OPERATIONS IMPROVEMENT PROGRAM

OPERATIONS IMPROVEMENT PROGRAM

RECOMMENDING IMPROVEMENTS

FOR THE OPERATIONS OF THE

CHAPMAN MUNICIPAL POOL

Created by Dylan McKenzie

TABLE OF CONTENTS

STATEMENT OF QUALIFICATIONS…………………………………………..3

EXECUTIVE SUMMARY…………………………………………………………4

STATEMENT OF BENEFITS……………………………………………………6

WHY COLLECT DATA?...............................................................................7

FORECASTING:…………………………………………………………………..8

DEMAND……………………………………………………………………..8

HIRING NEEDS……………………………………………………………..9

REVENUES…………………………………………………….…………..13

FUTURE RECOMMENDED FORECASTING METHODS……………13

INVENTORY MANAGEMENT…………………………………………………14

TRACKING INVENTORY…………………………………………………14

PURCHASING TO MEET DEMAND…………………………………….16

PRICING……………………………………………………………………17

SCHEDULING……………………………………………………………………18

TRACKING ATTENDANCE………………………………………………19

COST REDUCTION TECHNIQUES…………………………………….20

PERFORMANCE MANAGEMENT……………………………………………22

JOB DESCRIPTIONS……………………………………………………..23

EMPLOYEE DEVELOPMENT……………………………………………31

IN-SERVICE TRAINING PROGRAM……………………………………39

INVENTORY TRACKING FORM………………………………………………40

Chapman Municipal Pool | Operations Improvement Program | 2


STATEMENT OF QUALIFICATIONS

DYLAN MCKENZIEI have been involved in the field of aquatics for five years as a lifeguard and swim instructor at the Junction City Municipal Pool and Junction City Family YMCA and as the pool manager of the Chapman Municipal Pool. Throughout my years in aquatics, I have held certifications as an American Red Cross Lifeguard and Water Safety Instructor as well as a National Swimming Pool Foundation Certified Pool Operator. As a student as Kansas State University, I study Human Resource Management and am involved in the Society for Human Resource Management and Enactus, a nationally-recognized student organization that is focused on making a difference in communities through entrepreneurial and consulting efforts.

MY MISSION:

To help municipally-operated pools improve the quality-of-life benefit that they provide while reducing their cost burden to communities.

MY MEANS:

A focus on creating competitive advantages by improving operations management and management transition programs.


EXECUTIVE SUMMARY

This Operations Improvement Program is designed to assist the Chapman Municipal Pool recognize trends in customer behavior and develop superior operations policies, practices, and procedures in an effort to reduce the cost burden of the pool on the community. To do this, the program will emphasize the following practices and methods:

DATA COLLECTION

By collecting and analyzing data, the Pool Manager will be able to learn valuable information regarding the operations of the Chapman Municipal Pool. Additionally, by acting on this information, the Pool Manager can make powerful management decisions that can greatly improve the operations of the Chapman Municipal Pool.

FORECASTING

By utilizing forecasting, the Chapman Municipal Pool will be able to better budget for future operating seasons based on mathematical models and reports. Additionally, the Pool Manager will be able to decide exactly how many lifeguards that should be hired based on forecasted customer attendance.

INVENTORY MANAGEMENT

This section outlines how to implement an inventory management system at the Chapman Municipal Pool and the components that will lead to reduced inventory costs: tracking, purchasing, and pricing.

SCHEDULING

By understanding forecasted customer attendance, the Pool Manager will be able to reduce costs by balancing schedules and taking advantage of cost reduction techniques.


EXECUTIVE SUMMARY

PERFORMANCE MANAGEMENT

By creating job descriptions and executing employee development and in-service training programs, the Chapman Municipal Pool will be able to reduce recruitment costs in the long-run and improve retention and referrals of staff and qualified applicants, respectively.


STATEMENT OF BENEFITS

The key to running any successful business is in carefully managing and improving operations. This operations improvement program will focus on four areas that are most critical to the operations of the Chapman Municipal Pool: forecasting demand, managing inventory, scheduling, and performance management. By understanding each of these focus areas and continually improving upon them, the City of Chapman can expect the following benefits:

Improved ability to accurately predict seasonal revenues. More accurate budgeting for seasonal costs. Better inventory management systems. Reduced inventory costs. Higher inventory turnover. Less excess inventory at the end of the operating season. Concessions items will not run out of stock as often. Higher customer satisfaction. Improved scheduling of staff, events, and projects. Compliance with all local, state, and federal laws and regulations. Higher employee satisfaction. A greater pool of qualified applicants from which to draw high-

quality staff from. Reduced recruitment costs in the long-term.

