TITLE Executive Director, Athletic/Entertainment Facilities
CLASSIFICATION NUMBER 1450
IMMEDIATE SUPERVISOR President
MAJOR ADMINISTRATOR President
The primary duty of the Executive Director, Athletic/Entertainment Facilities is management of Juanita K. Hammons Hall for the Performing Arts (JKHHPA) and JQH Arena; however the Executive Director also as administrative oversight responsibilities for Hammons Student Center (HSC), and Plaster Sports Complex (PSC). The Executive Director establishes, implements, and coordinates the philosophy and artistic direction of the Juanita K. Hammons Hall for the Performing Arts, works closely with the Advisory Committee to increase the venue’s profile and to plan development activities, develops sources of funding support and sponsorship for activities of the Hall which facilitates growth in programs offered to the community, and promotes the reputation of the Hall as a performance facility of regional importance to a state-wide constituency. The Executive Director has oversight over all components of operation of JQH Arena, providing direction on scheduling and utilization of all spaces in that venue, supervising all employees of JQH Arena, and representing the University to vendors and contractors involved with the arena. The Executive Director oversees the scheduling of events held in JQH Arena, including special events, concerts, University events, as well as Intercollegiate Athletics events in coordination with the Director of Athletics. The Executive Director ensures that Hammons Student Center and the Plaster Sports Complex serve the fitness, intramural, academic, and special events needs of the University and support the intercollegiate athletics program through administrative oversight and supervision of the Director of the Hammons Student Center and Plaster Sports Complex.
MINIMUM ACCEPTABLE QUALIFICATIONS
Education: A Bachelor’s degree is required, with an emphasis in Arts Management, an Arts discipline, Business Administration, or Communications preferred. A Master’s degree in the disciplines listed previously is preferred.
Experience: At least eight years experience in the direct management of a comparable arts facility or performance venue with direct responsibility for budget, personnel, facility, and equipment is required. Experience in crowd management and contract negotiations with performers and promoters is required.
Skills: Strong oral and written communication skills are required. Excellent interpersonal skills are required. Organizational skills, particularly in planning, setting deadlines, and evaluating performance are required. Managerial and supervisory skills are required. The ability to develop knowledge of, respect for, and skills to engage with those of other cultures or backgrounds is required.
Other: The scope of the job frequently requires attendance at evening and/or weekend events, activities, performances, lectures, and/or rehearsals and during major special, sports, or university-sponsored events.
ESSENTIAL DUTIES AND RESPONSIBILITIES
Management of Juanita K. Hammons Hall for the Performing Arts
1. Establishes and coordinates the philosophy and artistic direction of the Juanita K. Hammons Hall for the Performing Arts by defining the role of the Hall which includes developing and implementing the policy for development activities and utilization of facilities.
2. Cultivates and solicits donors and prospective donors for the sponsorship of activities of the Hall by maintaining direct mail contact with donors and potential donors through newsletters, brochures, and other publications, having a complete understanding of gift programs available through the Missouri State University Foundation to include The Founders Club, The Performance Society, endowment gifts, and membership and benefit of gift recognition clubs, working with donors and potential donors, alumni, students, and friends of the University to strengthen their ties to Missouri State University, and maintaining donor confidentiality.
3. Promotes the Hall's activities and facilitates growth of programming by performing short- and long-term planning for staffing, budgeting, and development resources.
4. Engenders acceptance and enthusiasm for the Hall by publishing and distributing information about the Hall to its constituents and through members of the Advisory Committee serving as ambassadors of goodwill.
5. Promotes the reputation of the Juanita K. Hammons Hall for the Performing Arts as a performance facility of regional importance by actively participating in regional and state-wide arts organizations, and representing the Hall at functions and meetings as necessary.
6. Establishes a cooperative relationship between the Hall, the community and the University by serving as liaison for the Hall with various professional groups, educational departments, and individuals who can contribute to the success of the Hall's operation.
7. Communicates the status of current fund-raising activities to both the public and senior administrators, and stimulates interest in gift giving by overseeing the preparation of written materials including contact reports, brochures, newsletters, gift acknowledgments, articles and administrative reports.
8. Completes special projects in a timely, thorough and professional manner, which may require long hours and travel, by conducting the background and informal research needed to successfully complete assigned projects.
9. Provides leadership and direction in the daily maintenance, operation, and upgrading of facilities and support operations.
Management of JQH Arena
10. Establishes and coordinates the philosophy and mission statement of JQH Arena by defining the role of the Arena in conjunction with the University’s mission and presence in the community and the state.
11. Cultivates relationships with donors, suite holders, club members, and premium seat holders for athletic events by working with donors, potential donors, alumni, students, and friends of the University to strengthen their ties to Missouri State University and maintaining donor confidentiality.
12. Promotes the Arena’s activities and facilitates growth of programming by performing short- and long-term planning for staffing, budgeting, and operational resources.
13. Engenders acceptance and enthusiasm for the Arena.
14. Promotes the reputation of the JQH Arena as a public assembly facility of regional importance by actively participating in national and international public assembly management organizations and representing the Arena and the University at functions and meetings as necessary.
15. Establishes a cooperative relationship between the Arena, the community, and the University by serving as liaison for the Arena with various professional groups, educational departments, and individuals who can contribute to the success of the Arena operation.
16. Provides leadership and direction in the daily maintenance, operation, and upgrading of facilities and support operations and ensures an environment that promotes positive and effective crowd and patron management.
17. Generates revenue and enhances the profile of the venue by providing leadership in booking, rental, and promotion of major entertainment events.
