TITLE Director of JQH Arena, Hammons Student Center, and Plaster Sports Complex
CLASSIFICATION NUMBER 1978
IMMEDIATE SUPERVISOR Executive Director, Athletic and Entertainment Facilities
MAJOR ADMINISTRATOR President
The Director of JQH Arena, Hammons Student Center, and Plaster Sports Complex is directly responsible for the management and daily operation of JQH Arena, Hammons Student Center, and Plaster Sports Complex which provide recreational, fitness, instructional and intercollegiate athletics facilities for the University.
MINIMUM ACCEPTABLE QUALIFICATIONS
Education: A Bachelor's degree is required, with a major in Communications, Business, Physical Education, or Recreation preferred. A Master's degree in Education, Physical Education or Recreation is preferred.
Experience: At least three years of responsible managerial experience is required, which includes direct responsibility for budget, personnel, facility and equipment. Managerial experience of a public assembly or recreational facility at the college/university level and which includes experience in crowd management during athletics or entertainment events and contract negotiations with entertainment performers and promoters is preferred.
Skills: Strong written and verbal communications skills 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. Computer literacy is preferred.
Effort: Occasionally required to lift or move exercise equipment weighing up to 75 pounds.
Other: Scope of the position requires evening and weekend work, particularly during major special, sports, or university-sponsored events.
ESSENTIAL DUTIES AND RESPONSIBILITIES
1. Ensures that JQH Arena, 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 formulating operational policies and procedures that support the utilization priorities of the University, planning, coordinating, and scheduling the varied, competing activities to achieve maximum utilization and an appropriate balance among facility users, and directly supervising all events held at JQH Arena, Hammons Student Center, and Plaster Sports Complex.
2. Promotes a positive image of the University, protects University facilities from potential damage, and generates revenues from contractual agreements by approving or recommending approval of such contracts for use of the JQH Arena, Plaster Sports Complex, and Hammons Student Center by commercial entertainment, non-profit, and public service organizations that provide entertainment and whose use of the facility is consistent with the University's policies and can be supported within the capability of the facility without significant modifications.
3. Prevents unnecessary scheduling conflicts thus maximizing utilization of JQH Arena, Hammons Student Center, and Plaster Sports Complex by anticipating annual peak use periods, coordinating with other University programs, departments and staffs to determine unprogrammed scheduling requirements, and developing long-range schedules which prioritize use of the complex.
4. Ensures that JQH Arena, Hammons Student Center, and Plaster Sports Complex are properly maintained by implementing a strategy of preventative maintenance for each facility and its equipment, anticipating annual repair and maintenance costs and submitting a budget proposal to fund those costs, monitoring the condition of each facility, and requesting renovations and repairs as needed.
5. Manages funds by developing departmental budgets for JQH Arena, Hammons Student Center, and the Plaster Sports Complex, monitoring expenditures for each facility, and authorizing payments.
6. Develops a competent and effective staff of full-time, part-time and student personnel by recruiting and hiring qualified personnel, training employees, and scheduling and supervising staff.
7. 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.
8. Facilitates a work environment that encourages knowledge of, respect for, and development of skills to engage with those of other cultures or backgrounds.
9. Maintains competency and professional currency through self-directed professional reading, developing professional contacts with colleagues, attending professional development courses, and attending training and/or courses required by the Executive Director, Athletic and Entertainment Facilities.
10. Contributes to the overall success of JQH Arena, Hammons Student Center, and Plaster Sports Complex by performing all other duties and responsibilities as assigned by the Executive Director, Athletic and Entertainment Facilities.
The Director of JQH Arena, Hammons Student Center, and Plaster Sports Complex is supervised by the Executive Director, Athletic and Entertainment Facilities, supervises the staff of JQH Arena, Hammons Student Center, and the Plaster Sports Complex which includes professional, clerical, support and student employees, 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 4 - 2300 Points: Knowledge of the principles, concepts, practices, methods and techniques of an administrative, managerial, or professional field such as accounting or auditing, financial management, business administration, human resources, engineering, social sciences, communications, education, law, or medicine. Knowledge permits the employee to complete assignments by applying established methods to recurring types of projects/problems susceptible to well-documented precedents or to schedule, plan, and carry out precedented projects. Alternatively, knowledge at this level might also permit the employee to carry out precedented projects requiring considerable experience in specific areas within higher education. Knowledge at this level is typically acquired through a combination of formal education and/or training and experience that includes a requirement for a college degree in a specific technical or professional specialty along with significant related work experience. Alternatively, equivalent knowledge requirements at this level include a non-technical or general Bachelor's degree requirement with substantial work experience or a non-specific Master's degree requirement with substantial work experience. Knowledge requirements generally also include a significant amount of related work experience and may include administrative or supervisory experience.
Factor 2: Supervisory Responsibility
Level 5 - 730 Points: Supervision of (a) several work teams or work team leaders, (b) a rather large group of operative, administrative support, or paraprofessional employees, (c) a work group involving direction of skilled technical employees, (d) professionals in technical and skilled areas, and/or (e) subordinate supervisory personnel. The incumbent performs a full range of supervisory responsibilities including the authority to hire, train, transfer, promote, reward, or discipline others. Supervision will likely be general rather than close supervision of others. At this level, supervisory responsibilities consume significant amounts of work time and include substantial responsibility for work planning activities, staffing, and performance management as well as budgeting and planning functions.
Factor 3: Interactions with Others
Level 4 - 500 Points: Interactions with others are somewhat unstructured. The purpose may be to influence or motivate others, to obtain information, or to control situations and resolve problems. Interactions may be with individuals or groups of co-workers, students, or the general public, may be moderately unstructured, and may involve persons who hold differing goals and objectives. Individuals at this level often act as a liaison between groups with a focus on solving particular unstructured problems. Interactions at this level require considerable interpersonal skill and the ability to resolve conflict.
Factor 4: Job Controls and Guidelines
Level 3 - 500 Points: The employee operates under general supervision expressed in terms of program goals and objectives, priorities, and deadlines. Administrative supervision is given through statements of overall program or project objectives and available resources. Administrative guidelines are relatively comprehensive and the employee need only to fill in gaps in interpretation and adapt established methods to perform recurring activities. In unforeseen situations, the employee must interpret inadequate or incomplete guidelines, develop plans, and initiate new methods to complete assignments based on those interpretations. Assignments are normally related in function, but the work requires many different processes and methods applied to an established administrative or professional field. Problems are typically the result of unusual circumstances, variations in approach, or incomplete or conflicting data. The employee must interpret and refine methods to complete assignments. Characteristic jobs at this level may involve directing single-purpose programs or performing complex, but precedented, technical or professional work.
Factor 5: Managerial Responsibility
Level 5 - 2350 Points: Work involves primary accountability for a larger department, program, or process. Work activities involve managerial decisions that directly affect the efficiency, costs, reputation, and service quality of the department, program, or process. Work affects a limited range of professional projects or administrative activities of the University, influences internal or external operations, or impacts students, faculty, and/or staff. Work activities have a direct and significant impact on the department. Work activities also have a significant effect on the efficiency and reputation of the cost center and represent a relatively major function within the cost center. At this level would be jobs in which the incumbent may have responsibility for developing budgets, distributing budgeted funds, and exercising primary control over a moderately-sized budget.