C2A-Issue RFP Tennis Management At Flamingo And North Shore Park Tennis CentersCOMMISSION ITEM SUMMARY
Condensed Title:
Request For Approval To Issue A Request For Proposals (RFP) For The Comprehensive Professional
Tennis Management And Operations Services At The City's Flamingo And North Shore Park Tennis
Centers.
Ke_y Intended Outcome Supported:
Increase satisfaction with recreational programming
Supporting Data (Surveys, Environmental Scan, etc.):
Recreation programs received excellent or good ratings from 85% of residents interviewed in the 2012
Resident Satisfaction Survey.
Item Summary/Recommendation:
The current agreement with Greensquare Inc., for the management and operations of the City's tennis
centers expired on April 15, 2012. On February 8, 2012, the Commission approved the Finance and
Citywide Committee's recommendation to extend the agreement on a month to month basis until a RFP is
issued and a new agreement is awarded.
On June 6, 2012, the Commission referred a discussion to the Land Use and Development Committee
regarding the possible bifurcation of the Maintenance component of the Tennis Centers from the
Operations and Management of the Tennis Centers. The discussion item was deferred at various LUDC
meetings and ultimately discussed at the December 19,2012 meeting. The Committee recommended not
to bifurcate the maintenance from the operations, and further recommended be place greater emphasis on
maintenance standards and requirements in the RFP.
In addition to the revised the scope of services to include greater emphasis on maintenance standards, the
Administration further facilitated a public Industry Review Meeting on January 22, 2013 with the intent of
obtaining feedback on the proposed revised scope of services; the RFP requirements; and to consider
best practices or operations efficiencies that may be proposed by the attendees.
It is the Administration's objective that by issuing the Request For Proposals (RFP) at this time there will be
no break in the operations or services at the City's tennis centers. The proposed time line will permit the
submission of responses, an evaluation committee process, and sufficient time to negotiate and award a
contract that is in the best interest of the City to be in place as the newly constructed Flamingo Tennis
Center fully reopens.
The final price and terms for the agreement will be negotiated after City Commission approves
authorization to negotiate. The contract shall be for a three (3) year term, with two (2) one-year renewals
at the City's option. The Administration recommends approving the issuance of the RFP.
Adviso Board Recommendation:
Finance Citywide and Land Use Development Committees' recommendations have been incorporated into
the memo.
Financial Information:
Source of Amount
Funds: 1
D 2
3
OBPI Total
Financial Impact Summary:
Cit Clerk's Office Le islative Trackin
Department Director
KS AD
T:\AGENDA\2013\February
MIAMI BEACH
PDW
mmary.doc
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Account
City Manager
AGENDA ITEM _C_~_IJ __
DATE 0?-h-B
MIAMI BEACH
City of Miami Beach, 1700 Convention Center Drive, Miami Beach, Florida 33139, www.miamibeachfl.gov
TO:
FROM:
DATE:
SUBJECT:
COMMISSION MEMORANDUM
Mayor Matti Herrera Bower and Members of the City Commission
Kathie G. Brooks, Interim City Manager?~ ·
February 6, 2013
REQUEST FOR APPROVAL TO ISSUE A REQUEST FOR PROPOSALS (RFP) FOR
THE COMPREHENSIVE PROFESSIONAL TENNIS MANAGEMENT AND
OPERATIONS SERVICES AT THE CITY'S FLAMINGO AND NORTH SHORE PARK
TENNIS CENTERS.
ADMINISTRATION RECOMMENDATION
Approve issuance of the RFP.
KEY INTENDED OUTCOME
Increase satisfaction with recreational programs.
ANALYSIS
The current agreement with Greensquare Inc., for the management and operations of the City's
tennis centers was due to expire in April, 2012.
On October 27, 2011, the Finance and Citywide Projects Committee held a discussion pertaining to
the "Issuance of the Request for Proposals (RFP) for the Comprehensive Professional Tennis
Management and Operations Services at the City's Flamingo Park and North Shore Park Tennis
Centers". The discussion focused on the issues related to the timing of the issuance of this RFP,
taking into consideration that the Flamingo Park Tennis Center was anticipated to be under
complete reconstruction in the near future. It was reported at that time it was anticipated that the
demolition and construction of the Flamingo Park Tennis Center would begin in January, 2012. It
was further reported that the construction would take approximately one year, with an expected
completion date of January, 2013. Since that meeting, this schedule has now been modified with
the actual construction beginning in May, 2012. It is currently projected the Flamingo Park Tennis
Center will be completed and ready for its grand reopening early summer, 2013.
Following discussion of the issue at their October 27, 2011 meeting, the Finance and Citywide
Projects Committee recommended that the RFP for the selection of the operator of the City's tennis
facilities not be issued at that time but, rather, that the RFP be issued with sufficient time for the
selected operator to be able to assume operations of the tennis facilities concurrent with the opening
of the renovated Flamingo Park Tennis Center. As such, they recommended the extension of the
current Agreement with Greensquare, Inc. on a month-to-month basis until such time as that
competitive process is complete. On February 8, 2012, the Commission approved the Finance and
Citywide Committee's recommendation to extend on a month to month basis the aforementioned
agreement until such time that an RFP be issued to coincide with the conclusion of construction and
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Commission Memorandum-Tennis Management RFP
February 6, 2013
Page 2 of 16
the re-opening of the Flamingo Park tennis center.
On June 6, 2012, Commissioner Wolfson referred a discussion to the Land Use and Development
Committee regarding the possible bifurcation of the Maintenance component of the Tennis Centers
from the Operations and Management of the Tennis Centers. The item was deferred from the
September and November LUDC meetings and subsequently discussed at the December 19, 2012
meeting. The Committee discussed the item and recommended not to bifurcate the maintenance
from the operations. However, the Committee did recommend a great emphasis be placed on
maintenance standards and requirements in the RFP.
In addition to the revised the scope of services to include greater emphasis on maintenance
standards, the Administration further facilitated a public Industry Review Meeting on January 22,
2013 with the intent of obtaining feedback on the proposed revised scope of services; the RFP
requirements; and to consider best practices or operations efficiencies that may be proposed by the
attendees.
The attendees to the Industry Review Meeting included industry matter experts, residents, and
members of the Tennis Advisory Committee. Their suggestions, recommendations, and opinions
have been reviewed and considered by the Administration. The scope of services being provided for
your review has been revised to include the Industry Review Meeting's feedback.
At the January 28, 2013 Tennis Advisory Committee meeting, the members of the committee
discussed the timing of the issuance of the RFP and its impact on the Summer Program curriculum
and registration, and more specifically the impact on existing employees and Tennis Professionals
that have been involved with prior Summer programming. The committee's desire was to encourage
the new contractor and agreement to consider hiring those professionals that have good reputations
and are familiar with the participants ..
It is the Administration's objective that by issuing the RFP at this time there will be no break in quality
operations or services to the City's tennis playing residents and guests. The time line as indicated
below will permit the timely submission of responses, an evaluation committee process, and
sufficient time to negotiate and award a contract that is in the best interest of the City.
Term and Performance Bond
The terms of the agreement will be negotiated after the City Commission approves authorization to
negotiate. The contract term shall be for a three (3) year term, with two (2) one-year renewal
options at the City's option. A Performance Bond or irrevocable Letter of Credit in the amount of
$50,000 will be required prior to the final execution of the Agreement.
Revenue
Revenue history for the past 3 years shows that, on average, 55% of all revenues generated are
from Flamingo Park, and 45% from North Shore Park. The fiscal year totals are as follows:
10/1/11-9/30/12
1 0/1/1 0-9/30/11
10/1/09-9/30/10
Tennis Services
$ 658,000
$615,000
$550,000
Food and Beverage
$51,000
$46,000
$35,000
Total
$709,000
$661,000
$585,000
The following is an overview of the scope of services for the Request For Proposals (RFP) including
but not necessarily limited to:
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Commission Memorandum-Tennis Management RFP
February 6, 2013
Page 3 of 16
SCOPE OF SERVICES
The management of the public tennis facilities shall include the operation and maintenance of the
tennis courts, pro shop, a food and beverage concessions and other tennis related operations as
approved by the City. Services shall include those customarily associated with the operation of a
public tennis center and permitted special events related to the tennis center activities.
A. PREMISES TO BE MANAGED
The City-owned Flamingo Tennis Center, (currently under construction) located at 11 1h Street
and Jefferson Avenue, and North Shore Tennis Center located at 501 72nd Street, together
with all buildings, improvements and fixtures located thereon.
• Flamingo Park Tennis Center-17 newly constructed Fast-Dry subsurface watered
clay tennis courts, new Musco sports lighting on all courts, newly constructed Tennis
Center/Pro-shop with locke rooms, interior meeting and storage space, outdoor patio
seating areas, in park parking lot. See attached site plans for the new facilities. It is
currently anticipated that the brand new Flamingo Park Tennis Center will be
completed in early-mid-summer, 2013.
