Track Operations Manager Overview and Purpose The Manager, NSW GBOTA Track; Gosford Greyhound Racing Operations, is responsible for the efficient and effective administration of the following activities at NSW GBOTA operated Track:

Track Operations, Administration, Finance, HR and Asset Management Race meeting logistics and trading outcomes Promotion, marketing and sponsorship, including non race day offerings

The Manager of Gosford Greyhound Racing Operations reports directly to the GBOTA’s Operations Manager & Commercial Manager. The position will require work with key stakeholders, including Gosford Showground Trust, local Council representation and Area Directors. The Manager of Gosford Greyhound Racing Operations will need to understand all governance and operational issues at NSW GBOTA Gosford Track. The position requires race day attendance along with completion of the balance of the 38 hours covering administrative and operational duties. Over and above being responsible for the efficient and effective running of the track, and all its operations the Manager, will be required to ensure that the commercial performance of the track grows and improves. To achieve this, the Manager will be required to help implement aggressive marketing and promotions programs which clearly state and achieve increasing commercial activity targets. Staff will be subject to internal audits and performance reviews regularly. The NSW GBOTA require Track Operations Managers to uphold the highest standards as a reflection on the wider Association output. This includes business management, conflict of interest management, customer relations and time management. This position requires successful applicant to be venue Licensee. Reporting Line Reports to the GBOTA’s Operations Manager & Commercial Manager The Organisation The NSW Greyhound Breeders, Owners and Trainers Association was established in 1939 and is a not-for-profit organisation with over 1200 members and 200 employees across NSW. Currently, the NSW GBOTA operates nine venues across the State, with the Gosford Greyhound Racing Operations being one of five venues which currently operates TAB racing across 52 weeks of the year. This position will working closely with Senior Management to increase the trading performance across NSW GBOTA venues.

Key Performance Areas

1. NSW GBOTA Gosford Track Operations, Administration, Finance, HR and Asset Management

Role REQUIRED OUTCOME

In consultation with Operations Manager, review, adjust and drive NSW GBOTA budgets, having regard for funding opportunities external of traditional revenue streams. Review monthly Profit & Loss Statements; adjusting operational

plans as required to meet budget targets

Review P&L verse budget, completing Monthly Managers report with detailed notes as to performance reasoning and required action to meet budget. Return report to HO by outlined date.

Liaise with the Commercial Manager at GBOTA head office to facilitate preparation of GIDF, CPG & SMWRF applications for NSW GBOTA Track ensuring that the Commercial Manager receives all documents required by GIDF, CPG & SMWRF

Undertake relevant funding process, ensuring supporting documentation is lodged to GRNSW with Commercial Manager and Operations Managers are cc’d.

Investigate and drive additional funding opportunities as available, with particular focus on animal welfare improvements, community engagement opportunities and promotion of the greyhound breed.

Undertake investigation and completion of additional funding opportunities, such as Community Partnership Grants annually to drive improved facilities and financial outcome for the venue.

Stay abreast of and manage key governance, operational activities and Lease/ Licence Agreement issues with regard to NSW GBOTA Track operation by ensuring track meets best practice management standards and continually improve by:

o Ensuring that an effective and efficient casual staff structure is in place and is reviewed, as needed and at least once annually

Ensure casuals are rostered, well trained and briefed to shift issues. Ensuring all have completed sign off on Association Policies and Conflict of Interest annually. Further, Conflict of Interest should be minimised at all possible opportunities.

Ensuring that Employment Declaration Certificates and Taxation Declaration Forms are procured from all casual employees and provided to the Commercial Managers

New employee documentation to be completed and submitted to Head Office within 24 hours. Retention of copies of all HR documents and staff correspondence to be undertaken and maintained.

Ensuring total compliance with GRNSW Operating Standards, GBOTA policies and GIDF, SRMWF and CPG application guidelines

Completion of all relevant documentation and submitted to Head Office by

Role REQUIRED OUTCOME

outlined dates in correspondence.

Ensuring track compliance with GRNSW benchmarks for track operations

Oversee track compliance, ensuring; weekly track reports are lodged by Saturday each week. Race night reports sent by 12noon Wednesday’s and all requested documentation to GRNSW and Head Office within requested deadlines.

Lodgement of all account payables, meeting paperwork, payroll, stocktake and required documentation each week. Where delays are expected Head Office is to be notified by email with a set deadline that will be met.

Accounts payable to be authorised, scanned and lodged weekly. Meeting documentation to be scanned and emailed to Head Office within 48hours of meeting. Stocktake to be undertaken and entered into Kounta weekly, including any purchases. Payroll to be lodged by 11am day following racing.

Oversight of trading, including adherence with best practices Ensure all takings are recorded appropriately through Kounta system, including staff sign off on floats, cash up and accuracy of transactions.

