Download Ministry Responsible for Liquor Distribution

POSITION DESCRIPTION
Ministry Responsible for Liquor Distribution Branch
BC Liquor Distribution Branch
POSITION TITLE:
DIVISION:
(e.g., Division, Region, Department)
Regional Manager
POSITION
NUMBER(S):
Retail Operations
S10000, S20000,
S30000, S40000,
S50000, S60000,
S70000, S80000,
S90000
UNIT:
(e.g., Branch, Area, District)
Store Operations
LOCATION:
Vancouver (6)
Victoria (1)
Prince George (1)
Kelowna (1)
SUPERVISOR’S TITLE:
SUPERVISOR’S CLASSIFICATION:
Director, Store Operations
Business Leadership
POSITION
NUMBER
PHONE NUMBER:
SO2000
PROGRAM
The Liquor Distribution Branch (LDB) is one of the largest distributors and retailers of beverage alcohol in Canada,
generating a net income of approximately $935.2 million on annual sales of approximately $3.1 billion. The Branch
operates approximately 200 retail stores across the province, oversees the operations of Rural Agency Stores and has
the role of wholesaler to approximately 700 private liquor retail outlets and 8,000 licensed establishments.
The LDB is a unique government entity that operates with similar independence to a Crown Corporation under the
direction of a General Manager and CEO.
PURPOSE OF POSITION
The Regional Manager, in an assigned area, is accountable for providing leadership and direction, moving initiatives
forward, controlling costs and maximizing revenue generated by BC Liquor Stores. The Regional Manager ensures that
store managers and leadership teams achieve the objectives and sales targets of the Liquor Distribution Branch and is
responsible for an operating budgets ranging up to $11,300,000. Reporting directly to the Regional Manager are up to 30
store managers and up to 280 store staff. The Regional Manager is also responsible for monitoring the operation of
agency stores in the assigned areas.
The Regional Manager continuously improves existing services and processes to drive service excellence, increase
profitability and ensure alignment with LDB’s strategic goals and operating plans. The Regional Manager demonstrates
the highest level of leadership and ethical standards and drives store leadership teams to continually achieve a higher
standard by providing effective coaching, mentoring and guidance.
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NATURE OF WORK AND POSITION LINKS
Regional Managers effectively oversee all store operations with an emphasis on maintaining budgets, controlling
expenses, managing inventory and maximizing revenue generation and apply long-term strategic thinking to plan,
forecast and improve the operations of their assigned stores.
Position Links:



Directors and Stakeholders: to identify opportunities for retail store service improvements and business
opportunities; to collaborate in the development of regional strategic and operating plans
BC Liquor Store Managers and staff: to provide leadership and guidance to regional store management and staff
using effective management techniques (e.g. coaching, mentoring, delegating, building teams and managing
performance); to evaluate individual and team performance; investigate issues; issue corrective measures
LDB Customers including the public and licensees
SPECIFIC ACCOUNTABILITIES / DELIVERABLES
Managing Operations

Directs the operations of regional stores to ensure operational standards and effective store leadership is in place
by demonstrating the highest level of leadership and ethical standards, with a drive to uphold and embrace LDB
service standards and behaviours for exceptional customer service. Champions and promotes service
improvements on an ongoing basis to continually improve quality and customer satisfaction.

Applies in-depth experience to track and analyze inventory, product performance, sales volume and the
competitive landscape to develop strategies to achieve and overcome sales challenges and increase revenue
generation. (e.g. provides advice and recommendations regarding the level of service provided to communities,
may make recommendations for appointment of rural agency operators and/or recommend the closure or
conversion of BC Liquor Stores).

Delivers on financial and growth targets for the region by developing a thorough understanding of and cultivating
strong relationships with respective region’s leadership teams and collaborating across multiple lines of business
within LDB to identify growth opportunities.

Ensures that an optimal customer experience is achieved by driving excellent store appearance and ensuring
implementation of the In-Store Marketing Program and maintaining high standards of merchandising and visual
presentation.

Analyzes sales, KPIs and margin of regional stores; directs and monitors store manager’s performance and
develops strategic plans with store managers to improve results.

Directs the protection of customers, employees, and store assets by ensuring all store staff follow safety and
security rules, regulations, procedures and policies.

