Director, Visitor Services
Carnegie Museums of Pittsburgh is interested in candidates who, through their experience and collaborations, will contribute to diversity and excellence of the Carnegie Museums community.
The DIRECTOR, VISITOR SERVICES is responsible for directing the planning and day-to-day management of the museums’ visitor services, admissions, parking, concierge staff, group visits, and volunteer and intern functions. Working closely with museums’ administrative, education and external relations staffs, as well as Oakland campus custodial, maintenance, security, finance, and membership departments, develop and implement professional practices and processes to ensure a meaningful and positive visitor experience; s/he guides, supervises, and mentors staff, aligning the activities of the department under her/his supervision with the museums’ missions and strategic objectives.
This is a Full-Time position.
EDUCATION AND EXPERIENCE:
- Bachelor’s degree with coursework in business or arts administration preferred;
- 5+ years supervisory experience in cultural management or senior-level customer service position, including financial controls; or
- an equivalent combination of education training and experience.
KNOWLEDGE, SKILLS, AND ABILITIES:
- Proven leadership, supervisory, interpersonal and management skills are essential;
- Resourceful problem-solver with excellent communication skills, including a demonstrated ability to work with colleagues from diverse backgrounds in a flexible and transparent manner;
- Knowledge of customer service principles, practices, and procedures, and knowledge of museum audiences required;
- Functional knowledge of ticketing point of sales systems and financial record-keeping practices and procedures are necessary;
- Ability to develop and implement effective initiatives and strategies to ensure consistent excellent customer service in all public areas of the museums.
- Work requires ability to regularly walk all public areas of the museum and may include standing for long periods of time;
- Some evening and weekend hours are required.
- Lead departmental staff with a focus on customer service, organization and efficiency, ensuring our visitors are attended to professionally and promptly from their first point of contact with the museums;
- Evaluate processes, protocol and work assignments of visitor services staff to maximize efficiency, coordination and first-class visitor experiences;
- Work closely with other departments that affect the visitor experience (security, custodial, retail operations, and CMOA and CMNH external relations and education staffs) to ensure that there is accord on correct processes procedures and that they are implemented. Actively collaborate with other departments to recommend and implement improvements;
- Maintain a well-informed, working knowledge of the exhibitions, programs and offerings available from CMOA and CMNH for ongoing training of visitor services staff and the general public. Manage museums’ switchboard mailbox system; ensure that all incoming phone calls reach current and accurate information regarding museums’ programs and membership;
- Participate as a senior member of each museum’s staff in the planning and implementation of their strategic plans;
- Collaborate with security, CMP risk assessment manager, and managers of visitor-facing staff to ensure training and implementation of safety, emergency, risk management, and incident reporting procedures;
- Serve on cross-museum committees and task forces, as needed, and assume lead role to strategize and implement improvements to accessibility accommodations, inclusion, visitor experience, and Oakland operations;
- Serve as an advocate for the visitor while simultaneously promoting the welfare of the museums; serve as a point of contact for a variety of visitors with diverse interests and abilities to ensure a positive visitor experience; resolve visitor concerns and complaints to their satisfaction and the museums’. Use discretion to report complaints to appropriate managers and collaborate with other departments to devise minimization strategies for recurring complaints;
- Develop, monitor and manage departmental budges approve invoices and purchases; report admissions and parking revenue on a monthly basis to financial components of CMNH and CMOA. Report admissions, demographics, program, and scholarship statistics to museums, their boards, and central Advancement personnel as needed;
- Collaborate with CMP, CMNH and CMOA departments and relevant staff to advance the museum’s ambitions; represent the museums at professional museum organizations; establish, cultivate, and maintain relationships with colleagues in the field which benefit the museums’ programs; responsible for other duties as assigned.