Management of track finances including track race meeting floats and prizemoney budgets

Lodge float requests to HO by Thursday AM each week. Ensure money is verified on delivery to track. Ensure all takings are recorded through Kounta system and banked weekly, within 24hours of race meeting. Ensure monthly meeting loading figures are verified, discrepancies raised immediately with GRNSW and cc Operations Manager.

Ensuring facility meets required WHS standards Undertake regular venue checks; recording site inspection date and

Role REQUIRED OUTCOME

outcomes, to ensure WHS standards are met. Meet with track staff monthly to ensure all persons are across WHS needs.

Ensure that proper Asset management and maintenance (including: track infrastructure, venue, facilities and equipment) is in place via

Preparation and management of an asset register Preparation and management of an asset maintenance

plan Development and management of track maintenance

schedules Holding regular track meetings to ensure the standards

are in line with specifications of the track manuals including:

Maintenance up-to-date Race and trial preparation consistent

Ensure causal staff are raising WHS matters, with appropriate records undertaken and follow up / rectification works completed within 7 days. Ensure register is updated with Commercial Manager as new assets are purchased and old assets removed. Engage with Operations Manager on purchases and schedule. Oversee track maintenance schedules; ensuring track staff are liaising with GRNSW for bi-annual track renovations and education engagement.

Hiring of the NSW GBOTA Track facilities Set clear conditions and guidelines for hirers, including

Hire/Licence Agreements, relevant insurances and other documentation

Maintain a clear hiring calendar which records Hire Agreements in place, relevant insurance coverage and other documentation has been supplied and filed. Ensure private hires are cost efficient for the business; ensuring Licencing is met and hours of employees remains in check. Ensure venue is appropriately presented, cleaned post event and any damages are paid by hirer.

Oversee Track hospitality Hold venue liquor licence and ensure compliance of the

facility Ensure track is appropriately staffed equipped, stocked

etc. as required for track hospitality services

Ensure Liqour Licence is maintained and all events meet compliance. Undertake weekly stock take of food on site, ensuring

Role REQUIRED OUTCOME

Work with appropriate parties with regard to Menu selection, bar product provision balancing quality, profitability and variation requirements

appropriate stock control and recording. Order stock as required, ensuring purchases are recorded through Kounta system. Undertake regular reviews to ensure product offering and profitability is being managed.

Managing the provision of trialling services at NSW GBOTA Gosford Track in line with the needs of racing participants whilst monitoring profits

Ensure clear trial systems are in place, records are maintained. Lodge monthly trial reports to GRNSW by 6th of each month.

Completion of monthly managers’ report Review of all NSW GBOTA Track operations and planning, with report to be completed in full and returned to HO by outlined timeline

iii. NSW GBOTA Track Race meetings

Role REQUIRED OUTCOME

Race meeting preparation and race day secretary activities List nominations, grading and schedule of races Race meeting administrative processing Race meeting prize money Race meeting liaison with GRNSW All race day operational arrangements (including

staffing, floats, venue condition)

Ensure programming is 6 months in advance, with details checked thoroughly prior to lodgement to GRNSW. Submit race names, order and prizemoney (fully completed) each Thursday, liaising with Graders as to each week’s draw. Ensure oversight of prizemoney including monthly meeting loading sign off; with discrepancies raised within 24hours of detail lodged by GRNSW.

Supervision of race day staff Oversight of all staff, ensuring all staff are appropriately qualified and trained for position

Role REQUIRED OUTCOME

undertaken. Immediate resolution of any staff matters in a professional and private manner, with supporting documentation to be undertaken for HR records.

Race meeting quality assurance Including: race meeting programming, nomination

quality and volumes

Assessment of nomination flow including feature events and surrounding venues. Programming to be adjusted to drive best possible nomination flow

Race meeting reporting to including: GBOTA (CLUB SECURE), GRNSW

Statistics to be collated for each race meeting and sent to the GRNSW as required including: race names, race program and prize money.

Completion and submission of Club Secure data by 7th of each month, with preference that per meeting data is lodged weekly to ensure cross checks by HO can be undertaken.

Injury reviews and assessment Undertake weekly review of race activities documenting all injuries and liaising with staff and contractors to make assessments of injuries and preventative measures that can be implemented or referred for further consideration where possible.

iv. Commercial activity, Promotion, marketing, sponsorship, advertising and media

Role REQUIRED OUTCOME

Development of venue as seven day week venue, driving commercial activity , venue awareness and community relationships

Utilisation of venue beyond race nights, with specific targets to be set after probation period and based on successful applicants business plan

Community engagement including working with participants and external stakeholders to promote the greyhound breed, promote commitment to animal welfare and an improved transparent industry

Drive culture change in the region, including promotion of improved animal welfare standards.

