Planning
Tailoring programs and schedules
Operational Development
Workflows and resource allocation
Facility Operations
Brand Development and Marketing
Safety Training Certifications
Retail
Swimwear, accessories, and essentials for a
complete visitor experience
Scholarship Programs
Swan Aquatics was awarded the Operations and Management contract in 2024, marking a highly successful inaugural season filled with community engagement and operational excellence.
Highlights
28 The Delano Aquatic Center, located in Delano, Kern County, serves as a vital recreational hub for both Delano’s 52,046 residents and the greater Bakersfield area.
Delano
Aquatic Center
Lap pool
A four-lane pool, designed for training and
community events
Size and Capacity
151,758 gallons and 6,324 square feet,
accommodating swimmers of all ages and
abilities
Aqua Play Structure
An interactive water play
area to entertain and
engage families
Zero Depth Entry Pool
Concessions
Overview
Swan Aquatics Services
Specialized and Past Experience
Programs, Services, and Schedule
Swan Aquatics Water Safety Services
California | Nevada | Arizona | Florida | Washington, DC
Swan Aquatics was awarded the Operations and Management contract.
Highlights
29 The Vista Murrieta Aquatic Center, located in the City of Murrieta, serves as a vital recreational hub for the City’s over 100,000 population.
Murrieta
Aquatic Center
Lap pool
An 8-lane pool
Designed for training and community events
Size and capacity
over 500,00 gal
4.5 - 7 foot depth
Accommodating swimmers of all ages and
abilities
Overview
Swan Aquatics Services
Planning
Tailoring programs and schedules
Operational development
Workflows and resource allocation
Facility operations
Brand development and marketing
Safety training certifications
Retail
Swimwear, accessories, and
essentials for a complete visitor experience.
Scholarship programs
Specialized and Past Experience
Programs, Services, and Schedule
Swan Aquatics Water Safety Services
California | Nevada | Arizona | Florida | Washington, DC
In 2021, Swan Aquatics was awarded the contract for Operations and Management after the facility had been closed for several years due to the pandemic. Our team successfully revived the center, beginning with strategic planning and operational development to ensure a smooth and effective relaunch.
With Swan Aquatics at the helm, the Christopher High School Aquatic Center has become a key recreational destination in Gilroy, offering a safe and enjoyable aquatic experience for residents of all ages.
Strategic Planning
Developed a comprehensive plan to reopen and
operate the aquatic center efficiently post-pandemic.
Operational Development
Facility Operations
Brand Development & Marketing
Safety Training
Highlights
30 Located just south of the San Francisco Bay Area, Gilroy is a rapidly growing city with a population of over 58,000. The Christopher High School Aquatic Center is the city’s only aquatic facility featuring waterslides, an aqua play structure, and two pools, making it a unique and vital resource for the community. We employ nearly 50 employees and have around 2,000 participants in our learn to swim programs at this facility.
Christopher High
School Aquatic Center
Competition Pool: 14 lanes, 25 yards, 3.5-13 depth
Activity Pool
Provided safe and enjoyable
recreational opportunities.
Waterslides & Aqua Play
Structure
Zero Depth Entry
Concession
Overview
Swan Aquatics Services
Swan Aquatics Water Safety Services
California | Nevada | Florida | Washington, DC
Specialized and Past Experience
Programs, Services, and Schedule
Swan
Community
Swan Operational
Excellence
31 Swan Technology &
Marketing
Swan
Safety
Multi-state Operator
200+ employees
25+ years per senior manager
Full Human Resources, partnered
with ADP*Affiliates
Learn-to-Swim
LG/WSI Training
Aqua Fitness
Camps
Special Events
Risk Management & Compliance
Manuals
SOP’s
Audits
Presspoint
Square
Livechat
WhenIWork
Mailchimp
Mailchimp
Social Media
Blogs
Fresh Content
E-Campaigns
Programs, Services, and Schedule
The Swan Partnership Overview
Swan Aquatics Water Safety Services
California | Nevada | Arizona | Florida | Washington, DC
32 At Swan Aquatics, we cater to a diverse range of clients across the aquatics industry, ensuring that each facility is managed by highly trained professionals. Our expertise spans multiple sectors, allowing us to provide tailored solutions for any type of aquatic facility. With a proven track record, we deliver peace of mind, knowing that your facility is in the hands of experts.
Municipalities: Supporting public pool
operations and community programming
for cities and local governments.
Hotels, Resorts, and Casinos: Ensuring
luxury aquatic experiences with top-tier
safety and service standards.
Homeowners Associations (HOAs):
Managing residential community pools
with a focus on safety, maintenance, and
resident satisfaction.
Schools: Providing swim programs,
facility management, and lifeguard
services for school pools.
Camps: Offering aquatic supervision,
programming, and safety at summer
camps and recreational camps.
Gyms and Health Clubs: Delivering
expert facility management and swim
programming for fitness centers and
health clubs.
