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12-02-2014 B1 RFP for Golf Course Operations
City of San Luis Obispo, Council Agenda Report, Meeting Date, Item Number FROM: Katie Lichtig, City Manager Prepared By: Shelly Stanwyck, Director of Parks and Recreation Melissa C. Mudgett, Recreation Manager SUBJECT: CONSIDER ISSUANCE OF A REQUEST FOR PROPOSALS FOR THE OPERATION AND/OR MAINTENANCE OF THE LAGUNA LAKE GOLF COURSE, SPECIFICATION NO. 91344 RECOMMENDATION In order to complete operational review of the Laguna Lake Golf Course, as recommended by the Parks and Recreation Commission (PRC), approve the issuance of a request for proposals for the operation and/or maintenance of the Laguna Lake Golf Course. DISCUSSION Overview The mission of the Parks and Recreation Department is “Inspiring happiness by creating community through people, parks, programs, and open space.” The Laguna Lake Golf Course is a key recreational facility in San Luis Obispo (Attachment 1 – Vicinity Map). On a daily basis, the staff and the facility inspire happiness in residents and visitors alike. As a recreational golf course, Laguna Lake is subject to fiscal policies that provide access to seniors and youth tothe facility at a low cost recovery rate (Attachment 2 – 2015-17 Financial Plan Recreational Fiscal Policies). City staff strives to be excellent stewards of public funds and the Parks and Recreation Department constantly evaluates programs on the basis of meeting the needs in the community, maximizing the value of limited resources and fiscal sustainability. In providing recreational services, balance is sought between financial policies and access to activity. The Laguna Lake Golf Course has been under study this past year in an effort to evaluate its fiscal sustainability, assess its accessibility as a recreational activity for all segments of the community, and to plan for its future. Attachments 3 and 4 provide more detailed background information on the course and a summary of the operational analysis conducted to date. Background Operational Review An operational review of the Laguna Lake Golf Course has been ongoing in 2014 as result of two things: 1. Major City Goal – Fiscal Health. The City Council’s adoption of the 2013-15 Financial Plan included a Major City Goal to Sustain Essential Services, Infrastructure, and Fiscal Health. Consistent with this goal several operations of the City have been analyzed for their potential to contract out. Most recent examples include street sweeping and contract meter reading. In the case of street sweeping, December 2, 2014 B1 B1 - 1 RFP for Laguna Lake Golf Course Page 2 •Current Model of Golf Course Operated and Maintained by Parks and Recreation. Review of Current Operations Completed. Status Quo •Parks and Recreation Operates the Course and Public Works Maintains the Course similar to the SLO Swim Center and Damon-Garcia Sports Fields. Department Partnership •PHASE 2: REVIEW IN PROGRESS •A Council approved RFP is needed to complete the analysis about the viability and sustainability of golf course operations and/or maintenance with an outside contract. Outsource Operations and/or Maintenance •Different use of the Golf Course property. (This option is not recommended at this time for a wide variety or reasons). Different Use the service ultimately did not result in contracting out as in-house services were more fiscally prudent. 2. Retirement of Supervisor. In anticipation of the long time Golf Course Supervisor’s intended retirement in spring of 2015, staff has done a thorough analysis of Golf Course operations in preparation for this significant change as shown in Table 1 below and the May 8, 2014 Memorandum to Council . “Chicken and Egg” It has been noted throughout this operational review process that in order to complete this review and get to the recommendation stage, that information gathering must occur first. That is the stage of review the effort is in, Phase Two: Information Gathering. Before any recommendations can be made, research including issuance of a request for proposal (RFP) related to the potential contracting of operational and/or maintenance services at the course should occur first. The City Council is the official “issuing” body when it comes to RFPs. The final recommendations regarding future golf course operations and maintenance will be developed following the receipt and analysis of the responses to the RFP alongside all other results of the analysis. In order to fully evaluate the contracting out option it seems appropriate to issue requests for proposals and receiving responses to analyze. To reiterate this information will be analyzed and a recommendation will return to council for further consideration. No decision about the appropriate course of action is possible at this stage because this important piece of information is missing. Public Outreach Public outreach for the operational review of the golf course has been extensive and has occurred in public meetings, one-on-one meetings, and through printed and digital reports made available to the public. To date, there have been three Parks and Recreation Commission meetings, four meetings at the Golf Course with various user groups, multiple meetings with staff including the Table 1: Summary of the Four Potential Operational Models B1 - 2 RFP for Laguna Lake Golf Course Page 3 introduction of this topic to the San Luis Obispo Employees Association, and a community survey. A summary of the public outreach and the survey result highlights are shown in Attachment 5. Public Petition The Laguna Lake Golf Course evokes passionate support by most of its users. Throughout the public outreach process regarding the Golf Course’s operations, there has been strong sentiments by many of the users that “it’s not broken so don’t fix it”. Prior to the PRC’s meeting of November 5, 2014, the Parks and Recreation Department received a Public Petition signed by numerous golfers and neighbors to the Laguna Lake Golf Course. There is a strong sentiment amongst many users that the RFP does not need to be issued as they would like to see the course continue to be operated as it is today i.e. the status quo operational model with the hiring of a new Supervisor upon the incumbent’s retirement. They have also expressed a hiring preference from an existing staff member. It should be noted that the City has hiring policies and that any qualified City employee would have the opportunity to apply for a position at the Golf Course and be evaluated following the City’s approved hiring practices. The Petition’s statement is below and a copy of the signatures received is provided as Attachment 6. We, the below undersigned employees and customers of Laguna Lake Golf Course as well as residents surrounding Laguna Lake Golf Course hereby request that you keep Laguna Lake Golf Course a City operated facility and that the City employee, Matthew Nowlen be made the Golf Course Supervisor.” Action by the PRC on November 5, 2014 On November 5, 2014 the Parks and Recreation Commission on a six to zero vote (one absence) recommended that Council consider issuance of the RFP (Attachment 7 - RFP) so that a thorough analysis of Golf Course Operations can be completed (Attachment 8 - Minutes of November 5, 2014 PRC Meeting). Next Steps If Council authorizes the issuance of an RFP for Golf Course operations and/or maintenance on December 2, 2014 several actions would follow as indicated in the schedule below. Responses to Proposal Schedule Action Date RFP Release Date Wednesday December 3, 2014 Site Visit/Pre-proposal Meeting Friday, December 5, 2014, 2:00PM Proposals Due Tuesday, January 6, 2015 3:00PM Complete Proposal Evaluations Friday, January 9, 2015 Conduct Finalist Interviews Friday, January 16, 2015 Develop Staff Recommendation Wednesday, January 28, 2015 Make Recommendation to the PRC Wednesday, February 4, 2015 Make Recommendation to Council Tuesday, February 17, 2015 If applicable Contract Negotiations To be Determined If applicable Contract Start To be Determined B1 - 3 RFP for Laguna Lake Golf Course Page 4 FISCAL IMPACT The fiscal impact of the issuance of the RFP is nominal, and involves staff time. As described in the next steps above, staff will return to Council with completed operational analysis upon completion of the evaluation of all information gathered. Should contracting out be recommended as the ideal operational model, a contract outlining roles and responsibilities would be brought back to Council for consideration and would include fiscal impacts for Council’s consideration and review. ALTERNATIVES 1. Don’t Issue An RFP for Golf Course Operations and/or Maintenance Upon hearing public testimony, considering the information provided, and review of the Citizen Petition, Council could determine to not issue an RFP for Golf Course Operations and/or Maintenance. Should that option be Council’s direction, staff would conclude its operational analysis of the Golf Course and make recommendations for hiring and staffing accordingly. 2. Modify the RFP. Council could provide staff with specific language to insert or delete into the RFP. ATTACHMENTS 1. Vicinity Map 2. 2013-15 Financial Plan Recreational Fiscal Policies (H-9 to H-11) 3. Background Information on Laguna Lake Golf Course 4. Summary of Operational Analysis for Laguna Lake Golf Course 5. Summary of Public Outreach and Survey Results 6. Public Petition 7. Requests for Proposal (RFP) 8. Parks and Recreation Commission Meeting Minutes, November 5, 2014 BACKGROUND DOCUMENTS ONLINE 1. May 9, 2014 Memorandum to Council – Operational Analysis 2. September 3, 2014, PRC Agenda Report 3. October 1, 2014 PRC Agenda Report 4. November 5, PRC Agenda Report T:\Council Agenda Reports\2014\2014-12-02\RFP for Golf Course Operations (Stanwyck-Villarreal-Mudget) B1 - 4 PF R-2 PF R-3 R-1 C/OS-40 R-3 R-1 R-1 C/OS-40 R-1 R-1 O R-1 R-1 R-1 R-3 R-1R-1-S R-2-PD R-1 R-4 PF R-1 R-1-PD R-1 O R-1 R-3 R-1 R-1-S R-2 C-C R-3-PDR-1-PD R-1 R-1-PD R-1-PD R-2-PD R-2-PD R-1-PD R-2R-1-S C/OS-40 R-1 R-1 R-1-S R-2 R-1 R-1 C/OS-160 R-4 R-2-PD R-2-PD R-1-PD R-2 C/OS-40R-1 R-1 R-1-PD R-1-PD PF R-2-PD C/OS-400 R-1 ROYA L GATH E LO S O S O S V A L L E Y ETO MADONN A LAGU N A JE A N DE L R I O OCEA N A I R E KERRY HE D L E Y QUAIL T H E L M A DESC A N S O T O N I N I PREF U M O C A N Y O N VIS T A L A G O HAZE L KARE N I L E N E SA N A D R I A N O F A I R W A Y G A L L E O N E L T I G R E CAVA L I E R PA R T R I D G E R U B I O CARO L Y N GARN E T T E LYNN ST E P H A N I E C O R T E Z SPOON E R MARS H A CLAIRE STERLI N G DR A K E N A N C Y F O R E M A N CUCARACHA M U R L M Y R T L E LA V I R A D A CARO L Y N THEL M A GARN E T T E VICINITY MAP File No.11175 Los Osos Valley Rd.¯ Attachment 1 B1 - 5 BUDGET REFERENCE MATERIALS BUDGET AND FISCAL POLICIES G. Recreation Programs The following cost recovery policies apply to the City's recreation programs: 1. Cost recovery for activities directed to adults should be relatively high. 2. Cost recovery for activities directed to youth and seniors should be relatively low. In those circumstances where services are similar to those provided in the private sector, cost recovery levels should be higher. Although ability to pay may not be a concern for all youth and senior participants, these are desired program activities, and the cost of determining need may be greater than the cost of providing a uniform service fee structure to all participants. Further, there is a community-wide benefit in encouraging high- levels of participation in youth and senior recreation activities regardless of financial status. 3. Cost recovery goals for recreation activities are set as follows: High-Range Cost Recovery Activities - (60% to 100%) a. Adult athletics b. Banner permit applications c. Child care services (except Youth STAR) d. Facility rentals (indoor and outdoor; excludes use of facilities for internal City uses) e. Triathlon f. Golf Mid-Range Cost Recovery Activities - (30% to 60%) g. Classes h. Holiday in the Plaza i. Major commercial film permit applications Low-Range Cost Recovery Activities- (0 to 30%) j. Aquatics k. Batting cages l. Community gardens m. Junior Ranger camp n. Minor commercial film permit applications o. Skate park p. Special events (except for Triathlon and Holiday in the Plaza) q. Youth sports r. Youth STAR s. Teen services t. Senior/boomer services 4. For cost recovery activities of less than 100%, there should be a differential in rates between residents and non-residents. However, the Director of Parks and Recreation is authorized to reduce or eliminate non-resident fee differentials when it can be demonstrated that: H-9H-9 Attachment 2 B1 - 6 BUDGET REFERENCE MATERIALS BUDGET AND FISCAL POLICIES a. The fee is reducing attendance. b. And there are no appreciable expenditure savings from the reduced attendance. 5. Charges will be assessed for use of rooms, pools, gymnasiums, ball fields, special-use areas, and recreation equipment for activities not sponsored or co-sponsored by the City. Such charges will generally conform to the fee guidelines described above. However, the Director of Parks and Recreation is authorized to charge fees that are closer to full cost recovery for facilities that are heavily used at peak times and include a majority of non-resident users. 6. A vendor charge of at least 10 percent of gross income will be assessed from individuals or organizations using City facilities for moneymaking activities. 7. Director of Parks and Recreation is authorized to offer reduced fees such as introductory rates, family discounts and coupon discounts on a pilot basis (not to exceed 18 months) to promote new recreation programs or resurrect existing ones. 8. The Parks and Recreation Department will consider waiving fees only when the City Manager determines in writing that an undue hardship exists. H. Development Review Programs The following cost recovery policies apply to the development review programs: 1. Services provided under this category include: a. Planning (planned development permits, tentative tract and parcel maps, rezonings, general plan amendments, variances, use permits). b. Building and safety (building permits, structural plan checks, inspections). c. Engineering (public improvement plan checks, inspections, subdivision requirements, encroachments). d. Fire plan check. 2. Cost recovery for these services should generally be very high. In most instances, the City's cost recovery goal should be 100%. 3. However, in charging high cost recovery levels, the City needs to clearly establish and articulate standards for its performance in reviewing developer applications to ensure that there is “value for cost.” I. Comparability With Other Communities In setting user fees, the City will consider fees charged by other agencies in accordance with the following criteria: 1. Surveying the comparability of the City's fees to other communities provides useful background information in setting fees for several reasons: H-10H-10 Attachment 2 B1 - 7 BUDGET REFERENCE MATERIALS BUDGET AND FISCAL POLICIES a. They reflect the "market" for these fees and can assist in assessing the reasonableness of San Luis Obispo’s fees. b. If prudently analyzed, they can serve as a benchmark for how cost-effectively San Luis Obispo provides its services. 2. However, fee surveys should never be the sole or primary criteria in setting City fees as there are many factors that affect how and why other communities have set their fees at their levels. For example: a. What level of cost recovery is their fee intended to achieve compared with our cost recovery objectives? b. What costs have been considered in computing the fees? c. When was the last time that their fees were comprehensively evaluated? d. What level of service do they provide compared with our service or performance standards? e. Is their rate structure significantly different than ours and what is it intended to achieve? 