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Leisure duty manager

Leisure duty manager

Business and administration

Level 3 - Technical Occupation

Managing the day to day operation of a leisure facility.

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Reference: OCC0301

Status: assignment_turned_inApproved occupation

Average (median) salary: £30,003 per year

SOC 2020 code: 1224 Leisure and sports managers

SOC 2020 sub unit groups:

  • 1224/03 Gym, fitness and leisure services managers and proprietors
  • 1224/01 Cinema managers and proprietors
  • 1224/05 Museum managers and proprietors
  • 1224/06 Parks and gardens managers
  • 1224/07 Theatre managers (excludes hospital service)
  • 1255/01 Art gallery managers and directors
  • 6211/04 Leisure and recreation assistants

Technical Education Products

ST0301:

Leisure duty manager

(Level 3)

Approved for delivery

Employers involved in creating the standard:

David Lloyd Leisure, ESPH, Everyone Active, Fitness First, Greenwich Leisure Ltd, Hilton, Jubilee Hall Trust, Nottingham City Council, Nuffield Health, Parkwood Leisure, Places for People Leisure, Virgin Active, LA Fitness, 1610 Leisure Trust, 1Life, Fitness Express

Summary

The role of a Leisure Duty Manager is to manage the effective day to day ‘front line’ operation of a leisure facility. These facilities will vary in size and the services available such as swimming pools, multi-functional sports hall, fitness suites, crèche, children’s soft play, health suites, climbing walls and outdoor sports tracks. It is the responsibility of the Leisure Duty Manager to ensure the facility is prepared for use in accordance with the planned activity programme and that all areas are maintained to the highest possible standards of safety, cleanliness, security and operational effectiveness. Typically, the Leisure Duty Manager will provide visible leadership to a diverse range of staff such as lifeguards, receptionists, sports coaches, fitness teams and crèche workers. Their responsibility is to manage staff performance and on-going development to ensure staff are motivated, efficient and operate at a high standard. The Leisure Duty Manager will promote customer well-being, and, through the services on offer encourage customers to adopt and maintain an active healthy lifestyle. The Leisure Duty Manager will drive improvements to the customer experience and ensure members of staff are fully aware of how to support diverse customers such as ethnic groups, disabled participants, adults, and young children, understanding how this will contribute to overall customer loyalty and retention in support of the business goals and brand. The Leisure Duty Manager will typically report to a Leisure Centre/General Manager and assist in implementing management systems, maintaining operational standards, records, and financial procedures in accordance with regulations and industry guidance whilst ensuring compliance with all organisational policies and procedures. Leisure Duty Managers’ typically cover a seven day week resulting in shifts that include weekends, early mornings, evenings and public holidays. This occupation exists within a sector that plays an important role in improving the health of the nation, creating opportunities that get more people, more active, more often.

Employers involved in creating the standard:

David Lloyd Leisure, ESPH, Everyone Active, Fitness First, Greenwich Leisure Ltd, Hilton, Jubilee Hall Trust, Nottingham City Council, Nuffield Health, Parkwood Leisure, Places for People Leisure, Virgin Active, LA Fitness, 1610 Leisure Trust, 1Life, Fitness Express

Keywords:

Customer Service
Leisure
Leisure Duty Manager
Recreation
Sport

Knowledge, skills and behaviours (KSBs)

K1: How to open, prepare and close a multi-functional leisure facility including specific areas such as reception, swimming pools, fitness suite, sports halls, changing rooms and spectator zones
K2: Delivery and effective management of typical programmed activities such as women only sessions, ethnic minority pool activity, children’s parties and community sport club bookings
K3: Preparation of sports halls, the swimming pool environment and associated equipment such as trampolines and electronic disabled swimming pool hoists
K4: How to prepare for ad-hoc bookings throughout the shift such as badminton courts and five a side football games
K5: How to provide a ‘front line’ shop floor management presence with a high level of interaction with staff, customers, and visitors such as contractors and clients
K6: How to effectively manage a multi–functional leisure operations team such as lifeguards, sports and fitness coaches, receptionists and cleaners for the smooth day to day running of a leisure facility
K7: The importance of performance managing staff and wider teams using regular SMART principles to support the personal achievement and development using methods such as one to one chats, appraisals and formal training
K8: The importance of effective team working in busy environments (spectator events) or in difficult situations such as emergency lifesaving resuscitation and first aid of minor injuries
K9: How to undertake staff inductions, training, recruitment and shortlisting processes
K10: How to recognise customer profiles and cater for specific needs such as women only sessions, disabilities and religious beliefs
K11: The importance of meeting and exceeding the customer expectations in line with service standards and values
K12: When and how to communicate and share information effectively at all levels, and to a diverse audience in a clear and open manner, on performance measures such as publicity and outreach, membership applications and signage
K13: The importance of receiving and dealing with customer service queries and feedback to support the improvement of the customer experience
K14: How to manage Health and Safety in accordance with legal and employer requirements for the safe running of a leisure facility for all customers and staff such as pool plant operations, chemicals and hazardous substances, risk assessments, equipment manual handling, and first aid
K15: The environmental impacts of day to day leisure operations in areas of energy conservation and reduction, minimising waste and recyclable controls
K16: Implementing quality assurance systems and procedures to deliver a high quality functioning facility
K17: The business brand and values of the organisation alongside upholding its reputation to support business goals and service targets through its operations, products and services on offer
K18: The importance of being part of the management team and providing support in tasks such as programming of activities, procurement of contractors and suppliers, staff recruitment and induction, business development and marketing of the leisure facility
K19: How to use information technology to identify opportunities to enhance operations and improve the customer experience such as the use of digital display screens and innovative marketing promotions (January fitness boom and children’s holiday camps)
K20: The administration of the central management system and its components such as customer database, sports activity bookings, staff IT rota systems and daily and weekly management reports
K21: Revenue and protection during shifts including all cash handling procedures such as till reconciliation, vending machines and catering outlets
K22: Management of effective stock control means such as saleable goods, membership vouchers, cleaning and pool chemicals and event tickets
K23: How to raise purchase orders, set targets, budgets and monitor expenditure