• North Shore Tennis Center-10 Welch clay hydro courts + 2 hard surface tennis
courts with Musco lighting, pro-shop/concession office, lockerooms, outdoor patio
seating, in park parking lot.
B. SERVICES TO BE PROVIDED AND MANAGEMENT COMPANY STANDARDS
The operation of the City of Miami Beach's public tennis facilities shall include the operations
and maintenance of the tennis courts, pro shop, a food and beverage concession as
determined by the City but which shall not, in any event conflict with those certain food and
beverages offered by the City's exclusive vending concessionaire's agreement, as such
agreement specifically mentions the inclusion of tennis centers, facilities and other tennis
related operations as approved by the City. Services shall include those customarily
associated with the operation of a public tennis center and permitted special events related
to the tennis center activities. Services shall include but not be limited to:
•
•
•
•
Provide, promote and instruct lessons in the game of tennis by certified
and licensed tennis professionals to individuals, groups and clinics.
Said service shall offer the tennis patron a choice of instructor levels
and hourly fee commensurate with the instructor's level.
Provide the City of Miami Beach Parks and Recreation Programs: two
(2) courts at each center twice per week for two (2) hours on a schedule
to be determined by the City, to provide free instructional lessons to
after school participants, at no cost to the City.
Coach tennis teams sanctioned and approved by the City's Parks and
Recreation Department, such services to be provided for a coaching fee
or free, depending on mutual advance agreement of the City.
Offer demonstrations and instruction on all aspects of the game of
tennis in promotion of the Center. Such demonstrations may be either
for a fee or free of charge, depending on mutual advance agreement of
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Commission Memorandum-Tennis Management RFP
February 6, 2013
Page 4 of 16
the City.
• Establishment and management of tournaments including those
requested by the City, including participation in establishing specific
needs for individual tournaments.
• Promote junior tennis by establishing a junior tennis team or league (s).
• Provide advice to the City of changes, regarding the tennis industry in
general, tennis rules and regulations, equipment and promotional
methods associated with the operation of public tennis facilities.
• Provide Seasonal group clinics to the community.
• Overall Management of the City's Tennis Centers while utilizing the City
of Miami Beach Recreation Computer Software and in accordance with
City directives and policies including but not limited to:
a. Tennis court reservation services.
b. Facility I court monitoring to prevent lessons being given while
courts are closed.
c. Tennis lessons reservations.
d. Food and beverage concession/ service acceptable to the City.
e. Pro shop operations.
f. Daily and routine maintenance of the buildings, facilities, courts,
machinery and grounds as determined by the City, which may
include but not limited to:
• Windscreens
• Nets
• Weeds on Courts
• Restrooms
• Pro Shop Cleanliness
• Litter Control
g. Booking of local, regional and state, international or charity tennis
tournaments.
h. Marketing, promotion and advertising of the City's Tennis Centers
to residents, day guests and Miami Beach hotels.
i. Provision of summer and specialty camps based the established
Recreation Division format.
j. Must adhere to all City of Miami Beach established tennis center
fees, regulations and rules.
k. Tennis professionals must possess and maintain a Business Tax
Receipt.(aka-Occupational License)
!. Collection and accounting of all revenues.
m. Payment and accounting of all expenses in a timely manner.
n. Formulation and implementation of operating programs, business
plans, and budgets.
o. Handling of personnel including employment, (including certified
background investigations, in a format acceptable to the City),
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Commission Memorandum-Tennis Management RFP
February 6, 2013
Page 5 of 16
training, and terminations. All personnel must undergo drug
screening and must be hired according to specific job
descriptions. These certified backgrounds may be updated
annually at the discretion of the City. Also see Section H:
Screening, Interviewing, Testing and Training
p. Preparation of monthly and annual Financial Statements, which
the City reserves the right to audit at any time.
q. Operate the tennis centers facilities as determined by established
professional tennis management best practices and the City, to
include having a manager on site during all operational or open
hours to handle day to day operations and customer concerns.
r. At minimum, comply with the City's facility and courts'
maintenance standards as established by the City and the tennis
courts manufacturer's standards and guidelines for hydro-courts
or other tennis court systems installed at the City's Tennis
Centers. (See Exhibit A) To include, monthly maintenance
inspections by City approved outside independent certified tennis
court builder/manufacturer to ensure courts are up to industry
standards. Such inspections are to be paid by the city, for as long
as it is required by the City or as necessary to assure consistency
by the management company. The management company will be
responsible for corrective actions when identified within a
reasonable amount of time based on industry standards for such
repairs, or immediately corrective action shall be taken by the
management company when it addresses Life Safety situations.
s. Designated staff will be required to attend industry standard
training on court maintenance as mandated by the City and as
required.
t. The management company must supply their own tools to
maintain surrounding areas within the tennis center, as well as
provide water coolers, ice, water and cups at the courts for patron
use.
u. The management company and its employees and/or
independent contractors, and its sub-contractor employees shall
wear appropriate tennis apparel or company uniform, such that
Center patrons can easily identify its employees and/or
independent contractor.
Management company Standards:
1. Quality of Operation/Operation Plan: The management company shall provide all
maintenance services required herein in a workmanlike and professional manner; shall
conform to professional and industry standards; shall keep all areas in a clean, orderly and
safe condition; and satisfactory to the City at all times. The management company agrees to
be bound by all applicable Federal, State, City, and Municipal laws, ordinances and
regulations to the same extent as if said requirements were expressly written herein. In the
event that the management company is unable to meet the City's cleanliness, maintenance
standards or scope of services required herein to the satisfaction of the City, the City
reserves the right to increase the hours of operation and/or required staff at no additional
cost to the City.
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Commission Memorandum-Tennis Management RFP
February 6, 2013
Page 6 of 16
2. Personnel
a) The management company must provide a proposed staffing plan, including sub-
contractors for maintenance, if any, detailing the number of workers, man-hours, shift
schedules, routing schedules, and job tasks for each worker during all hours of
operation. This plan must include coverage of the entire service area for all services
required pursuant to this proposal. The management company must provide an
adequate number of employees and man-hours, as agreed to during negotiations
with the City, in order to complete the services provided for herein to the City. All
personnel must be hired according to specific qualification as stated in the Job
Descriptions provided in "Exhibit B". The management company shall provide full
resumes of the key personnel assigned, including any sub-contractor, if any, to this
proposal and must meet the qualifications stated in said job descriptions.
b) The Management company's and sub-contractor's employees shall be clean,
courteous, qualified, efficient and neat. The management company or Sub-
contractor shall not employ any person or persons who shall use improper language
or act in a loud or boisterous or otherwise improper or inefficient manner. The
management company agrees to promptly remove from service any employee or sub
contractor's employee whose conduct the City determines to be detrimental to the
best interests of the City.
c) All employees shall wear clean uniforms at all times. Uniforms shall consist of shirts,
pants, hats, appropriate footwear, and cold/wet weather gear (when necessary).
Each uniform shall display the name and logo only and the uniform shall be
approved by the City. The cost of the uniforms shall be the responsibility of the
management company.
3. Equipment
The City recommends, at minimum, the following maintenance equipment (or its equivalent)
to be procured for use by the management company personnel on a daily basis and as
appropriate to the task:
a) Blowers
b) Trimmers
c) Hot water/pressure washing
d) Trash cans with rollers
e) Brooms & pans
f) Rakes
Alternative to this recommended equipment list may be made at the discretion of the
proposer as long as the appropriate specifications and product information is provided to the
City in advance.
All specified equipment purchased for this contract shall be used by the management
company for the performance of this contract and shall have a prominently displayed
standardized logo to be approved by the City. The proposer must submit a list of all
equipment, with quantities, which is intended to be used in connection of the performance of
this contract.
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Commission Memorandum-Tennis Management RFP
February 6, 2013
Page 7 of 16
The management company shall maintain, in accordance with the manufacturer's
specifications and maintenance requirements, all equipment, whether City owned or owned
by the management company, herein specified and purchased. All equipment shall be kept
clean, fully functional and free of damage.
4. Maintenance Supplies
a) The management company shall bear at its own expense all costs of operating and
furnishing tennis court maintenance services and shall pay all costs connected with
the fulfillment of this contract.
b) The management company will be required to supply and furnish at its sole cost and
expense any and all supplies necessary to properly maintain the tennis courts, tennis
center building(s) restrooms and realted facilities and the surrounding areas
c) All products and supplies used and furnished must conform to the highest industry
standards.
d) The management company will be responsible for supplying garbage bags.
e) The Contractor shall provide the designated City staff, a list of all cleaning solvents,
solutions, agents, chemicals, detergents, and any other fluids or materials used in
the provision of the maintenance services, and their corresponding OSHA Material
Safety Data Sheets, where applicable.