3. These can be very difficult questions to address in fairly evaluating fees among different communities. As such, the comparability of our fees to other communities should be one factor among many that is considered in setting City fees. ENTERPRISE FUND FEES AND RATES A. Water, Sewer and Parking. The City will set fees and rates at levels which fully cover the total direct and indirect costs—including operations, capital outlay, and debt service—of the following enterprise programs: water, sewer and parking. B. Transit. Based on targets set under the Transportation Development Act, the City will strive to cover at least twenty percent of transit operating costs with fare revenues. C. Ongoing Rate Review. The City will review and adjust enterprise fees and rate structures as required to ensure that they remain appropriate and equitable. D. Franchise Fees. In accordance with long-standing practices, the City will treat the water and sewer funds in the same manner as if they were privately owned and operated. This means assessing reasonable franchise fees in fully recovering service costs. At 3.5%, water and sewer franchise fees are based on the mid-point of the statewide standard for public utilities like electricity and gas (2% of gross revenues from operations) and cable television (5% of gross revenues). As with other utilities, the purpose of the franchise fee is reasonable cost recovery for the use of the City’s street right-of-way. The appropriateness of charging the water and sewer funds a reasonable franchise fee for the use of City streets is further supported by the results of studies in Arizona, California, Ohio and Vermont which concluded that the leading cause for street resurfacing and reconstruction is street cuts and trenching for utilities. H-11H-11 Attachment 2 B1 - 8 Laguna Lake Golf Course – Background Information Brief Golf Course History The City of San Luis Obispo is the owner, operator, and maintainer of a public golf course located on Los Osos Valley Road. Before the City purchased the golf course in 1978, the venue – constructed by a developer in 1964 – had been a private amenity to the surrounding subdivision. The course was closed in 1965 and from 1967- 1973 the bank-owned property was operated by a lessee. The City first took over operations of the then 9-hole golf course in 1974. Upon purchase of the Laguna Lake Golf Course, the City continued to have the lessee operate the course until the early 1980s. Over the years the Golf program has vacillated from the General Fund to an Enterprise Fund and at times employees have worked for Public Works and others Parks and Recreation. It is currently a program in Parks and Recreation under the City’s General Fund. Significant Recreational and Social Amenity for the City of San Luis Obispo The City’s 10-hole, 24 acre executive-length golf course offers a unique recreational and social opportunity for the beginning, junior or accomplished golfer. The course welcomes tournaments, hosts quarterly Cal Poly classes, offers golf instruction by a PGA Professional and operates the First Tee Central Coast providing a year- round golf program for youth. The course’s amenities include a driving range, putting practice area, barbecue/picnic area, as well as golf cart and club rentals. In 2010, the course also became home to the 11th Hole Grill operated by Achievement House, Inc. Current Users and Stakeholders There are numerous neighbors surrounding Laguna Lake Golf Course for whom it is a key component of their neighborhood. Other stakeholders include youth, students, adults, and seniors all of whom recreate and socialize at the course. With a high volume of senior participants, the course has become an active center for this population and offers groups such as the Women’s Golf Club, Men’s Golf Club, Retired Active Men’s Club, the Newcomer’s Group, Altrusa Women’s Club, in addition to various church groups. Review of Rounds and Rate Comparison to other “9” Hole Course 30,500 31,000 31,500 32,000 32,500 33,000 33,500 34,000 34,500 35,000 Total Rounds Total Rounds 20% 33% 14% 10% 23% 2012-13 Course Users 18-54 yrs Senior Youth/Student Other Twilight (all ages) Attachment 3 B1 - 9 Laguna Lake Golf Course – Background Information Review of Rounds Following the Great Recession in 2009 the Golf Course experienced a significant decline in rounds due to other courses lowering their rates and residents and visitors having less discretionary income. Today, rounds have stabilized at a range of 32,000-34,000 annually. Revenue for the course for rounds played, merchandise acquired and carts rented is estimated to be $291,700. Rate Comparison of Publically Owned Courses at 9 Holes Played Golf Course Holes Regular Weekday Regular Weekend Senior Weekday Senior Weekend Youth Student Weekday Youth Student Weekend Laguna Lake 10 $11 $12 $9 $10 $9 $10 Pismo 9 $12 $13 $8 $9 $12 $13 Sea Pines* 9 $13 $17 $11 $13 $10 $10 *Sea Pines Resort is privately owned; facility includes golf course, hotel and events center. Type of RoundYouth SeniorRegularStudentTwilightCompSpectatorTotal Rounds 2009-10 Fees Weekday $9$9$11$9 $8.25Varies- Weekend $10$10$12$10 $8.25Varies- 2009-10 Rounds 1,649 10,840 7,107 3,948 6,596 4,077 159 34,376 2010-11 Fees Weekday $9$9$11$9 $8.25Varies- Weekend $10$10$12$10 $8.25Varies- 2010-11 Rounds 1,417 10,811 6,068 3,094 7,226 3,472 140 32,228 2011-12 Fees Weekday $9$9$11$9 $8.25Varies- Weekend $10$10$12$10 $8.25Varies- 2011-12 Rounds 1,786 10,985 6,750 3,362 7,968 3,660 188 34,699 2012-13 Fees Weekday $9$9$11$9 $8.25Varies- Weekend $10$10$12$10 $8.25Varies- 2012-13 Rounds 1,478 10,737 6,634 3,197 7,437 3,405 179 33,067 2013-14 Fees Weekday $9$9$11$9 $8.25Varies- Weekend $10$10$12$10 $8.25Varies- 2013-14 Rounds 1,237 11,890 5,614 2,928 7,881 3,772 168 33,490 2013-14 Projected Figures Fees and Rounds Post-Recession Review Attachment 3 B1 - 10 Laguna Lake Golf Course – Background Information Current Staffing Overview The Laguna Lake Golf Course is a General Fund program currently operated and maintained by the Parks and Recreation Department. The staff at the course consists of three full-time permanent positions and 12 part-time temporary positions, in addition to numerous volunteers who provide an average of 800 volunteer hours per month. In 2012 one of the full-time permanent Maintenance Worker III positions became vacant due to a retirement. The position has been under-filled by a City Worker 8 as an interim measure pending an organizational assessment and ongoing review of City finances. When the Recreation Manager retired in 2010 and the position was subsequently unfunded in the 2011-13 Financial Plan, golf course supervision was placed under the Parks and Recreation Director. Additional administrative staff members including the Recreation Manager, Administrative Analyst, and Supervising Administrative Assistant support the operations of the golf course as well. The part-time temporary staff members supporting the Golf program include one Office Assistant, 10 Pro Shop employees, and one Seasonal Maintenance Worker. None of these part-time temporary positions receive benefits and none are enrolled in PERS. Current Golf Program Staffing Classification Specialty Hours/Year 2013-14 Budget 2014-15 Budget Recreation Supervisor Golf 2,100 114,300 115,600 Maintenance Worker III Parks – Golf 2,100 76,700 76,600 Maintenance Worker II Golf (filled by CW 8) 2,100 68,700 72,100 GASB 45 - - 2,700 2,700 Total Full-Time Regular Staffing 6,300 (3 FTE) 262,400 267,000 City Worker 4 (1) Office Assistant 450 7,100 7,100 City Worker 3 (9) Pro Shop 4,500 60,000 60,000 City Worker 2 (1) Pro Shop 300 3,300 3,300 City Worker 1 (1) Maintenance Seasonal 700 6,400 6,700 Total Part Time Temporary Staffing 5,950 (3.2 FTE) 76,800 77,100 Overtime - - 5,700 5,700 Staffing Totals 12,250 (6.2 FTE) 344,900 349,800 Attachment 3 B1 - 11 Laguna Lake Golf Course – Background Information Volunteer Hours The number and use of volunteers at the Golf Course is exceptional. There is a wide array of activity that dedicated volunteers perform on a daily basis to benefit and keep operational the golf course. Volunteer Positions and 2012-13 Hours Volunteer Positions Volunteers Hours Marshals/Subs 9 910 Ball Collectors 17 6,188 Divots 4 240 Cart/Battery Svc 1 104 Ball Wash/Station 3 338 Club Cleaner 1 104 Weekend Crew 2 208 Night Watch 1 365 Inventory Analyst 1 52 Pro Shop Helper 1 300 First Tee 9 729 Total 49 volunteers 9,538 (5.2 FTE) Summary of Non-Staffing Budget The budget for the Golf Course includes costs for utilities with recycled water use being the largest expense. Other costs are material supplies and contract services for activities such as tree removal. There is a modest minor capital budget as well. A fleet replacement, mower, is scheduled for Spring 2015. Golf Course Non-Staffing Budget with Summary Details Non-Staffing 2013-14 Budget 2014-15 Budget Contract Services 26,300 26,300 Other Operating Expenditures 172,500 181,200 Minor Capital 7,500 7,500 Total Non-Staffing 206,300 212,400 Current Funded CIP 2013-14 Budget 2014-15 Budget Golf Course Mowers - 50,000 Attachment 3 B1 - 12 Laguna Lake Golf Course – Summary of Operational Analysis FOUR OPERATIONAL STRUCTURES HAVE BEEN ANALYZED FOR THE GOLF COURSE With the goal of evaluating the current operations and staffing model at the Laguna Lake Golf Course to determine future fiscal sustainability upon the expected retirement of the long-time supervisor in 2015, research was gathered from previous reports, Golf program data analysis, municipalities and operator outreach seeking expert testimony (listserv), and employee experiences. After an analysis of available data and research of industry practices, four operational structures were analyzed (and are still in analysis) and are highlighted below. 1. STATUS QUO- Current Model of Golf Course Operated and Maintained by Parks and Recreation The current operational model for Laguna Lake Golf Course includes a long term Golf Supervisor that is a hands- on manager with 65% of his job is spent on maintenance, this is not often typical of a golf superintendent. If maintaining the status quo is ultimately the recommended operational model, the approval to fill the this position and the vacant Maintenance Worker II position would be a top priority. 2. DEPARTMENTAL PARTNERSHIP – Between Parks and Recreation and Public Works Laguna Lake Golf Course is unique from other City facility operations in that the Golf Program within Parks and Recreation is solely responsible for both maintenance and site programming. Analogous to the SLO Swim Center and Damon-Garcia Sports Fields, where Parks and Recreation is responsible for the programming and scheduling of all activities and events (and managing the staff to accomplish both) and Public Works is responsible for maintenance. In these partnership models both departments provide quality services to residents and visitors while using the strengths of their respective departmental foci. Several different staffing structures have been analyzed below using figures from 2013-14 for this model. City Facility Maintenance & Programming Comparison Activity Golf Course SLO Swim Center Damon-Garcia Maintenance Parks and Recreation Public Works Public Works Programming Parks and Recreation Parks and Recreation Parks and Recreation Public Works None Building Maintenance Tech (1) Temp Positions: 0.5 FTE MW II (2) City Worker 10 (1) Parks and Rec FTE Golf Supervisor MW III (1) MW II (1)Filled by Temp Various PT Temp FTE Aquatics Coordinator CW 6 LBT (1) Various PT Temp Portion Rec Supervisor Portion CW 6 LBT (1) Various PT Temp Total FTE 6.2 8.5 4.0 Additional Staff Supervision and Resources Management P&R Director Management PW Building Maintenance Supervisor P&R Director Management PW Parks Maintenance Supervisor P&R Director Availability Open Year-Round Closed one day out of the year Open year-round Peaks in summer Closed for maintenance 12 weeks out of the year 2013-14 Budget Golf Course SLO Swim Center Damon-Garcia PW Expenditures 0 334,800 347,800 PW Staffing 0 114,200 159,600 PW Total 0 449,000 507,400 P&R Expenditures 209,000 12,100 2,700 P&R Staffing 345,000 309,500 10,000 P&R Total 554,000 321,600 12,700 TOTAL 554,000 770,600 520,000 Revenues 348,700 248,200 24,000 Difference 205,300 522,400 496,000 Annual Attendees 33,000 51,000 26,000 Cost Recovery 63% 32% 5% Attachment 4 B1 - 13 Laguna Lake Golf Course – Summary of Operational Analysis How an Operations/Maintenance Partnership could be created at Laguna Lake Golf Course Laguna Lake Golf Course could follow the model of Damon-Garcia Sports Fields and the SLO Swim Center, with Parks and Recreation focused on programming and Public Works on maintenance. Resources would of course need to be transferred and adjusted accordingly. The departments identified three models where the two departments could work collaboratively to ensure the maintenance and programming objectives. It should be noted that Public Works has determined additional management staffing would be needed and that cost has not been analyzed. This is due to an existing need of mid-level management in its maintenance division due to contraction of that area over the years. Potential Partnership Models MODEL A: Status Quo- Current Course Programming and Maintenance in Parks and Recreation This model summarizes the current operational structure at the golf course. MODEL B: Partnership Model of 1 Maintenance Technician, 2 Maintenance Workers, 1 Recreation Coordinator Model B stands out as the most likely to create a successful Public Works and Parks and Recreation partnership. Model B is favorable because it allows the Public Works Department to obtain three full-time regular employees including two Maintenance Workers and one upper level Maintenance Technician to complete Golf Course and other parks maintenance needs. As a sophisticated facility, requiring specialized skills, a Maintenance Technician would be beneficial to leading the efforts to maintaining user expectations and would be essential to providing successful operation and supervision of the Maintenance Workers. Under Model B the Parks and Recreation Department would retain all part-time temporary staffing (3.2 FTE) and would use funding from an existing City Worker 6 LBT position and salary savings from the reorganized maintenance functions to fund a Recreation Coordinator to complete both Youth Sports and Golf Course programming objectives. The Recreation Coordinator (Sports) would be supervised by the Parks and Recreation Department’s Sports Supervisor and would be responsible for managing all operations and staffing of the Pro Shop, coordinating volunteers, supervising all programming at the course and coordinating and supervising other sports, i.e. the Laguna Middle School programs under the direction of the Recreation Supervisor. The Recreation Coordinator would have specific focus on programming the golf course which could allow for increased marketing initiatives and revenue generating projects given the dedicated focus. Model A 2014-15Model B 2014-15Model C 2014-15Model D 2014-15 Golf Supervisor 115,600 Maintenance Technician new 80,300 Maintenance Worker II new 68,800 Maintenance Technician new 80,300 Maintenance Worker III 76,600 Maintenance Worker III 76,700 Maintenance Worker III 76,600 Maintenance Worker II 68,800 Maintenance Worker II 72,100 Maintenance Worker II 68,800 Maintenance Worker II 68,800 Maintenance Worker II 68,800 City Worker 4 7,100 City Worker 1 seasonal 6,700 City Worker 1 seasonal 6,700 City Worker 1 seasonal 6,700 City Worker 3 60,000 Public Works Staffing 232,500 Public Works Staffing 220,900 Public Works Staffing 224,600 City Worker 2 3,300 City Worker 1 seasonal 6,700 Parks and Recreation Staff 341,400 3.8 FTE OR 3.8 FTE OR 3.8 FTE OR City Worker 4 7,100 City Worker 4 7,100 City Worker 4 7,100 City Worker 3 60,000 City Worker 3 60,000 City Worker 3 60,000 City Worker 2 3,300 City Worker 2 3,300 City Worker 2 3,300 Parks & Recreation Staffing 150,700 Parks and Recreation Staffing 150,700 Parks and Recreation Staffing 150,700 Total FTE 6.2 Total FTE 7.2 Total FTE 7.2 Total FTE 7.2 Total Staffing 341,400 Total Staffing 383,200 Total Staffing 371,600 Total Staffing 375,300 P&R Golf/Sports Program Merge Offset by Sports Temp Staffing *1.0 FTE = 2,080 hrs Sports Specialist LBT Staffing44,400 Sports Specialist LBT Staffing 44,400 Sports Specialist LBT Staffing44,400 Staffing Savings 2,600 Staffing Savings 14,200 Staffing Savings 10,400 Existing Model Potential Partnership Models: Reviewed Maintenance Tech & Two Maintenance Worker IIs Recreation Coordinator new (shared with Sports division)80,300 Recreation Coordinator new (shared with Sports division)80,300 Recreation Coordinator new (shared with Sports division)80,300 Maintenance Tech Supervisor No On-Site Supervision Attachment 4 B1 - 14 Laguna Lake Golf Course – Summary of Operational Analysis MODEL C: Partnership Model of 3 Maintenance Workers, 1 Recreation Coordinator This model allows for three dedicated maintenance workers, it does not supply a supervisor to manage the maintenance crew and does not allow for the oversight from an employee with specialized skills. Since Public Works would be taking on a new endeavor with specialized industry practices this model does not seem to provide the supervision and scope needed for such a vast facility. 