Responsible to/for: The Operations Manager is responsible to the Director

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1 JOB DESCRIPTION OPERATIONS MANAGER (Maternity contract) Key objectives: To ensure the effective and efficient running of the Spike Island building To maximise revenue from the efficient and effective running of commercial activities including space hire, the cafe and tenant spaces To ensure the effective provision of artist studios and associated facilities. Responsible to/for: The Operations Manager is responsible to the Director The Operations Manager is responsible for the: Technicians Operations Coordinator Caretaker Key outputs: 1. Deliver effective, efficient and responsive operations, commercial, catering and technical functions, ensuring that the delivery of Spike s programme is supported through operational excellence 2. Contribute effectively to the senior management team and to deputise for the Director as required (this is a shared role across senior management team). 3. Deliver a high level of customer satisfaction through the development and implementation of a customer care strategy that meets and exceeds customer expectations. 4. Ensure all statutory records, compliances and related inspections are met on time and records kept with regard to insurance, access, Fire, Health and Safety, sale of alcohol etc. Ensure relevant organisational policies are reviewed, updated and implemented. 5. Deliver effective contractual relationships with all external (non-arts) contractors, (e.g. cleaning, maintenance, security and stewarding) and ensuring best value in all purchasing. 6. Contribute to the strategic planning and development of the organisation, including the generation of funding.

2 7. Deliver the work of the Operations team within budget and agreed targets. 8. Support and develop line-managed staff to ensure they are enabled to carry out their areas of responsibility efficiently and effectively. 9. Operate in accordance with the organisation s employment, Health and Safety, equal opportunities and other legal requirements, organisational practices, policies and procedures. 10. Provide on call emergency cover. 11. Carry out any other duties commensurate with the job role. Page 2 of 6

3 12. Appendix: OPERATIONS MANAGER Competencies National Occupational Standards (NOS) are devised by key players and leading practitioners in the sector. The Standards describe the functions and responsibilities within a range of job roles and illustrate what you have to do within a job and what knowledge you need to do the job competently. NOS are used as frameworks for designing job descriptions, as a diagnostic tool at interview, for carrying out Development Needs Analyses (DNAs) and devising professional development plans. NOS provide a highly effective tool for carrying out appraisals and DNAs. When carrying these out, the line manager should ask the job holder to complete the form in advance, and then together discuss the outcomes in detail, extracting evidence for areas of strength, confidence and competence, and the areas requiring development. The format is extremely helpful in structuring the discussion but in no way obviates the need for detailed question, answer and conversation to elicit the evidence required. Questions will be along the lines of How do you...? Why would you...? Can you give me an example of how you...? etc. The areas that are scored 5 or 6 will be those highlighted for development, particularly if they are critical within the job role. The same questions can be posed at recruitment interviews, with the interview panel focussing on those competencies that are critical to the success of the organisation. Competence and Competencies Job descriptions typically list the tasks or functions and responsibilities for a role; competencies list the abilities needed to conduct those tasks or functions. Competence is a measure of what someone can do at a particular point in time Competencies are more than just knowledge and skills; it s the ability to meet complex demands in a particular context Competencies are general descriptions of the abilities needed to perform a role Competencies can be measured using National Occupational Standards (NOS). DNA Score sheet The grid below is used to identify roles/activities in your professional life, and the skills that you feel comfortable with in that role. They are developed from the appropriate National Occupational Standards to reflect the requirements of Page 3 of 6

4 your role. The scoring is subjective - it is what you think and feel. Do not spend too much time making your answers. Columns 1, 2 and 3 relate to what you currently do in your job. Tick one column: 1. My professional activity involves significant aspects of this role 2. My professional activity has some aspects of this role 3. I am not involved in this role at present Columns 4, 5 and 6 relate to how you feel about your skills for this role. Tick one column: 4. I feel I have the skills needed for this role in my work 5. I would like to be more skilful in performing this role 6. I do not feel competent in performing this role Competencies Outcomes of effective performance 1.1 Balance new ideas with tried and tested solutions. 1.2 Balance risk with desired outcomes. 1.3 Make sure your plans are consistent with the objectives of your area of responsibility 1.4 Make sure your plan is flexible and complements related areas of work 1.5 Develop and assign objectives to people together with the associated resources 1.6 Win the support of key colleagues and other stakeholders. 1.7 Monitor and control your plan so that it achieves its overall objectives 1.8 Evaluate the implementation of your plan and make recommendations that identify good practice and areas for improvement. 2 Behaviours which underpin effective performance 2.1 You constantly seek to improve 1 These competencies are from the NOS management standards B1 Develop and implement operational plans for your area of responsibility NOS for management and leadership Page 4 of 6

5 Competencies performance. 2.2 You work towards a clearly defined vision of the future. 2.3 You present information clearly, concisely, accurately and in ways that promote understanding. 2.4 You reflect regularly on your own and others experiences, and use these to inform future action 2.5 You prioritise objectives and plan work to make best use of time and resources 2.6 You set demanding but achievable objectives for yourself and others. 2.7 You create a sense of common purpose 2.8 You balance agendas and build consensus. 2.9 You consider the impact of your own actions on others 3 Knowledge and Understanding 3.1 Principles and methods of short to medium term planning. 3.2 The importance of creativity and innovation in operational planning 3.3 How to develop and assign objectives which are SMART (Specific, Measurable, Achievable, Realistic and Time bound). 3.4 How to analyse and manage risk. 3.5 How to develop and plan for contingencies 3.6 Principles and methods of delegation 3.7 How to use resources effectively to achieve objectives. 3.8 How to consult with colleagues and other key stakeholders 3.9 How to monitor and control operational plans to achieve their objectives How to develop and use an evaluation framework. 4 Industry/sector specific knowledge and understanding 4.1 Legal, regulatory and ethical requirements in your sector. 4.2 Market developments in your sector. 4.3 Actual and potential competitors, and their strategies and plans. 4.4 Actual and potential partners, and their strategies and plans. 5 Context specific knowledge and understanding 5.1 The market in which your organisation Page 5 of 6

6 Competencies works. 5.2 The overall vision of your organisation and the goals you are responsible for achieving. 5.3 Your organisation s actual and potential customer base 5.4 Available market opportunities. 5.5 How to respond to market opportunities. 5.6 Colleagues and other key stakeholders, and their needs and expectations. 5.7 Processes for consultation 5.8 Sources of information you can use to monitor and evaluate plans 5.9 Procedures for reporting and making recommendations. Additional competencies for self, team 6 & organisational management 6.1 Manage your own resources and professional development (management standard A2) 6.2 Develop your personal networks (management standard A3) 6.3 Develop productive working relationships with colleagues and stakeholders (management standard D2) 6.4 Build and sustain collaborative relationships with other organisations (management standard D17) 6.5 Take effective decisions (management standard E10) 6.6 Provide leadership for your team (management standard B5) 6.7 Support individuals to develop and maintain their performance (management standard D13) 6.8 Ensure an effective organisational approach to health and safety (management standard E7) 6.9 Outsource business processes (management standard E17) Page 6 of 6