The remainder of this program will discuss the ways in which these benefits can be achieved and maximized for the Chapman Municipal Pool.


WHY COLLECT DATA?

Although viewed as mundane, or more effort than it is worth, collecting data is key to begin improving the operations of any business – for-profit or otherwise. While it may be taxing to implement data-collecting systems, it is a fallacy to believe that it will not be worth the effort. Data, when analyzed, can provide meaningful information that the Pool Manager and City of Chapman can utilize to facilitate positive change within the operations of the Chapman Municipal Pool.

Unfortunately, my data is limited to what I could gather when I was Pool Manager. As time goes on, the data that is collected will likely become more detailed and accurate, leading to more meaningful information for business operations. Throughout this program I will make reference to files found in the Pool Manager’s Files zip folder. Feel free to browse through the folder at your leisure and utilize the files to help improve the operations of the Chapman Municipal Pool for the 2015 operating season.

Data should be collected at differing intervals. Some should be taken very frequently, some more rarely. My recommendations for data collection are as follows:

Customer attendance, hourly. Inventory totals, daily. Categorical revenue totals, daily. Inventory purchases, as made.

These four measurements will be the most critical to the operations of the Chapman Municipal Pool, and to the recommendations made in this program. Other data may prove useful to the operations of the Chapman Municipal Pool and I encourage you to expand your collection of it to be as broad as possible.


FORECASTING

WHAT IS FORECASTING?

Forecasting is the process of using past data to project future results. Highly versatile, forecasting can be a powerful tool to improve the operations of the Chapman Municipal Pool. In this program, I will use forecasting to predict demand, hiring needs, and revenues as well as make recommendations of what forecasting methods to use in the future.

In this program, I will use the naïve forecasting method – that is, data from the last period will be the projection for the future. For example, if average daily sales were $50 in 2014, I would predict that average daily sales would be the same for 2015. While the most basic of the forecasting methods, naïve forecasting is appropriate when only a small amount of data has been collected.

FORECASTING DEMAND:

To build a foundation for the remainder of this program, we will first determine what projected attendance will be for the 2015 operating season. The file titled “Patron Count” will provide the data needed to forecast customer attendance. According to the file, the average number of customers that attended the pool each day – both those who paid daily admission and those who did not – was 62.

By using the naïve forecasting method, we can predict that the average daily attendance for 2015 will be 62 as well. While this may fluctuate by weather and by day, I recommend that – in order to find more accurate information in the future – in addition to recording daily attendance during the 2015 season that weather patterns and the day of the week be recorded as well.

We can use this information to draw more conclusions, such as hiring needs and revenues.


FORECASTING

FORECASTING HIRING NEEDS:

In order to determine how many lifeguards to hire for the 2015 operating season, there are two factors to consider:

1. The maximum number of hours that the Chapman Municipal Pool can operate in one week.

2. The Fair Labor Standards Act and cost of overtime pay.

First, to determine the maximum number of hours that the Chapman Municipal Pool can operate in one week, I considered the following variables:

Pool reservations in morning and evening. Swim lessons in morning and evening. Standard operating hours. In-service training. Midnight Swims.

By considering the maximum amount of time that employees could claim for each event on their time sheet, I came to the conclusion that the Chapman Municipal Pool can operate a maximum of 82.5 hours in one week. My calculations are illustrated in the table below:


FORECASTING

Now that I have calculated the maximum number of hours that the Chapman Municipal Pool can operate in one week, we must consider the Fair Labor Standards Act and cost of overtime pay.

Child labor provisions in the Fair Labor Standards Act prohibit anyone ages 14-15 from working over 40 hours in a seven-day period. Additionally, for any non-exempt employee who works more than 40 hours in one week, they must receive pay equal to one and a half times their normal rate. In this case, overtime wages would be as follows:

Standard Rate Overtime Rate$7.25/hour $10.88/hour$7.50/hour $11.25/hour

As you can see, the cost of having any employee exceed 40 hours is staggering. Therefore, this program will aid the Chapman Municipal Pool in avoiding this situation in its entirety by hiring enough lifeguards to meet customer demands. To determine this hiring need, we will take several factors into consideration.

First, by dividing the maximum number of hours that the Chapman Municipal Pool can operate in a week by 40 and rounding up, we find that three lifeguards will need to be hired in order to maintain compliance with the Fair Labor Standards Act. There are other regulations to consider, however. The American Red Cross states that one lifeguard should be present for every 25 customers present at the pool, swimming or otherwise. Therefore, by dividing the average forecasted number of customers per day by 25 and rounding up, we find that the American Red Cross recommends that the Chapman Municipal Pool have three lifeguards working per day.