Detailed operations planning for each race prepared in advance

Undertake comprehensive

and incorporated in Track Strategy and Action Plans including: Race day advertising with regard to attracting

customers Media strategies, especially for feature events, including

radio, print, Sky and website exposure Increasing commercial activity Increasing sponsorship Promotions Schedule of features Liaison with stakeholders to provide excellent service,

particularly to key stakeholders such as owners; trainers; book makers; high valued wagering customers; sponsors

planning and business assessment annually in developing the Business Plan prior to June lodgement annually. Review performance monthly and record performance and actions in monthly managers report.

Prepare NSW GBOTA Gosford Track advertising and editorial requirements for required publications including Club website

Regular updates to be undertaken to Gosford Club website Submission of advertising needs in advance allowing atleast 2 weeks for sign off

Update Club Social Media channels weekly with events, reviews or other relevant content

Post NSW GBOTA Gosford Track matters to the official NSW GBOTA Track Page only, riving regular content and customer engagement

Actively seek sponsorship; through business or sports clubs events

Document monthly upcoming Club events and approaches to meet Sponsorship budget

Meet Ladbrokes contract requirements Review and understand sponsorship requirements, ensuring matters are channelled through Head Office for sign off.

Review product offerings, with development of promotional offerings; supported by advertising, review and assessment

Drive increased patronage and income through development of appropriate promotional activities. All actions to be supported through well planned communication and post event assessment.

Skills, experience and knowledge Key attributes required Extensive understanding and experience of

o greyhound racing operations o financial administration o staff supervision o facility management o events co-ordination o customer service o marketing and promotions o Microsoft Office

Advanced working knowledge of o GBOTA Policy o GRNSW Operating Standards and performance benchmarks o GRNSW Funding frameworks o Licence Agreements and Contracts relative to NSW GBOTA Track o Greyhound Racing rules as they pertain to Club operations

PROFESSIONAL DEVELOPMENT The NSW Greyhound Breeders, Owners and Trainers Association (GBOTA) acknowledges that professional development is integral to personal job satisfaction, workplace productivity, reward, and recognition, and is critical to the achievement of the organisation's mission and continuous improvement in the quality of its programs and services. The GBOTA is committed to providing a supportive and rewarding environment for employees and recognises that the quality, responsiveness, and professionalism of its workforce are linked to the further development of their skills and competencies. The GBOTA is, as far as is feasible within its available resources, committed to providing employees with

The opportunity to plan and develop skills, knowledge and attributes that complement organisational and work unit goals

The opportunity to participate in career development activities that extend and enhance their capabilities and capacity for advancement within the organisation

Equity of access to professional development opportunities.

1. . Position-specific professional development

Where the EO decides that it is necessary for a staff member to acquire a particular skill, to learn specific material, or to acquire specific qualifications in order for them to carry out the duties attached to their existing position, the organisation shall be fully responsible for all costs incurred in acquiring that skill, that learning, or that qualification, and the staff member shall, where necessary, be given permission to attend any such course within working hours. It would normally be expected that any such requirements would have been taken into account in the drawing up of a position description and set out in the criteria for selection; it would thus seldom be the case that continuing employees would be required to acquire new qualifications.

2. Non-position-specific professional development In its performance review procedures the organisation shall in every case encourage the person concerned to explore their available professional development options. Where an employee wishes to pursue further education or training but the EO has not required that person to acquire a particular skill, to learn specific material, or to acquire specific qualifications to carry out the duties attached to their existing position, the organisation shall endeavour to facilitate such education or training through

permitting (at the discretion of the EO, and taking into account the efficiency of the workplace) any rearrangement of working hours that would assist such development

permitting (at the discretion of the EO, and taking into account the efficiency of the workplace) any use by the person of the organisation’s equipment or services that would assist in that development

permitting (at the discretion of the EO, and taking into account the efficiency of the workplace) any annual leave or unpaid leave arrangements that would assist in that development

granting up to two days study leave as necessary to attend examinations. Educational or training requirements involving reimbursement of fees or provision of paid study leave may also be negotiated as part of the contract of employment between the employee and the organisation. PERFORMANCE MANAGEMENT The NSW Greyhound Breeders, Owners and Trainers Association’s (GBOTA’s) Annual Performance Review process has been designed to provide a vital link between the organisation’s Business Plan, its vision and guiding principles, and individual staff members. It is also designed to ensure that goals and objectives flow from the top of the organisation to the personal objectives of each individual.

This Policy applies to permanent and part-time paid employees only. If requested, volunteer workers can participate in and have access to an annual review in order to obtain feedback regarding their position and performance.