5. Communications
The management company shall submit to the City-for review and approval prior to the
initiation of contract activities-a communication plan addressing routine, scheduled, and
emergency maintenance and repair activities that may impact the operation of the
Tennis Centers. All communications shall be directed to: the appropriate City staff.
6. Safety Regulations
The management company and its sub-Contractors, if any, shall adhere to the
Occupational Safety and Health Administration's (OSHA's) most recently published
Safety and Health Regulations and general Occupational Safety and Health Standards,
where applicable.
7. Fines and Penalties
The City reserves the right to levy fines against the management company when it has
been determined that it is not meeting the necessary work requirements. The table
below depicts areas where fines will be levied.
Work Activity
Quality of Operations
PeffionneiShortages
Personnel Dress Code
Equipment Deficiencies
Supplies
Program Management
Communications
Life Safety Maintenance
Comments
Grace Period
24 hours
4 hours
8 hours
72 hours
8 hours
24 hours
48 hours
2 hours
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Commission Memorandum-Tennis Management RFP
February 6, 2013
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Fines for failures to complete corrective action for any of the work activities listed above is
as follows:
-$100 after failing to complete corrective action after two (2) notifications
-$200 after three (3) notifications
-$500 after four (4) notifications
If additional time is required to complete corrective action, a written request must be
submitted for approval to the City prior to the end of the grace period. The basis for the
implementation of fines and penalties includes but is not limited to the following:
• Quality of Operations -Inability to provide service in a workmanlike and professional
manner; failure to conform to professional and industry standards; unable to provide
maintenance services in a manner in clean orderly and safe condition; and inability
to meet the City's established tennis court maintenance standards in accordance
with the Tennis Court Manufacturer's standards and guidelines for hydro-courts or
other similar tennis court system.
• Personnel Shortages-Failure to provide a staffing plan that meets the maintenance
coverage requirements of the service area, and/or failure to provide the necessary
on-site personnel in accordance to the staffing plan.
• Personnel Dress Code -Failure of employees to meet uniform requirements,
including wearing clean uniforms.
• Equipment Deficiencies -Inability to fully operate; in non-functional condition; in
state of disrepair and or visibly damaged; lacking maintenance; and not generally
maintained and in clean condition.
• Supplies-Failure to provide the supplies necessary for the proper execution of the
program or maintenance service specified.
• Program Management -Failure to implement a comprehensive management
program to respond to City and/ or stakeholder requests for services and
maintenance issues covered by the Contract.
• Communications-Failure to submit an approved communications plan addressing
routine, scheduled, and emergency maintenance and repair activities, and failure to
provide timely notifications as previous prescribed.
• Safety Regulations -Failure to adhere to OSHA's most recently published Safety
and Health Regulations and general Occupational Safety and Health Standards.
8. Quality Control/ Quality Assurance (QC/QA)
The goal of the City is to improve the actual and perceived maintenance and playability of the
tennis courts through a continuous quality improvement program driven by the Management
company's QC/QA Management Plan.
a) QC/QA Management Plan
The proposer shall submit a detailed plan outlining the quality management procedures
and responsibilities for the workmanlike and professional performance of the key
maintenance and repair processes associated with this Contract. The proposer shall
describe how it will measure quality and performance thresholds for work performed under
this Contract. The mutually agreed QC/QA Management plan will be subject to review and
input by the City.
b) Quality Control Plan
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Commission Memorandum-Tennis Management RFP
February 6, 2013
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The proposer shall list all subcontractors and suppliers and describe the system that it will
use to manage, control, and document its own, sub-Contractors' and suppliers' activities to
comply with all contract requirements.
c) Quality Assurance Plan
The proposer shall identify what specific activities shall be monitored; describe the
performance standards and measures associated with these activities that will be used to
determine if the work performed by personnel or by the sub-Contractor's personnel meets
the requirements and intent of the Contract; and provide a format for reporting the results of
the QC plan as part of a monthly activity report.
9. Reporting Requirements
The management company must provide a receipt to each customer for each transaction
performed. Signage will be required to indicate that if no receipt is produced, the transaction
will be free of charge.
a) Daily Activity Report
The management company shall update and maintain a daily maintenance log with
maintenance information for reporting to the City.
b} Monthly Activity Report
i. The management company shall provide a monthly activity report/revenue
report which shall be submitted to the City by the 1 01h day of each month.
ii. The monthly reports shall include, but not be limited to the following
information: a general description of the work performed; a comprehensive
break-down of all day play, clinics, tournaments and revenues generated in
the prior month by category, and other performance measures as determined
by the City.
iii. The monthly report shall also include a work plan to adequately address
Continuous Quality Improvement goals in the Management Company's
QC/QA management plan.
iv. The City reserves the right to add, delete or modify the data collected in
order to adequately monitor performance of the management company.
The reporting of all revenues and expenses will be timely and on a monthly
basis. The use of City owned software for recreation, revenue, and point of
sale reporting is to be used, when provided.
c) Annual Report
The management company shall also provide to the City's designee an annual report
with an established work plan and goals for the upcoming calendar year and
quarterly reports including updates of the annual work plan and goals, Financial
Statements, Revenue Summary Reports, Maintenance Summary Logs of materials
used, etc ...
C. FEES STRUCTURE
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Commission Memorandum-Tennis Management RFP
February 6, 2013
Page 10 of 16
The management company will collect all revenues generated at the Flamingo and North
Shore Tennis Centers on behalf of the City and deposit them daily into a City of Miami
Beach/Management Company shared account established by the City.
Proposer shall propose a minimum monthly guaranteed fee to be paid to the City, plus a
percentage of Gross Revenue, when the Gross Revenue is in excess of $610,000, to be
paid monthly thereafter (The City's average Gross Revenue collected at both Tennis
Centers over the past three (3) years).
During the negotiation process, the City reserves the right to negotiate any fee structure
proposed. The City will be guaranteed and shall retain its negotiated minimum fee and
percentage of gross receipts I revenue for both tennis facilities.
D. TERM
The terms of the agreement will be negotiated after City Commission approves
authorization to negotiate. The contract term shall be for a three (3} year term, with two (2)
one-year renewal options at the City's option.
A Performance Bond or irrevocable Letter of Credit in the amount of $50,000 will be
required prior to the final execution of the Agreement.
The City shall have the option to terminate this Agreement at its convenience and without
cause with sixty (60) days written notice to the management company.
E. CITY'S RESPONSIBILITIES UNDER THIS CONTRACT
The City will pay for local telephone, basic cable, electricity, water, and the 3rd party
independent contractor hired to evaluate the maintenance of the courts at both facilities.
F. COMMISSION APPROVED FEES FOR TENNIS
The Commission approved tennis fees are presented in Exhibit D. These fees are to be
used by the proposers for any revenue projections. Any future fee increases, if any, will
require Commission approval.
G. CUSTOMER SERVICE STANDARDS
City employees have been trained and are expected to perform to the City of Miami Beach's
customer service standards. All vendors and contractors that are partnered with the City are
also expected to perform and comply with these customer service standards. The customer
service standards are provided below and are segmented based on different forms of
customer interactions. Information is also provided on how these customer standards are
monitored.
Telephone
• Telephones will be covered at all customer-contact points during normal business hours
answering within the third ring.
• Phone messages received will be responded to (if requested) in a timely manner, two
business days, even if just to acknowledge receipt. An estimate of time to resolve the
problem to be given if applicable.
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Commission Memorandum-Tennis Management RFP
February 6, 2013
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• Calls coming from external sources will be answered with a consistent greeting such as
"Good morning, City of Miami Beach, North Shore Park Tennis Center, John Smith, may
I help you?"
• Employee will take responsibility for providing a solution and/or options to the customer's
request.
• Request permission from the caller before transferring a call, provide the caller with the
name and number of the person being transferred to, and stay on the line to announce
the caller to the person receiving the transfer. If the transfer cannot be accomplished
(busy, no answer or the person is unavailable), the employee will reconnect with the
caller and ask if they want to leave a message.
• Voice mail messages will include employee's full name, working hours, and optional
phone number to call. When employee is away for an extended period of time, the voice
mail message will communicate such absence and offer an option for the caller.
• Thank the customer for calling and ask if further assistance is needed prior to concluding
the call.
Written Correspondence
• Correspondence start with a greeting
• E-mail signatures (e-mail) will include the name, title, department, division, and contact
number.
• Activate the e-mail Out-of Office Assistance when away from the office for an extended
period of time.
• Acknowledge e-mails and faxes that require a response within two business days.
• Respond to letters within 5 business days.
• Use correct spelling and grammar, including accurate name and address.
• Provides complete, accurate, and precise information regarding their inquiry.
• Fax cover sheets will be legible and include name, telephone number, and the name and
fax number of the receiver.