FORECASTING

Next, by multiplying the number of lifeguards needed per day by the maximum number of hours that the Chapman Municipal Pool can operate in a seven-day period, we find that a maximum of 247.5 labor-hours may be required in one week. Assuming that lifeguards can work exactly 40 hours per week, we can divide the maximum number of labor hours that may be required in one week by 40 and rounding up, we find that a minimum of seven lifeguards will need to be hired in order to avoid violating the Fair Labor Standards Act or paying overtime wages. Unfortunately, lifeguards are rarely available to work 40 hours in one week. Therefore, by halving the number of hours that a lifeguard can work in one week and performing the same calculation, a maximum of 13 lifeguards will need to be hired.

Therefore, in order to avoid violations of the Fair Labor Standards Act and paying overtime wages, the Chapman Municipal Pool should hire between 7 and 13 lifeguards. See the graph below to see how many hours each lifeguard will need to work in order to meet the maximum number of hours that the Chapman Municipal Pool can operate in a seven-day period:


FORECASTING

In order to determine how many lifeguards the Chapman Municipal Pool should hire, please review the following graph that illustrates the marginal benefit that hiring each additional lifeguard will bring in terms of hours:

As can be seen graphically, as more lifeguards are hired, the marginal benefit of hiring each lifeguard diminishes. In order to strike a balance between the diminishing marginal benefit and lifeguard work expectations, I recommend hiring 10 lifeguards if possible. This allows flexibility in scheduling for both the Pool Manager and lifeguard staff, even if a lifeguard takes a vacation for one week while also being the midpoint for wage expenses.


FORECASTING

FORECASTING REVENUES:

In addition to forecasting the hiring needs of the Chapman Municipal Pool for the 2015 operating season, we can project revenues for the facility as well. To do this, I will utilize the file titled “Sales Report”. During the 2014 operating season, the Chapman Municipal Pool experienced average total daily sales of $157.58. By utilizing the naïve forecasting method, the projected average total daily sales for the 2015 operating season will be $157.58 as well.

FUTURE RECOMMENDED FORECASTING METHODS:

Although this program utilizes the naïve forecasting method, it is the least accurate of the three forecasting methods. Naïve forecasting is also effective when businesses have little past data to pull from. In the future, I would recommend using one of the two following methods:

1. The moving averages method.2. The exponential smoothing method.

Of the two methods, exponential smoothing is the most complex but most reliable. My recommendation is to use the naïve forecasting method for the 2015 and 2016 operating seasons, the moving averages forecasting method for the 2017 and 2018 operating seasons, and the exponential smoothing method for every operating season that follows in order to gather the most useful information for the Chapman Municipal Pool.



WHAT IS INVENTORY MANAGEMENT?

Inventory management involves tracking inventory levels, making purchasing decisions to meet the demands of customers, and pricing inventory to maximize revenues. Many pools have concessions capabilities to supplement their revenues but few have formal inventory management systems in place. By implementing an inventory management system, the Chapman Municipal Pool can attain the following benefits:

Accountability for staff is increased. Thefts are reduced, but when they do occur are easily quantified. Lower costs of inventory. Less inventory shortages.

TRACKING INVENTORY:

The first step in implementing an inventory management system is to begin tracking inventory levels. Tracking inventory can be tedious and time-consuming, but the information that can be gained by doing it is worth the effort. It should be done once at the end of each day and a form should be completed by the Pool Manager that can serve as documentation in the case of a theft. I provide an example of such a form on the next page and the form itself on page 40 of this program.



As previously stated, this form is available on page 40 of this program for the Pool Manager’s reference. Additionally, it can be edited to meet the needs of the inventory for any season. For an extra level of accountability, the Pool Manager can have another employee assist them in counting inventory levels and sign off verifying that all of the counts are correct. Ideally, this employee should be different each time to ensure that there can be even further levels of accountability.

Once this form is completed, numbers can be entered into the “Inventory v2” file to produce information. I recommend printing this file once per week to maintain a hard record.



PURCHASING TO MEET DEMAND:

After the inventory tracking system has been implemented at the Chapman Municipal Pool, the Pool Manager will be able to analyze the data that is being collected in order to recognize customer spending patterns in association with the concessions stand. Data should be collected for one, continuous month in order to draw any useful information regarding these spending trends. Using this information, the Pool Manager can make some powerful decisions regarding inventory management such as:

How often to purchase certain goods. How much of a good to purchase. When to discontinue a good. When it may be helpful to change prices of goods.

The first three decisions that the Pool Manager can make will result in the Chapman Municipal Pool creating a lean inventory system for its concessions stand. A lean inventory system is designed to reduce excess inventory and only meet customer demand for a specific period. For example, if customers buy 50 ice cream cones in a two-week period, the Pool Manager should only buy 50 ice cream cones for that period, given that the supplier can make deliveries every two weeks.