Who We Work With
By partnering with us,
you can trust that your
aquatic facility will be
operated to the highest
standards of safety,
efficiency, and
excellence.
Programs, Services, and Schedule
Our Clientele
33 References
Adam has overseen various recreational programs in Gilroy and can speak to Swan Aquatics' effectiveness and commitment to community engagement.
Christoper High School Aquatic Center: Adam Henig, Recreation Manager | City of Gilroy [email protected] cityofgilroy.org
Ebony manages a variety of parks and recreational services and can provide insights into Swan Aquatics' operational excellence and service quality.
Islander Aquatic Center: Ebony Perkins, Parks & Recreation Manager |. City of Riverside [email protected] (951) 485-2045 riversideca.gov Pedro administers Swan Aquatics’ contract within the Public Works Department and can speak to the organization’s reliability, responsiveness, and professionalism in fulfilling departmental objectives.
Delano Aquatic Center: Pedro Nunez, Public Works Director | City of Delano [email protected] (559) 361- 3055 cityofdelano.org Murrieta Aquatic Center: Victor Patino, Parks & Recreation Supervisor | City of Murrieta Victor evaluates community recreation needs and interests and can speak to Swan Aquatics’ dedication to developing programs and improvements that meet those evolving needs.
[email protected] (951) 461-6117 murrietaca.gov
Swan Aquatics Water Safety Services
California | Nevada | Florida | Washington, DC
References, Key Staff, and Management
Current Swan Staff Staff to Return & Staff to be Hired
Staff who will participate in this contract;
responsibilities, qualifications, and certifications
follow.
Direct and as-needed participation:
Melissa Swanson-Musil, Founder & CEO
Tara Colosimo, Director of Human Resources
Kelly Hodgins, Human Resources Coordinator
Direct, ongoing participation:
Stacy Burton, Director of Facility Operations
Aaron Turnier, Aquatic Operations Manager
Amanda Morrill, Facility Supervisor
Shane Cardenas, Assistant Facility Supervisor
Staff who will return and be hired for this contract;
qualifications & descriptions follow.
Lifeguard Coordinators
Lifeguards
Water Safety Instructors
Swim Instrucors
Front Desk Lead
Front Desk Clerk
Key Staff
Swan Aquatics Water Safety Services
California | Nevada | Arizona | Florida | Washington, DC
Robin Niehaus
Risk Mgmt & Compliance
Melissa Swanson-Musil
Founder & CEO
25 years Aquatics
Katie Harker
Dir. Health & Safety Services
20 years Aquatics and CPR
Karoline Neville-Hamilton
Chief Marketing Officer
Patricia Gomez
Chief Accounting Officer
Frank Neville-Hamilton
Chief Tech. Officer
Tara Colosimo
Dir. Human Resources
20 years Aquatics
Kelly Hodgins
H.R. Coordinator
15 years Aquatics and CPR
Stacy Burton
Dir. of Facility Operations
25 years Aquatics
Aaron Turnier
Aquatic Operations Mgr.
28 years Aquatics
Assistant Facility
Supervisor
Facility Supervisor
(Pool Manager)
David Musil
Partner & CFO
Will Browning
General Council
34 Lifeguard Coordinators
Front Desk
Clerk Leads
Front Desk
Clerks
Lifeguards
Swim
Instructors
Water Safety
Instructors
Organizational Chart
References, Key Staff, and Management
Swan Aquatics Water Safety Services
California | Nevada | Arizona | Florida | Washington, DC
Responsibilities:
Overall site management and operations.
Supervision of all staff.
Budget oversight, reporting, and compliance.
Risk management and emergency response coordination.
Qualifications:
Over 25 years of aquatic management experience.
Certifications:
American Red Cross Lifeguard Training Instructor
American Red Cross Water Safety Instructor Trainer
American Red Cross Water Safety Instructor
American Red Cross First Aid/CPR/AED Instructor
35 Stacy Burton, Facility Operations Director
Key Staff
References, Key Staff, and Management
Aaron Turnier, Facility Operations Manager
Responsibilities:
Assist with planning, implementing, and evaluating program activities (youth, teen, adult, special needs), budget creation, training and auditing oversight.
Annual training schedule, creating certification courses and closing of courses.
Ensure compliance with health, safety, and licensing standards.
Qualifications:
Bachelor's degree in Physical Education
28 years of experience working in aquatic programs or community services.
Certifications:
American Red Cross Lifeguard Instructor/Instructor Trainer American Red Cross Water Safety Instructor/Instructor Trainer American Red Cross First Aid/CPR/AED Instructor/Instructor Trainer Swan Aquatics Water Safety Services
California | Nevada | Arizona | Florida | Washington, DC
36 Amanda Morrill, Facility Supervisor
Key Staff
References, Key Staff, and Management
Shane Cardenas, Assistant Facility Supervisor
Responsibilities:
Supervise aquatic staff including lifeguards and instructors.