Personal Contact
• Respond to customers in a courteous manner ... the customer is not always right, but
always deserves to be treated with respect.
• A receipt will always be supplied to the customer.
• Provide accurate and understandable solutions/options to customer requests or directs
the customer to the appropriate person who may have knowledge in the subject matter.
• Average or maximum wait time without an appointment should be no longer then 30
minutes or scheduled for a mutually convenient time.
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February 6, 2013
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• Counter will be staffed during business hours.
• Employees will dress in attire that is professional, tasteful, appropriate and consistent
with the individual departmental policies. Staff will be in uniform at all times.
Cleanliness Index Standards
The Cleanliness index (Exhibit C) is a set of standards that are used to measure the
cleanliness of the City of Miami Beach's public areas.
The Cleanliness Index provides standards on rating the cleanliness on:
Litter I Trash
Litter I Garbage Cans
-Organic Materials
Monitoring our Standards
• Our customer service team will oversee all customer service standards.
• If we do not meet our standards, we will implement an action plan to improve our service.
• We will listen and do all we can to resolve issues.
• For questions and/or concerns, contact the Answer Center at 305-604-CITY.
H. CORPORATE RESPONSIBILITY
The management company shall provide a "Corporate Responsibility Plan", which describes
in sufficient detail how the management company plans and expects to integrate into the
Miami Beach community, and fit into the community as a "good corporate citizen". In
developing their Plan, the management company's focus should be to establish a balance
between developing opportunities with the City; stimulating and rewarding their employees;
developing optimum customer satisfaction; working with and supporting our local community;
and sustaining the environment where they operate.
Items to include in the management company's "Corporate Responsibility Plan" should
address (but not necessarily be limited to) the following:
A. The management company's approach, and policies and procedures, detailing the hiring
and promotion of employees, including the following:
IJ In addition to payment of the required hourly Living Wage and the Equal Benefits
requirements, both which are required under this RFP, what other benefits,
programs, and/or other compensation or incentives does the Management company
offer to its employees?
B. In addition to subsection (A) above, describe any other programs that the management
company maintains for the welfare and benefit of its employees.
C. Is the management company a responsible corporate citizen and, to that end, what
contribution(s) does the management company make to the community(ies) in which it
currently does business? Describe how the management company is "making a
31
Commission Memorandum-Tennis Management RFP
February 6, 2013
Page 13 of 16
difference" for the betterment of the community(ies) where it operates. Items to address
may include, but not be limited to:
[I Participation in local community organizations.
Membership in local civic and charitable organizations including, in particular, any
specific programs and/or initiatives that the Management company has either
established or (if established) that the Management company actively participates in.
D. Is the management company's firm environmentally conscious; include any efforts
and/or programs and/or initiatives that the management company has established, either
within its firm or in the community, which demonstrate the management company's
involvement in, and commitment to the betterment of the environment through
sustainability (i.e. "green initiatives").
E. With regard to the City of Miami Beach, describe in sufficient detail what public benefits,
including any specific programs, initiatives, and/or other contributions which the
management company would plan to "give back" to the Miami Beach community should
it be awarded this contract. This should include (but not be limited to) the Management
company's commitment to hire as many qualified Miami Beach residents as possible.
I. Screening, Interviewing, Testing and Training:
The management company will be responsible for screening, interviewing, testing, and
training to include, but not be limited to:
-In depth interview that includes job preferences, experience, goals, interests, attitudes,
motivation and other work-related attributes.
-Background checks to include the Florida Department of Law Enforcement (FDLE)
and Miami-Dade County as well as credit history for positions that may requires the
handling of City funds.
-Verification that its employees are not convicted sex offenders.
-Training employees on the City's Service Excellence program.
The Management Company is responsible for conducting background checks in accordance with
the Jessica Lunsford Act requirements on all employees assigned to this engagement and providing
clearance certification for each Management Company's employee prior to the employee
commencing duties at any City facility.
MINIMUM REQUIREMENTS
1. Have a minimum of five (5) years of verifiable experience, within the last ten (10)
years in the following tennis related fields:
a. Management and/or operation of a tennis center of similar quality, facilities
and amenities of the Flamingo or North Shore Tennis Centers as verified and
supported by references, letters, and other necessary evidence from all
employers and/or public agencies, including but not limited to disclosure of
all non-contract renewal for management and/or operation of tennis facilities.
This requirement requires verifiable experience by means of prior
employment confirmation, copies of prior agreement, or any other documents
that verify the required experience. In order to be deemed responsive, the
proposing management company, and any Sub-Contractor or Subsidiary
included in the proposal must submit the required documentation.
32
Commission Memorandum-Tennis Management RFP
February 6, 2013
Page 14 of 16
b. Pro shop operations, including scheduling or management of tennis lessons,
equipment repairs, food and beverage and merchandise sales. This
requirement requires verifiable experience by means of prior employment
confirmation, copies of prior agreement, or any other documents that verify
the required experience. In order to be deemed responsive, the proposing
management company, and any Sub-Contractor or Subsidiary included in the
proposal must submit the required documentation.
c. Documented evidence of tennis (hard surface and clay) court maintenance
experience and operations. Such evidence to include and be in line with the
tennis courts manufacturer's maintenance standards for each Tennis Facility.
If a 3rd party subcontractor is being hired the by the Management company
for maintenance of the clay courts, said 3rd party must be included as part of
this proposal and such subcontractor must present documented evidence
and meet the minimum five (5) years of experience in this field. This
requirement requires verifiable experience by means of prior employment
confirmation, copies of prior agreement, or any other documents that verify
the required experience. In order to be deemed responsive, the proposing
management company, and any Sub-Contractor or Subsidiary included in the
proposal must submit the required documentation.
2. Have a Head Teaching Professional that is a certified Tennis Professional by
USPTA and/or USPTR. The Head Tennis Professional and/or Center Manager(s)
must demonstrate knowledge and experience in tennis instruction and related
activities, facility management, tennis court maintenance and related activities, as
well as, knowledge of the legal requirements that are involved in this type of
operation
3. Operational Plan: Proposer must provide functional the operating plan which
describes the operating policies and procedures to be employed by the management
company. Describe any proposed initiatives which would improve the revenue to the
City. The Operating Plan shall at a minimum include the staffing levels, maintenance
procedures, operating procedures, maintenance plan, and food and beverage
operations.
4. Show its financial capacity by means of a D-U-N-S Number and prepared Financial
Statements. The City reserves the right to request additional financial information as
needed.
EVALUATION PROCESS
The procedure for Proposal evaluation and selection is as follows:
1) Request for Proposals issued.
2) Receipt of proposals.
3) Opening of responses and determination if they meet the minimum standards of
responsiveness.
4) An Evaluation Committee, appointed by the City Manager, shall meet to evaluate each
33
Commission Memorandum-Tennis Management RFP
February 6, 2013
Page 15 of 16
proposal in accordance with the requirements of this RFP. The Management company may
be requested to make additional written submissions or oral presentations to the Evaluation
Committee.
5) The Evaluation Committee shall recommend to the City Manager the proposal or proposals
acceptance of which the Evaluation Committee deems to be in the best interest of the City.
The Evaluation Committee shall base its recommendations on the following factors, for a total of 100
possible points:
1. Qualifications of the Proposer (25 points)
• Qualifications of the management company, key personnel proposed, and the
maintenance Sub-Contractor, if any, as part of the Team.
• Past Performances based on number and quality of the Performance Evaluation
Surveys.
• Financial Capacity.
2. Scope of Services (25 points)
• Strengh and Sustain ability of the Operating Plan.
• Maintenance Procedures including the quality of the Maintenance Sub-Contractor.
3. Methodology and Approach (25 points)
• Corporate Responsibility (Communityinvolvement/Ciinics/Tournaments)
• Strength of the QC/QA plan
4. Fee Proposal (25 points)
LOCAL PREFERENCE: The Evaluation Committee will assign an additional five (5) points to
Proposers, which are, or include as part of their proposal team, a Miami Beach-based vendor as
defined in the City's Local Preference Ordinance.
VETERANS PREFERENCE: The Evaluation Committee will assign an additional five (5) points to
Proposers, which are, or include as part of their proposal team, a small business concern owned
and controlled by a veteran(s) or a service-disabled veteran business enterprise, as defined in the
City's Veterans Preference Ordinance.
6) After considering the recommendation(s) of the Evaluation Committee, the City Manager
shall recommend to the City Commission the response or responses, acceptance of which
the City Manager deems to be in the best interest of the City.
7) The City Commission shall consider the City Manager's recommendation(s) in light of the
recommendation(s) and evaluation ofthe Evaluation Committee and, if appropriate, approve
the City Manager's recommendation(s ). The City Commission may reject the City Manager's
recommendation(s) and select another response or responses. In any case, City
Commission shall select the response or responses, acceptance of which the City
Commission deems to be in the best interest of the City. The City Commission may also
reject all proposals.