Oversight of Hammons Student Center and Plaster Student Center
18. Ensures that Hammons Student Center and the Plaster Sports Complex serve the fitness, intramural, academic, and special events needs of the University and support the intercollegiate athletics program by providing executive oversight to the formulation and implementation of operational policies and procedures that support the utilization priorities of the University and an appropriate balance among facility users.
19. Provides executive oversight to ensure that the management staff of Hammons Student Center and Plaster Sports Complex provide effective supervision of all events held at Hammons Student Center and Plaster Sports Complex and that contractual agreements with commercial entertainment, non-profit, and public service organizations that provide entertainment or use the facility promote a positive image of the University, protect University facilities from potential damage, generate revenue, are consistent with the University's policies, and can be supported within the capability of the facility without significant modifications.
20. Ensures that the management staff of Hammons Student Center and Plaster Sports Complex maximize the utilization of Hammons Student Center and Plaster Sports, coordinate with other University programs, departments and staffs, and develop long-range schedules which prioritize use of the complexes.
21. Provides executive oversight of the management staff of Hammons Student Center and Plaster Sports Complex to assure the facilities are properly maintained and funds are budgeted for maintenance, repair, and renovations.
22. Reviews the preparation and implementation of the budgets for Hammons Student Center and the Plaster Sports Complex.
23. Abides by and complies with National Collegiate Athletic Association (NCAA) and Missouri Valley Conference rules, academic standards, requirements, and policies of the University, and all guidelines and policies of the Athletics department and reports any concerns of compromise or violation of rules, standards, guidelines or policies to the Director of Athletics or the Associate Director of Athletics for Compliance.
24. Participates as a fully productive member of the professional staff by adhering to all University policies and procedures and the internal policies and procedures of the Office of the President.
25. Facilitates a work environment that encourages knowledge of, respect for, and development of skills to engage with those of other cultures or backgrounds.
26. Remains competent and current through self-directed professional reading, developing professional contacts with colleagues, attending professional development courses, and attending training and/or courses as approved by the President.
27. Contributes to the overall success of the Juanita K. Hammons Hall for the Performing Arts, Hammons Student Center, Plaster Sports Complex, and JQH Arena by performing all other duties and responsibilities as assigned.
The Executive Director, Athletic/Entertainment Facilities is supervised by the President, supervises professional and support staff, and makes recommendations which are given particular weight regarding the hiring, firing, advancement, promotion, and other changes of status of those supervised.
OFFICE OF HUMAN RESOURCES
REVISED DECEMBER 2011
JOB FAMILY 4
Factor 1: Professional Knowledge, Skill, and Technical Mastery
Level 5 - 3300 Points: Knowledge of the principles and methods of an administrative, managerial, or professional field such as accounting or auditing, financial management, information technology, business administration, human resources, engineering, law, social sciences, communications, education, or medicine. Knowledge permits employee to supervise projects and/or departments using standard methods to improve administrative and/or line operations. Knowledge also permits employee to plan steps and carry out multi-phase projects requiring problem definition and modified techniques, to coordinate work with others, and to modify methods and procedures to solve a wide variety of problems. Knowledge at this level requires a Bachelor's or Master's degree with substantial related work experience, including up to two years of administrative or supervisory experience. Alternatively, this level may require a professional or clinical degree beyond the Bachelor's degree with moderate related work experience; knowledge requirements include significant levels of related work experience.
Factor 2: Supervisory Responsibility
Level 6 - 1050 Points: General administration of a large unit or multiple units of employees where the nature of the managerial work involves providing general direction for other managerial personnel. Managers at this level have substantial responsibility for the operation of a functional unit, including responsibility for the budgeting process, budgetary and inventory control, purchasing and regulatory compliance, as well as administrative authority over staffing issues and disciplinary outcomes. General administrative work, rather than direct supervision of others, takes up rather large portions of work time.
Factor 3: Interactions with Others
Level 5 - 850 Points: Interactions are highly unstructured and incumbents are often required to resolve difficult and unstructured problems. Interactions are commonly with administrators, cost-center heads, high level committees, or external constituents in order to defend, negotiate, or resolve controversial and/or long-range issues and problems. Interactions occur in situations subject to divergent views, skepticism, resistance, uncooperative attitudes, and conflicting objectives. Interactions often require high levels of interpersonal skill and require the ability to influence, interrogate, or control others through debate, persuasion, or authoritative recognition and require strong analytical and decision-making skills.
Factor 4: Job Controls and Guidelines
Level 4 - 850 Points: The employee operates under administrative supervision and makes decisions based on broadly-stated University objectives and available resources. Administrative guidelines are expressed in terms of project or program outcomes and deadlines with few comprehensive guidelines. Decisions are based on inadequate guidelines that require considerable interpretation and force the employee to plan all phases of the assignment. Assignments may be unrelated in function and the work requires many different processes and methods and a great deal of analysis to identify the nature and extent of problems. The work may require the employee to develop new methods and to deal with many variables, including some that are unclear or conflicting. Characteristic jobs at this level may involve directing large and/or complex programs, projects, or departments in which the work cuts across functional lines or requires dealing with unprecedented issues.
Factor 5: Managerial Responsibility
Level 6 - 3400 Points: Work involves primary accountability for key end result areas including the major projects, processes, or services of a cost center. Work activities affect a wide range of professional projects or administrative activities of the University, influence internal or external operations, and affect other administrators and a great many students, faculty, and/or staff. At this level, the incumbent may have primary authority for developing large budgets and distributing funds over a number of related functions.