3. CONTRACTING OUT OPERATIONS AND/OR MAINTENANCE Management models for other local jurisdictions to maintain and operate public golf course is summarized below. Like the courses themselves the models pursued are diverse and often reflect unique conditions at each facility. Management Models for other Golf Courses Course Owner Operator Maintenance Food/Beverage Notes Laguna Lake City of SLO Parks &Rec Parks & Rec 3.0 FTE Numerous PT Achievement House Pismo 9 Holes State of CA Concessionaire Concessionaire Concessionaire 10-19 Employees Morro Bay 18 holes State of California County of SLO County Staff 5.5 FTE 4.0 Greens Keepers 1.0 Mechanic 0.5 Golf Supervisor Concessionaire Golf Course Advisory Committee Dairy Creek 18 holes SLO County Concessionaire County Staff 5.5 FTE 4.0 Greens Keepers 1.0 Mechanic 0.5 Golf Supervisor Concessionaire Golf Course Advisory Committee Chalk Mountain 18 holes SLO County Concessionaire Concessionaire Concessionaire Golf Course Advisory Committee 1.0 Golf Superintendent for all three County Courses Sea Pines Privately Owned 9 holes Sea Pines Resort Private Private Private Hotel and Events revenues Santa Barbara 18 Holes SB County Parks and Recreation Business Manager (20% salary from Golf Fund), part-time secretary/acct assistant City Staff 10.55 Authorized Positions Concessionaire Golf Advisory Committee Ventura 18 Holes City of Ventura Concessionaire Concessionaire Concessionaire *1.0 FTE = 2,080 hrs RFP for Contracting Out the Golf Course As models are extremely varied and each in response to unique golf course operations or circumstances, no one “style” was identified as “the one”. To determine if contracting out maintenance and/or operations of the golf course is fiscally sustainable a request for proposals must be issued to determine if there are vendors equipped to perform this service on behalf of the City. Attachment 4 B1 - 15 Laguna Lake Golf Course – Summary of Operational Analysis 4. DIFFERENT USE OR CLOSURE OF THE COURSE The last operational analysis that was conducted was on a different use for the facility; i.e. a park or other sports facility or closure of the Golf Course. Each would have multiple impacts and raise a variety of issues that Council would need to consider before implementing such a significant change in use. Staff does not recommend this type of change at this time, but recognizes Council should be aware of the issues that have caused staff the greatest pause in our initial evaluation of this type of operational change. 1. Loss of Recreational and Social Activity. A closure or change in use would result in reduced recreational opportunities for seniors, adults, and youth in our community. 2. Loss of Revenue. In 2012-13, the golf course brought in $360,000 in revenue, recovering 63% of program expenditures. 3. Parkland/Open Space Requirement. The parcel in which the driving range and maintenance shop sit was purchased with a Land and Water Conservation grant in the early 1970s. There is a language in the deed that the land must remain as parkland or open space. 4. Maintenance of Land Remains. No matter the use, the facility will still need to be maintained at a minimum level which has a significant cost associated with it based on the size of the property. Extensive work, CIP, and other costs would be associated with any change in use. 5. Loss of Parkland Acreage. The acreage of the golf course is factored into general plan totals and closure or conversion of the course to a non-recreation use would impact the same. Attachment 4 B1 - 16 Laguna Lake Golf Course – Summary of Operational Analysis SUMMARY OF NEXT STEPS Staff will begin work on drafting a RFP for operations and/or maintenance of the Laguna Lake Golf Course following the completion of contingency planning and fee updates. Staff will provide information regarding the timing of the RFP to any interested parties and will begin compiling a list of potential respondents. Parks and Recreation staff will continue to discuss with Public Works the partnership models to determine the level and extent of management needs so that options may be thoroughly vetted and considered. Staff will also continue to review current practices in the industry to identify any “new” operational and maintenance models. Finally staff will work with the Recreation Supervisor – Golf to determine his retirement timeline so this may be factored in to any transitions in operation that may occur in 2015. \\chstore6\parksrec\everyone\golf\golf course assessment\laguna lake golf course operational review.docx Attachment 4 B1 - 17 Summary of Public Outreach. Below is a summary of the public meetings on this topic hosted by Parks and Recreation. In addition to this information is available on the department’s webpages providing the public with digital access to all reports associated with this topic. Meetings were attended by golfers, neighborhood stakeholders, and interested parties to the RFP process. •September 3, 2014 •Review Operational Analysis to Date and Discuss RFP PRC Meeting: Workshop #1 •Ladies Golf •September 9, 2014 User Group Meeting #1 •Mens Golf •September 11, 2014 User Group Meeting #2 •October 1, 2014 •Review and Comment on Draft RFP PRC Meeting #2 •October 7, 2014 •First Tee User Group Meeting #3 •October 14, 2014 •All Golfers User Group Meeting #4 •November 5, 2014 •Consideration of Recommendation to Council PRC Meeting: Workshop #3 Attachment 5 B1 - 18 Highlights of Survey Results (51 responses as of the writing of this report) Staff provided a survey both at the Course and electronically to user and neighbors to the golf course. Below is a summary of the non-open ended questions. Input about the future of the course was actively sought. Question Which operational model is best for the Golf Program? Status Quo 98% Department Partnership with Public Works 2% RFP/Outsource 0% Different Use 0% Question Is the service you receive at Laguna Lake Golf Course a good value money? Exceeds Expectation 92% Meets Expectations 8% Needs Improvement 0% Question What are you willing to pay for a regular round at the Course? Monday – Thursday $12.00 57 % Monday – Thursday $12.50 2% Monday – Thursday $13.00 26% Monday – Thursday $13.50 5% Monday – Thursday $14.00 10% Attachment 5 B1 - 19 At t a c h m e n t 6 B1 - 20 At t a c h m e n t 6 B1 - 21 At t a c h m e n t 6 B1 - 22 At t a c h m e n t 6 B1 - 23 At t a c h m e n t 6 B1 - 24 At t a c h m e n t 6 B1 - 25 At t a c h m e n t 6 B1 - 26 At t a c h m e n t 6 B1 - 27 At t a c h m e n t 6 B1 - 28 At t a c h m e n t 6 B1 - 29 At t a c h m e n t 6 B1 - 30 At t a c h m e n t 6 B1 - 31 At t a c h m e n t 6 B1 - 32 At t a c h m e n t 6 B1 - 33 At t a c h m e n t 6 B1 - 34 990 Palm Street San Luis Obispo, CA 93401 Notice Requesting Proposals for LEASE, OPERATION AND MAINTENANCE OF THE LAGUNA LAKE GOLF COURSE The City of San Luis Obispo is requesting sealed proposals for the lease, operation and maintenance of the Laguna Lake Golf Course pursuant to Specification No. 91344. All proposals must be received by the City Finance Department by Tuesday, January 6, 2015 at 3:00 p.m. when they will be opened publicly in the City Hall Council Chambers, 990 Palm Street, San Luis Obispo, CA 93401. Proposals received after said time will not be considered. To guard against premature opening, each proposal shall be submitted to the Finance Division in a sealed envelope plainly marked with the proposal title, specification number, proposer name, and time and date of the proposal opening. Proposals shall be submitted using the forms provided in the specification package. OPTIONAL A pre-proposal conference will be held at Laguna Lake Golf Course, 11175 Los Osos Valley Road, San Luis Obispo, on Friday, December 5th at 2:00p.m. to answer any questions that the prospective proposers may have regarding the City's request for proposals. Specification packages and additional information may be obtained by contacting Department Analyst, Lindsey Stephenson at (805) 781-7070 to submit questions to. Attachment 7 B1 - 35 Specification No. [91344] TABLE OF CONTENTS B. Description of Work ........................................................................................................................ 1 Background Criteria for Proposal B. General Terms and Conditions ........................................................................................................ 8 Proposal Requirements Contract Award and Execution Contract Performance C. Special Terms and Conditions * .................................................................................................... 12 Contract Term Estimated Quantities Proposal Content Proposal Evaluation and Selection Proposal Review and Award Schedule Unrestrictive Brand Names Start and Completion of Work Accuracy of Specifications D. Agreement ...................................................................................................................................... 16 E. Insurance Requirements ................................................................................................................. 18 F. Proposal Submittal Forms * .......................................................................................................... 20 Proposal Submittal Summary References Attachment 7 B1 - 36 -1- Section A DESCRIPTION OF WORK Background - Laguna Lake Golf Course Requests for Proposals The Laguna Lake Golf Course, owned and operated by the City of San Luis Obispo, is a 10-hole, executive length course. Currently, the Course is both operated and maintained by City Staff in the Parks and Recreation Department. In addition to work performed in support of the Course by the Director, Recreation Manager and Analyst, staff at the Course includes one full time Recreation Supervisor/Golf Course Superintendent, two full time maintenance workers, various part time temporary positions, and the equivalent volunteer hours of five full time employees. The current Course operations include: all pro shop management (management of a food concession contract, fiscal duties to support daily use, coordination of all lessons, youth, adult, and senior group uses, coordination of all shop cleaning and maintenance, and staff training and management. The current maintenance of the Course includes all turf, equipment and irrigation maintenance, as well as driving range and visitor area upkeep in addition to staff training and management to accomplish the same. Consistent with the City’s 2013-15 Financial Plan and Major City Goal to Sustain Essential Services, Infrastructure, and Fiscal Health, the Parks and Recreation Department is conducting an extensive review of the Laguna Lake Golf Course operations. The Department is evaluating various operational models to determine the City’s most sustainable and effective method to manage the golf course operations following a key retirement in April 2015. Contracting out for golf course operations, golf course maintenance, or both golf course operations and maintenance has been identified as an operational model needing further evaluation including requests for proposals to do the same. Scope of Work – Three Alternatives to be Responsive to the RFP The City of San Luis Obispo is seeking proposals to “contract out” at the Laguna Lake Golf Course from a Concessionaire or Proposer (please note these terms are used interchangeably in this document). Three different types of contracting out models will be considered by the City and proposals may be for any of the types listed below or all three. The sections below explain the work, services and some of the technical requirements the City is seeking. That is followed with the description of materials needed for a proposal to be considered complete. The Three Types of Proposals to Be Considered 1. Golf Course Operations Only: Includes All Programming and Pro Shop Management 2. Golf Course Maintenance Only: Includes All Turf Management and Property Maintenance 3. Golf Course Operations and Maintenance: Includes all Programming, Pro Shop Management, Turf Management and Property Maintenance Attachment 7 B1 - 37 -2- Summary of Current Course Operations a. Pro Shop Activities: The Pro Shop currently provides the coordination of course reservations, purchase of rounds, sale of range balls and other merchandise, lease of golf carts, coordination of classes, special events, and league play, food concessionaire (Achievement House Vendor), public restrooms, a golf administrative office and some supply storage. b. Recreational Programming: Programming of the golf course includes tee time reservations, management and use of golf cart rentals, the scheduling of youth, collegiate, adult, and senior programming and/or classes including the First Tee, the coordination of tournaments, monthly user group communications, and marketing of the Course to the public. c. Equipment: Concessionaire shall demonstrate plan to purchase, upkeep and replace existing operational equipment. Operational equipment includes items within the Pro Shop such as the cash register and desk, merchandise displays and office equipment (excludes restaurant equipment). Concessionaire is responsible for their own equipment. Concessionaire shall submit a written statement of understanding that upkeep of operational equipment and asset replacement is the sole responsibility of the Concessionaire and these items shall become property of the City upon completion or termination of the Concessionaire contract. A complete list of current Course equipment will be provided. Software. Course Trends© is the current software used to manage online tee time registration; also includes point of sale, customer database, and inventory control modules. Other programs within the Parks and Recreation Department also utilize ActiveNet© for programming registration and reservation needs. Concessionaire may use the existing Course Trends© software by paying the annual maintenance fees or may implement a new software system at their cost. Concessionaire may also elect to utilize ActiveNet© at their own expense. Any new software and related hardware would revert to the City upon termination or completion of the Concessionaire contract. d. Fiscal Management and Reporting: Concessionaire is responsible for the fiscal management of the Course and all operations must align with the City’s financial policies. When collecting fees for use of the Course, such revenue must be routinely tracked and reported to City staff and City Council, including daily deposits made directly to the bank with duplicate receipts provided to the Finance Department. Concessionaire will be required to provide ongoing records and reports on rounds played, lessons offered, employment statistics, and revenues and expenditures. By resolution of the City Council, the City shall establish fees for the public’s use at the Laguna Lake Golf Course. Concessionaire will be responsible for collection of these fees. Concessionaire shall pay a percentage of the gross revenues for services provided at the Course. e. Janitorial/Building Maintenance: Concessionaire will be responsible to maintain the current level of janitorial and building maintenance duties such as, but not limited to, the regular cleaning and maintenance