Maintain pool safety protocols and equipment.
Coordinate swim lessons and water programs.
Conduct regular safety drills and inspections.
Qualifications:
Bachelor’s degree in Education.
15 years of aquatic supervision experience.
Certifications:
American Red Cross Lifeguard Instructor (LGI)
American Red CrossFirst Aid/CPR/AED Instructor
Mandated Reporter Training
Responsibilities:
Assist with overseeing staff and program implementation Manage inventory of concessions and rescue equipment.
Oversee staff schedules
Qualifications:
5 years of facility management experience.
Supervisory experience and established lifeguard instructor Certifications:
American Red Cross Lifeguard Instructor
Lifeguard Management
Mandated Reporter Training
37 Lifeguard Coordinator
Responsibilities:
Oversees lifeguards on deck, assists with
lifeguard scheduling, lifeguards when needed.
Enforce pool rules and respond to
emergencies.
Maintain cleanliness and report hazards.
Qualifications:
Must be 21 years old
Certifications:
American Red Cross Lifeguarding
CPR/AED for the Professional Rescuer
First Aid
Mandated Reporter Training
Key Staff
References, Key Staff, and Management
Swim Coordinator
Responsibilities:
Monitors and evaluates swim instructors while
teaching, assists with swim instructor
scheduling, teaches lessons when needed.
Enforce pool rules and respond to
emergencies.
Maintain cleanliness and report hazards.
Qualifications:
Must be 21 years old
Certifications:
American Red Cross Water Safety Instructor
American Red Cross Lifeguarding (preferred)
First Aid/CPR
First Aid
Mandated Reporter Training
Lifeguard
Responsibilities:
Monitor swimmers to ensure safety.
Enforce pool rules and respond to
emergencies.
Maintain cleanliness and report hazards.
Qualifications:
Must be 15+ years old, 16+ to dispatch slides.
Certifications:
American Red Cross Lifeguarding
CPR/AED for the Professional Rescuer
First Aid
Mandated Reporter Training
Swim Instructors
Responsibilities:
Teach swim lessons to participants 6 months
to Adult
Parent communication
Provide updated attendance records
Qualifications:
2+ years working in aquatics
Previous lifeguard experience preferred.
Certifications:
American Red Cross Water Safety Instructor
American Red Cross First Aid/CPR
Mandated Reporter Training
Front Desk Lead
Responsibilities:
Customer Service
Money handling and tracking of patron visits
Answering phones providing program and/or
facility information
Qualifications:
Must be 15+ years old.
Certifications:
American Red Cross CPR/First Aid
Mandated Reporter Training
Swan Aquatics Water Safety Services
California | Nevada | Arizona | Florida | Washington, DC
Delano Aquatic Center
260 W. 11th Avenue
Delano, CA 93215
Palm Springs Surf Club
1500 S Gene Autry Trail
Palm Springs, CA 92264
Contract Performance
Swan Aquatics approach to managing relationships with client entities centers on proactive communication, trust-building, and alignment with their community goals. The company focuses on understanding the client’s priorities, organizational culture, and key success metrics so that our engagement delivers measurable value rather than transactional outcomes. 38 Current Contracts
Contracts Ended Within the Past 5 Years
Tuscany Association
Marcos Casas, General Manager
850 Olivia Parkway
Las Vegas, NV 89011
[email protected]
702-845-9056
Cibola Vista Resort & Spa
Erick Molinero, Assistant Resort Manager
27501 North Lake Pleasant Rd
Peoria, AZ 85383
[email protected]
623.889.6799
City of Riverside
Ebony Perkins, Recreation Manager
6927 Magnolia Avenue
Riverside, CA 92506
[email protected]
951.826.2000
Eastlake 1 HOA
2050 Lakeshore Dr.
Chula Vista, CA 91913
Vista Murrieta High School
28251 Clinton Keith Rd.
Murrieta, CA 92563
The Harker School
500 Saratoga Ave.
San Jose, CA 95129
Idyllwild Pines Camp
52500 Temecula Rd #38
Idyllwild - Pine Cove, CA
Swan Aquatics Water Safety Services
California | Nevada | Arizona | Florida | Washington, DC
39 Swan Aquatics maintains consistent, transparent communication with participants through an integrated system of digital tools, on-site engagement, and responsive customer service. Our custom implementation of the Presspoint platform serves as the central communication hub — allowing participants to register for programs, receive automated confirmations and reminders, access real-time schedule updates, and manage account information from any device. Built-in messaging capabilities enable both automated and direct communication via email or SMS, ensuring participants stay informed about schedules, policy updates, and upcoming events. In addition to digital communication, on-site staff are trained to provide clear, courteous support, reinforcing consistency between online information and in-person service.
We also maintain open channels for two-way communication, encouraging feedback through postprogram surveys, direct contact forms, and social media engagement. Facility staff and managers monitor all incoming messages daily to ensure timely responses to participant inquiries and concerns.