8) Negotiations between the selected respondent and the City take place to arrive at
agreement terms. If the City Commission has so directed, the City may proceed to negotiate
34
Commission Memorandum-Tennis Management RFP
February 6, 2013
Page 16 of 16
an agreement with a respondent other than the top ranked respondent if the negotiations
with the top ranked respondent fail to produce a mutually acceptable agreement within a
reasonable period of time.
9) A proposed contract or contracts are presented to the City Commission for approval,
modification and approval, or rejection.
1 0) If and when a contract or contracts acceptable to the respective parties is approved by the
City Commission, the Mayor and City Clerk sign the contract(s) after the selected
respondent(s) has (or have) done so.
Should the Mayor and Commission authorize the issuance of this RFP, all procurement rules (i.e.
Cone of Silence, etc.) will apply.
CONCLUSION
The Administration recommends that the Mayor and the City Commission authorize the issuance of
a Request for Proposals (RFP) for the comprehensive professional tennis management and
operation services at the City's Flamingo and North Shore Park Tennis Centers.
35
-~
Exhibit A
PARKS AND RECREATION DEPARTMENT
WELCH
MAINTENANCE STANDARDS
36
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W~l,ch Ten.Ws Co\Uts
1-800-2824415
info@welchtennis.com
RE.jiSTER I :3!GN II~
The following procedures are offered as guidelines for maintaining the court although there may be variations in rrequency due
to weather conditions. amount of play and physical location.
1. The court should be drag brushed at the end of play each day with all indentations and scuff marks smnothed out. The
court may be drag brushed at other times as required to smooth the surface.
2. The playing lines should be brushed clean before ~ay and as required during play
3. The court should be rolled ff it becomes soft or W the playing lines should become loose It is not necessary to roll the
· court on a regular basis and. given frequent play on the court. rolling will probably be required only on rare occasions.
4. The court should be obseM!d periodically following rain to see if any areas (birdbaths) drain more slowly than the rest of
the court Any such areas (which occur most frequently just behind the baselines) should be checked with a straight edge or
string line to determine if a low spot has formed. W the area is determined to be low. then it should be patched by scarifying.
placing new material in the area. leveling with a straight edge. hand watering and compacting.
5. ~proximately once a month, the net should be removad and the court drag brushed several times in a lengthwise pattern.
W any excess material which has collected in the net line remains following this brushing. it should be scraped level with the
adjacent area and removed.
6. The HydroCourt system is installed with continual system activation that provides a constantly maintained water level for
each cell. This allows moisture to move. by capillary action, from the crushed stone base to the geotextile cloth which covers
it and through the geotextile to the stone screenings and Hydroblend sudace.
If an area of the court becomes relatively dry, then the float valve in the corresponding control oox locate<! outside the court,
shoutd be slightly adjusted to raise the water level. This is accomplished by ~ug~ng the outlet ~pe to the cell with the cap
plug (found in the box). obse!Ving the ciJffent water level on the control bmc ruler. tuming the valve adjusting knob in a
clockwise direction so that the water lave! is raised and then removing the plug. This should be done in smaH increments of
one--eighth inch or less (each cumplete turn of the knob is approximately one quarter inch). ~ is advisable to wak several days
to observe the result before making further adjustments which might raise the water level too h~h. Naturally should either
one zone or the entire court become too wet. then the water level should be adjusted downward in the same incremental
manner.
37
' I
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I \ IJ. " • ' .~ 1
' J '--!
Wel(h 'I ennis. Cowts
1-800·282-4415
info~weichtennis.com
REGISTER I 31GN IN
· 1. Bruthlng: Brush in the morning before play. brush in the afternoon and if staffing permits, brush in the evening after play is
over. Brushing is most eff'ective when the tQUrt is dry. DO NOT brush in circles if/when pulling broom behind a cart Walking
the broom allows fof a. better and more thorough job. Brush from fence to fence.
2. W.U.ring: The nighttime watering is the most important. Try to waterS$ much all possible with out having the courts too
wet in the morning. Watering times vary depending on the time of the year. hum.idity, etc. It is important to adjust times
almost on a daily basis. The afternoon watering is to prepare the court for later afternoon and evening play. Because of the
wind and sun it is diflicult to water evenly. Water as late as possible in the afternoon if you have a lot of evening play. It is not
necessary to brush after the afternoon watering but you should clean the fines. Brooming at this time of day will just d!y out
the courts.
3. Rolling: On the average roll the courts once every two weeks This may be more if they are soft. Rolling also presses the
excess course material b-9ck in to the surface saving on material usage. Roll the perimeter of the court as welt as inside the
lines. The perimeter usually needs rolling mGre than the heavily us!W areas.
4. Patching: The more play a court gets the more it will need new material add&d to the baseline an~a and sef\.ice boxes.
. When watering obseNa the last areas to dry on a non·windy day. This will indicpte low areas of the surface that need new
material added.
5. Top-Dressing: Twice a year the courts should be cleaned of excess dead material and top-dressed with one to tons of
new materiaL New material is watered in. then roiled each day for the first couple of weeks to insure that it bonds to the
existing surface.
38
-·~ ~-
.. • • ~ ~ -!
I ~""~ ~ .-~-! ~.~~*-.,. :' ;
! ' ~ ! I • ··-I
----j
OVerview
Wekh ·r ennis COt+lU
1-800..28~-4415
infoittwelchttnni-t.cotn
Malntaning a flat dry clay tennis court <toes not require any greateffcrtor experience. It <toes requireccntinualoburvatkm
combined with prevenwtunalntenance measures. Witl'i a t>asic un"dei'Standino ofihe neture oftt\e court and how It react. tc
certain condition., common s~ecan provkteaguidefmeforthosemaintenanoeprocedures.
The court consists cftnreE:main components: a perimet~curtl-which pren<enta troslonand holdathecourtin place; a
stoneban-whltllact. a. Doth a draina~area and moisture r&$&1'\'olr; anothefaat dryplayingaurtace
Forso/1'!6onetaklng care ota prcper!y constructed fast dry court. the firattwo elemtMta etlould rare-ly. if ever. need t~ u
conaklered. The fast dry surface lself is the part of ihe court whlcll reQuires regular attention.
To correctly care for a faatory court, it l& impcrtanltc unl!&rstand a f&w batic facta about tnt df\' &urfacfno material It Ia an
extremely hard basatlcrt>oltwhich h.as eccurred in 11 naturally gre&n coforeddeposit. This rocitllthen grountllntGa reng&of
finoly gtaded particles with the-smaller d~ size par\iele¥iactlng as a cohe-sive material when moist a no the larger particles
provldln&J drainage. The futdry surfae& is prtiServed in a firm. unified layer by the prSHnce of moisture and the appficatlon,
when reQuired, of compaction.
Generall)aily Pllaintenailce
A featclry clay tennis courtre-qulree re:gular care Other than times oot Inclement wether or when a court he& been cloaed tor
'tt1ewlnter, th-is me:ans daily irrigation and maintenance. E'len lfthecourt has not been played c;n or is notsclt.Oule<i forp111y,
irrigl1lon and malntenanceahould etill bedontt. The primery deily malntenance activities are bru&lling end rfl.JIIn~
• The id&alsequence for maintaining a court is bru$hing, waterillg and roftlng. This is freQuently difficult to do, since most
w aterlno Is doneduring the night and no one may be available to brush tfle court at the eflo ofthts previous day's ~y.
Howe\ler, if p-oaaibte, this order of actions is beat becaus.e bru&hll'lg ltelp&leveland fJf in imjJerfectiona in the fast dry court
surfaea Waterwillend to aettfteselmperftctiont if they are nott»trecled. Allie:, a damp court Ia harder to redittrlbute
~urfa~granular on to fill in indentations or level sma6pile.s offut dry.