A lean inventory system requires careful monitoring of inventory levels, a close relationship with suppliers, and the recognition of customer spending trends. Although this may require a great deal of effort on the part of the Pool Manager, the Chapman Municipal Pool should never be sold out of a good and the overall inventory costs of the concessions stand will be greatly reduced as a direct result.



PRICING:

Of the four powerful inventory management decisions that the Pool Manager could make, the ability to recognize when it may be helpful to change prices of goods is perhaps one of the most powerful by itself. Changing prices will influence the quantity of goods purchased from the concessions stand and – if managed correctly – can maximize the revenues that the Chapman Municipal Pool can receive from its concessions stand and provide price stability for the future.

Price changes, especially increases, may make customers angry, therefore I recommend distributing a survey that asks customers how much, at maximum, they would be willing to pay to purchase certain goods. Additionally, at first I would recommend distributing this survey only for concessions items that sell most quickly or in greatest volume because they will have the greatest impact on revenues if prices were to change.

As time goes by and data is collected regarding customer spending patterns at various prices, a demand curve can be created and the Pool Manager can determine at what price concessions goods will maximize their revenues to the Chapman Municipal Pool and therefore ultimately reduce the cost burden of the facility to the City of Chapman.


SCHEDULING

WHAT IS SCHEDULING?

Scheduling, in short, is determining which workers will work and for how long in order to meet customer demands. Schedules do not take very long to create, but are critical to the success of the facility. In previous years, I used the following template to create schedules, found in the file “Schedules”:

The main difference between this schedule and most other schedules is that it includes a “total hours” column for each staff member. This column lets the Pool Manager ensure that each staff member has a roughly equivalent number of hours and can forecast the exact number of hours that any staff member will work in a seven-day period and also communicates this information to the staff, once posted. As a final note, schedules should be balanced so that all employees have roughly the same number of hours in order to avoid discrimination lawsuits or reduced staff morale.


SCHEDULING

TRACKING ATTENDANCE:

To achieve the lowest costs to the Chapman Municipal Pool, the Pool Manager should base scheduling decisions in collected data regarding customer attendance. According to the American Red Cross, one lifeguard should be working for every 25 customers that are in attendance at the pool. This definition includes customers who are not swimming and may never enter the water because injuries can still happen on the pool deck. Additionally, according to my calculations earlier in this program, an average of 62 customers will attend the pool each day.

By the definition of the American Red Cross and the calculations made earlier in this program, the Pool Manager should schedule three lifeguards for each day. This will cost the Chapman Municipal Pool $130.50 each day given that lifeguards work a six hour shift. A comparison of this cost and the average daily projected revenues that the Chapman Municipal Pool can expect is given below:

REVENUES WAGE EXPENSES$157.58 $130.50

As is evident, the wage expenses of lifeguards nearly eclipse the projected average daily revenues that the Chapman Municipal Pool can expect to earn during the 2015 operating season. I will discuss techniques to help reduce this wage cost in the next section.


SCHEDULING

COST REDUCTION TECHNIQUES:

There are three main approaches that the Pool Manager can use to help reduce the costs of lifeguard wage expenses – see them below:

1. Send lifeguards home when customer attendance is decreased.2. Call in lifeguards when customer attendance is greatly increased.3. Use the Pool Manager in replacement of a lifeguard.

The first two options that the Pool Manager can use to reduce wage costs are variable based on customer attendance. Although the Chapman Municipal Pool can expect an average daily attendance of 62 customers, they will not be in attendance for the entirety of the standard hours. If the Pool Manager collects data regarding hourly customer attendance, he/she can better schedule lifeguards to meet customer attendance demands.

Lacking this data, however, the Pool Manager should make these scheduling decisions when he/she feels that it is appropriate. A strategy that worked well for me in the 2014 operating season was staggering the staff so that two lifeguards would report to work at 12:00 PM and one lifeguard would report into work at 2:00 PM. The benefit of this was that, if attendance was higher than average, I could call the 2:00 PM lifeguard in earlier and they would already be ready to work.

The third option is to replace one lifeguard each day with the Pool Manager. Because the Pool Manager is a salaried employee and will already be working most days, having the Pool Manager take the place of a lifeguard would drastically reduce the costs of lifeguard wages. See the figure below for the cost breakdown:

DAILY WAGE EXPENSESWITHOUT MANAGER AS LIFEGUARD

DAILY WAGE EXPENSESWITH MANAGER AS LIFEGUARD

$130.50 $87.00


SCHEDULING

While scheduling the Pool Manager in replacement of a lifeguard has extremely beneficial consequences, there are some potential downsides to this option as well. Please see them listed below:

The Pool Manager will not be able to respond to problems or customer questions as quickly.