of the Pro Shop and restroom areas, annual carpet cleaning, painting, and trash. f. Utilities: Concessionaire will be responsible for payment of all utilities used at the Pro Shop including potable water, sewer, electric, gas, cable, trash and phone. g. Safety Requirements: Concessionaire will be responsible for ensuring safety standards for all Course operations. Concessionaire must comply with all United States Department of Labor OSHA standards and City policies. Attachment 7 B1 - 38 -3- Summary of Current activities performed by Golf Course Maintenance Staff a. Greens, Tees, Fairways & Roughs: Currently, maintenance staff mow, verticut, aerate, top dress, irrigate and perform new hole placement as necessary. Periodic applications of fertilizer, fungicides, herbicides, insecticides, and soil and sand amendments may be necessary. Sodium levels in the soil are monitored daily due to the use of recycled water. Staff also completes ongoing monitoring and scouting of turf grass diseases and pests. b. Weed Abatement: Weed abatement and mowing of out-of-play areas is performed to meet Fire Department regulations regarding fire hazards. Weeding and trimming along fences and drainage ditches is also completed. c. Irrigation: Current duties include the scheduling and maintenance of computerized central irrigation and satellite controllers. Staff members also complete maintenance and repair of irrigation heads, main lines, valves, laterals, swing joints and backflow devices. Along with maintenance and repair of irrigation wells, pumps and meters. d. Landscaping: Current landscaping projects include trimming, pruning and planting of trees, shrubs and flowers near entrance to the course, along Los Osos Valley Road, near Pro Shop and on the Course itself. e. Driving Range: Regular maintenance of netting, cables and poles is performed to prevent range balls from escaping driving range to prevent property damage or personal injury. Replacement of driving range mats is completed as necessary. f. Other Areas: Other maintenance and repair duties include periodic over seeding and divot repair in tees and fairways, trimming, edging and maintenance of sand bunker, and maintenance and repair of bridges and fences. g. Trash and Recycling: Staff currently empty and maintain trash receptacles and recycle bins, as well as maintenance and repair of ball washers and club washers. h. Equipment: Concessionaire shall demonstrate plan to purchase, upkeep and replace existing maintenance equipment. Maintenance equipment includes items for grounds keeping such as mowers, irrigation, and application equipment. Ongoing equipment maintenance includes regular sharpening, maintenance and repair of mowers, weed eaters, aerators, top-dressers and other related turf equipment. Concessionaire is responsible for their own equipment. Concessionaire shall submit a written statement of understanding that upkeep of maintenance equipment and asset replacement is the sole responsibility of the Concessionaire and these items shall become property of the City upon completion or termination of the Concessionaire contract. A complete list of current Course equipment will be provided. i. Fiscal Management and Reporting: Concessionaire is responsible for the fiscal management of the Course and all maintenance operations must align with the City’s financial policies. Concessionaire will be required to provide ongoing records and reports on maintenance projects and standards, employment statistics, and revenues and expenditures. j. Building Maintenance: Current building maintenance duties include regular cleaning and maintenance of the maintenance shop, painting, and trash. Attachment 7 B1 - 39 -4- k. Utilities: Concessionaire will be responsible for payment of all utilities used on the Course grounds including recycled water, trash, electricity, phone, and other maintenance related utilities. l. Safety Requirements: Concessionaire will be responsible for ensuring safety standards for all Course operations. Concessionaire must comply with all United States Department of Labor OSHA standards and City policies. Concessionaire must also adhere to all safety standards as related to hazardous materials permitting and pesticide certification as set by City, County, State or Federal regulations. Golf Course Budgetary Information. For Fiscal Year 2014-15 34,000 rounds of golf are projected to be played at Laguna Lake Golf course with revenues budgeted at $291,000. Golf Fees for 2014-15 When Youth Senior Regular Student Twilight Week $9 $9 $11 $9 $8.25 Weekend $10 $10 $12 $10 $8.25 Current Golf Program Staffing Classification Specialty Hours/Year 2013-14 Budget 2014-15 Budget Recreation Supervisor Golf 2,100 114,300 115,600 Maintenance Worker III Parks – Golf 2,100 76,700 76,600 Maintenance Worker II Golf (filled by CW 8) 2,100 68,700 72,100 GASB 45 - - 2,700 2,700 Total Full-Time Regular Staffing 6,300 (3 FTE) 262,400 267,000 City Worker 4 (1) Office Assistant 450 7,100 7,100 City Worker 3 (9) Pro Shop 4,500 60,000 60,000 City Worker 2 (1) Pro Shop 300 3,300 3,300 City Worker 1 (1) Maintenance Seasonal 700 6,400 6,700 Total Part Time Temporary Staffing 5,950 (3.2 FTE) 76,800 77,100 Overtime - - 5,700 5,700 Paid Staffing Totals 12,250 (6.2 FTE) 344,900 349,800 Volunteer 9,538 (5.2 FTE) n/a n/a Golf Course Non-Staffing Budget Summary Non-Staffing 2013-14 Budget 2014-15 Budget Contract Services 26,300 26,300 Other Operating Expenditures 172,500 181,200 Minor Capital 7,500 7,500 Total Non-Staffing 206,300 212,400 Current Funded CIP 2013-14 Budget 2014-15 Budget Golf Course Mowers - 50,000 Attachment 7 B1 - 40 -5- Requirements for Proposals 1. Operational Requirements for Proposals Operational requirements, at a minimum, shall include the management of all daily services (management of food concessionaire contract, fiscal responsibilities, maintenance of pro shop, retail activities and staffing) and programming at the Course with a focus on high level customer service, and ongoing recreational offerings and community engagement. Operations must continue to be provided at an excellent level such that rounds played at the Course in a calendar year do not decline by more than 10%; as based on historical data on rounds played from 2009-2014. 2. Maintenance Requirements for Proposals Maintenance requirements, at a minimum, shall include the management of all turf areas and outdoor public areas at the Course. Maintenance Operations must continue to be provided at an excellent level such that rounds played at the Course in a calendar year do not decline by more than 10%; as based on historical data on rounds played from 2009-2014. The Concessionaire must provide a Formal Maintenance Plan that provides a detailed maintenance plan including daily, weekly, monthly and annual tasks along with a planned schedule of work. Sustainable maintenance practices are expected with water usage rates remaining consistent with current and previous years. The Laguna Lake Golf Course must also remain eligible for Audubon International certification. Audubon International recognizes golf courses that demonstrate a commitment to the environment. These eco-friendly courses meet required standards for protecting water quality, conserving natural resources, and providing wildlife habitats. More information about Audubon International programs and certification may be found at www.auduboninternational.org. 3. Course Fees As a recreational amenity, the City Council retains the right to establish fees for rounds played at the Course. Any fee schedules and adjustments must be approved by the City Council and should be done on an annual basis. Golf is classified as High-Range Cost Recovery Activity (60%-100%) pursuant to existing City Fiscal Policies. However cost recovery for recreational activities/programs directed to youth and seniors should remain relatively low (0-30%). Concessionaire will be responsible for collection of fees for rounds played, driving range uses, equipment rented, lessons taken, tournaments played, special uses of the facility, and other fee related activities. Concessionaire shall pay a percentage of the gross revenues for services provided at the Course to the City and should include in its proposal of description of the same. Laguna Lake Golf Course must remain in alignment with rates comparable to surrounding County of San Luis Obispo golf courses. 4. Existing Contracts a. Food Vendor Lessee. In 2010, Laguna Lake Golf Course became home to the 11th Hole Grill operated by Achievement House, Inc. The City entered into an amended and restated lessee agreement with the Achievement House, Inc on October 19, 2010 to serve as food vendor and operator of the 11th Hole Grill within the Laguna Lake Golf Course Pro Shop. Achievement House provides food service, including beer and wine, seven days a week excluding specified holidays. The agreement is for seven years (initial term to conclude in 2018) with an option of extending the contract an additional three (3) years at that time. The City retains the right to extend the agreement with the Achievement House for food services. b. First Tee Central Coast. In 2004, the Parks and Recreation Department entered into a use agreement with the First Tee Central Coast wherein the organization constructed and donated a practice green, chipping area and learning center at the golf course to operate a junior golf program, providing affordable access to golf for anyone, with a special emphasis on educational Attachment 7 B1 - 41 -6- and character development. In turn, the First Tee receives specified access and outlined pricing structure. The agreement is for fifteen years and will expire in 2019. 5. Hours of Operation Present hours of operation for the Course are between the hours of 7 a.m. and dusk, seven days a week, 364 days a year (closed on Christmas Day). Maintenance is performed daily from about 6 a.m. to late afternoon depending upon the season and workload. Proposals will include proposed hours of operation and/or maintenance as well as planned holiday and other annual closures. Schedule modifications must be approved by the City’s Contract Administrator in advance. The awarded Concessionaire shall be able to manage its own staff, ensuring compliance with OSHA standards and completion of tasks and projects that have been assigned on a daily basis. 6. Concessionaire’s Employees and Vehicles Due to its visibility in the community, the Concessionaire represents the City. Therefore, the awarded Concessionaire’s employees shall dress in a professional manner with the Concessionaire’s logo clearly marked on an outer garment such as a uniform shirt or jacket, possess and display identification such as a tag or badge holder, drive a clean, clearly marked, well maintained vehicle, marked appropriately for the service provided in accordance with California traffic law and conduct themselves in a manner that reflects upon the City in a professional manner. Uniforms and/or clothing and vehicles shall be provided by the Concessionaire. At all times, the Concessionaire shall employ only competent operations and/or maintenance staff, experienced or well trained in the task being performed, and who are familiar with golf industry practices. Employees must be able to effectively communicate in a courteous manner when approached by a customer. Concessionaire shall continuously oversee the activities of such employees. 7. Liability Each proposer in preparing his/her proposal should consider all available industry guidelines as they apply to liability, public health standards, recreational operations, Americans with Disabilities Act (ADA) access, and the highest standards of operations of all golf facilities and equipment. 8. Ongoing Coordination a. “Concessionaire/Proposer” Defined: The operator of the concession; one that operates programming and/or maintenance at the Laguna Lake Golf Course. b. Monthly Meetings: Contract parameters shall include the cost for ongoing coordination and other meetings during the contract term as agreed upon by the City and Concessionaire. 9. If Contracting Out is Deemed the Ideal Operational Model: Next Steps a. Selection of Qualified Proposers. All proposals responsive to this request will be evaluated by an impartial team of City staff (including the current Golf Course Supervisor), a Parks and Recreation Commissioner, and Golf Course users/stakeholders from the men’s and women’s clubs. The City reserves the right to interview proposers as part of the selection process. Members of the selection committee are not to be contacted by proposers. b. Not an Offer of Employment. This request for proposals does not constitute an offer of employment or a contract for services. c. Reservation of Right to Reject. The City reserves the right to accept or reject any or all proposals, wholly or in part, received by reason of this request, and make more than one award or no award as the best interests of the City may appear. Incomplete proposals may not be reviewed. Attachment 7 B1 - 42 -7- d. Disqualifications of Proposers. Proposers may be disqualified for one of the more reasons including: evidence of collusion amongst proposers; lack of competency revealed by either inadequate business plans, incomplete proposals, or inadequate statements of experience as submitted; lack of responsibility or capability as shown in past employment; default on a previous contract; misrepresentation; any other information which is an indication to the City that the proposer is not qualified. e. Negotiation of Contract. The City reserves the right to award the contract to the Concessionaire(s) who present(s) the proposal which in the best judgment of the City accomplish the desired results. If contracting out operations and/or maintenance at the Course is identified by the Council as the ideal operational model for the Course, a contract fully outlining all City and Concessionaire responsibilities and terms will be negotiated and developed between representatives from the City and Concessionaire. The timeline and implementation of start-up activities will also be established within the negotiated agreement. Upon the City’s execution of the contract, the successful Concessionaire shall become familiar with all Course procedures before commencing the management of all operations and/or maintenance. f. Start-up Activities: The Concessionaire will perform all start-up activities necessary to provide a high level of service at the Laguna Lake Golf Course. Initial start-up activities include, but are not limited to, course familiarity, staff training, and integration of operations and/or maintenance, and development of financial records consistent with City policies. The Concessionaire shall be available to meet on a regular basis during the start-up period as determined by the City and/or Concessionaire to resolve any issues, clarify information or provide alternatives to successfully transition to contract operational services. The awarded Concessionaire shall meet and consult with current staff prior to contract implementation; demonstrating to the City’s satisfaction of fiscal capability and full compatibility with City parameters and goals prior to the launch date designated in its negotiated contract with the City. Attachment 7 B1 - 43 -8- Section B GENERAL TERMS AND CONDITIONS OF PROPOSAL PROPOSAL REQUIREMENTS 1. Requirement to Meet All Provisions. Each individual or firm submitting a proposal (proposer) shall meet all of the terms, and conditions of the Request for Proposals (RFP) specifications package. By virtue of its proposal submittal, the proposer acknowledges agreement with and acceptance of all provisions of the RFP specifications. 2. Proposal Submittal. Each proposal must be submitted on the form(s) provided in the specifications and accompanied by any other required submittals or supplemental materials. Proposal documents shall be enclosed in an envelope that shall be sealed and addressed to the Department of Finance, City of San Luis Obispo, 990 Palm Street, San Luis Obispo, CA, 93401. In order to guard against premature opening, the proposal should be clearly labeled with the proposal title, specification number, name of proposer, and date and time of proposal opening. No FAX submittals will be accepted. It is the responsibility of each firm submitting a proposal to ensure that the electronic document(s) submitted are protected to ensure that no changes can be made to the submittal once it is in the possession of the city. Attention to the details required by the submittal process will be part of the overall evaluation and scoring. 