Srusltlng
It ia importantmnotethstbrusltlng maybe done wltlt aa-veraldiffer~ntpleces of equipment, depending onthee-xistingcourt
surfiloaennaltlon anclihede&lred ~tlaYing&urfaoe. Th~traditlonaltoofia a seven foot wide drag br1.11:h 'olllttl oriatleaof varying
tmfneu. HO\'>~ev*r, drag mats or court rakes may also t>euaed as leveling and groomln~tdevick
Thedra~brush is u.sullllya verygocdtoj)Jto uu-on overhtWJd irrigated (sprlnklersyst&mtoourta. Tll9e courturefelyto
have minimal excess surface tlampneSJ e11rly in tbe morning (when bru&hlng: is frequently done}anil additionally generate a
Good amcwnt of loose granular ma1erlal$im!Jiy tromp lay. On subJUrface irrigated ccurts, how6ver, the drag bru.h may ttod
to become clogged with damp wrtace material, and the btuah then looses b ability to proper!)' level the court hen stiff
l>rlatled brushes ar& pron&to ihis re$Uit
Gen~!llly, the harder and :Mnoother a fas.tdty surftte& ill, th~t li'tiffertlle brush or ether tool should be. AH fe&tdry court&
should have a thin layer of looaegrenutarrnaterilllon thuurtaca.lt isthis.lcose matttrlallhet allows e player's footto slide,
11nd ltel$o provkleatexiure which affects t~ bounce cftiletennls baA
39
FDC HydroCourt
Maintenance Guide Fast-Dry Courts
Fast-Dry.com • Bt){).432·29ll4 10.S.oom • 80().247·3807
DAILY MAINTENANCE ROUTINE
MORNING
• Utilize Aussie Clean Sweep to groom court
• Alternate grooming directions with Aussie Clean Sweep:
Mon/Wed/Fri/Sun-Parallel to lines I Tue/Thu/Sat-Perpendicular to lines
• Drive at slow speed
• Utilize 10-S Linesman to sweep lines
Utilize Pro-Line Line Scrubber to remove any clay material that is caked on to the lines
• Utilize smooth edge of 30" Lute/Scarifier to remove loose dead material at net line
• Utilize serrated edge of 30" Lute/Scarifier to remove any observed hard pan or court growth -
primarily along net line and court edges-especially areas difficult to reach by Gator Rake
AFTERNOON
• Utilize Gator Rake (after first 30 days} to groom court, especially edges
• Alternate grooming directions with Gator Rake:
Mon/Wed/Fri/Sun-Perpendicular to lines I Tue/Thu/Sat-Parallel to lines
• Drive at SLOW SPEED
Utilize 10-S Linesman to sweep lines
• Utilize Pro-Line Line Scrubber to remove any clay material that is caked on to the lines
• Utilize smooth edge of 30" Lute/Scarifier to remove loose dead material at net line
• Utilize serrated edge of 30" Lute/Scarifier to remove any observed hard pan or court growth-
primarily along net line and court edges
Order or replace any
items you see here at ,,lf -s
TENNIS
, SUPPLY
10·S,com
800-247·391)7
To order material and supplies, call us at 800 .. 247-3907
40
MONTHLY MAINTENANCE ROUTINE
If court growth is widespread and problematic, apply Cutrine algaecide to water control
boxes as outlined in maintenance guide
• Inspect and repair any surface damage as needed
If baseline or service box areas need patching, add 80 lb. Hydro Blend to those areas
Utilize serrated edge of 30" Lute/Scarifier to remove any observed hard pan on court
Utilize weighted Gator Rake to loosen and remove any court growth or hard pan areas on
court perimeters
• Apply two (2) 80 lb. bags of HydroBiend tennis court material evenly to each side of the
court using a Gandy drop spreader
• After material application, roll entire court utilizing ServAce Roller-drive slowly~ only back
& forth in North/South or East/West direction
Roll lines only on monthly basis
tfJ1:1',C~~
';<>':; '-,,,,,,.'
TRB'lCH LAYOUT (ONEZONE)
2-l!r Perlototed
So<kpipe
HydroCourt
Drain Pif.Jt>
41
Ordet or replace any
items you see here at
lA-S
hENNIS
~SUPPLY
10-S.com
800-247-3907
To order material and supplies,
call us at 800-247-3907
Sample HydroCourt Layout
I EO t EO i E;· t
lr--w-1 ..,_...,.-tl I I : II I
1 1 1 I I I I I I
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I I '1 I I 1 1 n~1 1 1 I 1111 I Ill
1 : : I I l I I I I II I l1!
I I I 1 1 1 1 1 I I I I~
I I I 1 1 1 I I I I 1[1
I I I I 1 1 I I I I 1®1
I I I I I
,;,
I I I
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I I I
I IQI
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SLOPE --,.hd~
HydroCourt Diagram
1"~
Hydroa end
&Jrlace
Material
TRB\ICH LAYOUT (ONEZONE)
2-112" P<trlorated
&>ckpipe
r, "
I 1 I
I I
I I
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I I
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I 1~1
I 11=1
I 1111 1
I I I
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lf;?s To order material and supplies, call us at 800-247-3907
~SUPPLY
42
Water Level Guide
The water level in each zone is controlled by the control box for that zone.
The control boxes are located adjacent to the court. The elevation of the
water in each control box will reflect the elevation of the water in each
corresponding zone under the court surface.
WATER LEVa. CONTROL BOX
Usu~lly, a·.water level that !s apprm<irniitely ~ven
with the top of the feeder pipe tn the ®ntrol boX.i$
consi(fered optimum; How~er, thi$ !tlay vaJ:Y d&-
pending on seasonal, geographical and Climaptic
conditions. · · ·
Each control box also has ~n overfl()W pipe~ 1J1i$ is
free to rot~e,in varylng.poSitions. Jhe plp~$!19J11d
be tilted dow11ward with the opening 1/~" a~ovfi
optimum water level. Thisall 0 wsany~~$SWater
to overflow and exit the court. area, preventing a
buildup of unwante<:l water in the couJ1: ~ones af;.
ter heavy rains. This pipe may also be removed for
seasonal cell drainage or to quiCkly dry the CO!.Jrt
$Urface so that play ·can start ~on aft~r .a doWn•
pour (e.g. during tournament).
WATER LEVa CONTROL FLOAT VAl-VE
). *!!!!!!!!
The water level control float valve is simple to operat~ and adjust
1h13 valve currently being used by FOe has a 3~ adjustment ran~ e.
This range is more than adequate. Once the optimum water level ·
is established, there is no need to further adjust thew~erlevel ·
except for seasonal changes. The valve wiil shut off automatically
when the proper water level is reached.
To raise the water level, turn the. white adjustment knob, .located
on the top of the float valve in a clockwise or ( +) direction, To
lower the water level, turn the knob counter clockwise or in the
(-)direction.
To adjust the water level, screw the threaded. plug into the feeder
pipe going to the zone to close it. off. This i$0latesthe adjustment
water to the control. box only. Rotate or remove the overfl(:)W pipe
draining the box until the valve start$ hissing which indicates W&
ter is flowing. Then, return the pipe to its upright position. Once
the valve stops hissing and water is no longer flowing, record
the depth as indicated o.n the ruler in the box. Periodically, a float
valve may need to be replaced.
1,;~ To order material and supplies, call us at 800-247-3907
43
Mju<~ment
~
). *!!!!!!!!!), ..
i<Jlon--....
~m ~~ ._,_: ----,-:,.-'. ) '
~ 1 ·LLI
• ~ ).*!!!!!!!!
Note: Remember that moi::.ture changes occur very
slowly, depending on the evaporation rate. Each
of the above steps may take hours or even days
before the adjusted level is stabilized. Be patient
knowing that, once established, your level and
your court will remain stable at the marked spots.
ADJUSTING THEW A Tal Le/t;L
The objective in wat~ring your FDC HydroCourt is to maintain
the lowest possible water level.; whiqh wj!LkeeP the entire QOUit
uniformly moist. The standard procedure for determining this
level must be carried out over a period of time b:t th~ parSt)fl
who is to maintain the court. This wat~r .level may vary dUe. to ..
sea$Cmal conditions, temperature and .humidity\ · · · ·
first, raise the water l.evet until all. dry areas cH~pearwithin ~ap~
zone. It is important to remember that as w~ter flowsJrqm ~11~
control box to each zone, it must travels long di$tari'Qe thro~gl'l
a relatively $mall pipe. When the water reaehesthe·~dne~ it ltlt~st.
displace any air in the zone. This air may be Slow to ~P~~i~h
Ual watering occurs. If the court is well compacted, this process.
may be slowed considerably. ·
Adjustments in water level in ere~ should be don:e in 1/4': in~
cr~ments. allowing 24 hours for the court to r~act to th«! new
water level. ,
In general, the top of the feeder pipe is where most opU·
mum water leveJsa.re. · · ·
Every court's optimum level will be slighUy differE!nt and ev~n
the individual zones may vary from one to the other. However,
once this optimum level is found and m~rked for reference, it
will remain constant. The procedure to find this optim~lleVel is
as follows:
1) Raise the water to the charge level so U1e entireoour:t i$w~~
tered. (1/2'' above feeder pipe). ThJs is dpne by adjllstihg 'the
knob on the top of the float vafve until the water level is at the
desired height. See control box float valve section.
2) Reduce the water level in .each box bY removing or rotating
the overflow pipe, allowing the water level to drop; R~""inse.rt ~he
pipe when the level is approximately 2" ,. 3" below tne previous
level. Then adjust the knob on the float valve to.stabilize the wa,.
ter at a new lower level.
3) Continue step #2, dropping the water level by 1/4" increments
until dry SPOts beg in to appear on the court or you have re.acfled
the desired moisture content wittt1n your court ltis irnpof1~nt
that you allow 24 hours between ~ch adjystment for the court
to react to the new water level. (This may allow ory spots to ap.-
pear.)