Performance Management and Performance Plan The Performance Plan is designed to provide the opportunity to establish targets (Indicators of Effectiveness) which provide a challenge to employees and which can be reviewed and modified in response to employee achievements. The Manager concerned should develop a Performance Plan in conjunction with the employee within the first month of an employee commencing or during the Annual Review process. The Performance Plan is to be updated during every Annual Performance Review or as required throughout the course of the financial or performance year. Employees should initially draft their own Performance Plan and then arrange a discussion with their Manager so that the Plan can be agreed and finalised. If a situation occurs in which the employee and Manager are unable to come to an agreement, both the employee and the Manager should attach a memo outlining their position, and forward the Performance Plan to the next-in-line Manager for a final decision. The Performance Plan should outline goals and objectives for the following 12-month period. It is each Manager’s responsibility to ensure that these are in line with the business plan. Each objective should have targets and measures documented, to allow accurate assessment. The Performance Plan will also include an agreement of what competencies are to be demonstrated in the role. Development Plan During the Annual Review process, or the probation period of commencing employment, each employee should have a Development Plan established. The Development Plan discussion should review the individual’s development over the previous 12 months, and outline the individual’s broad career directions and development priorities for the following 12 months. The Manager should consider what skills, knowledge and competencies are required to achieve the objectives outlined in the Performance Plan, and to close the gap on current and planned competencies. Annual Review Each year in the first six weeks of the new financial or performance year, Managers must complete an Annual Performance Review interview with their employees. The Manager must review the employee’s performance against his or her agreed performance objectives, targets and measures, as well as performance against the agreed competency levels. The individual’s agreed performance objectives and competencies should be reviewed against the set performance ratings. To ensure a degree of objectivity is apparent throughout the review process, the “next-in-line” Manager will continue to be involved in the review process and must agree with the review and sign it off. Prior to commencing a formal underperformance process Prior to commencing any formal unsatisfactory work performance process, the employee's supervisor/manager must attempt to informally discuss the performance issues with the employee. The supervisor/manager must consider organisational or personal factors that play a role in the employee’s unsatisfactory work performance and consider alternatives to the unsatisfactory work performance process to address the problem. Unsatisfactory work performance should be addressed as and when it arises to provide employees with support and assistance to improve their performance at the earliest opportunity. Supervisors/managers

should not wait until an employee’s end of cycle performance review to address issues of unsatisfactory work performance. Supervisors/managers must seek the advice of the Human Resources Department prior to commencing any formal unsatisfactory work performance process. Formal process Where the GBOTA considers that informal attempts to address the employee’s unsatisfactory work performance have been unsuccessful, the GBOTA may proceed to manage the employee’s unsatisfactory work performance though a formal process. Measures which may be used in the formal management of an employee’s unsatisfactory work performance include, but are not limited to:

increased supervision;

changes to the employee’s performance plan;

mentoring;

training and professional development;

increased feedback;

coaching.

The formal process for the management of an employee’s unsatisfactory work performance is:

Stage One – formal counselling

Stage Two – formal written warning

Stage Three – final written warning

Stage One – Formal Counselling The first stage of formal management of unsatisfactory work performance is formal counselling of the employee. The employee will be advised of any consequences of not improving their performance within a reasonable period of time and of engaging in any further unsatisfactory work performance. A written record of the formal counselling session will be placed on the employee’s personnel file. Stage Two – Formal Written Warning If the employee’s work performance has not improved within a reasonable period of time following formal counselling in accordance with Stage One of the process set out in this policy, or if the employee engages in further unsatisfactory work performance, the employee will be given a formal written warning. The formal written warning must indicate:

the standard of performance expected of the employee;

where and how the employee is not meeting this standard;

the consequences if the employee fails to improve their performance.

The written warning will be placed on the employee’s personnel file.

Stage Three – Final Written Warning If the employee’s work performance has not improved within a reasonable period of time following receipt of a formal written warning in accordance with Stage Two of the process set out in this policy, or if the employee engages in further unsatisfactory work performance, the employee will be given a final written warning. The final written warning must indicate:

the standard of performance expected of the employee;

where and how the employee is not meeting this standard;

the consequences if the employee fails to improve their performance, including that the employee's

employment may be terminated by the GBOTA.

The final warning will be placed on the employee’s personnel file. At each of stages one, two and three of the formal process, the GBOTA will provide the employee with an opportunity to respond.

Termination of the employee’s employment

The GBOTA may terminate the employee's employment for unsatisfactory work performance if stages one, two and three of the formal process have been followed. Notice of termination will be advised to the employee in writing and a copy of the notice will be placed on the employee’s personnel file. If a Supervisor/Manager considers that termination of employment may be necessary, they must contact the Human Resources Department immediately to discuss their view.

Link to Salary Review Process The Annual Performance Review process can be linked to the salary review process. People should be rewarded on the basis of their contribution to the organisation though either an annualised salary adjustment (increase in base pay) or a one-off reward – e.g. bonuses, plaques, lunches, certificates, etc.