This approach allows us to identify trends, address issues promptly, and continuously improve service quality. Whether it’s a parent confirming a swim lesson schedule or a community member asking about accessibility accommodations, our goal is to provide clear, reliable information — fostering confidence, satisfaction, and long-term community trust.
Overall atmosphere was really positive, enjoyed the staff! -Christopher High School Aquatics Center patron,
9/2025
Public Communication and Registration
Communication Between Participants and Swan Aquatics
Policies and Procedures: Registrations, Refunds, and
Customer Complaints
Refund Policy:
There are no refunds once the course has been registered for and payment has been received. This policy includes: students who do not pass the prerequisites or do not attend all classes for the entire duration of class, do not pass Red Cross required skills with proficiency or do not pass the written final with a minimum score of 80 percent.
Class Transfer:
Students can opt to transfer classes to another date. Class transfers are allowed a total of one time and transfer requests must be submitted via email at least 48 hours prior to the start date of the original class start date.
Swan Aquatics Water Safety Services
California | Nevada | Arizona | Florida | Washington, DC
40 Cancelled Class:
Swan Aquatics, may need to cancel any classes at any time. If a class is cancelled, an appropriate refund will be given OR students will be given the option to transfer classes to another date with no additional fees.
48-Hour New Student Enrollment For Lifeguard Courses:
No new students are allowed to enroll into a course within 48 hours of a course start date. There are no exceptions to this rule and the online coursework. must be completed prior to the first in-class session.
Inclement Weather Policy:
Swim lessons will be canceled in the event there is an inclement weather warning. An inclement weather warning is defined as:
Lightning is observed or thunder is heard by any Aquatics staff member.
It is raining so much that the bottom of the pool cannot be seen Be aware we will open if it rains, but if it is severe rain that we cannot see the bottom of the pool then the pool will be temporarily closed until the bottom can be seen.
It is Swan Aquatics’ policy that all patrons must clear the pool and deck for any of these warnings.
The weather will be observed for 30 minutes before further action is taken. If after 30 minutes, the weather has cleared, staff will resume operations and patrons will be allowed back into the pools. If the weather does not clear, Management will determine if the pool will be closed for the remainder of the day.
Swim lessons will resume once the aquatics staff gives the OKAY. Every effort will be made to contact parents if it is suspected that your swim lesson will be canceled for the day.
Public Communication and Registration
Swan Aquatics Water Safety Services
California | Nevada | Arizona | Florida | Washington, DC
Customer Satisfaction and Continuous Improvement
41 Swan Aquatics measures and maintains customer
satisfaction through a combination of season-end
surveys, direct communication, and
responsive service adjustments. Each summer,
participants receive an end-of-season survey
distributed through our Presspoint system to
evaluate program quality, instructor performance,
scheduling, and overall experience. In addition to
formal feedback, we welcome participant input
year-round through contact forms, emails,
phone calls, and in-person conversations with
on-site staff. This ensures that both structured and
ad hoc feedback are captured consistently and
addressed promptly.
We treat participant feedback as a vital tool for improvement. Responses are reviewed by our management team to identify trends, guide staff training, and inform programming adjustments for the following season. When patterns emerge, we act quickly — refining schedules, enhancing instruction, and communicating changes to our community. This continuous feedback loop helps us maintain high satisfaction and trust, ensuring every participant feels heard and valued while we continue to elevate the quality of Gilroy’s aquatic programs.
In Person Communication
Email Communication Web Form Communication
Public Communication and Registration
Crisis Media Management Plan: A Brief Overview
All media inquiries will be directed to Swan Aquatics management team.
Team members are not permitted to make media statements.
Swan Aquatics will work directly with City staff on any crisis communications.
Swan Aquatics Water Safety Services
California | Nevada | Arizona | Florida | Washington, DC
At Swan Aquatics, safety is at the core of everything we do. Unlike typical management companies, we specialize in aquatic operations, making risk management our top priority. With years of hands-on experience, we understand the unique safety challenges of running aquatic facilities and have built a comprehensive, multi-layered approach to mitigate these risks.
Multi-Layered Approach to Risk Management:
1. Training:
Pre-Service Training and Orientation: Preparing new hires with the basics of facility operations and safety.
In-Service Training: Regular training sessions that keep lifeguards up to date on the latest safety protocols and rescue techniques.
Annual aquatic attraction training for slide dispatch and emergency preparedness reviewed and approved by CalOSHA.
Accident Prevention Training: Focused on identifying and preventing potential hazards before they occur.