4) If dry spots begin to appear, adjust the wat~r level up very
Slightly(1/8" to 1/4") at a time until dry spots di$appet\lt.
5) Mark your desired water level in each box. Ane .. tuning may
still be required later, with the final water level remaining near
this reference mark.
1,~ To order material and supplies, call us at 800-247-3907
44
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45
PARKS AND RECREATION DEPARTMENT
EXHIBIT UB"
46
EXHIBIT "B"
ASSISTANT PROFESSIONAL
NATURE OF WORK
Provides instructional tennis to all programs offered and works in the tennis center pro shop as
needed.
ILLUSTRATIVE EXAMPLES OF ESSENTIAL DUTIES
• Provides instruction using the teaching concepts
• Provides instruction with tennis clinics, large groups, private lessons and all camps.
• Inspects courts for maintenance and safety issues.
• Provides customer service excellence.
• Performs other related work as required.
KNOWLEDGE. SKILLS AND ABILITIES
• Knowledge of the principals and methods
• Ability to establish and maintain effective working relationships with all employees and
the general public.
• Ability to communicate clearly, firmly, tactfully and diplomatically with the general public,
business, professional government agencies and other employees.
• Knowledge of standard tennis court maintenance (all types of court surfaces).
MINIMUM REQUIREMENTS
• Must posses and maintain current certifications in: USPTA (United States Professional
Tennis Association), USTA (United States Tennis Association) or the USPTR (United
States Professional Tennis Registry).
• Ability to work nights, weekends and holidays.
• Must pass a City of Miami Beach background check.
• Must pass a City of Miami Beach drug screen.
• Must obtain a Business Tax Receipt from the City of Miami Beach.
PHYSICAL REQUIRMENTS
• Ability to react quickly and calmly in emergency situation.
• Physical ability to provide tennis instruction for all levels.
• Willingness to participate in a training program in order to maintain proper physical
fitness.
• Must have the use of sensory skills in order to effectively communicate and interact with
other employees and the public through the use of the telephone and personal contact.
• Some sitting, walking, moving, climbing, carrying, bending, kneeling, crawling and
reaching.
SUPERVISION RECEIVED
• Work methods and assignments are prescribed in detail.
• Work is usually carried out under little direct supervision and requires initiative and the
ability to exercise good judgment.
SUPERVISION EXERCISED
None
47
HEAD PROFESSIONAL
NATURE OF WORK
A Supervisory position that oversees the implementation of instructional tennis programs for all
levels of age and ability. Also oversees the pro shop and court maintenance operations and
recommends the hiring and firing of subordinate tennis center personnel.
ILLUSTRATIVE EXAMPLES OF ESSENTIAL DUTIES
• Assists with the teaching concepts.
• Oversees tennis clinics, large groups, private lessons and all camps.
• Provides tennis instruction.
• Assists with overseeing meetings on Policies and Procedures.
• Inspects courts for maintenance and safety issues.
• Provides customer service excellence.
• Recommends the hiring and firing of tennis center personneL
• Performs other related work as required.
• Recommends the purchase of equipment needed for a tennis center operation.
KNOWLEDGE. SKILLS AND ABILITIES
• Knowledge of the principals and methods.
• Assists with training, motivating and managing subordinate employees.
• Ability to establish and maintain effective working relationships with subordinate
employees and the general public.
• Ability to communicate clearly, firmly, tactfully and diplomatically with the general public ,
business, professional government agencies and other employees.
• Knowledge of tennis center management of a pro shop.
• Knowledge of standard tennis court maintenance (all types of court surfaces).
MINIMUM REQUIREMENTS
• Must possess and maintain current certifications in: USPTA (United States Professional
Tennis Association), USTA (United States Tennis Association) or the USPTR (United
States Professional Tennis Registry).
• Posses at least 5 years of experience providing tennis instruction.
• Ability to work nights, weekends and holidays.
• Must pass a City of Miami Beach background check.
• Must pass a City of Miami Beach drug screen.
• Must obtain a Business Tax Receipt from the City of Miami Beach.
PHYSICAL REQUIRMENTS
• Ability to react quickly and calmly in emergency situation.
• Physical ability to provide tennis instruction for all levels.
• Willingness to participate in a training program in order to maintain proper physical
fitness.
• Must have the use of sensory skills in order to effectively communicate and interact with
other employees and the public through the use of the telephone and personal contact.
• Some sitting, walking, moving, climbing, carrying, bending, kneeling, crawling and
reaching.
SUPERVISION RECEIVED
• Work methods and assignments are prescribed in detail.
• Work is usually carried out under little direct supervision and requires initiative and the
ability to exercise good judgment.
• SUPERVISION EXERCISED
• Directs the work of subordinate personnel at tennis facilities in programs and auxiliary
personnel.
48
TENNIS MAINTENANCE WORKER
NATURE OF WORK
Performs standard maintenance required (courts and facility) to maintain a safe and enjoyable
tennis experience for all users.
ILLUSTRATIVE EXAMPLES OF ESSENTIAL DUTIES
• Brushes and lines the courts as required (minimum 3 times per day).
• Check Water levels on the courts as required
• Rolls the court after new material is placed and a minimum of once a week per court.
• Maintains windscreens are secure and in place.
• Adds clay to each court as required.
• Provides ice and water to the court water coolers.
• Fills out daily log as required.
• Scarifies the courts as required.
• Patches low spots on courts as required.
• Inspects courts on a daily basis to include but not limited to: court lines are not worn or
coming up, nets are 3 feet at the center, windscreens are attached and not torn, no
debris on the court.
• Weed eats around and on the courts as needed.
• Cleans and disinfects the locker rooms and the pro shop.
• Provides customer service excellence.
• Performs other related tasks as required.
KNOWLEDGE. SKILLS AND ABILITIES
• Comprehensive knowledge of the standards in tennis court maintenance (all court
surfaces).
• Assists with training all tennis personnel in court maintenance.
• Ability to establish and maintain effective working relationships with all employees and
the general public.
• Ability to communicate clearly, firmly, tactfully and diplomatically with the general public
and other employees.
MINIMUM REQUIREMENTS
• Must attend maintenance training and receive a certificate from Welch Tennis and Fast
Dry Court within 3 months of employment.
• Must pass a City of Miami Beach background check.
• Must pass a City of Miami Beach drug screen.
• Ability to work nights, weekends and holidays.
PHYSICAL REQUIRMENTS
• Ability to lift up to 80 pound bags.
• Willingness to participate in a training program in order to maintain proper physical
fitness.
• Must have the use of sensory skills in order to effectively communicate and interact with
other employees and the public.
• Must possess the ability to walk, move, climb, carry, bend, kneel, crawl, lift and reach on
an ongoing daily basis.
SUPERVISION RECEIVED
Work methods and assignments are prescribed in detail.
• Work is usually carried out under little direct supervision and requires initiative and the
ability to exercise good judgment.
49
TENNIS AIDE
NATURE OF WORK
Assists with the instructional tennis programs offered and works in the tennis center pro shop as
needed.
ILLUSTRATIVE EXAMPLES OF ESSENTIAL DUTIES
• Assists the tennis instructor with tennis clinics, large groups and all camps.
• Provides customer service excellence.
• Inspects courts for maintenance and safety issues.
• Performs other related work as required.
KNOWLEDGE, SKILLS AND ABILITIES
• Knowledge of the principals and methods
• Ability to establish and maintain effective working relationships with all employees and
the general public.
• Ability to communicate clearly, firmly, tactfully and diplomatically with the general public.
• Knowledge of standard tennis court maintenance (all types of court surfaces).
MINIMUM REQUIREMENTS
• Ability to work nights, weekends and holidays.
• Must pass a City of Miami Beach background check.
• Must pass a City of Miami Beach drug screen.
• Must obtain a Business Tax Receipt from the City of Miami Beach.
PHYSICAL REQUIRMENTS
• Ability to react quickly and calmly in emergency situation.
• Physical ability to assist with tennis instruction for all levels.
• Willingness to participate in a training program in order to maintain proper physical
fitness.
• Must have the use of sensory skills in order to effectively communicate and interact with
other employees and the public through the use of the telephone and personal contact.
• Some sitting, walking, moving, climbing, carrying, bending, kneeling, crawling and
reaching.
SUPERVISION RECEIVED
• Work methods and assignments are prescribed in detail.
• Work is carried out with direct supervision.
SUPERVISION EXERCISED
• None
50
TENNIS DIRECTOR
NATURE OF WORK
An Administrative position that oversees the development and implementation of instructional
tennis programs for all levels of age and ability. Also oversees the pro shop and court
maintenance operations. Also oversees the hiring and firing process at the tennis center.