Lifeguards will need to be trained to manage the concessions stand while off of the stand.

Lifeguards will not have a formal break as they will need to manage the concessions stand when they are not lifeguarding.

Because of these issues, my recommendation would be to use the Pool Manager as a lifeguard sparingly. Examples of when the benefits of this option might outweigh the potential downsides would be if a lifeguard needed to be sent home early or when customer attendance requires four or more lifeguards.



WHAT IS PERFORMANCE MANAGEMENT?

Performance management, as defined by Herman Aguinis in his textbook “Performance Management: Third Edition” is a continuous process of identifying, measuring, and developing the performance of individuals and teams and aligning performance with the strategic goals of the organization. While a complete performance management system could be developed for the Chapman Municipal Pool, I will only touch on three components in this condensed system:

Job descriptions for the Lifeguard, Head Lifeguard, and Pool Manager.

Employee development programs for the Lifeguard, Head Lifeguard, and Pool Manager.

Training programs for the Lifeguard, Head Lifeguard, and Pool Manager.

I will focus on performance management in this operations improvement program in order reduce the costs of recruitment for the Chapman Municipal Pool and increase employee satisfaction and development whilst working. By having employees who are satisfied with their business and more so, with their manager, they are more likely to return or refer their friends to the business. Employee satisfaction generally stems from being challenged and learning in their position.



JOB DESCRIPTIONS:

First, I will create job descriptions for each position. While not required by federal law, job descriptions are powerful performance management tools for both supervisors and employees when properly developed and utilized. Job descriptions are generally split into five parts:

1. A summary of the position.2. Tasks, duties, and responsibilities.3. Knowledge, skills, and abilities necessary.4. Equipment utilized.5. Working conditions.

Job descriptions provide the basis for the remainder of a performance management system. By utilizing O*NET, an online database that contains over 1,000 different job descriptions, the Chapman Municipal Pool 2014 Manual, and the Junction City Municipal Pool 2014 Manual, I have been able to create job descriptions that I feel fit the needs of the Chapman Municipal Pool. Please review the descriptions for the Lifeguard, Head Lifeguard, and Pool Manager positions on the following pages:


Chapman Municipal Pool: 2015 Lifeguard Job Description

Job Title: Lifeguard

Wage: $7.25 - $7.50 hourly

FLSA Status: Non-exempt

Summary:

The Lifeguard is a critical position within the Chapman Municipal Pool’s operation. Primarily responsible for the safety and well-being of pool customers, the lifeguard will work in a team with other lifeguards and management to ensure this responsibility is met. Each lifeguard will accomplish this responsibility by enforcing rules, teaching water safety, attending regular in-service training meetings, being familiar with land/water rescue skills, first aid, and CPR, and by being able to execute the emergency action plan of the Chapman Municipal Pool as necessary.

Tasks, Duties, and Responsibilities:

Examine injured persons and administer first aid or cardiopulmonary resuscitation (CPR), if necessary, using training and medical supplies and equipment.

When activated, follow the facility’s emergency action plan (EAP). Rescue distressed persons, using rescue techniques and equipment. Regularly patrol concessions areas and bathrooms; continuously monitor

swimming areas. Enforce all pool policies and rules fairly and equally while teaching safety

precautions to customers as necessary. Discipline customers for repeated rule violations, as outlined in the Chapman

Municipal Pool handbook. Complete a daily safety inspection of pool features and rescue equipment,

reporting any findings to the supervisor on duty. Attend weekly in-service trainings and staff meetings as outlined in the Chapman

Municipal Pool handbook. Assist with teaching swim lessons and guarding special events as needed. Complete any opening and closing duties as assigned. Wear appropriate personal protective equipment (sunscreen, gloves, CPR mask,

etc…). Manage concessions stand purchases by customers, give exact change to

customers, and ensure that each concessions item bought is of excellent quality while on break.


Other duties as assigned.

Knowledge, Skills, and Abilities needed:

Knowledge of relevant equipment, policies, and procedures designed to protect pool customers.

Knowledge of land and water rescue techniques, first aid, and CPR and the ability to decide which is necessary and appropriate in high-pressure situations.

Knowledge of the information and techniques needed to diagnose and treat injuries.

The ability to actively listen to customers, understand when there is a problem, and either take corrective action or report the issue to the supervisor on duty as necessary to ensure customer satisfaction.

Actively look for ways to help pool customers and other employees. The ability to tell when something is wrong or likely to go wrong. The ability to be receptive to coaching, guidance, and training presented by

supervisors. The ability to listen to, understand, and relay information and ideas presented

through spoken words and sentences.

Equipment Utilized:

First aid kits and any implements that may be inside such as: bandages, gauze, or anti-burn cream.