2. Audits:
To ensure that safety standards are consistently met, Swan Aquatics partners with a third-party risk management and auditing service, such as the American Red Cross or an equivalent accredited agency. These audits are conducted unannounced and videotaped to maximize learning and continuous improvement. In addition to third-party evaluations, Swan Aquatics conducts regular internal audits led by our management team to assess staff performance, safety compliance, and adherence to operational protocols. This dual-audit approach allows us to maintain the highest level of accountability and preparedness across all facilities. Our audits assess several critical areas, including:
Facility risk documentation and safety compliance
Zones of Surveillance: Ensuring lifeguards are effectively monitoring their areas of responsibility Zone Testing (making sure zones are not to large)
Rescue response times
CPR and First Aid scenarios
EAP implementation: e.g., lost child, fires, earthquakes. (continued on next page)
Quality Assurance, Risk Management, and
Insurance
42 Swan Aquatics’ Comprehensive Safety, Risk Management, and Quality Assurance Program
Swan Aquatics Water Safety Services
California | Nevada | Arizona | Florida | Washington, DC
43 3. Insurance:
We carry multiple layers of insurance that not only meet but exceed the standard requirements for aquatic facilities.
General Liability
Worker's Compensation
Auto Insurance o Employment Protection Liability
Professional Liability
Property Insurance
Sexual Abuse and Molestation (SAM) coverage.
4. Policies and Procedures:
These protocols are designed to minimize potential risks, keep operations running smoothly, and maintain the highest level of safety.
Standard Operating Procedures (SOPs)
Reviewed annually
Cal-OSHA reviewed and approved daily aquatic attraction safety checklists Three consecutive years of review and approved through CalOSHA at CHS Aquatic Center Facility opening and closing duties
Reporting
Daily pool and slide inspections
First aid and AED protocols
Incident and accident reporting
Water Rescue Reports
Accidental Fecal Response reports
Emergency Action Plans (EAPs)
Reviewed annually
(continued on next page)
Quality Assurance, Risk Management, and
Insurance
Swan Aquatics’ Comprehensive Safety, Risk Management,
and Quality Assurance Program
(continued from previous page)
Swan Aquatics Water Safety Services
California | Nevada | Arizona | Florida | Washington, DC
44 This Emergency Action Plan is intended to address various hazards that may arise during normal working conditions, such as pool equipment and water quality failure, fecal accidents, water slide emergencies, pool accidents and medical emergencies, missing child/Amber Alert, chemical releases, fire, lightning or thunder, earthquake, bomb threat, power outage, flooding, and violence.
Procedures to address each are noted in our lifeguard manual. Procedures for pool closure and evacuation are also included.
Reviewed and updated annually
Certification verification for lifeguards and staff. All certifications are stored within the pool office and tracked digitally.
5. Standards of Care:
Swan Aquatics has a strong understanding of the Standards of Care required to operate a public pool safely, efficiently, and in compliance with all relevant health and safety regulations. This includes knowledge of local and state public health codes, water quality management, facility maintenance, and patron safety procedures.
The company is familiar with proper chemical handling, testing water balance (pH, chlorine, alkalinity), and ensuring that filtration and circulation systems are functioning correctly to maintain safe water quality. We also understand the importance of documentation—keeping accurate logs of water tests, maintenance activities, and incident reports to demonstrate compliance and accountability.
In addition, Swan Aquatics prioritizes staff and patron safety by enforcing pool rules, maintaining clear signage, ensuring lifeguard certification and training standards are met, and performing regular facility inspections. We recognize that maintaining the Standards of Care is not just about compliance, but about providing a safe, clean, and enjoyable environment for all pool users.
Litigation:
Swan Aquatics, LLC has not been involved in any litigation or claims related to aquatic facility operations or programming within the past ten years.