ILLUSTRATIVE EXAMPLES OF ESSENTIAL DUTIES
• Directs the tennis staff on the teaching concepts
• Organizes tennis clinics, large groups, private lessons and all camps.
• Provides tennis instruction.
• Conducts meetings on Policies and Procedures.
• Inspects courts for maintenance and safety issues.
• Provides customer service excellence.
• Oversees the hiring and firing process of tennis center personnel.
• Performs other related work as required.
• Recommends and purchases all equipment needed for a tennis center operation.
KNOWLEDGE. SKILLS AND ABILITIES
• Comprehensive knowledge of the principals and methods.
• Ability to provide leadership, train, motivates and manages subordinate employees.
• Ability to establish and maintain effective working relationships with other employees and
the general public.
• Ability to communicate clearly, firmly, tactfully and diplomatically with the general public,
business, professional government agencies and other employees.
• Comprehensive knowledge of tennis center management of a pro shop.
• Comprehensive knowledge on tennis court maintenance (all types of court surfaces).
MINIMUM REQUIREMENTS
• Must possess and maintain current certifications in: US PTA (United States Professional
Tennis Association), USTA (United States Tennis Association) or the USPTR (United
States Professional Tennis Registry).
• Posses at least 10 years of experience providing tennis instruction.
• Ability to work nights, weekends and holidays.
• Must pass a City of Miami Beach background check
• Must pass a City of Miami Beach drug screen.
• Must obtain a Business Tax Receipt from the City of Miami Beach.
PHYSICAL REQUIRMENTS
• Ability to react quickly and calmly in emergency situation.
• Physical ability to provide tennis instruction to all levels.
• Willingness to participate in a training program in order to maintain proper physical
fitness.
• Must have the use of sensory skills in order to effectively communicate and interact with
other employees and the public through the use of the telephone and personal contact.
• Some sitting ,walking, moving , climbing, carrying, bending, kneeling, crawling and
reaching.
SUPERVISION RECEIVED
• Work is subject to review for compliance with the City of Miami Beach Contract.
SUPERVISION EXERCISED
Directs the work of personnel at tennis facilities in programs and auxiliary
51
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(J'I w The Cit/s Vision is to ensure that the City of Miami Beach will b,e: -. · Cleaner and Safer -=-More Beautiful and Vibrant -. A Mature Stable Residential Community with Wetl~tmproved t nfrostructu re -. A Unique Urban and Historic Environment - A Cultural Entertainment, Tourism Cap,ital -... An international, Center for innovation in Culture, Recreation and Business (9 MIAMIBEACH
(J'I ~ 11 The Cleanliness index is o se,t o,f stcJ'n,dard,s th~at b d. t th. l 1· ., f th. can ... 'e use:·····~····· o measure :·,e c eo,n.tnes,s O' ;·e City of Miami Beach's public oreos. • ;~~n~~~~n~~~~~lil~~s~x of~ k;~~~~ standards on ~ Lttter I T rosh -litter I Garbage Cans -Organic Materials ---Fecal Matter (9 MIAMIBEACH
(J'I (J'I • To provide a.· quantitative measurement to gouge the cleanliness of the City as it relates to the vision statem,ent • Use the data captured to direct the City's efforts in improving the cleanliness maintenance functions. • Assist the departments in determining what factors affect the cfecJnfiness o.f the public are·OS • Eva.t~uates if different initiatives and service le\tels are effective in making the public area cleaner (9 MIAMIBEACH
(J'I en Examples of Small litter: -Cigarette butts -Bottle cops -Straws -Candy packaging and wrappers Polyfoam packing materials -Plastic expresso coffee cups -Below is the temolate on measurin 211X2" (4 sq.in) 4. ~quare inches Round Examples of large litter: -Beer cans and bottles -Soft drink glass, cans, plastic -Sport drink gloss plastic Wine/ liquor glass, plastic/other -Milk/ juice Plastic, Glass -Six pack plastic rings Plastic / Paper/ Polystyrene (bam) drink cups -Plastic/Paper bags -Zipper bags /sandwich bags -Cardboard boxes -Paper beverage cases Plastic / Glass jars / bottles/ lids -Cans-steel} aluminum -Aerosol cons -Po per food wrap -Utensils -Napkins -Clothing Printed materials (newspapers, flyers, books, etc.) G MIAMIBEACH
(J'I ........ The following index will be used to rote and provide a score for the cleanliness of a street, sidewalk, right-of-way, alleys, parking lots, and beaches. No litter and/ or debris on entire block face. Can is in good working order and none are no more than 3/4 full. Can is in a clean condition free of items/ such as stickers, graffiti. Isolated instances of small fresh organic material, such as leaves, branches, etc., cover the paved area. No large organic material, such as tree limbs or palm fronds on the ground. Fecal matter is not visible. (9 MIAMI BEACH
(J'I 00 Isolated pieces of litter on the entire assessed area. The area is not void of litter, but may contain on isolated incidence of litter. Con is in good working order and none ore no more than 3/4 full. There is isolated piece of trash outside of the con. ., Con is in a clean condition free of items, such as stickers, graffiti. step distance paved area is covered by small organic materials, but occurring no more than 10% of the entire assessed area. If occurring in more than l 0% of the entire assessed area, then add l point. No large organic material on the ground. matter. It seems that on ottem pt was mode to clean the fecal matter, but residue was left behind. (9 MIAMIBEACH
(J'I c,g amounts of litter. In a 10 step distance the litter accumulation should account to less than 10 small pieces or 2-4 pieces of large litter, but occurring in no more than 1 0% of the entire assessed area. If the litter density occurs between l 0-25% of the entire area, then add 1 point. If the litter density occurs more than 25% of the entire area, then add 2 points. Can is functioning, but is full with trash, which can be seen from the eye level. There is no litter above the rain guard. There is some residue from past garbage. Can is in a clean condition, but may have one small isolated instance of a sticker or graffiti, which the eye is not drawn to it. •: Between l 0% -30% of a 1 0 step paved area is covered bv organic materials,· but occurring in no more than 1 0% of the entire assessed area. If occurring in more than 1 0% of the entire assessed area, then add l point. Between l and 3 pieces of large organic materials is on the ground. Isolated case of organic material accumulation caused by standing water and poor drainage. One instance of fecal matter is present on the public area. (9 MIAMIBEACH
en 0 Consistently scattered trash. In a 1 0 step distance the trash accumulation should account to more than 1 0 pieces of small litter or over 4 pieces of large litter occurring in no more than 1 0% of the entire assessed area. If the litter density occurs between 1 0-25% of the entire area, then add 1 point from the rating scale. If the litter density occurs more than 25% of the entire area. then add 2 points from the rating scale. Can is full and there is trash above the rain guard. In some cases, there is evidence that there is improper use by the residents. Can is in a working condition .. but contains items such as stickers or graffiti on them. a 10 step paved area is covered by organic materials, but occurring in no more than l 0% of the entire assessed area. If occurring in more than 1 0% of the entire assessed area/ then add 1 point. Between 4 and 1 0 pieces of large organic materials is on the ground. 2 to 3 instances of organic material accumulation caused bv standing water and ' poor drainage. The organic material is beginning to turn brown. " Two instances of fecal matter are present on the public area. (9 MIAMIBEACH
en ~ Consistent accumulation of trash. In a 10 step distance there ore multiple piles of trash consisting of more than 1 0 pieces of small litter or over 4 pieces of large litter. If the Iiiler density is occurring between 10-25% of the assessed area, then add 1 point from the rating scale. Can is full and there is trash above the rain guard and beginning to overflow since there is no room to put additional trash. There may be evidence of improper use by the residents. Can has some damage, but is usable. A large area of the can contains items such as stickers or graffiti on them. Over 50% of a 1 0 step paved area is covered by organic materials, but occurring in no more than 1 en; of the entire assessed area. If occurring in more than l 0% of the entire assessed area, then add point. Over 1 0 pieces of large organic materials is on the ground. 3-4 instances of organic material accumulation caused by standing water and poor drainage. Faint foul odor is present due to standing water. The organic material has been on the ground for some lime and has turned brown. matter are present on the public area. (9 MIAMIBEACH
en N Area is blocked by an accumulation of trash and litter. Illegal dumping may be evident. Hazardous materials on the street. Can is full and trash has overflowed to the ground. In some cases, there is a rat/ rodent/insect infestation. Can is damaged and needs to be replaced: Con is covered of items such as stickers or graffiti. 90-1 00% of a 1 0 step paved area is covered with organic material. The organic material has been on the ground for some time and has turned brown. Over 5 instances of organic material accumulation caused by standing water and poor drainage. Strong foul odor is present due to standing water. , Four or more instances of fecal matter ore present on the public area. <9 MIAMIBEACH
PARKS AND RECREATION DEPARTMENT
EXHIBIT 11 D"
TENNIS FEES
63