Admissions and Events:
- Schedule, train, and supervise visitor services staff, ensuring adherence to admission procedures, museum and program information is current and accurate, and that financial controls are performed accurately;
- Gain expertise in museums’ ticketing and reservation and parking systems to train and supervise staff, as well as ensuring high quality service and financial controls;
- Coordinate with marketing, special events, security, and education departments to ensure efficient ticketing, crowd control, and parking operations for museum events;
- Guide admissions desk staff in balanced messaging at point of purchase; develop framework that supports messaging of a broad range of programs and offerings from both museums, as well as opportunities for advance sales and membership sales;
- Promote audience-centric values among visitor services admissions and concierge staff, as well as across the museums, especially with departments who reach/impact our visitors’ experiences. Develop strategy, platform, and team of visitor services concierges to assist visitors and ensure positive experiences and orientation throughout the museums’ public spaces;
- Collaborate with colleagues in CMP Facilities, Planning & Operations and other visitor-facing departments. Establish oversight with regard to the comfort and cleanliness of public spaces. Work closely with security on questions of safety and distinguishing among the roles of security and visitor services staff in public spaces. Make sure all issues are seen to immediately and efficiently. Serve as customer service resource for public-facing staff campus-wide;
- Convene regular meetings of front of house staff; communicate daily and upcoming activities which may affect the visitor experience; troubleshoot to solve facility and visitor problems with group.
Parking and Portal Entrance Management:
- Establish welcome and exit standards for personnel deployed in parking lot and garage. Coordinate with museums’ Risk Assessment Manager to ensure traffic safety standards are met. Create cross-training program for seamless, superior customer service and visitor experience inside and outside museums;
- Oversee parking operations and administration, including annual budget, service agreement with external parking vendor, coordination with CMP staff to ensure compliance of insurance, permits, and taxes; coordination with FP&O to coordinate maintenance and utilities; and maintaining internal inventories and billing of parking tickets.
Group Visits and Program Registration:
- Manage group visits and program registration office to ensure group visits staff and museum education departments coordinate as tours, programs, and CMNH outreach bookings are scheduled to ensure proper invoicing, timely payments and processing; work with supervisor of group visits office, financial analyst, and financial components of both museums to ensure payment policies and procedures are followed, and record keeping is accurate and timely to maintain financial and data integrity.
Volunteers and Interns:
- Develop, implement and maintain ongoing formal volunteer and intern program, which serves CMOA, CMNH, the Andy Warhol Museum, and central CMP services. Develop standards, policies and procedures to recruit, select, and place volunteers throughout the museums to ensure a program that satisfies both the museums and volunteers. Develop, implement and maintain an annual recognition for volunteers. Remain informed of best practices in volunteer management as well as Pennsylvania regulations for background.
The following PA Act 153 clearances, or proof of application of clearances, are required beginning employment and as a condition of continued employment:
- Pennsylvania Child Abuse History Clearance
- Pennsylvania State Police Criminal Record Check
- FBI Fingerprint Criminal Background Check
Obtaining the required clearances is completed as part of the new hire process.
The above job description reflects the essential functions and qualifications for the position identified, and shall not be construed as a detailed description of all the work requirements that may be inherent in the position. The job description does not constitute an employment contract and does not alter the at-will relationship between CMP and the employee.
*GUIDANCE ON ESSENTIAL FUNCTIONS:
The Americans with Disabilities Act (“ADA”) requires employers to consider and accommodate qualified individuals with disabilities. An individual is qualified if he or she can perform the essential functions of a job with or without reasonable accommodation. An essential job function is any task that is a fundamental part of the job. When considering essentiality, one must focus upon whether the function is essential to this particular job and not to the department as a whole. Some additional guidance on essential functions follows below. Please note that the following guidelines are non-exhaustive. If you have any questions or need additional guidance, please contact Human Resources.
A. Is the function required to be performed on a regular basis? If the function is rarely performed, it may not be essential.
B. Is the function highly specialized? Is the incumbent hired for his/her expertise or ability to perform the function? The need for special expertise is an indication of an essential function.
C. Does the position exist, at least in part, to perform the function? If so, the function is more likely to be essential.
D. How much time is spent performing the function and how often? Note that even functions performed 10% of the time could be essential if they are required on a regular basis.
E. Would elimination of the function fundamentally alter the job? If so, the function is more likely to be essential.
F. What are the consequences of not requiring the incumbent to perform the function? If they are significant, the function is more likely to be essential.
G. Are there a limited number of employees among whom the performance of the function could be distributed if the incumbent could not perform it? If so, it is more likely to be essential.
- Pay Type Salary
- 4400 Forbes Ave, Pittsburgh, PA 15213, USA