Quality Assurance, Risk Management, and
Insurance
Swan Aquatics’ Comprehensive Safety, Risk Management,
and Quality Assurance Program
(continued from previous page)
Swan Aquatics Water Safety Services
California | Nevada | Arizona | Florida | Washington, DC
Contact Information
45 1-844- THE- SWAN
swanaquatics.com
[email protected]
California
Nevada
Florida
Arizona
Washington, DC
Aquatic Center Operations - Bid Proposal Form - Financial Summary Page ID # Program / Service Estimated Costs ($) Estimated User Fee Revenues ($) Net (Revenue - Cost) ($) Management Fee Requested ($) Estimated Net Profit/(Loss) to Operator ($) 1 Swim Lessons $74,684.00 $95,190.00 ($ 20,506.00) ($ 20,506.00) 2 Public/Recreation Daily & Memberships $94,459.00 $81,612.00 ($ (12,847.00) ($ (12,847.00) 3 Other (Payroll) $83,735.00 $0.00 ($ (83,735.00) ($ (83,735.00) 4 Lifeguard & WSI Training (35% Staff) $4,500.00 $6,000.00 ($ 1,500.00) ($ 1,500.00) 5 LGI Training (30% Staff) $1,200.00 $1,837.50 ($ 637.50) ($ 637.50) 6 Other (Admin/HR/Office) $10,000.00 ($ (10,000.00) ($ (10,000.00) 7 Other (Marketing/Advertising) $3,000.00 ($ (3,000.00) ($ (3,000.00) 8 Safety/Rescue/Instructional Equipment $2,500.00 ($ (2,500.00) ($ (2,500.00) 9 Other (Insurance) $67,000.00 ($ (67,000.00) ($ (67,000.00) 10 Other (Uniforms) $5,000.00 ($ (5,000.00) ($ (5,000.00) 11 Merchant Fees (Square/Stripe) $8,000.00 ($ (8,000.00) ($ (8,000.00) 12 Technology $1,500.00 ($ (1,500.00) ($ (1,500.00)
13 Taxes (12% of Payroll) $30,345.36 ($ (30,345.36) ($ (30,345.36) 14 Other (Private Swim Lessons) $18,000.00 ($ 18,000.00) ($ 18,000.00) 15 Junior Lifeguard Program $1,900.00 ($ 1,900.00) ($ 1,900.00) 16 Swim Team / Clubs (Gilroy Gators) $5,400.00 ($ 5,400.00) ($ 5,400.00) 17 Facility Rentals $9,656.00 ($ 9,656.00) ($ 9,656.00) 18 Food/Concessions Operations $11,800.00 $32,000.00 ($ 20,200.00) ($ 20,200.00) 19 Other (Aqua Fitness) $1,500.00 ($ 1,500.00) ($ 1,500.00) 20 Other (Scholarships) $1,500.00 ($ (1,500.00) ($ (1,500.00) TOTAL ($ 399,223.36) ($ 253,095.50) ($ (146,127.86) ($ 266,661.24) ($ 120,533.38) Profit Share (10%) $12,053.34
Total Management Fee ($ 254,607.90)
INSTRUCTIONS:
1. Complete all fields for each program or service where you are proposing to provide operations.
2. Enter your estimated costs, expected revenues, and requested management fee for each program.
3. The 'Net' column will auto-calculate (Revenues - Costs).
4. Totals are provided automatically at the bottom.
5. Add additional rows if needed for other programs/services.
6. Enter $0 for any programs listed that your organization will not or cannot provide.
7. Submit the completed form as part of your bid proposal.
City of Gilroy
Christopher High
School Aquatics
Center RFP
26-RFP-AD-526
Attention: Carina Baksa
7351 Rosanna St.
Gilroy, CA 95020-6197
Submitted by:
Team Sheeper, Inc.
October, 2025
City of Gilroy October 24, 2025
Attention: Carina Baksa
7351 Rosanna St.
Gilroy, CA 95020-6197
Dear Proposal Reviewers,
My name is Tim Sheeper, founder and CEO of Team Sheeper Inc., a professional aquatics operating company. While the company is 25 years old, I continually draw from my 42 years of aquatic experience in my daily professional decision making.
My first exposure to the Christopher High School Aquatic Center was back in 2018 when my wife and I watched our son’s high school league water polo game from the pool bleachers. At the time, our whole family was impressed with the facility design, especially the activity pool adjacent to the competition pool. I remember wishing the partners that our company were contracting with had such attractive and playful amenities.
My interest in presenting this proposal to the City of Gilroy is to offer our company’s aquatic professionalism to a community that is close to our home. Connecting community members through individual and family physical activity speaks to our company mission.
Aquatic activities were the bonding agent in my formative years, and are still a major focal point in my current family life. To me, aquatics and families are synonymous and our company is always striving to serve all ages, all abilities and all interests in the attempt to bring people and family members closer together.
I am proud of our company’s loyal and highly committed team of year-round aquatic professionals that are already assembled and interested in the potential of delivering aquatic services to the community of Gilroy. Having administrative and operational scalability is what affords us the ability to reach out and assist in a region along the North-South transportation corridor from our home base. Also, having several of our executive team members residing in nearby Santa Cruz County, makes this proposal exciting for all of our contributors.
Our company's intention has always been to create and nurture long term, mutually beneficial relationships with our partners. We believe our relationships are built on trust, transparency and both sides doing the hard work. We hope to get the opportunity to build this relationship.