Water rescue equipment such as lifeguard tubes, backboards/spinal boards, or shepherd’s crooks.

Personal protective equipment such as gloves or masks.

Working Conditions:

Lifeguards will primarily work outdoors in varying weather conditions, with at least one twenty minute break period in shade every two hours. Most time while on duty will be spent sitting or standing, with the occasional stooping, kneeling, lying, or swimming. Lifeguards may be asked to lift no greater than forty pounds at one time.


Chapman Municipal Pool: 2015 Head Lifeguard Job Description

Job Title: Head Lifeguard

Wage: $7.50 hourly

FLSA Status: Non-exempt

Summary:

The Head Lifeguard assists the Pool Manager with the management of the Chapman Municipal Pool. Promoted internally from the lifeguard staff, the Head Lifeguard’s primary responsibility is that all lifeguards have the appropriate skills to handle emergency situations. As a secondary responsibility, the Pool Manager may be asked to lifeguard or manage the Chapman Municipal Pool and will serve as a vital part of the performance appraisal team.


Examine injured persons and administer first aid or cardiopulmonary resuscitation (CPR), if necessary, using training and medical supplies and equipment.

Rescue distressed persons, using rescue techniques and equipment. Regularly patrol concessions areas and bathrooms; continuously monitor

swimming areas. Enforce all pool policies and rules fairly and equally while teaching safety

precautions to customers as necessary. Discipline customers for repeated rule violations, as outlined in the Chapman

Municipal Pool handbook. Attend weekly in-service trainings and staff meetings as outlined in the Chapman

Municipal Pool handbook. Assist with teaching swim lessons and guarding special events as needed. Complete any opening and closing duties as assigned. Wear appropriate personal protective equipment (sunscreen, gloves, CPR mask,

etc…). Manage concessions stand purchases by customers, give exact change to

customers, and ensure that each concessions item bought is of excellent quality while on break.

Execute the Chapman Municipal Pool in-service training program. Recognize when lifeguards need additional training and provide them with the

resources needed to be appropriately trained.


Maintain an inventory of first aid supplies and submit purchase orders to the Pool Manager as necessary.

Ensure that the concessions area is kept clean and dry. This is to include the refrigerator, microwave, freezer, and any other equipment used.

Supervise the Chapman Municipal Pool, taking on managerial responsibilities in the absence of the Pool Manager.

Evaluate and improve upon the emergency action plan of the Chapman Municipal Pool as necessary. Improvements must be submitted to the Pool Manager for approval.

Assist with the performance appraisal of lifeguard staff and submit the Pool Manager’s appraisal forms to the Chapman City Office.

Other duties as assigned.





The ability to actively listen to customers, understand when there is a problem, and either take corrective action or report the issue to the supervisor on duty as necessary to ensure customer satisfaction.

Actively look for ways to help pool customers and other employees. The ability to tell when something is wrong or likely to go wrong. The ability to be receptive to coach, guide, and train subordinate staff members. The ability to listen to, understand, and relay information and ideas presented

through spoken words and sentences. The ability to record data at the Pool Manager’s request. The ability to be know when a problem should be reported to the Pool Manager.

Equipment Utilized:



Personal protective equipment such as gloves or masks. A computer with Microsoft Office applications installed.

Working Conditions:


The Head Lifeguard will work primarily outdoors in shade with no air conditioning. Time will be spent sitting or standing, with the occasional stooping, kneeling, lying, or stretching. Head Lifeguards may be asked to lift upward to forty pounds at one time and may be exposed to dangerous chemicals in the pump house.


Chapman Municipal Pool: 2015 Pool Manager Job Description

Job Title: Pool Manager

Wage: $1,250

FLSA Status: Exempt

Summary:

The Pool Manager is responsible for the day-to-day operations and management of staff at the Chapman Municipal Pool. Primarily responsible for the safety of customers and employees, the Pool Manager is also responsible for limiting the costs that the Chapman Municipal Pool incurs in any operating season. The Pool Manager will accomplish these tasks by hiring, training, and scheduling lifeguard staff members and managing the inventory of the concessions stand and the performance of staff members at the Chapman Municipal Pool.


Interviews, hires, and ensures that lifeguard staff certifications are current through the operating season.

Manages the day-to-day operations of the Chapman Municipal Pool. Completes a daily reconciliation of sales, a daily sales report form, and deposits

both money and form at the Chapman City Office each evening. Coordinates and facilitates the orientation of all staff members as well as the

promotion of a Head Lifeguard. Collects and records data about customer attendance, sales, and inventory

levels daily. Manages the inventory and scheduling of the Chapman Municipal Pool in order

to keep costs low. Executes an in-service training program in order to develop staff skills and

competencies. Appraises the performance of staff to determine developmental, administrative,

and informational needs. Enforces all pool rules for both customers and staff and disciplines as necessary. Measures and records the pH and free chlorine levels of the pool at 12:00 PM,

2:00 PM, 4:00 PM, and 6:00 PM daily.



