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Fitness centre manager: Job description

Fitness centre managers generally work in centres or clubs that contain a fitness suite or gym and perhaps some or all of the following:

  • swimming pool;
  • sports halls or courts;
  • spa, sauna or therapy area;
  • catering and other recreational facilities.

Responsibilities usually cover the broad areas of marketing the facility and any special events, managing staff and dealing with the technical aspects of fitness provision and health and safety. The manager is also accountable for the overall profitability of the centre.

Large centres may have a team of several managers who specialise in certain areas.

Fitness centre managers may also be known as a health club manager, leisure club manager or sports centre manager.

Typical work activities

Tasks vary according to the size and facilities of the centre or club. There are also some differences between local authority and privately run establishments. In general though, the work of a fitness centre manager may include:

  • designing and promoting activities to meet customer demand and generate revenue;
  • advertising and promoting the club or centre to increase usage, which may include commissioning and considering market research;
  • recruiting, training and supervising staff, including managing staff rotas;
  • carrying out health and safety checks on the equipment and site;
  • managing maintenance, insurance, repairs and cleaning;
  • maintaining high levels of customer care, often with a particular focus on avoiding loss of existing users;
  • prioritising target activities and user groups (especially in local authority centres);
  • handling complaints and incidents, e.g. accidents and emergencies or theft;
  • delivering some fitness training or coaching in sports activities - often a good way of maintaining contact with customers;
  • preparing and checking budgets and generating income;
  • cashing-up and keeping stock records;
  • purchasing equipment and supplies;
  • using advanced management information (e.g. footfall, popularity of classes by hour) to improve provision and timetables and cope with fluctuations in demand;
  • writing monthly or weekly reports and preparing cash projections for centre owners or more senior management.  
 
 
AGCAS
Written by AGCAS editors
Date: 
October 2013
 
 

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