Respectfully,
Tim Sheeper-Contact Person
650-504-1114
[email protected]
Table of Contents
Team Sheeper Inc. Qualifications------------------------------------------------------------------------------------------- 1 Summary of CEO’s Aquatic Background and Organizational History------------------------------------------- 1 Founding of Team Sheeper as a Coaching Organization-----------------------------------------------------------1 Evolution of Team Sheeper into a Coaching and Community Aquatic Provider-------------------------------1 Mission Statement------------------------------------------------------------------------------------------------------------ 1 Current Core Services------------------------------------------------------------------------------------------------------- 2 Historical Programs (Not Currently Operating)------------------------------------------------------------------------ 2 Aquatic Affiliations and Memberships------------------------------------------------------------------------------------2 Program Understanding-------------------------------------------------------------------------------------------------------- 3 Approach to Aquatics-------------------------------------------------------------------------------------------------------- 3 Core Values---------------------------------------------------------------------------------------------------------------------3 Program Philosophy---------------------------------------------------------------------------------------------------------- 3 Program Goals-----------------------------------------------------------------------------------------------------------------4 Safety Program Implementation and Training Documentation---------------------------------------------------- 4 Safety Program Training & Hiring Flow---------------------------------------------------------------------------- 4 Training Documentation------------------------------------------------------------------------------------------------4 Additional Staff Training------------------------------------------------------------------------------------------------5 Participants with Special Needs and/or Requiring ADA Accommodation---------------------------------------5 Handling Community Access and Outside Organization Rental Requests-------------------------------------6 Assistance Requested from the City------------------------------------------------------------------------------------- 6 Programs, Services and Schedule------------------------------------------------------------------------------------------ 7 Christopher High School Aquatics Proposed Schedule------------------------------------------------------------- 7 Spring Proposed Schedule--------------------------------------------------------------------------------------------7 Spring Lap Pool Proposed Schedule------------------------------------------------------------------------------- 8 Spring Activity Pool Proposed Schedule---------------------------------------------------------------------------9 Summer Proposed Schedule----------------------------------------------------------------------------------------10 Summer Lap Pool Proposed Schedule--------------------------------------------------------------------------- 11 Summer Activity Pool Proposed Schedule---------------------------------------------------------------------- 12 Fall Proposed Schedule---------------------------------------------------------------------------------------------- 13 Fall Activity Pool Proposed Schedule-----------------------------------------------------------------------------14 Fall Lap Pool Proposed Schedule--------------------------------------------------------------------------------- 15 Service Offerings------------------------------------------------------------------------------------------------------------ 16 Proposed Fee Schedule--------------------------------------------------------------------------------------------------- 17 Fee Increases-----------------------------------------------------------------------------------------------------------17 Scholarship Funding---------------------------------------------------------------------------------------------------18 Management Fee------------------------------------------------------------------------------------------------------------18 Staffing Plan------------------------------------------------------------------------------------------------------------------ 18 Attachment A Financial Worksheet------------------------------------------------------------------------------------- 20 References, Key Staff and Management---------------------------------------------------------------------------------21 Key Staff & Management:------------------------------------------------------------------------------------------------- 21 References-------------------------------------------------------------------------------------------------------------------- 24 Proposed Staffing Ratios-------------------------------------------------------------------------------------------------- 24
Contract Performance--------------------------------------------------------------------------------------------------------- 25 Public Communication and Registration--------------------------------------------------------------------------------26 Overview and Philosophy------------------------------------------------------------------------------------------------- 26 Communication Systems and Customer Support------------------------------------------------------------------- 26 Registration and Payment Systems------------------------------------------------------------------------------------ 26 Policies and Procedures: Registration, Refunds, and Complaints----------------------------------------------27 Customer Service Standards and Communication Practices---------------------------------------------------- 27 Training and Staff Support------------------------------------------------------------------------------------------------ 27 Assessing and Maintaining Customer Satisfaction----------------------------------------------------------------- 28 Quality Assurance, Risk Management and Insurance-------------------------------------------------------------- 29 Tools and Processes Used for Quality Assessment---------------------------------------------------------------- 29 Risk Management and Response Procedures-----------------------------------------------------------------------29 Standards of Care for Operating a Public Pool---------------------------------------------------------------------- 29 Standards for Protecting Employee Health--------------------------------------------------------------------------- 30 Emergency Preparedness Action Plan---------------------------------------------------------------------------------30 Litigation----------------------------------------------------------------------------------------------------------------------- 30 Insurance---------------------------------------------------------------------------------------------------------------------- 30 Emergency Preparedness Action Plan Flow Chart----------------------------------------------------------------- 31
Team Sheeper Inc. Qualifications
Summary of CEO’s Aquatic Background and Organizational History 1984-1986 Swim Team Coach/Lifeguard-YMCA-Long Beach, CA Introduction to public safety and leadership of teams
1986-1991 Professional triathlon career-Worldwide
Goal setting, discipline, planning, budgeting, sponsor relationships 1991-1993 Aquatics Coordinator-Peninsula Covenant Community Center-Redwood City Introduction to managing and delivering full spectrum of aquatic services Founding of Team Sheeper as a Coaching Organization
1993-Present Masters Swim Team and Triathlon Team Operator Management of facility agreements, instructing, recruiting, communications, retention 2000-2003 Aquatics Director at Sacred Heart Preparatory School-Atherton Management of facility operations, coaches, support staff, summer programs Evolution of Team Sheeper into a Coaching and Community Aquatic Provider 2003-2006 Aquatics Operator City of Redwood City
Management of aquatic facility programming
2006-Present Aquatics Operator City of Menlo Park
Total management of safety, programming, customer service and pool operations 2013-2014 Aquatics Operator St. Helena Unified School District Start up management of new facility
2014-2015 Aquatics Operator City of San Jose
Management of 2 City owned facilities
2016 Aquatics Consultant Los Gatos Unified School District Financial reporting related to the high school pools and rental agreements 2016-2017 Swim School Provider City of Palo Alto
Management and delivery of community swim lessons at 2 City facilities 2017 Aquatics Emergency Safety Provider San Ramon Valley Unified School District Management of lifeguards during all school aquatic activities 2017-2018 Swim School Provider City of San Ramon
Management and delivery of community based swim lessons at 2 City facilities 2017-Present Aquatics Operator City of Palo Alto
Total management of safety, programming and customer service Mission Statement
Developing passionate leaders to deliver premium services for a full spectrum of aquatic activities for all ages of the population so that individuals and families can come together in a safe, nurturing environment to foster the building of enriching relationships for the end result of participants leading happier, healthier and stronger lives.