3. Insurance Certificate. Each proposal must include a certificate of insurance showing: a. The insurance carrier and its A.M. Best rating. b. Scope of coverage and limits. c. Deductibles and self-insured retention. The purpose of this submittal is to generally assess the adequacy of the proposer’s insurance coverage during proposal evaluation; as discussed under paragraph 12 below, endorsements are not required until contract award. The City’s insurance requirements are detailed in Section E. 4. Proposal Quotes and Unit Price Extensions. The extensions of unit prices for the quantities indicated and the lump sum prices quoted by the proposer must be entered in figures in the spaces provided on the Proposal Submittal Form(s). Any lump sum bid shall be stated in figures. The Proposal Submittal Form(s) must be totally completed. If the unit price and the total amount stated by any proposer for any item are not in agreement, the unit price alone will be considered as representing the proposer's intention and the proposal total will be corrected to conform to the specified unit price. 5. Proposal Withdrawal and Opening. A proposer may withdraw its proposal, without prejudice prior to the time specified for the proposal opening, by submitting a written request to the Director of Finance for its withdrawal, in which event the proposal will be returned to the proposer unopened. No proposal received after the time specified or at any place other than that stated in the "Notice Inviting Bids/Requesting Proposals" will be considered. All proposals will be opened and declared publicly. Proposers or their representatives are invited to be present at the opening of the proposals. 6. Submittal of One Proposal Only. No individual or business entity of any kind shall be allowed to make or file, or to be interested in more than one proposal, except an alternative proposal when specifically requested; however, an individual or business entity that has submitted a sub- proposal to a proposer submitting a proposal, or who has quoted prices on materials to such Attachment 7 B1 - 44 -9- proposer, is not thereby disqualified from submitting a sub-proposal or from quoting prices to other proposers submitting proposals. 7. Communications. All timely requests for information submitted in writing will receive a written response from the City. Telephone communications with City staff are not encouraged, but will be permitted. However, any such oral communication shall not be binding on the City. CONTRACT AWARD AND EXECUTION 1. Proposal Retention and Award. The City reserves the right to retain all proposals for a period of 60 days for examination and comparison. The City also reserves the right to waive non-substantial irregularities in any proposal, to reject any or all proposals, to reject or delete one part of a proposal and accept the other, except to the extent that proposals are qualified by specific limitations. See the "special terms and conditions" in Section C of these specifications for proposal evaluation and contract award criteria. 2. Competency and Responsibility of Proposer. The City reserves full discretion to determine the competence and responsibility, professionally and/or financially, of proposers. Proposers will provide, in a timely manner, all information that the City deems necessary to make such a decision. 3. Contract Requirement. The proposer to whom award is made (Concessionaire) shall execute a written contract with the City within ten (10) calendar days of concluding negotiations with the City. The contract shall be made in the form adopted by the City and incorporated in these specifications. 4. Insurance Requirements. The Concessionaire shall provide proof of insurance in the form, coverages and amounts specified in Section E of these specifications within 10 (ten) calendar days after notice of contract award as a precondition to contract execution. 5. Business Tax. The Concessionaire must have a valid City of San Luis Obispo business tax certificate before execution of the contract. Additional information regarding the City's business tax program may be obtained by calling (805) 781-7134. CONTRACT PERFORMANCE 1. Ability to Perform. The Concessionaire warrants that it possesses, or has arranged through subcontracts, all capital and other equipment, labor, materials, and licenses necessary to carry out and complete the work hereunder in compliance with any and all federal, state, county, city, and special district laws, ordinances, and regulations. 2. Laws to be Observed. The Concessionaire shall keep itself fully informed of and shall observe and comply with all applicable state and federal laws and county and City of San Luis Obispo ordinances, regulations and adopted codes during its performance of the work. 3. Payment of Taxes. The contract prices shall include full compensation for all taxes that the Concessionaire is required to pay. 4. Permits and Licenses. The Concessionaire shall procure all permits and licenses, pay all charges and fees, and give all notices necessary. Attachment 7 B1 - 45 -10- 5. Safety Provisions. The Concessionaire shall conform to the rules and regulations pertaining to safety established by OSHA and the California Division of Industrial Safety. 6. Public and Employee Safety. Whenever the Concessionaire's operations create a condition hazardous to the public or City employees, it shall, at its expense and without cost to the City, furnish, erect and maintain such fences, temporary railings, barricades, lights, signs and other devices and take such other protective measures as are necessary to prevent accidents or damage or injury to the public and employees. 7. Preservation of City Property. The Concessionaire shall provide and install suitable safeguards, approved by the City, to protect City property from injury or damage. If City property is injured or damaged resulting from the Concessionaire's operations, it shall be replaced or restored at the Concessionaire's expense. The facilities shall be replaced or restored to a condition as good as when the Concessionaire began work. 8. Immigration Act of 1986. The Concessionaire warrants on behalf of itself and all engaged for the performance of this work that only persons authorized to work in the United States pursuant to the Immigration Reform and Control Act of 1986 and other applicable laws shall be employed in the performance of the work hereunder. 9. Concessionaire Non-Discrimination. In the performance of this work, the Concessionaire agrees that it will not engage in, nor permit such others as it may employ, to engage in discrimination in employment of persons because of age, race, color, sex, national origin or ancestry, sexual orientation, or religion of such persons. 10. Work Delays. Should the Concessionaire be obstructed or delayed in the work required to be done hereunder by changes in the work or by any default, act, or omission of the City, or by strikes, fire, earthquake, or any other Act of God, or by the inability to obtain materials, equipment, or labor due to federal government restrictions arising out of defense or war programs, then the time of completion may, at the City's sole option, be extended for such periods as may be agreed upon by the City and the Concessionaire. In the event that there is insufficient time to grant such extensions prior to the completion date of the contract, the City may, at the time of acceptance of the work, waive liquidated damages that may have accrued for failure to complete on time, due to any of the above, after hearing evidence as to the reasons for such delay, and making a finding as to the causes of same. 11. Payment Terms. The City's payment terms are 30 days from the receipt of an original invoice and acceptance by the City of the materials, supplies, equipment or services provided by the Concessionaire (Net 30). 12. Inspection. The Concessionaire shall furnish City with every reasonable opportunity for City to ascertain that the services of the Concessionaire are being performed in accordance with the requirements and intentions of this contract. All work done and all materials furnished, if any, shall be subject to the City's inspection and approval. The inspection of such work shall not relieve Concessionaire of any of its obligations to fulfill its contract requirements. 13. Audit. The City shall have the option of inspecting and/or auditing all records and other written materials used by Concessionaire in preparing its invoices to City as a condition precedent to any payment to Concessionaire. 14. Interests of Concessionaire. The Concessionaire covenants that it presently has no interest, and shall not acquire any interest—direct, indirect or otherwise—that would conflict in any manner or Attachment 7 B1 - 46 -11- degree with the performance of the work hereunder. The Concessionaire further covenants that, in the performance of this work or person having such an interest shall be employed. The Concessionaire certifies that no one who has or will have any financial interest in performing this work is an officer or employee of the City. It is hereby expressly agreed that, in the performance of the work hereunder, the Concessionaire shall at all times be deemed an independent Concessionaire and not an agent or employee of the City. 15. Hold Harmless and Indemnification. The Concessionaire agrees to defend, indemnify, protect and hold the City and its agents, officers and employees harmless from and against any and all claims asserted or liability established for damages or injuries to any person or property, including injury to the Concessionaire's employees, agents or officers that arise from or are connected with or are caused or claimed to be caused by the acts or omissions of the Concessionaire, and its agents, officers or employees, in performing the work or services herein, and all expenses of investigating and defending against same; provided, however, that the Concessionaire's duty to indemnify and hold harmless shall not include any claims or liability arising from the established sole negligence or willful misconduct of the City, its agents, officers or employees. 16. Contract Assignment. The Concessionaire shall not assign, transfer, convey or otherwise dispose of the contract, or its right, title or interest, or its power to execute such a contract to any individual or business entity of any kind without the previous written consent of the City. 17. Termination. If, during the term of the contract, the City determines that the Concessionaire is not faithfully abiding by any term or condition contained herein, the City may notify the Concessionaire in writing of such defect or failure to perform. This notice must give the Concessionaire a 10 (ten) calendar day notice of time thereafter in which to perform said work or cure the deficiency. If the Concessionaire has not performed the work or cured the deficiency within the ten days specified in the notice, such shall constitute a breach of the contract and the City may terminate the contract immediately by written notice to the Concessionaire to said effect. Thereafter, neither party shall have any further duties, obligations, responsibilities, or rights under the contract except, however, any and all obligations of the Concessionaire's surety shall remain in full force and effect, and shall not be extinguished, reduced, or in any manner waived by the termination thereof. In said event, the Concessionaire shall be entitled to the reasonable value of its services performed from the beginning date in which the breach occurs up to the day it received the City's Notice of Termination, minus any offset from such payment representing the City's damages from such breach. "Reasonable value" includes fees or charges for goods or services as of the last milestone or task satisfactorily delivered or completed by the Concessionaire as may be set forth in the Agreement payment schedule; compensation for any other work, services or goods performed or provided by the Concessionaire shall be based solely on the City's assessment of the value of the work-in-progress in completing the overall workscope. The City reserves the right to delay any such payment until completion or confirmed abandonment of the project, as may be determined in the City's sole discretion, so as to permit a full and complete accounting of costs. In no event, however, shall the Concessionaire be entitled to receive in excess of the compensation quoted in its proposal. Attachment 7 B1 - 47 -12- Section C SPECIAL TERMS AND CONDITIONS 1. Minimum Qualifications. a. Proposer shall employ an individual as an on-site Supervisor for operations and/or maintenance activities. The individual must have a minimum of five (5) years of experience managing a golf course(s), preferably municipally owned facilities. This may be the proposer, head golf professional, head maintenance professional or other individual. b. If the Proposer is proposing for operations it shall employ an individual who has the designation of Class A golf professional of the Professional Golfers Association of America or Ladies Professional Golfers Association that will be the resident golf professional. This may be the proposer, General Manager, or other person. c. If the Proposal is proposing for maintenance it shall employ and individual who is a certified golf course maintenance operator and has all required pesticide licenses in the State of California. d. Proposer shall provide three (3) client references from the golf industry; and three (3) supplier credit references that they have done business with in the past two (2) years 2. Submittal of Business Plan The proposer that is awarded a contract for operations and/or maintenance will be required to submit a business plan to the City on an annual basis on or before November 1. The business plan will pertain to the upcoming calendar year and at minimum will include the following four sections: a. Strategic Plan. Details the organizational mission statement and strategic objectives. The plan should set and explain the key initiatives that will be utilized to achieve performance objectives for the next calendar year. Plans should include timelines, lead staff responsibilities, and methodology for achieving overall business plan. b. Operational Plan. Outlines how the Proposer will meet the City’s expectation in the areas of General Management, Customer Service, Maintenance, Programs, Volunteer Supervision, and Revenue Goals. General Management should be addressed in the designation of a Golf Course Supervisor for operations and/or management and the discussion of hours of operations, staff schedules, and staff training programs. Customer service; needs of customers, and methods of monitoring customer satisfaction and maintaining customer relations should be included. Program and services should be addressed via detailed information regarding the major programs planned for operation and management by Proposer. There should be annual goals established for rounds and revenues. There should be annual reports, recognition, and training of all course volunteers. There should be an operational plan element which discussed the interaction with First Tee and Achievement House and if the Proposer is only providing operational or maintenance interface on the area it is not providing service in should be discussed. c. Marketing Plan. Provides detailed information related to the market demographics, analysis of competition, proposed budgets, and promotions schedule. d. Facility Plan. Provides capital and maintenance budgets and schedules for the Club House, Course, and its equipment. Attachment 7 B1 - 48 -13- 3. Contract Term. The contract term for this shall be negotiated upon acknowledgement of a desire to contract with the Concessionaire. 