Nov 17, 2016 - Community Centre Manager â Macquarie Fields .... 10-15 minute standup meeting, or a phone/Skype call or
Position Community Centre Manager – Macquarie Fields Department Location Australian Programs Macquarie Fields, NSW Reporting to Supervises Conference ADRA Director Centre volunteers Approving Committee Remuneration ADRA Board of Directors SACS Committees
Page 1 of 3 Travel Local as needed Engagement Full time Date 17 November 2016
Employee Description Name
Start Date
Birth Date
Education
Color Code Profile
Gallup Strengths Profile
Job Description Summary Description
The role of the Community Centre manager is to oversee a broad range of community engagement activities at Macquarie Fields ADRA Community Centre. The Centre services the local community and strengthens community pride and identity. The manager will supervise a range of programs that foster church engagement, while ensuring that quality and sustainability is maintained. Person or Group
ADRA Australia
Centre Management Committee
Description of Service Provided Implement the approved Operational Plan/budget of the Centre in harmony with ADRA Australia’s Program strategic plan through quality, sustainable activities, ensuring that ADRA’s standards are upheld, Work Health Safety requirements are met and risks appropriately managed. Contribute to the development/updating of the Centre’s strategy and operational plans. Provide regular reports related to Centre’s activities and issues providing information which will be helpful to decision making.
Conference ADRA Director
Work collaboratively with the Conference ADRA Director to promote the centre, fundraise, develop and maintain church and volunteer engagement.
Volunteers
Provide management oversight and capacity strengthening of volunteers that empowers, supports, and values them.
Community Members
Ensure that a warm, friendly environment for Centre participants is created by volunteers. Oversee a range of activities in the Centre and community to meet the local needs and the Centre’s strategic objectives.
Strength(s) Leveraged
Position Community Centre Manager – Macquarie Fields Department Location Australian Programs Macquarie Fields, NSW Reporting to Supervises Conference ADRA Director Centre volunteers Approving Committee Remuneration ADRA Board of Directors SACS Committees
Person or Group
Churches, Stakeholders and other Agencies
Page 2 of 3 Travel Local as needed Engagement Full time Date 17 November 2016
Description of Service Provided Develop and structure activities to enable and encourage active involvement of key stakeholders, church members and members of the community. Network and engage in collaborative relationships when carrying out the operational plan of the Centre to address the needs of the community.
Strength(s) Leveraged
Performance Measures Person or Group
ADRA Australia
Performance Objective Develop and report against key indicators to meet the program’s long term goals. Provide transparent financial records and work within the budget. Any deviations appropriately managed and reported. Implement correct policies, operational standards, WHS standards and marketing standards throughout the program. ADRA’s image enhanced through shared experiences of Centre’s activities.
Centre Management Committee
Appropriate information shared with Centre Management Committee members in a timely manner. Minimum of two evaluations are conducted per program per year and learnings used to improve the Centre’s activities.
Conference ADRA Director
Report on agreed goals towards church engagement, quality of programming, governance and sustainability. Evidence that program is structured to accommodate a high level of volunteer, community and church engagement. Complete draft applications and reports one week before they are due.
Volunteers
Volunteers are provided with simple position descriptions based on strengths and passion areas. Volunteers are empowered and supported to implement and run individual activities. This support includes regular capacity building, operational guidance, WHS guidance, management of complaints mechanisms through monthly meetings.
Community Members
Churches, Stakeholders and other Agencies
Participant’s needs are met and their opinions, ideas and concerns taken into account to improve the Centre’s programs. Attend a minimum of one interagency group each month. Clear evidence of partnership with other NGOs. Church members and other local community stakeholders consistently are enabled to support the Centre in various ways according to their talents. Programs are structured to facilitate a high level of church engagement.
Position Community Centre Manager – Macquarie Fields Department Location Australian Programs Macquarie Fields, NSW Reporting to Supervises Conference ADRA Director Centre volunteers Approving Committee Remuneration ADRA Board of Directors SACS Committees
Page 3 of 3 Travel Local as needed Engagement Full time Date 17 November 2016
Policy Obligations All employees of ADRA Australia are obligated to make a personal commitment to the mission and values of ADRA Australia. This is expected to reflect in their personal and professional life and to be consistent with all expectations set out in ADRA Australia Policy and the ADRA Employee Handbook. In particular, the holder of the position described in this document is expected to fulfil obligations relating to the following: Conflict of Interest Policy Work Health and Safety Policy
Child Protection
Australian Programs Operational Manual
Confirmation The following signatures confirm agreement to the roles and responsibilities outlined in this job description. It is noted that these are not intended to be an exhaustive list of all roles responsibilities for the position and that they remain subject to regular review and change in accordance with the needs of ADRA Australia. Employee Signature
Supervisor Signature
NOTES ON THE USE OF THIS JOB DESCRIPTION AND THE PERFORMANCE MANAGEMENT PROCESS 1.
Monthly Review of Role and Measurement a. 10-15 minute standup meeting, or a phone/Skype call or even an email exchange. b. Focus on any recent successes or challenges. c. Identify any immediate actions to be taken.
2.
Bi-Annual Survey of People/Groups Served a. Supervisor emails, uses SurveyMonkey, or a similar tool to contact each person or group (1 representative different each quarter) served with a request to rate the person on a scale of 1-4 (1=very poor, 2=inadequate, 3-adequate, 4=excellent) on how well they feel the described service has been provided over the previous 3 months and to explain why they gave the rating they have chosen. b. Employee completes a self-assessment for each person or group served. c. Discussion should focus on any gaps between the self-assessment and the external feedback. d. Celebrate excellence and discuss how to address inadequate or poor service. e. Any training, coaching, mentoring or other action required should be discussed and recorded for follow-up during monthly sessions.
3.
Address Significant Issues and Concerns as they Arise a. Identify any performance issues – these may be raised by the employee or the supervisor. b. Agree on appropriate and cost-effective mentoring, coaching, training, or self-study actions to address performance issues. c. If issues remain unresolved consider carefully whether the role in question is appropriate to the individual’s strengths and personality.