Knowledge of the Fair Labor Standards Act child labor law provisions, Americans with Disabilities Act pool provisions, and American Red Cross guidelines for pool management.




The ability to actively listen to customers, understand when there is a problem, and take corrective action to ensure customer satisfaction.

Actively look for ways to help pool customers and other employees. The ability to tell when something is wrong or likely to go wrong. The ability to be receptive to coach, guide, and train subordinate staff members. The ability to listen to, understand, and relay information and ideas presented

through spoken words and sentences. The ability to utilize Microsoft Word and Excel to generate forms and reports for

supervisors. The ability to be flexible, and to critically analyze and provide solutions for

problems when not present at the Chapman Municipal Pool.

Equipment Utilized:



Personal protective equipment such as gloves or masks. A computer with Microsoft Office applications installed.

Working Conditions:

The Pool Manager will work primarily outdoors in shade with no air conditioning. Time will be spent sitting or standing, with the occasional stooping, kneeling, lying, or stretching. Pool Managers may be asked to lift upward to forty pounds at one time and may be exposed to dangerous chemicals in the pump house.



EMPLOYEE DEVELOPMENT:

As stated in the beginning of this performance management system, employees who are being invested in by their managers are more satisfied with their work, more likely to return in following seasons, and more likely to refer their friends and colleagues to apply. By executing an employee development program, the Chapman Municipal Pool will not need to spend as much on recruitment in the long-term and will save money, reducing its cost burden on the City of Chapman.

Employee development should be job-related, focus on transferrable skills, and employees’ desires. This development program will focus on this and provide a timeline that the Pool Manager can utilize to execute this employee development plan. Please see the next few pages for my recommended employee development program.


Chapman Municipal Pool

Employee Development Handbook

Adopted 2015

Name: _______________________________________________________

Position: _______________________________________________________

The Chapman Municipal Pool’s Employee Development Handbook is a resource for lifeguards, the Head Lifeguard, and the Pool Manager to help establish and meet developmental goals that will improve the performance of employees at the Chapman Municipal Pool and in future roles. This handbook will only be distributed once during the summer, so be sure to keep it handy and any information written in it will only be used for developmental purposes – that is, no pay raise or deduction decisions will come from the information contained within or loss of this handbook.

This Employee Development Handbook is completely self-guided, however the Pool Manager may ask to review it with employees in order to help employees reach their goals.


PART ONE: IDENTIFYING YOUR VALUES

First and foremost, before you can develop, you must know what it is that is important to you. Many people understand what is important to them but have a hard time communicating their values to others. This activity will help you identify what you value most. To do this, please place a mark next to five of the following values/behaviors that most reflect who you are now – not who you desire to become:

Accountability Competence Fairness Leadership Reward

AchievementConflict

ResolutionFamily Listening Risk-taking

AdaptabilityContinuous

LearningFinancial Stability

Making a Difference

Safety

Ambition Control Forgiveness Openness Self-discipline

Balance Courage Friendship Patience Teamwork

Being Liked CreativityFuture

GenerationsPerseverance Trust

Being the Best Dialogue GenerosityPersonal

FulfillmentVision

CaringEase with

UncertaintyHealth

Personal Growth

Wealth

Caution Efficiency Humility Personal Image Well-being

Clarity Enthusiasm Humor/Fun Power Wisdom

Coaching/Mentoring

IndependenceProfessional

GrowthCommitment Entrepreneurial

Initiative RecognitionCommunity Involvement

Environmental Awareness

Integrity

Reliability Compassion Ethics Excellence Job Security

Respect

THIS SECTION SHOULD BE COMPLETED BY 5/29/2015Chapman Municipal Pool | Operations Improvement Program | 34

PART TWO: IDENTIFYING YOUR GOALS/ABILITIES

Now that you have identified what your personal values are and have had time to reflect on them, we will ask you to write down your values based on Part One of this development plan, your work-related goals for this summer, and your abilities. Abilities do not need to be work-related, simply write down what you think that you are good at doing.

GOALS AND VALUES ABILITIES


THIS SECTION SHOULD BE COMPLETED BY 6/05/2015

PART THREE: DEVELOPING SMART GOALS

Now that you have completed Part Two of this development plan, you can begin to strengthen the focus of your goals. The Chapman Municipal Pool recognizes S.M.A.R.T. goals, or goals that are specific, measurable, attainable, realistic, and time-oriented. Please choose one goal from Part Two that is most important to you and turn it into a S.M.A.R.T. goal using the prompts given below:

YOUR GOAL: ______________________________________________

_________________________________________________________

_________________________________________________________

HOW SPECIFICALLY WILL YOU ACCOMPLISH YOUR GOAL?