4. Submittal of References. Each proposer shall submit a statement of qualifications and references on the form provided in this RFP package. 5. Statement of Contract Disqualifications. Each proposer shall submit a statement regarding any past governmental agency bidding or contract disqualifications on the form provided in the RFP package. 6. Proposal Content. All proposals must include the following information: Submittal Forms a. Proposal submittal summary. b. Certificate of insurance. c. Provision of Financial Information to verify the ability to conduct the operations proposing for. d. Certifications to perform maintenance duties if proposing on that topic e. References from at least three firms for whom you have provided similar services. f. Experience of you or your firm in performing similar services. g. Resumes of the individuals who would be assigned to lead roles with this project, and copies of any related certifications. h. Statement and explanation of any instances where your firm has been removed from a project or disqualified from proposing on a project. Contents for Qualifying Proposals a. Proposal Title Page. Include the title, RFP number, date written, and name of the individual who prepared the plan and an authorizing signature. b. Business Plan. Provide a business plan outlining the overall management plan and business strategy to accomplish the operations and/or maintenance of the Laguna Lake Golf Course. Keeping in mind the general objectives to continue to provide excellent maintenance and recreational access for each contract year maintaining high customer satisfaction and participation levels. Proposed business plan should identify your organizational strategy and goals to meet these objectives. sales. At a minimum, your plan shall include the following: i. Table of Contents – Provides sections within the document and page numbers ii. Executive Summary – Outlines proposal into a single page summary. iii. References – Proposer shall provide at least three (3) client references from the golf industry; and three (3) supplier credit references that they have done business within the past two (2) years on References Sheet as provided. c. Strategic Plan. Provides the organizational mission statement(s) and strategic objectives. The plan should explain specific initiatives; include timelines, lead staff responsibilities, and methodology for achieving overall business plan. d. Marketing Plan. Outlines plan to market the Golf Course. At a minimum, you must provide the following information: Complete list of activities pertaining to advertising, Attachment 7 B1 - 49 -14- promotions, merchandising, proposed budgets, and expected results. Examples of past golf course marketing plans, preferably municipally owned facilities and their results. e. Operational Plan. Outlines how the organization will meet the City’s expectation in the areas of General Management, Customer Service, Programs, Volunteer Management and Revenue Goals. At a minimum, you must provide the following information for Operations and/or Maintenance : i. General Management – Names and qualifications of key personnel, including on-site full time manager (if manager is self, so state), organizational structure, and hours of operations, staffing schedules, and staff training programs. ii. Customer Service – Outlines needs of customers, as well as, the methods of monitoring customer satisfaction and maintaining customer relations. iii. Program and Services - Detailed information regarding the major programs planned by your firm at the Golf Course. Operational requirements, at a minimum, shall include the management of all daily services (management of food concessionaire contract, fiscal responsibilities, maintenance of pro shop, retail activities and staffing) and programming at the Course with a focus on high level customer service, and ongoing recreational offerings and community engagement. Operations must continue to be provided at an excellent level such that rounds played at the Course in a calendar year do not decline by more than 10%; as based on historical data on rounds played from 2009-2014. iv. Merchandise – If applicable sample of merchandise to be sold list, pricing strategy, sales strategy, and proposed minimum inventory levels v. Driving Range – If applicable price list and range ball replacement schedule vi. Lessons – If applicable describe, in detail, all proposed services for professional golf lessons, including programs for patrons of varying skill and age levels vii. Rounds & Revenue Goals –If applicable sets goals for paid green fee rounds and operating revenues for pro shop services, driving range, cart fleet, restaurant, and bar. viii. Maintenance – If applicable all details of how the course will be maintained, and at a minimum, shall include the management of all turf areas and outdoor public areas at the Course. Maintenance Operations must continue to be provided at an excellent level such that rounds played at the Course in a calendar year do not decline by more than 10%; as based on historical data on rounds played from 2009-2014. The Concessionaire must provide a Formal Maintenance Plan that provides a detailed maintenance plan including daily, weekly, monthly and annual tasks along with a planned schedule of work. Sustainable maintenance practices are expected with water usage rates remaining consistent with current and previous years. The Laguna Lake Golf Course must also remain eligible for Audubon International certification. ix. Community Outreach – A description of proposed community outreach efforts that involve customers, user groups, neighbors, and various other stakeholders. The proposer shall also describe past successful outreach efforts, particularly those efforts that took place following a transition from another golf course operator. i. Estimated hours for your staff in performing each major phase of the work, including sub-consultants. j. Services or data to be provided by the City. k. Any other information that would assist us in making this contract award decision. Attachment 7 B1 - 50 -15- Compensation A Compensation plan that includes a minimum how the Proposer intends to collect revenues and or be compensated for services rendered. How Proposer intends to interface with the City financially. How and in what format it will provide monthly reports to City. How payment will be tied to accomplishing key tasks. Proposal Length and Copies Proposals should not exceed 50 pages, including attachments and supplemental materials. 10 print copies of the proposal must be submitted along with one digital copy in the format of pdf. 7. Proposal Evaluation and Selection. Proposals will be evaluated by a review committee based on the following criteria: a. Understanding of the work required by the City. b. Quality, clarity and responsiveness of the proposal. c. Demonstrated competence and professional qualifications necessary for successfully performing the work required by the City. d. Recent experience in successfully performing similar services. e. Proposed approach in completing the work. f. References. g. Background and related experience of the specific individuals to be assigned to this project. h. Proposed compensation. As reflected above, contract award will not be based solely on price, but on a combination of factors as determined to be in the best interest of the City. After evaluating the proposals and discussing them further with the finalists or the tentatively selected Concessionaire, the City reserves the right to negotiate the proposed work and/or method and amount of compensation. 8. Proposal Review and Award Schedule. The following is an outline of the anticipated schedule for proposal review and contract award: Schedule Action Date RFP Review by Council Tuesday, December 2, 2014 RFP Release Date Wednesday December 3, 2014 Site Visit/Pre-proposal Meeting Friday, December 5, 2014 Proposals Due Tuesday, January 6, 2015 3:00PM Complete Proposal Evaluations Friday, January 9, 2015 Conduct Finalist Interviews Friday, January 16, 2015 Develop Staff Recommendation Wednesday, January 28, 2015 Make Recommendation to the PRC Wednesday, February 4, 2015 Make Recommendation to Council Tuesday, February 17, 2015 If applicable Contract Negotiations/Award To be Determined If applicable Contract Start To be Determined Attachment 7 B1 - 51 -16- 9. Pre-Proposal Conference. A pre-proposal conference will be held at the following location, date, and time to answer any questions that prospective proposers may have regarding this RFP: Friday, December 5, 2014 at 2:00PM Laguna Lake Golf Course 11175 Laguna Lake Golf Course [OWNERSHIP, DELIVERY AND PRESENTATION OF WRITTEN OR GRAPHIC PRODUCTS] 10. Ownership of Materials. All original drawings, plan documents and other materials prepared by or in possession of the Concessionaire as part of the work or services under these specifications shall become the permanent property of the City, and shall be delivered to the City upon demand. 11. Release of Reports and Information. Any reports, information, data, or other material given to, prepared by or assembled by the Concessionaire as part of the work or services under these specifications shall be the property of City and shall not be made available to any individual or organization by the Concessionaire without the prior written approval of the City. 12. Copies of Reports and Information. If the City requests additional copies of reports, drawings, specifications, or any other material in addition to what the Concessionaire is required to furnish in limited quantities as part of the work or services under these specifications, the Concessionaire shall provide such additional copies as are requested, and City shall compensate the Concessionaire for the costs of duplicating of such copies at the Concessionaire's direct expense. 13. Attendance at Meetings and Hearings. As part of the workscope and included in the contract price is attendance by the Concessionaire at up to 3 public meetings to present and discuss its findings and recommendations. Concessionaire shall attend as many "working" meetings with staff as necessary in performing workscope tasks. 14. Alternative Proposals. The proposer may submit an alternative proposal (or proposals) that it believes will also meet the City's project objectives but in a different way. In this case, the proposer must provide an analysis of the advantages and disadvantages of each of the alternatives, and discuss under what circumstances the City would prefer one alternative to the other(s). If an alternative proposal is submitted, the maximum length of the proposal may be expanded proportionately by the number of alternatives submitted. 15. Accuracy of Specifications. The specifications for this project are believed by the City to be accurate and to contain no affirmative misrepresentation or any concealment of fact. Proposers are cautioned to undertake an independent analysis of any test results in the specifications, as City does not guaranty the accuracy of its interpretation of test results contained in the specifications package. In preparing its proposal, the proposer shall bear sole responsibility for proposal preparation errors resulting from any misstatements or omissions in the plans and specifications that could easily have been ascertained by examining either the project site or accurate test data in the City's possession. Although the effect of ambiguities or defects in the plans and specifications will be as determined by law, any patent ambiguity or defect shall give rise to a duty of proposer to inquire prior to proposal submittal. Failure to so inquire shall cause any such ambiguity or defect to be construed against the proposer. An ambiguity or defect shall be considered patent if it is of such a nature that the proposer, assuming reasonable skill, ability and diligence on its part, knew or should have known of the existence of the ambiguity or defect. Furthermore, failure of the proposer to notify City in writing of specification or plan defects or ambiguities prior to Attachment 7 B1 - 52 -17- proposal submittal shall waive any right to assert said defects or ambiguities subsequent to submittal of the proposal. To the extent that these specifications constitute performance specifications, the City shall not be liable for costs incurred by the successful proposer to achieve the project’s objective or standard beyond the amounts provided there for in the proposal. In the event that, after awarding the contract, any dispute arises as a result of any actual or alleged ambiguity or defect in the plans and/or specifications, or any other matter whatsoever, Concessionaire shall immediately notify the City in writing, and the Concessionaire shall continue to perform, irrespective of whether or not the ambiguity or defect is major, material, minor or trivial, and irrespective of whether or not a change order, time extension, or additional compensation has been granted by City. Failure to provide the hereinbefore described written notice within one (1) working day of Concessionaire's becoming aware of the facts giving rise to the dispute shall constitute a waiver of the right to assert the causative role of the defect or ambiguity in the plans or specifications concerning the dispute. Attachment 7 B1 - 53 -18- Section E INSURANCE REQUIREMENTS Operation & Maintenance Contracts The Concessionaire shall procure and maintain for the duration of the contract insurance against claims for injuries to persons or damages to property that may arise from or in connection with the performance of the work hereunder by the Concessionaire, its agents, representatives, employees or volunteers. Code of Ethics. Concessionaire shall conform to the City’s Code of Ethics as it applies to the daily activities as a Vendor to the City. It is the policy of the City of San Luis Obispo to maintain an honest, safe, healthful and productive work environment for all: 1. Fraud and Theft. As the Concessionaire may be responsible for the collection of revenues and monthly reporting, that Concessionaire shall implement a fraud and theft policy for its employees, or agents of, to establish controls and aid in the prevention and detection of fraud and theft against the City. This policy applies to any actual or suspected fraud or theft involving a Concessionaire employee, agent, volunteer or person doing business with the Concessionaire or in any other relationship with the Concessionaire. The Concessionaire shall promote ethical organizational behavior by: • assigning responsibility for reporting fraud and theft; • providing guidelines to conduct investigations of suspected or known fraud or theft; and • requiring each employee to attend fraud awareness training. Failure to comply by could result in cancellation of the business or other relationship between the entity and the City. The City will pursue criminal prosecution if the results of an investigation indicate criminal activity. Definitions and Examples of Fraud and Theft: Fraud or fraudulent means an intentional deception designed to obtain a benefit or advantage or to cause denial of some benefit that is lawfully due. Examples of fraud include: • Forgery or alteration of a check, bank draft, or any other financial document; • Theft of a check or other diversion of a payment made to the City; • Improper or dishonest handling of funds, supplies, or other assets; • Improper handling or reporting of financial transactions; • Profiteering as a result of insider knowledge of City operations; and • Selling or using confidential City information in the conduct of an outside business activity. Theft means the act of taking something from someone unlawfully. An example of theft is taking equipment or supplies belonging to the City and keeping it for personal use. Disciplinary Action Failure to comply by could result in cancellation of the business or other relationship between the entity and the City. The City will pursue criminal prosecution if the results of an investigation indicate criminal activity. Should theft occur as a result of Concessionaire operations, the Concessionaire shall be assessed a fine equal to 1x the monthly revenues collected from all revenue sources that the operator would be responsible to pass on to the City. 2. Acceptance of Favors and Gratuities. Concessionaire employees should not accept money or other consideration or favors from anyone other than the City for an act which they would be required or expected to perform in the regular course of their duties nor should Concessionaire Attachment 7 B1 - 54 -19- employees accept any gifts, gratuities, including meals, or favors of any kind from individuals or firms doing business or proposing to do business with the City if, considering all the circumstances involved in a given situation, acceptance of said gifts, gratuities or favors would give the impression that possible preference or special privilege is being sought or given. 