TITLE Director of Campus Recreation
CLASSIFICATION NUMBER 1941
IMMEDIATE SUPERVISOR Vice President for Student Affairs
MAJOR ADMINISTRATOR President
The Director of Campus Recreation is responsible for administrative oversight of Campus Recreation and provides leadership and direction in support of the mission, vision, and goals of the department. The Director of Campus Recreation oversees the management of Foster Recreation Center and the Allison Recreation Fields and develops and implements recreation and wellness programs and services that supplement the academic program of the University. Programs supervised include recreational sports (intramural and club), fitness, wellness, aquatics, and outdoor programs. The Director of Campus Recreation collaborates with other campus and community groups to provide diverse recreational and wellness programs and services. The Director of Campus Recreation participates in long-range planning that contributes to student development and assumes other responsibilities as directed by the Vice President for Student Affairs.
MINIMUM ACCEPTABLE QUALIFICATIONS
Education: A Master's degree in Higher Education Administration, Recreation, Management, College Student Personnel, or a related area is required.
Experience: At least five years of progressive leadership and administrative recreation experience is required. Experience with budget development, management, and fiscal reporting is required. Experience managing recreation facilities, both indoor and outdoor, hosting successful events, and supervising a large professional and hourly staff is required. Experience at the university level to include the development, implementation, and assessment of successful programs aquatics, recreational sports (intramural and club), fitness, wellness, aquatics, and outdoor adventures is preferred.
Skills: Exceptional organizational, management, leadership, communication, and interpersonal skills are required. Computer literacy is required. The ability to work with and supervise those with different management styles, skill levels, and backgrounds is required. The ability to evaluate the achievement of departmental goals and objectives through formal assessment and professional reports is required. The ability to develop knowledge of, respect for, and skills to engage with those of other cultures or backgrounds is required.
License: Cardiopulmonary resuscitation (CPR) with Automated External Defibrillation (AED) and First Aid certification are required. National Swimming Pool Foundation (NSPF) Certified Pool/Spa Operator (CPO) certification and Climbing Wall Instructor certifications are preferred. Registered Collegiate Recreational Sports Professional (RCRSP), Certified Recreational Sports Specialist (CRSS) or Certified Park and Recreational Professional 9CPRP) designations are preferred.
Other: The scope of the job occasionally requires attendance at evening and/or weekend activities, meetings, seminars, and workshops.
ESSENTIAL DUTIES AND RESPONSIBILITIES
1. Establishes and implements short and long-range organizational goals, objectives, policies, and operating procedures for Campus Recreation, monitors and evaluates operational effectiveness, and effects changes required for improvement.
2. Develops and leads an efficient department by supervising administrative, graduate, and undergraduate student staff, manages the budget, and establishes a wide variety of high quality comprehensive recreational sports, fitness, and wellness programs that are dedicated to providing opportunities for recreation and wellness that develop healthy and engaged citizens.
3. In collaboration with the Associate and Assistant Directors, ensures implementation of campus recreation by supervising a year-round program for the campus community.
4. Oversees current and future Campus Recreation facilities (Foster Recreation Center and Allison Recreation Fields) by supervising staff, providing accountable financial management, ensuring necessary renovations, maintenance, and capital improvement projects are completed, and planning for continued growth, as needed.
5. Manages Campus Recreation budgets and provides accountability by reviewing monthly financial statements and approving department expenditures.
6. Promotes awareness of Campus Recreation policies and information for the campus community by overseeing a marketing plan, departmental publications, web pages, and social media presence.
7. Assists with the development of a full and positive campus life by cooperating with
other departments within Student Affairs including, but not limited to, the Health and
Wellness Center, Residence Life, Multicultural Services, Student Activities, and Greek
8. Develops co-sponsored or complementary programs and forms strong network ties with campus organizations, departments, and campus programming committees.
9. Represents Campus Recreation on the Vice President for Student Affairs Council, serves on campus-wide committees, acts as a Campus Security Authority, and assumes teaching assignments that promote the educational development and leadership skills of students.
10. Facilitates a work environment that encourages knowledge of, respect for, and development of skills to engage with those of other cultures or backgrounds.
11. Remains competent and current though self-directed professional reading, developing professional contacts with colleagues, attending professional conferences, development courses and trainings as required by the Vice President for Student Affairs.
12. Contributes to an effective unit by completing special projects and performing other duties assigned by the Vice President for Student Affairs.
The Director of Campus Recreation is supervised by the Vice President for Student Affairs and supervises Associate Directors, Assistant Directors, Graduate Assistants, and student employees, making recommendations regarding the hiring, firing, advancement, promotion, and other changes of status of those supervised.
OFFICE OF HUMAN RESOURCES
REVISED JANUARY 2018
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 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.