTOR
CONSULTANTS SEGRETARY
MAINTENANCE PROGRAM DIRECTOR FACILITY MANAGER� ICE ARENA
�
PARKS FACILITY PARK PROJECTS ATHLETIC LEISURE
Sales, Marketing Responsible far
Grants Softball TinyTots Scheduling of Facility, Ice Surf$ce,
Adopk-a-Park Basketball Serrior Frog. Contracts, Possibly concessions
Carrolts Woods Broomball Rosettes Efficier�cy Control
Erickson Square Volleyball Trips Armory Liaison
ARMORY / COMMUNITY CENTER
Staffing Time Schedule
(revised 2-4-93)
Jan. 18, 1993 P & R Committee Considers Alternatives
Jan. 2b, 1993 City Council Considers Alternatives
Feb. 4, 1993 City Council Approves Chosen Alternative, Job
Description of Facility Manager, Authorize
Advertisement for Position
Feb, 22, 1993 Parks & Rec. Comm, approves job
description/salary range
Mar. 2, 1993 City Council approves job description. Authorizes
advertisement for position
Mar. 3, 1993 Advertisement/Public Notice far Position
Mar. 22, 1993 Closing for Positian Applications
Mar. 29-Apr. 2 Review Applications - Choose Five for Interview
Selection Review Committee
Apr. 12-14 - Interview� - Selection Review Committee
Apr. 19, 1993 Selection Made - Prelirninary Offer
May 4, 1993 Council Approves Hiring
May 24, 1993 Manager Starts
June 2i, 1993 Manager provides preliminary job description for
additional staff.
July 6, 1993 Approval of job descriptions and authorization to
advertise, interview and recommend hiring of
additional personneL
Sept� 7, 1993 Additional first line staffing approved for hiring
Uctober 5, 1993 First line sta.ff starts, may include full time
rnaintenance and programming coordinators
Exempt Employee
Salary Range to
CYTY OF ROSEMOUNT POSITZON RESPONSIBIL,ITY WRITE-UP
DATE: January 12, 1993
Position Title COMNNNITY CENTER MANAGER
Department PARKS AND RECREATION �
Accountable To DIRECTOR OF PARKS & RECREATION
Primary Objective of pasition
To manage the opera�ion of the City' s Community Center in a method
which meets the mission statement through camprehensive programming,
operation, maintenance, staffing, and user development.
Maior Areas of Accountabili�
1. General Administrative
Adver�ise for, hire, schedule, supervise, and evaluate front
desk personnel .
Coordinate and provide that information necessary for the front
desk to communieate regarding departmental programming.
Directs proper accounting procedure of all Community Center
operations .
Directs marketing and promotion of the Community Center.
Creates method of ma.rketing the Community Center during
different seasons and to different groups . --
Administer evaluation of Community Center Programs and patzons.
Annually reeommends Community Center general fund and capital
fund budget for consideration of Parks and Recreation Director
and Parks and Recreatian Committee.
Develops and maintains a strong relationship with the Par;�s and
Recreation Committe2.
Involves school and community groups in making Community Center
meet mission statement.
Position Responsibility Write-Up '
Community Center Manager
Page 2
Keeps the Director of Parks & Recreation informed of all
important matters which require attention.
Coordinates facility staffing for all city leisure prograrnming.
Develop and recommend as necessary policy for the smooth
operation of the Community Center.
Perform other duties as required and directed by the Director of
Parks and Recreation.
2 . Administer the Multi-Use Arena Component
Actively promotes prime time and non-prime time ice
availability.
Actively promotes use of advertising in Arena.
Active�.y promotes non-ice events in the arena and coordinate the
use of the arena xn conjunct'ion with other Community Center
components_
Dire�ts proper scheduling and accounting procedure for arena
including ice sales, daily admissions, lessons, and cance�sions.
Hires, supervises and evaluates concession attendants .
Reeomrnends and oversees any concession agreements .
Oversees the maintenance of the arena ta insure satisfactory
public service.
Hires, supervises, and evaluates ri,nk attendants .
Administers contracts and agreements with schools, youth
athletic associations, and other groups desirous of using arena.
Maintenance of the Community Center.
Coordinates with head maintenance in establishing policy �nd job
responsibilities (task autlines) for total building maintenance.
Assures that building and grounds maintenance is completed in a
satisfactory manner.
Assures that the building mechanical systems are operated and
maintained in a satisfactory manner.
Position Responsibility Write-Up
Community Center Manager
Page 3
3 . Coordinates the Appropriate Procxramming Staff in the Schedulinc{
and Pramotion af the G,.ymnasium and CTassrooms.
Oversee accommodating different user groups including leagues,
lessons, cage, and special needs. �
Coordinate the use of classrooms and the gymnasium with the
National Guard.
4. Over��_es Banquet Hall and Auditorium �..perations
Oversees the hiring af qualified attendants for running
equipment, scheduling facility use, and coordination of
activities in these two companents.
Administers contracts and agreements with private groups,
schools, youth organizations and others desirous of using the
Banquet Hall and Auditorium.
Oversees the maintenance of the Banq�et Facility and Auditorium.
Coordinates the scheduling of the Auditorium with the Minnesota
National Guard.
5 . Res_ponsibility for Work of Others
Supervision Over:
Secretary
Programmers/Schedulers
Community Center Receptionist
Rink Attendants
Concession Coordinator
Building Monitors
6 . Position Oualifications
a. Two yeax degree in Recreation Facility Management from a
vocation program.
b. Three years experience in the management of a similar size
and scope facility. A four yeax degree may be substituted
for up to one year of experience.
Experience in a similar size facility as an assistant
operations manager may be substituted at a ratio of 1:1 for
up to two years of the experience requirement.
.
Position Responsibility Write-Up
Cammunity Center Manager
Page 4
c. Written and oral communication skills rnust be exhibited
through material provided and references.
d. An ability to manage diverse groups of users and all levels
of staff.
e. Cooperation with other Parks and Recreation staff to
efficiently utilize all departrnental resources to reach goals
in facility operation.