3. Drug and Alcohol Substances. The Concessionaire will act to eliminate the unlawful use of drugs and other controlled substances including, but not limited to, alcohol and prescription drugs, which could impair the Concessionaire employee’s ability to safely and effectively perform the functions of his/her job and/or threaten the safety of co-workers. All Concessionaire employees shall be subject to this policy. Any Concessionaire employee whose job performance is adversely affected by the taking of alcohol, drugs, or other stimulants shall be subject to disciplinary action. Minimum Scope of Insurance. Coverage shall be at least as broad as: 1. Insurance Services Office Commercial General Liability coverage (occurrence form CG 0001). 2. Insurance Services Office form number CA 0001 (Ed. 1/87) covering Automobile Liability, code 1 (any auto). 3. Workers' Compensation insurance as required by the State of California and Employer's Liability Insurance. Minimum Limits of Insurance. Concessionaire shall maintain limits no less than: 1. General Liability: $1,000,000 per occurrence for bodily injury, personal injury and property damage. If Commercial General Liability or other form with a general aggregate limit is used, either the general aggregate limit shall apply separately to this project/location or the general aggregate limit shall be twice the required occurrence limit. 2. Automobile Liability: $1,000,000 per accident for bodily injury and property damage. 3. Employer's Liability: $1,000,000 per accident for bodily injury or disease. Deductibles and Self-Insured Retentions. Any deductibles or self-insured retentions must be declared to and approved by the City. At the option of the City, either: the insurer shall reduce or eliminate such deductibles or self-insured retentions as respects the City, its officers, officials, employees and volunteers; or the Concessionaire shall procure a bond guaranteeing payment of losses and related investigations, claim administration and defense expenses. Other Insurance Provisions. The general liability and automobile liability policies are to contain, or be endorsed to contain, the following provisions: 1. The City, its officers, officials, employees, agents and volunteers are to be covered as insureds as respects: liability arising out of activities performed by or on behalf of the Concessionaire; products and completed operations of the Concessionaire; premises owned, occupied or used by the Concessionaire; or automobiles owned leased, hired or borrowed by the Concessionaire. The coverage shall contain no special limitations on the scope of protection afforded to the City, its officers, official, employees, agents or volunteers. 2. For any claims related to this project, the Concessionaire's insurance coverage shall be primary insurance as respects the City, its officers, officials, employees, agents and volunteers. Any insurance or self-insurance maintained by the City, its officers, officials, employees, agents or volunteers shall be excess of the Concessionaire's insurance and shall not contribute with it. Attachment 7 B1 - 55 -20- 3. The Concessionaire's insurance shall apply separately to each insured against whom claim is made or suit is brought, except with respect to the limits of the insurer's liability. 4. Each insurance policy required by this clause shall be endorsed to state that coverage shall not be suspended, voided, canceled by either party, reduced in coverage or in limits except after thirty (30) days' prior written notice by certified mail, return receipt requested, has been given to the City. Acceptability of Insurers. Insurance is to be placed with insurers with a current A.M. Best's rating of no less than A:VII. Verification of Coverage. Concessionaire shall furnish the City with a certificate of insurance showing required coverage. Original endorsements effecting general liability and automobile liability coverage are also required by this clause. The endorsements are to be signed by a person authorized by that insurer to bind coverage on its behalf. All endorsements are to be received and approved by the City before work commences. Attachment 7 B1 - 56 -21- PROPOSAL SUBMITTAL FORM Sample F The undersigned declares that she or he: Has carefully examined Specification No. 91344, which is hereby made a part of this proposal. Is thoroughly familiar with its contents. Is authorized to represent the proposing firm. Agrees to perform the work as set forth in this proposal. Certificate of insurance attached; insurance company’s A.M. Best rating: __________________. Firm Name and Address Contact Phone Signature of Authorized Representative Date Attachment 7 B1 - 57 -22- BUSINESS REFERENCES Number of years engaged in providing the services included within the scope of the specifications under the present business name: Describe fully the last three contracts performed by your firm that demonstrate your ability to provide the services included with the scope of the specifications. Attach additional pages if required. The City reserves the right to contact each of the references listed for additional information regarding your firm's qualifications. Reference No. 1 Customer Name Contact Individual Telephone & FAX number Street Address City, State, Zip Code Description of services provided including contract amount, when provided and project outcome Reference No. 2 Customer Name Contact Individual Telephone & FAX number Street Address City, State, Zip Code Description of services provided including contract amount, when provided and project outcome Reference No. 3 Customer Name Contact Individual Telephone & FAX number Street Address City, State, Zip Code Description of services provided including contract amount, when provided and project outcome Attachment 7 B1 - 58 -23- FINANCIAL REFERENCES Number of years engaged in providing the services included within the scope of the specifications under the present business name: Describe fully the last three contracts performed by your firm that demonstrate your ability to provide the services included with the scope of the specifications. Attach additional pages if required. The City reserves the right to contact each of the references listed for additional information regarding your firm's qualifications. Reference No. 1 Customer Name Contact Individual Telephone & FAX number Street Address City, State, Zip Code Description of services provided including contract amount, when provided and project outcome Reference No. 2 Customer Name Contact Individual Telephone & FAX number Street Address City, State, Zip Code Description of services provided including contract amount, when provided and project outcome Reference No. 3 Customer Name Contact Individual Telephone & FAX number Street Address City, State, Zip Code Description of services provided including contract amount, when provided and project outcome Attachment 7 B1 - 59 -24- STATEMENT OF PAST CONTRACT DISQUALIFICATIONS The proposer shall state whether it or any of its officers or employees who have a proprietary interest in it, has ever been disqualified, removed, or otherwise prevented from bidding on, or completing a private, local, state or federal government project because of the violation of law, a safety regulation, or for any other reason, including but not limited to financial difficulties, project delays, or disputes regarding work or product quality, and if so to explain the circumstances. Factors such as, but not limited to, any of the following may be considered just cause to disqualify a proposal without further consideration: a) Evidence of collusion, directly or indirectly, among Proposers in regard to the amount, terms or conditions of this proposal; b) Any attempt to improperly influence any member of the evaluation team; c) Existence of any lawsuit, unresolved contractual claim or dispute between Proposer and the City; d) Evidence of incorrect information submitted as part of the proposal; e) Evidence of Proposer’s inability to successfully complete the responsibilities and obligation of the proposal; and f) Proposer’s default under any previous agreement with the City, which results in termination of the Agreement. Do you have any disqualification as described in the above paragraph to declare? Yes No If yes, explain the circumstances. Executed on at _______________________________________ under penalty of perjury of the laws of the State of California, that the foregoing is true and correct. ______________________________________ Signature of Authorized Proposer Representative Attachment 7 B1 - 60 PROPOSERS LIST LEASE, OPERATION AND MAINTENANCE CONCESSIONAIRE (LAGUNA LAKE GOLF COURSE) — SPECIFICATION NO. 91344 Central Coast Golf Academy Jordan Bridges 805-234-3333 jordanbridges@centralcoastgolfacademy.com County of San Luis Obispo Josh Heptig 805-215-4125 jheptig@co.slo.ca.us Pismo Beach Golf Course Bruce VanVort 25 W. Grand Avenue Psimo Beach, CA 93433 805-481-5215 Chalk Mountain Golf Course Joel Clay 10,000 El Bordo Avenue Atascadero, CA 93422 805-466-8848 joel@chalkmountaingolf.com Sea Pines Golf Course Brian Hamilton 1945 Solano Street Los Osos, CA 93402 805-528-5252 ext. 2 Sierra Golf Management, Inc. Jeff Christianson 19 Clubhouse Drive Chowchilla, CA 93610 559-665-4462 sgmboss@sbcglobal.net Greenway Golf Ken Campbell 1 Clubhouse Memorial Road Alameda, CA 94502 512-686-1330 CourseCo, Inc. Tom Bugbee P.O. Box 5668 Petaluma, CA 94955-5568 707-763-0335 American Golf Corporation Craig Kniffen 6080 Center Drive, Suite 500 Los Angeles, CA 90045 310-664-4000 Valley Crest Golf Maintenance Kerrie Stiles 24151 Ventura Boulevard Calabasas, CA 91302 818-737-2693 Attachment 7 B1 - 61 City of San Luis Obispo, Title, Subtitle 1 Council Chambers 990 Palm Street San Luis Obispo, CA 93401 Wednesday, November 5, 2014, 5:30 p.m. CALL TO ORDER: Chair Davis called the meeting to order at 5:30 p.m. ROLL CALL: Chair Steve Davis, Vice Chair Jeff Whitener and Commissioners Ryan Baker, Craig Kincaid, Michael Parolini, Ron Regier and Susan Updegrove ABSENT: Susan Updegrove COUNCIL: John Ashbaugh STAFF: Shelly Stanwyck, Melissa Mudgett, Todd Bunte, Matthew Nolan, Jeff Hendricks, Bob Hill Public Comment Milt Carrigan, resident of SLO, said he is impressed with architectural design of the Meadow Park. While some bench maintenance has occurred at Meadow Park, he has noticed rotting on the bridge and is requesting maintenance on this area. Director Stanwyck responded that 2015-17 Financial Plan includes a Parks Maintenance Capital Improvement budget request for Meadow Park bridge and exercise equipment repairs. General Items 1. CONSIDERATION OF MINUTES of Regular Meeting of October 1, 2014 Commissioner Kincaid was in attendance. MOTION: (Kincaid/Whitener) Approve the Minutes of October 1, 2014 as amended. Approved: 6 yes: 0 no: 1 absent 2. LAGUNA LAKE GOLF COURSE OPERATIONAL REVIEW (STANWYCK) Director Stanwyck presented to the Commission the Golf Course operational review update with the consideration or recommending to City Council the issuance of RFP for Golf Course Operations and/or Maintenance. Director Stanwyck thanked current golf staff for their continued efforts and successful operations of the golf course. She reminded the Commission that the impetus of the review was in preparation of staff retirement and to make recommendations of best practices and for continued success consistent with the Major City Goal for fiscal sustainability. Director Stanwyck reviewed the four phases of operational review and operational models and indicated that this is currently in the information gathering stage. Various public outreach meetings have been held on this topic and feedback has been incorporated into the draft RFP and proposal requirements. Director Stanwyck noted that the “theme” of the public feedback received thus far was to remain as status quo and support the golf course as a recreational facility. Public Comment Meeting Minutes Parks and Recreation Commission Attachment 8 B1 - 62 City of San Luis Obispo, Title, Subtitle 2 Ruth Starr, a long-time volunteer of the golf course, expressed dissatisfaction for an operational model review when it is simply a staff recruitment. She stated that a contract vendor would try and run the course like a business which is not a viable option. She indicated support of a $1 fee increase to help maintain the golf course. She reminded the Commission about other golf course users such as First Tee, seniors, Cal Poly, students and general public. Ms. Starr would like to see a pickle ball court added at the golf course. Jordan Bridges, owner and operator of Central Coast Golf Academy, said he has heard concerns about running the Laguna Lake Golf Course “like a business”. He asked the Commission to support the RFP as a way to gather information, to get ideas, learn options, and have the ability to make informed decisions about course improvements and operating a fiscally sustainable course. He asked for the consideration of the “ideas” that might make the golf course more sustainable. Ken Smokoska, a member of PGA and works at Central Coast Golf Academy, attended several public meetings and hoped to have had addressed concerns. He said the golf course cost recovery ratio was over 60% but could be improved. He indicated that Morro Bay course also has a contract concessionaire and has many volunteers at the course. He stated that Dairy Creek golf course is maintained by the County. He supports the RFP. Commission Comments Commissioner Parolini said that objecting to the RFP would be premature at this point. He reminded the Commission that the City Council has provided directive for an operational review. He would be unable to support an operational decision until all information is gathered. He continued that a Review Committee for RFP would consist of golf group members, a Commissioner and City staff and the RFP process could generate great ideas for golf course operations. Commissioner Regier said he attended a golf public meeting and was able to hear community concerns first hand. He asked about cost and timing of an RFP. Director Stanwyck responded that the process would take a significant amount of staff time to write reports, vendor communications, presentations, responding to proposal requests, site visits, analysis of proposal materials and formulating final analysis and recommendation to Council which would require a reprioritization of staff duties. Commissioner Regier expressed that he was skeptical that a contractor could provide the same level of service as the city provides in-house. He stated the Commission has an obligation to support information gathering. Commissioner Kincaid asked if the City Parks and Recreation Department would propose as a vendor. Director Stanwyck responded no, that the RFP was not drafted as a “managed competition” proposal. Currently sufficient financial data exists for internal operations which could be easily compared against outside proposals. She added that new initiatives at the golf course could come forward at any time and that fees are evaluated bi-annually. Vice Chair Whitener asked how often an operational review would be completed. Director Stanwyck responded that since this is the most comprehensive review, and probably not for several years. Commissioner Baker asked about the RFP timeline. Director Stanwyck referred to the agenda packed calendar and said an aggressive timeline was needed for the evaluation and to make recommendations within the existing budget timeframes (approximately an 8-10 week process, February 2015 at the earliest). Attachment 8 B1 - 63 City of San Luis Obispo, Title, Subtitle 3 Chair Davis asked if the City would subsidize a contract vendor. Director Stanwyck responded she didn’t think so; but that the City has many community partnership agreements to provide enhanced programming at our facilities. MOTION: (Parolini/Whitener) Recommend to the City Council issuance of the Golf Course Operations Request for Proposals. Approved: 5 yes: 0 no: 1 absent 3. GENERAL ADVISORY BODY GOALS FOR THE 2015-17 FINANCIAL PLAN (DAVIS) Director Stanwyck presented the 2015-17 Advisory Body Goal setting process which was bifurcated into three major categories (Agenda items 3, 4 and 5) due to potential Commission conflicts. Agenda Item 3 has two major subjects; proactively addressing the community’s current and future recreation needs and supporting ongoing maintenance of parks and recreational facilities and open space through adequate staffing and funding for the same. Commissioner Comments Vice Chair Whitener asked staff for input on open space, staff Bob Hill, Natural Resources Manager, responded that the Open Space Acquisition has been included in a 2015-17 Capital Improvement budget request but that “open space enhancements” goal could be expanded to include to support land acquisitions. Staff Jeff Hendricks, Parks Maintenance Supervisor, reminded to the Commission that parks maintenance needs go hand in hand with increased park uses. Vice Chair Whitener supports goals as drafted. Commissioners Kincaid and Regier support the goal as drafted and would prefer less goals so as to not dilute support from Council. General Advisory Body Goals for the 2015-17 Financial Plan A. Proactively address the community’s current and future recreational needs. Accomplish this by providing the sufficient resources to the Parks and Recreation Department to: 1. Complete a Parks and Recreation Needs Assessment. 