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Recreation Management - Policies & Procedures

Course CodeBRE305
Fee CodeS2
Duration (approx)100 hours
QualificationStatement of Attainment

COURSE AVAILABLE ONLINE RECREATION MANAGEMENT

Develop management policy, procedural, and planning aspects of a recreation oriented service or facility.

This course covers policy development and management, meeting operational procedures, planning process management, meeting and conference management as well as supervising reports.

Lesson Structure

There are 8 lessons in this course:

  1. Development of Organisational Policy
  2. Managing Organisational Policy
  3. Staff Management
  4. Developing A Planning Process
  5. Managing The Planning Process
  6. Management Strategies For Conferences & Seminars
  7. Manage Committee Meetings
  8. Managing Report Development

Each lesson culminates in an assignment which is submitted to the school, marked by the school's tutors and returned to you with any relevant suggestions, comments, and if necessary, extra reading.

Aims

  • Influence the development of organisational policy.
  • Manage organisational policy
  • Manage the adherence of staff to operational procedures
  • Develop a planning process which is well defined and appropriate.
  • Manage the planning process.
  • Develop management strategies to improve the success of a conference or seminar
  • Manage the development of reports

Labour-Utilisation Control 

In a leisure and recreation facility you will need to manage your staff to ensure that you are utilising your labour force effectively. This will mean analysing staffing needs at any given time throughout the day, and creating staff rosters that reflect the facilities staffing needs – making sure there are not too many, or too few staff roistered on. Having too many staff on will result in higher costs to the facility, and may result in boredom if staff have nothing to do. Too few staff can result in stress, frustration from clients, and a higher risk of client harm (for example if there aren’t adequate lifeguards on duty).
For example, consider a swimming pool. Throughout the day there may be times when usage is high and times when usage is low. Consider staffing needs over these times – for example there may be a rush of people swimming in the morning, where you require reception staff, as well as adequate lifeguards. During the day it may quieten down, so the number of staff required may be reduced – however on some days you may have a school come and use the facilities, so on those days you will require extra staff. The afternoons may become busy again with children’s after school swimming lessons. You will need to make sure you have adequate staff to teach the lessons, serve at reception and be on lifeguard duty. You will need to make sure that your staff have the suitable training to complete the tasks they are required to do, and develop a roster accordingly. 
 

Materials Control

This is concerned with stock control in every sense.   It involves ensuring that the right quantity and quality of material is available when and where required.   In a leisure and recreation facility, the materials concerned may include food and drinks available for purchase, goggles, drink bottles and so on available to purchase, as well as equipment used for activities. 
 
You may need to conduct inventory audits to determine what stock is present at any given time. There is often one person who is responsible to ensure that stock is maintained at a suitable level – a suitable level is one that ensures that there is always stock available, but not too much stock in storage at any one time. Too much stock being stored can lead to several issues:
  • Too much money is unduly tied up in the stock
  • There is risk of damage to the stock so it becomes unusable
  • It will take up storage space that could be used for something else

 

Maintenance Control

The objective of a well maintained facility is to keep total maintenance costs to a minimum.   The total cost is composed of the following:
  • The total cost of the maintenance function, that is labour and materials.
  • The cost of lost income through downtime, for example rooms out of commission.
  • The cost of replacing worn-out equipment. That is the price of new equipment less the value of the old equipment.
There are several types of maintenance which should be considered. These are:
  • Maintenance prevention - the avoidance of large scale maintenance by planned servicing, cleaning etc.   
  • Preventative maintenance - through planned inspections, followed, if necessary, by repairs. These are all planned and scheduled to avoid loss of usage time.
  • Planned maintenance - this covers periodic major overhauls and upgrades.
  • Breakdown maintenance - this is undertaken only after a breakdown occurs.   
  • General maintenance - this covers all types of maintenance.
 Generally, these categories cover two broad areas:
  1. Related maintenance - this is directly related to the provision of services.
  2. Unrelated maintenance - the maintenance of buildings, facilities, roadways etc.The basic records which aid this type of control are:
  3. Equipment utilisation records - these show the cumulative production hours.
  4. Equipment history records - these are especially important when the question of replacement occurs.
 
Standard times for planned maintenance can be set against whichever actual time can be taken and measured.

 

Why Study this Course?

This course provides a unique opportunity for upgrading your skills in Policy making and Procedures, within the context of the leisure industry. It is a valuable professional development course for anyone already working as a manager in the leisure industry; and a great opportunity for others to improve their skills, career and business prospects.

 


Meet some of our academics

Bob JamesHorticulturalist, Agriculturalist, Environmental consultant, Businessman and Professional Writer. Over 40 years in industry, Bob has held a wide variety of senior positions in both government and private enterprise. Bob has a Dip. Animal Husb, B.App.Sc., Grad.Dip.Mgt, PDC
David CrothersChartered Accountant with 20 years experience in corporate and financial roles. David has a FCA, GAICD, B.Sc.Econ (Hons), Cert IV TAA. Extensive international experience in business and finance.
John Mason Parks Manager, Nurseryman, Landscape Designer, Garden Writer and Consultant. Over 40 years experience; working in Victoria, Queensland and the UK. He is one of the most widely published garden writers in the world; author of more than 70 books and editor for 4 different gardening magazines. John has been recognised by his peers being made a fellow of the Institute of Horticulture in the UK, as well as by the Australian Institute of Horticulture.
Lyn QuirkM.Prof.Ed.; Adv.Dip.Compl.Med (Naturopathy); Adv.Dip.Sports Therapy Over 30 years as Health Club Manager, Fitness Professional, Teacher, Coach and Business manager in health, fitness and leisure industries. As business owner and former department head for TAFE, she brings a wealth of skills and experience to her role as a tutor for ACS.


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