Undertakes special investigations e.g. Cash losses, stock losses, and takes corrective action and records specific
and/or general procedures changes to be taken to prevent Branch’s security procedures and makes
recommendation to improve these procedures, as required, to protect Crown assets.

Makes recommendations for policy changes/implementations pertaining to region stores, for example,
recommends changes in hours of operation and hours of work; new operating procedures and systems.

Approves forecasted manpower requirements to ensure that employment expenses fall within guidelines of the
agreed annual budget parameters.
Strategic Planning


Develops, leads and implements the strategies necessary to achieve retail sales results through business
analysis, action planning, effective communication, and consistent accountability.
Conducts analysis of current situation and future requirements of the region, sets specific goals and objectives
aligned to the overall strategic direction of the Store Operations department, and determines priorities for
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planning and implementing strategies in collaboration with key partners and stakeholders.

Evaluates opportunities for increased functionality within store operations. Conducts high level analysis of
possible programs/solutions including developing new concepts, identifying impacts and internal and external
linkages, and consulting with other LDB senior leadership on proposed recommendations. Leverages the
expertise of other LDB departments to address specific problems and achieve Branch and departmental
objectives.

Actively manages to optimize resource utilization and service quality. Develops and uses metrics and key
performance indicators (KPIs) to identify performance issues or other variances, develops and implements
strategies to address and to improve performance.

Develops an annual sales plan and accurate business forecasts, providing quarterly updates, revisions and
modifications to the plan.

Prepares and manages the annual operation budget for designated services, monitors variances and develops
and executes corrective actions. Develops business case proposals, and operates region within approved
expense budget.
Human Resources/Leadership

Provides leadership and guidance to regional store management and staff using effective management
techniques (e.g. coaching, mentoring, delegating, building teams and managing performance) to support the
achievement of required outcomes and to ensure that staff members are achieving a level of performance that
meets the highest standards within their areas of function.

Fosters a positive working environment including seeking opportunities to reward and recognize team and
individual contributions, listening to the team’s concerns and enabling decision-making at the front line.

Evaluates individual and team performance in collaboration with appropriate stakeholders and peer staff ensuring
probationary and annual reviews are completed for assigned staff.

Manages grievances and investigates work and staff issues and initiates disciplinary action up to and including
suspensions and makes recommendations for demotion or dismissal.

Authorizes the hiring, transferring, and lay off of staff and is involved in the selection of candidates for store
management positions; selects employees for relief assignments in management positions and maintains training
and retraining programs.
Public Relations and Social Responsibility

Provides information to the public about available BC Liquor Store programs and services resolves issues and
concerns and directs issues to the appropriate contacts as required.

Establishes and maintains working relationships with suppliers, licensee and hospitality customers and industry in
order to provide exemplary service and respond to issues as they arise.

Supports social responsibility in the consumption of beverage alcohol by eliminating the sale of alcoholic
beverages to minors (through ensuring the “2-ID” policy is strictly enforced at all times) as well as deterring sales
to intoxicated individuals.