2. Complete the evaluation and update the Parks and Recreation Element. 3. Complete a Parks and Recreation Master Plan for current and future parks and recreation and open space needs which could include new facilities, parks and open space land acquisitions, trails, and amenities, as well as the maintenance of the same B. Support the ongoing maintenance of parks and recreation facilities and open space through adequate staffing and funding for the same. MOTION: (Whitener/Regier) Approve General Advisory Body Goals for the 2015-17 Financial Plan as amended. Approved: 6 yes: 0 no: 1 absent Attachment 8 B1 - 64 City of San Luis Obispo, Title, Subtitle 4 4. ADVISORY BODY GOAL REGARDING LAGUNA LAKE CONSERVATION MASTER PLAN IMPLEMENTATION FOR THE 2015-17 FINANCIAL PLAN (DAVIS) Commissioner Kincaid recused himself due to potential conflict. Public Comment Commissioners were distributed an email from Mr. John Smigelski in support of Laguna Lake Natural Reserve Conservation Plan. Brett Cross, resident of SLO in support of the Laguna Lake area, said that the lake used to be a tremendous recreational asset up through 1980’s. He urged the Commission to look at the community as we building for future planning as the lake is a unique asset. He asked the Commission to support the conservation plan and action. Don Green, resident of SLO, supports the goal as drafted. He would like to see the Commission monitor the project’s implantation progress with a sub advisory group. Jim Foley, resident of SLO, said that overall the master plan process moves like molasses in winter time. He would like to see the city focus on the dredging portion of the lake as the price differential between wet and dry is substantial. He would like to include an option for dredging the lake when dry and ensure that plans related to lake support dredging and takes advantage of the drought conditions. He asked the Commission to support beginning the permit process for lake dredging. Craig Kincaid, resident of SLO, expressed that staff Bob Hill had done a phenomenal job putting together a comprehensive master plan. He encouraged the Commission to make this one of the Advisory Body’s goals. Roberta Hesser, SLO resident, said she has been supporting a lake plan for past 25 years. She would like to see goats to help manage weed growth at lake. Staff Bob Hill responded that the City has a contract with a goat vendor and the goats are used for weed abatement and the winterization of creeks through a grant with the County called Zone 9. He added that the Salt Cedar is an invasive species and the California Conservation Corp has been contracted to help remove this materials in addition to City Ranger staff that are hand-pulling the Salt Cedars. He reiterated that the primary concern of the salt cedar is spread of seed and advanced geological changes that occur as a result. The Laguna Lake Natural Conservation Master Plan includes a variety of implementation phases for years 1-3 (which include dredging and catch basins); years 4-6 and 7-10. Staff Hill said that a Capital Improvement Budget request has been submitted for Laguna Lake Sediment and Management Project which includes permitting, construction, construction management and engineering specifications. He stated that this project’s permitting process is expected to be the most substantive bottle-neck to get through with various permits required such as Department of Fish & Game, Regional Water Quality Control Board, Army Corp of Engineers, NOAA Fisheries, US Fish and Wildlife Service and possibly Tribal Consultation for the unearthing of potential for artifacts. Staff Hill added that permitting will likely take 12-18 months. Staff Hill agreed with resident Jim Foley that excavation is considerable cheaper when dry soils. He further explained that since future climate conditions are unknown, the permitting requests will identify both wet (mechanical) and dry dredging methods. Mechanical dredging is best when the lake if full, is more expensive, but environmentally preferred. Attachment 8 B1 - 65 City of San Luis Obispo, Title, Subtitle 5 Specific Goal Regarding Laguna Lake Conservation Plan Implement the Laguna Lake Natural Reserve Conservation Plan and use the Parks and Recreation Commission as an Advisory Body monitoring progress on the same. MOTION: (Regier/Parolini) Approve Advisory Body Goal for the Laguna Lake Conservation Master Plan implementation for the 2015-17 Financial Plan as amended. Approved: 5 yes: 0 no: 1 absent: 1 recused (Kincaid) 5. CONSIDER ADVISORY BODY GOAL REGARDING SINSHEIMER PARK TENNIS COURT LIGHTS FOR THE 2015-17 FINANCIAL PLAN (WHITENER) Chair Davis recused himself due to potential conflict. Director Stanwyck clarified that there is currently no electricity available to the tennis courts at this time making lighting a significant project. A Capital Improvement budget request has been submitted to include lighting the Sinshiemer Park tennis courts in the 2015-17 Financial Plan Public Comment Commissioners were distributed emails from Mr. Vicente Del Rio, Mr. Christopher Gilbert, Ms. Veronika Pesinova and Mrs. Peggy Koteen in support of the lighted tennis courts at Sinsheimer Park. Peggy Koteen, SLO resident and tennis player, said that winter is a challenging time of year to play tennis for people who work as it get darks so early. He indicated that there are lights for all other athletic programs which allow for night play, except for tennis. She asked that lit courts be made available to the public and urged the Commission to recommend lighting the Sinsheimer tennis courts to the Council. Chris Gilbert, lives in Arroyo Grande but works in SLO, wanted to show continued support for lit tennis courts. He added that the only lit tennis courts are private or at Cal Poly, which are not available to the public for use. Eddy Rodrigues, a tennis player a Morro Bay resident and works for MindBody in SLO, said it makes sense for the City to provide lit tennis courts. He asked the Commission to press forward on this issues. He indicated that the tennis group would be present for the Community Forum. Scott Cleere, SLO resident, read to the Commission an article about public tennis courts in Napa, CA. He urged the Commission to think about importance of improved tennis facilities for our community. He asked the Commission if they had seen the tennis lights in Arroyo Grande. He added that tennis courts are a dwindling resource and he is excited to see the momentum about this topic. Vicente Del Rio, lives and works in SLO. He said he has provided input to the Council in support of lit tennis courts. Per best practices, he indicated that the City is short at least 10 public tennis courts for the size of our population and that tennis is the only sport that has no lights for evening play. He added that it is cheaper to light existing courts and extend playability versus the building of new courts. Mr. Del Rio said he has started an on-line opinion survey and to-date received 103 responses in support of tennis court lights. Attachment 8 B1 - 66 City of San Luis Obispo, Title, Subtitle 6 Tim Hooks, resident of SLO and supports tennis court lighting. Commission Comment Commissioner Parolini recommended amending the motion to read “ “light the existing tennis courts at Sinsheimer Park for use by the general public”. Vice Chair Whitener and Commissioner Kincaid concurred. Specific Goal Regarding Sinsheimer Park Tennis Courts Provide lighting at the existing tennis courts at a Sinsheimer Park for use by the general public. MOTION: (Parolini/Whitener) Approve Advisory Body Goal for the Lighting of Sinsheimer Park Tennis Courts for the 2015-17 Financial Plan as amended. Approved: 5 yes: 0 no: 1 absent: 1 recused (Davis) 6. STAKEHOLDER MASTER CALENDAR (DAVIS) Chair Davis proposed a Commission Calendar for 2015 which identified various topics, stakeholders and/or constituent groups as a focus for future Commission Meetings. The Commission discussed the moving of Parks Tour to October to be in alignment with the Financial Planning process. The new Launch in January 2015. Commission Kincaid asked about holding meetings where the user groups are locate such as Senior Center, Jack House, Youth Services, etc. and recommended the sharing of the tentative calendar with user groups. Commissioner Baker and Vice Chair Whitener both support the proposed calendar with the acknowledgment that the calendar can adjusted as needed. Director Stanwyck said staff will reach out to user groups and encourage attendance. Director Stanwyck stated that staff Bob Hill will present to the Commission on a quarterly basis and will coordinate the information exchange with respect to Laguna Lake Natural Conservation Plan. Chair Davis encouraged the Commissioners to sign up on the Friends of the Laguna Lake mailing list as a way to stay up-to-date on Laguna Lake issues. MOTION: (Kincaid/Whitener) Adopted the 2015 Stakeholder Master Calendar as proposed and incorporate into the 2015 Commission meeting schedule. Approved: 6 yes: 0 no: 1 absent 7. CANCELLATION OF DECEMBER 2014 COMMISSION MEETING (DAVIS) Director Stanwyck indicated that there is a pending Commission item for the proposed Community Garden Donation but was not time sensitive. She added that Advisory Body Goals will be submitted to the Finance Department in November and then a comprehensive list will be distributed to all Advisory Bodies. Review of Advisory Body Goals can be shared via email to the Commission. Commissioner Baker supports the cancellation of the December meeting. Commissioner Parolini asked for clarification regarding Advisory Body goals and how much time is required to publically schedule a meeting. Director Stanwyck responded that a 72-hour notice is required for a public meeting. Attachment 8 B1 - 67 City of San Luis Obispo, Title, Subtitle 7 MOTION: (Kincaid/Whitener) Approve the cancellation of the December 3, 2014 Parks and Recreation Commission Meeting. Approved: 6 yes: 0 no: 1 absent 8. DIRECTOR’S REPORT Director Stanwyck announced the hiring of the new Administrative Analyst, Lindsey Stevenson. She joins the Parks and Recreation Department with experience in Community Development, Human Resources and grant writing. And all-day staff budget retreat is scheduled next week. Director Stanwyck shared with the Commission that she is representing the City as part of the Cal Poly Master Planning group for recreational and athletic programs. There will be a Cal Poly Master Plan Community Meeting at the City/County Library on November 15th. Director Stanwyck will provide the Commision with periodic updates. Director Stanwyck providing a review of upcoming events: Teacher Work Day – Camp Vroom – Nov 10th Jack House Docent Appreciation Dinner – Nov 12th Trailwerks Day - Nov 15th Reindeer Run & Pancake Breakfast – December 6th Skate Park Construction – in progress and AMAZING! 9. SUBCOMMITTEE LIAISON REPORTS Tree Committee: Commissioner Baker shared that there was a tree removal request on Higuera Street in front of the Cal Poly University store. Natural Resources: Commissioner Kincaid asked staff Bob Hill about tree removals on LOVR and Johnson Ranch replanting was a ratio of 10:1. Trailwerks on Stenner Creek to decommission the bike path due to unsafe conditions. He shared that staff Bob Hill is looking into a consultant to assist with Laguna Lake permitting process and may cost approximately $25,000. Jack House: Commissioner Updegrove was absent. No report. School District: Commissioner Parolini said there was nothing to report form the School District maintenance department at this time. Damon-Garcia: Commissioner Parolini met with Utilities Department about recycled water use at Damon Garcia. Approvals and permitting from the California Department of Public Health and California State Drinking Water Board would be required to reinstate valve for conversion of potable water at this site. Public Works staff have identified that water PH levels can be adjusted to help with field growth. Director Stanwyck added that the managed parking at the Sesloc bank lot has been instituted and has been going well. Golf: Vice Chair Whitener said that golf rounds are up this month. He added that the First Tee and Fall classes are well attended. He shared information about the proposed Community Garden workshop and that adjustments had been made as a result of public feedback, such as relocation of the compost pile. Vice Chair Whitener shared that there will be a Veteran Special on November 11th for 50% off greens fees. There are future capital improvement projects for equipment storage, sand bins and a wash station. Bicycle Committee: Commissioner Regier absent. No report. Attachment 8 B1 - 68 City of San Luis Obispo, Title, Subtitle 8 Youth Sports: Chair Davis said that the MOU with School District has been drafted. Nothing else to report at this time. 10. COMMUNICATIONS Victoria Carranza, SLO resident and proponent of the proposed Community Garden project at the Laguna Lake Golf course, shared that she was seeking the Community Garden Donation acceptance by the City. An email was provided to Council highlighting her appreciation for City staff in this work effort. There have been multiple public outreach meetings which have led to great feedback and some site improvements. She noted that the Laguna Middle School, Achievement House and Adventure Club are interested in having garden plots here. Ms. Carranza stated that they have raised $10,000 in grant funding in support of this project. They are working on defining ongoing maintenance costs for the City. She reminded the Commission that the Garden Donation item will be returning to the Commission for review in January 7, 2015. Adjourned at 7:47pm to the January 7, 2015 Regular Meeting in Council Chambers, 990 Palm Street, San Luis Obispo. Approved by the Parks and Recreation Commission on __________________. ________________________________________________ Melissa C. Mudgett, Parks and Recreation Department Manager Attachment 8 B1 - 69 Page intentionally left blank. B1 - 70