S1: Lead and be accountable for the safe day to day running of a multi-functional leisure facility
S2: Ensure the leisure facility is fully operational and staff and equipment are resourced and ready for customer use performing duties such as managing the setting up and take down of complicated equipment (trampolines and electronic swimming pool hoists) and maintaining the swimming pool (PH and chlorine levels)
S3: Solve day to day problems to ensure the leisure facilities service standards are met and maintained
S4: Plan, organise and manage the allocation and rotation of staff into specialist roles such as sports coaching, lifeguarding and reception duties to meet the daily programmed activities
S5: Build effective team and individual relationships by supporting, motivating, developing and
S6: Provide staff with open, honest and clear feedback and through decisive leadership during difficult/emergency situations ensure all staff adhere to agreed processes and procedures
S7: Apply and adapt own leadership style to different situations and people to achieve desired outcome
S8: Be accountable for the customer experience during shifts including the management of complaints and feedback
S9: Ensure own and teams communications are delivered in a style and manner that is relevant to various customers such as adults, disabled, ethnic and minority groups
S10: Manage all customer comments and complaints quickly and effectively, with a clear resolution. Ensuring these are recorded and analysed and put forward suggested recommendations for improvements where necessary to prevent any reoccurrence of problems
S11: Perform regular audits and evaluations to monitor and review facility compliance with legislation and industry guidance such as fire exit checks, changing room cleanliness and pool water
S12: Produce clear, informative reports on any incidents, accidents and occurrences in line with policies and procedures
S13: Ensure resources (materials and equipment) are used efficiently by ensuring correct use in accordance with manufacturer’s instructions
S14: Lead the team to ensure the promotion of the business brand by effective use of materials and communication
S15: Produce regular reports for the Leisure Centre/General Manager on measures such as staff issues, customer complaints, events, and incidents and provide suggestions on how to improve the business
S16: Manage and support budgets, sales targets and financial key performance indicators in own area of responsibility
S17: Manage internal IT systems to support the effectiveness of the organisation and facility
S18: Analyse and interpret financial reports, determining actions where appropriate
S19: Monitor and audit stock control systems
S20: Produce financial reports in area of responsibility and identify ways to reduce losses and turn around into a profit

B1: A dynamic individual with a "can do" attitude, results driven approach and attitude that demonstrates trust, openness and respect when dealing with people from all backgrounds and at various levels in the organisation with a flexible approach to duties, tasks and workload
B2: Displays an eagerness to learn and understand why / how things work and might be improved
B3: Not afraid to make decisions, explaining them and standing by them when needed
B4: Able to positively influence and convince customers and colleagues in positive ways
B5: To achieving agreed standards every day
B6: Shows willingness to work with and co-operate with a diverse workforce, customer base and assist the team
B7: Truthful with customers and colleagues and treats others fairly and equally
B8: Leads & Inspires through great communication and being a team player - always projects a positive happy, inspiring role model

Occupational Progression

This occupational progression map shows technical occupations that have transferable knowledge and skills.

In this map, the focused occupation is highlighted in yellow. The arrows indicate where transferable knowledge and skills exist between two occupations. This map shows some of the strongest progression links between the focused occupation and other occupations.

It is anticipated that individuals would be required to undertake further learning or training to progress to and from occupations. To find out more about an occupation featured in the progression map, including the learning options available, click the occupation.

Progression decisions have been reached by comparing the knowledge and skills statements between occupational standards, combined with individualised learner movement data.

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