Overview of the role
This is an exciting and significant leadership opportunity to shape the future of The Portland Centre — the Foundation’s most important community asset and a central part of our new strategy Transforming Communities – the Notts County Way 2026–2028.
As a member of the Senior Leadership Team, the Community Leisure Manager will combine strong operational and commercial management with a genuine commitment to community development. The postholder will lead a safe, compliant, efficient and financially sustainable Centre while helping transform Portland into a modern, inclusive and community-focused holistic wellbeing hub.
- Lead the strategic and day-to-day development of The Portland Centre.
- Own operational performance, health and safety, compliance, budgets and commercial growth.
- Increase utilisation and earned income while protecting affordability and community accessibility.
- Build meaningful relationships with residents, partners and local leaders so the community has a genuine voice in Portland’s future.
- Develop Portland as a convening space for health, education, employment, housing, voluntary sector and statutory partners.
- Lead and develop a customer-focused, community-centred and commercially aware workforce.
The developing offer at The Portland Centre builds on the work of our award-winning coaches that deliver impactful programmes including; Cancer and Rehabilitation, Healthy Hearts, Premier League Kicks, Holiday Clubs, Walk & Talk, Youth Employability and our Alternative Provision. During the life of this strategy, we will provide a food pantry, well-being spaces, social clubs and a social prescribing approach that signposts people to services within the building and to trusted local community partners; an eco-system that will provide wrap around support to those in need.
STRATEGIC & OPERATIONAL LEADERSHIP
1. Strategic Leadership
- Act as a key member of the Foundation’s Senior Leadership Team.
- Lead the strategic development of The Portland Centre in accordance with Transforming Communities – the Notts County Way 2026–2028.
- Develop and implement the annual Portland Centre Business and Development Plan.
- Position Portland as an inclusive community wellbeing hub rather than solely a traditional leisure centre.
- Contribute to wider organisational strategy, planning and decision-making.
- Provide the CEO and Board with clear reporting on performance, risks and opportunities.
2. Operational Management
- Maintain overall responsibility for the effective day-to-day operation of the Centre.
- Ensure high standards of customer experience, cleanliness, accessibility and service.
- Ensure effective management of swimming, fitness, sports, community and ancillary facilities.
- Develop clear operational procedures and standards.
- Ensure appropriate staffing arrangements are maintained across operating hours.
- Establish effective management information covering usage, income, costs and service performance.
- Respond effectively to operational incidents and business-continuity issues.
3. Health, Safety & Compliance
- Provide senior operational leadership for health and safety at The Portland Centre.
- Ensure statutory and regulatory obligations are understood and met.
- Maintain appropriate risk assessments, operating procedures, inspection regimes and compliance records.
- Ensure plant, equipment and facilities are maintained appropriately.
- Ensure staff receive relevant health and safety training.
- Maintain robust incident and accident reporting arrangements. Work with specialist contractors and advisers where technical expertise is required.
- Ensure appropriate emergency and business-continuity arrangements are maintained.
COMMERCIAL PERFORMANCE & COMMUNITY DEVELOPMENT
4. Financial & Commercial Performance
- Take ownership of The Portland Centre’s delegated income and expenditure budget.
- Work with the Head of Finance to develop robust budgets and forecasts.
- Increase utilisation and maximise appropriate earned income.
- Develop commercially viable services while maintaining affordability and community accessibility.
- Review pricing, memberships, bookings, swimming, health services and other income opportunities.
- Identify efficiencies without compromising safety or quality.
- Develop partnerships capable of bringing additional investment and activity into Portland. Ensure commercial decisions remain consistent with the Foundation’s charitable purpose.
5. Community Development
- Establish The Portland Centre as a trusted and welcoming community asset.
- Develop meaningful relationships with residents, community organisations and local leaders.
- Ensure the community has a genuine voice in shaping the future of Portland.
- Establish regular consultation and engagement mechanisms.
- Identify barriers preventing residents from accessing the Centre and develop appropriate responses.
- Increase participation among communities experiencing inequality or exclusion.
- Ensure Portland contributes directly to stronger community connection and cohesion.
PLACE-BASED WORKING, HEALTH & ACCESSIBILITY
6. Place-Based Working & Collective Impact
- Support the CEO in developing a place-based model for The Meadows.
- Position Portland as a convening space through which partners can collaborate around shared community outcomes.
- Develop relationships with health, education, employment, housing, voluntary-sector and statutory partners.
- Encourage co-location, referral and integrated service opportunities where appropriate.
- Support development of a collective-impact approach centred on prevention and early intervention.
- Ensure Portland connects effectively with the Foundation’s Health, Education, Sport & Inclusion and Social Mobility programmes.
7. Health & Wellbeing Development
- Work with the Health Manager and Foundation colleagues to develop Portland’s health and wellbeing offer.
- Strengthen links with health systems, primary care, public health and community health partners.
- Develop preventative and rehabilitation opportunities appropriate to community need.
- Ensure the Centre supports physical, mental and social wellbeing.
- Explore opportunities to develop dedicated wellbeing spaces and complementary services.
8. Safe Space & Accessibility
- Lead the development of Portland as an accessible and psychologically safe environment.
- Work towards appropriate Safe Space or comparable accreditation.
- Ensure facilities and services consider disability, culture, faith, gender, age and other accessibility requirements.
- Ensure staff understand the importance of welcome, dignity and inclusion
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