THE ORGANIZATION: NORTH VANCOUVER RECREATION & CULTURE COMMISSION

The North Vancouver Recreation & Culture Commission (“NVRC”) was established in 1970 through agreement between the City and District, and enables joint planning and delivery of municipal recreation and culture services. The authority to determine the governance structure, composition and mandate of the Commission lies with City and District Councils.

NVRC provides recreation, sport, and arts and cultural programming, activities and events on behalf of the City and District. They operate 10 community recreation centres, the North Vancouver Tennis Centre and Centennial Theatre, the North Shore’s largest performing arts theatre. Their facilities include six fitness centres, six gymnasiums, five art studios, four pools, three licensed preschools, three squash/racquetball courts, two ice arenas, two pottery studios, and one woodworking studio. Their arts and cultural services include an arts & culture grants program, an artist residency program, an art display program and a public art program. They also manage room and venue bookings for facilities, fields and outdoor spaces across North Vancouver.

NVRC respectfully acknowledges the Sḵwx̱wú7mesh (Squamish) Nation and səlilwətaɬ (Tsleil-Waututh) Nation peoples on whose traditional, unceded territories we operate.

To learn more, please visit North Vancouver Recreation & Culture Commission’s

website . THE CHANCE: EXECUTIVE DIRECTOR

Reporting to the six-member North Vancouver Recreation & Culture Commission, the Executive Director (“ED”) leads the organization that delivers recreation and culture services for the City of North Vancouver and the District of North Vancouver.



The ED is responsible for the successful day-to-day operation of a network of community recreation centres, pools, arenas and fitness facilities, a broad portfolio of programs serving residents of all ages and abilities, public art programs and community arts grants, and a large unionized workforce. Reporting Relationships:

The ED reports to the Commission and keeps it fully informed on strategy, operations, finances and policy, serving as its chief administrative resource. The ED works closely with senior staff and finance officials of both municipalities on budgets, capital planning and collective bargaining, and reports to both Councils as required. Key Responsibilities

Recreation Centres and Facilities Operations:

Ensure safe, clean, welcoming and well-utilized recreation facilities (community centres, pools, arenas, fitness centres and multi-purpose spaces) that residents are proud of and staff are proud to work in; Set and monitor service standards for customer experience, cleanliness, maintenance response, safety and lifeguarding/supervision requirements across all sites; Oversee facility scheduling, allocations and rentals, balancing community programs, sport user groups, drop-in access and events; maintain fair, transparent allocation practices; Direct preventative maintenance and lifecycle planning for buildings, pools, ice plants and equipment; respond effectively to facility incidents and closures; Drive utilization,



membership and visit growth through data on attendance, capacity and customer feedback; Champion continuous improvement and operational excellence. Strategic Leadership:

Support the development and implementation of long-term strategic plans and priorities; Advise the Municipalities and Commission on emerging trends, risks, and opportunities; Lead organizational change, innovation and continuous improvement; Build collaborative partnerships among participating municipalities. Programming and Community Services:

Lead the planning and delivery of a comprehensive program portfolio: aquatics and learn-to-swim, fitness and wellness, skating and arena programs, sport development, children's and youth programs, camps, older-adult programs, and arts and culture programming; Refresh program offerings seasonally based on registration trends, waitlists, community demographics and emerging interests; retire what isn't working and pilot what's next; Ensure programs are affordable and accessible, with fee assistance, adapted and inclusive options, and outreach to residents facing barriers to participation, including youth and under-served populations; Oversee registration, booking and communications systems that make it easy for residents to find, register for and attend programs; Oversee the public art programs and community arts grants, and support local arts, culture and sport organizations. Budget and Financial Management:

Prepare and manage the annual operating budget and capital plan; deliver services within approved budgets and report clearly on variances; Set revenue targets and manage cost-recovery performance across admissions, memberships, registrations, rentals and concessions; recommend fees and ch

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