HOW WILL YOU MEASURE YOUR GOALS’ SUCCESS?

HOW ATTAINABLE IS YOUR GOAL?

HOW REALISTIC IS YOUR GOAL?

IN WHAT TIMEFRAME WILL YOU COMPLETE YOUR GOAL?

REVISED S.M.A.R.T. GOAL: __________________________________

_________________________________________________________

_________________________________________________________



PART FOUR: PERCEPTIONS AND SUCCESS FACTORS

Now that you have completed the first three parts of this development program, it is time to meet with the Pool Manager to discuss this program so far! While the other parts of the program have been completed by you, Part Four should be completed by the Pool Manager. This section will focus on what others think that you do well at and what you need to improve upon, as well as success factors that may contribute to you achieving your goals.

PERCEPTIONS SUCCESS FACTORSSTRENGTHS:

WEAKNESSES:



PART FIVE: REACTION AND PROGRESS SO FAR

After reviewing the comments of the Pool Manager, you will be asked to react and reflect. Please respond to the following prompts below:

HOW DO THE COMMENTS OF THE POOL MANAGER MAKE YOU FEEL? DO YOU FEEL THAT THEY ARE ACCURATE?

_________________________________________________________

_________________________________________________________

_________________________________________________________

_________________________________________________________

WERE THERE ANY STRENGTHS/WEAKNESSES THAT YOU DIDN’T REALIZE THAT YOU HAD? IF SO, WHAT WERE THEY?

_________________________________________________________

_________________________________________________________

_________________________________________________________

_________________________________________________________

HOW ARE YOU PROGRESSING WITH YOUR S.M.A.R.T. GOAL?

_________________________________________________________

_________________________________________________________

_________________________________________________________Chapman Municipal Pool | Operations Improvement Program | 38

_________________________________________________________


PART FIVE: REFLECTION

At this point, the 2015 operating season is coming to a close. Part Five of this document will allow you to reflect on your goals, if you accomplished them, and what you have learned from this development program.

DO YOU FEEL AS IF YOUR VALUES HAVE CHANGED? WHY OR WHY NOT?

_________________________________________________________

_________________________________________________________

_________________________________________________________

DID YOU ACCOMPLISH YOUR GOALS? WHY OR WHY NOT?

_________________________________________________________

_________________________________________________________

_________________________________________________________

WHAT WAS YOUR FAVORITE PART OF THIS SEASON? WHY? _________________________________________________________

_________________________________________________________

_________________________________________________________

WHAT WAS YOUR LEAST FAVORITE PART OF THIS SEASON? WHAT COMMENTS WOULD YOU HAVE FOR THE POOL MANAGER? _________________________________________________________


_________________________________________________________

_________________________________________________________



IN-SERVICE TRAINING PROGRAM:

The final tool for performance management at the Chapman Municipal Pool will be the In-Service Training Program. In order to reduce costs, this should be held for six weeks beginning in the second week of June and ending in the last week of July. In-Service Training is managed by the Head Lifeguard with approval from the Pool Manager and should be designed based on the training needs of the lifeguard team. For example, one program may focus more heavily on first aid while another focuses on water rescue skills. Each In-Service Program should make it a goal to improve the critical thought, problem solving, and teamwork of the lifeguard staff, however specific details are best left to certified Lifeguard Instructors.

The Junction City Family YMCA keeps a record on certified Lifeguard Instructors in the area – the Head Lifeguard and Pool Manager should contact them for more information at the phone number 785-762-4780.


Chapman Municipal Pool Date: ___________Inventory Tracking ChecklistCANDY:

Previous # of Units

Current # of Units

Difference

Peanut Butter Cookies:Chocolate Chip Cookies:Snickers:Skittles:Kit Kats:

CHIPS:

Previous # of Units

Current # of Units

Difference

Nacho Cheese Doritos:Cool Ranch Doritos: Funyuns:BBQ Lays:

DRINKS:

Previous # of Units

Current # of Units

Difference

Water:Dr. Pepper:Pepsi: Sprite:Coke:Mt. Dew:

ICE CREAM:

Previous # of Units

Current # of Units

Difference

Ice Cream


Sandwiches:Frozen Reeses:King Cones:

Manager Signature: _______________________________________________Employee Verification: ____________________________________________


OPERATIONS IMPROVEMENT PROGRAM

Documents

pool manager

chapman municipal pool

junction city municipal

operations management

inventory management

human resource management

operations improvement

powerful management