Oversees employee’s work is performed in a socially responsible manner with an awareness of environmental
implications of decisions.
FINANCIAL RESPONSIBILITY
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Operating budget ranging up to $11,300,000.
Signing authority up to $ 1,000
DIRECT SUPERVISION (i.e., responsibility for signing the employee appraisal form)
# of Regular FTE’s
Role
Directly supervises staff
Varies
Supervises staff through subordinate supervisors
Varies
# of Auxiliary FTE’s
Varies
PROJECT /TEAM LEADERSHIP OR TRAINING (Check the appropriate boxes)
# of FTE’s
Role
# of FTE’s
Role
Supervises students or volunteers
Provides formal training to other staff
Lead project teams
Assigns, monitors and examines the work of staff
SPECIAL REQUIREMENTS
Criminal Record Check Required.
Valid BC Drivers License
Successful completion of Serving it Right ™ certificate
TOOLS / EQUIPMENT
WORKING CONDITIONS
Must be able to travel throughout the province. Overnight travel required.
Must be available for emergencies (24 hours per day/7 days per week)
PREPARED BY
NAME:
DATE:
Nancy Gill
November 2016
EXCLUDED MANAGER AUTHORIZATION
I confirm that:
1. the accountabilities / deliverables were assigned to this position effective: (Date).
2. the information in this position description reflects the actual work performed.
3. a copy has / will be provided to the incumbent(s).
NAME:
SIGNATURE:
Eileen Egilson
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DATE:
November 2016
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ORGANIZATION CHART
(SO2000)
Director of Store
Operations
Business Leader
Regional Manager
(9 Positions)
Business Leader
(SO2100)
Manager Store
Operations Admin
Applied Leader
(SO2010)
Assistant to Director
Clerk R11
(SS2001)
RAS Coordinator
ClkSten R9
(SO2112)
Store Operations
Coordinator
AO R18
(SO2110)
Administrative
Coordinator
AO R18
(SO2115)
Admin Clerk
OA R7
(SO2111)
Admin Assistant
Clerk R11
(SO2150)
Admin Clerk
OA R7
SELECTION CRITERIA
Education and Experience:
Degree, diploma or certificate in business or retail management with a minimum of five years of recent, related
experience*.
Recent, related experience must include:
 Managerial experience in positions of progressive responsibility managing a retail operation with sales in
excess of $8 million.
 Experience in a multi-facetted and changing environment providing leadership and coaching to support the
delivery of strategic results.
 Experience in implementing sales initiatives, sales metrics and group/individual goals.
An equivalent combination of education, training and experience may be considered.
Preference may be given to candidates with experience over seeing a multi-unit retail operation.
Knowledge:
Preference may be given to candidates with knowledge in the following disciplines:
Marketing, Loss Prevention, Supply Chain, Financial Reporting and Budgeting.
Skills & Abilities:


Demonstrated strategic thinking and business acumen to support the delivery of services, solutions and
results.
Demonstrated ability to quickly adapt to changing environments and possess expertise and confidence to lead
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




change.
Demonstrated ability to consult, develop and maintain positive working relationships with external and internal
customers/clients and government stakeholders.
Excellent ability to facilitate dialogue and resolution of complex issues with a wide variety of stakeholders,
including senior executives.
Excellent issue management skills.
Proven ability demonstrating good judgement and organizational skills and possess effective communication
and interpersonal skills.
Demonstrated leadership abilities; ability to lead, direct and develop a team effectively.
COMPETENCIES
Leadership implies a desire to lead others, including diverse teams. Leadership is generally, but not always,
demonstrated from a position of formal authority. The "team" here should be understood broadly as any group with which
the person interacts regularly.
Results Orientation is a concern for surpassing a standard of excellence. The standard may be one’s own past
performance (striving for improvement); an objective measure (achievement orientation); challenging goals that one has
set; or even improving or surpassing what has already been done (continuous improvement). Thus, a unique
accomplishment also indicates a Results Orientation
Change Management is the ability to support a change initiative that has been mandated within the organization. It
involves helping the organization’s members understand what the change means to them, and providing the ongoing
guidance and support that will maintain enthusiasm and commitment to the change process. People with this
competency willingly embrace and champion change. They take advantage of every opportunity to explain their vision of
the future to others and gain their buy-in.
Organizational Commitment is the ability and willingness to align one’s own behaviour with the needs, priorities and
goals of the organization, and to promote organizational goals to meet organizational needs. It also includes acting in
accordance with organizational decisions and behaving with integrity.
Managing Organizational Resources is the ability to understand and effectively manage organizational resources (e.g.,
people, materials, assets, budgets). This is demonstrated through measurement, planning and control of resources to
maximize results. It requires an evaluation of qualitative (e.g., client satisfaction) and quantitative (e.g., service costs)
needs.
Business Acumen is the ability to understand the business implications of decisions and the ability to strive to improve
organizational performance. It requires an awareness of business issues, processes and outcomes as they impact the
client’s and the organization’s business needs.
Improving Operations is the ability and motivation to apply one's knowledge and past experience for improving upon
current modes of operation within the Ministry. This behaviour ranges from adapting widely used approaches to
developing entirely new value-added solutions.
Decisive Insight combines the ability to draw on one’s own experience, knowledge and training and effectively problemsolve increasingly difficult and complex situations. It involves breaking down problems, tracing implications and
recognizing patterns and connections that are not obviously related. It translates into identifying underlying issues and
making the best decisions at the most appropriate time. At higher levels, the parameters upon which to base the decision
become increasingly complex and ambiguous and call upon novel ways to think through issues.
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