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Current Core Services
Swim School: Comprehensive swim instruction for all ages, beginning at 6 months through to adults.
Lessons are offered in both group and private formats to suit individual learning needs and goals.
Lap Swim: Open lane swimming available to the community throughout the day, offering convenient access for fitness, training, or leisure.
Community Open Swim: Designated times for recreational swimming that promote play, relaxation, family bonding, exercise, water comfort, and skill development in a welcoming environment.
Water Exercise Classes: Group fitness classes that use the natural resistance of water combined with movement patterns and music to support cardiovascular health, strength, and joint mobility.
Masters Swim Team: A structured swim program for adults aged 18 and older, open to all skill levels.
Emphasis is placed on fitness, stroke technique, and community in a coached group setting.
Youth Summer Swim Team: An introduction to competitive swimming for youth, offering practice and team-based competition in a supportive, skill-building environment.
Youth Summer Swim Camps: Week-long programs providing immersive aquatic experiences, including swim instruction, recreational swim time, and team games.
Youth Pre-Competitive Development Group (Bridge Program): Designed as a transition between swim lessons and competitive swim team. Swimmers develop endurance and technique with guidance from deck-level coaching.
Senior Swim and Strength (Legends Program): A fitness program for adults aged 65+, focused on improving strength, balance, and overall conditioning through both land-based and aquatic exercises.
Adult Triathlon Team: A supportive training group for adult athletes of all levels, focused on swimming, biking, and running with structured guidance and group motivation.
Lifeguard Certification Courses: American Red Cross Lifeguard certification courses, providing participants with essential lifesaving skills and training for aquatic safety and emergency response.
Historical Programs (Not Currently Operating)
● Youth USA Swimming Team
● Youth USA Water Polo Team
● Adult USA Water Polo Team
● Adult Bootcamp
● Indoor Cycling
● Youth Tennis
● Youth Triathlon Team
● Adult Bicycling Tours
Aquatic Affiliations and Memberships
● Red Cross Lifeguard instructors (LGI)
● Red Cross Lifeguard Instructor Trainer (LGIT)
● Bay Area Public Pool Operator Association (BAPPOA)
● Certified Pool Operators (CPO)
● Aquatic Facility Operators (AFO)
● US Masters (USMS)
● USA Triathlon (USAT)
● West Bay Swim League (WBSL)
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Program Understanding
Approach to Aquatics
Team Sheeper is a mission driven organization, where we align all our business decisions and operating models with our long standing company mission:
Developing passionate leaders to deliver premium services for a full spectrum of aquatic activities for all ages of the population so that individuals and families can come together in a safe, nurturing environment to foster the building of enriching relationships for the end result of participants leading happier, healthier and stronger lives.
Our core values are practiced everyday of our operations by our front line staff, managers and executive team with the desired effect of the facility patrons experiencing and actually feeling the positive and affirming culture.
Core Values
Safety: We base all our decisions on this uncompromising tenant. We will never waiver from what is best for the guests or our staff members.
Warrior Spirit: We work hard, are courageous and innovative, and we use our fighting spirit to be successful and move the business forward. We want to win at what we set out to do and we have the determination to follow through on a mission, vision or goal.
Servant's Heart: We have a passion for serving others, we treat everyone with respect, we put others first, and we offer proactive customer service.
Trust: Trust is established through realizing common goals, displaying respect and fulfilling our commitments every day without fail. We strive to earn our guests and staff members trust by providing reliable service, effective communication and providing transparency Fun and Friendly: We maintain perspective, celebrate success and develop a passionate staff who enjoy working together and serving the community.
Program Philosophy
Serving as many people in the community by optimizing pool space by employing a SHARING model of aquatics programming. Sharing space is crucial when there are many different groups and populations that the facility is ultimately designed to serve. Creating true accessibility and treating each user group equally and with respect leads to facility harmony.
Community pools are shared community assets. Patrons come to pools to learn life saving skills, improve fitness, relax, have fun, cool off, spend time with friends and bond with family members. At times there are hundreds of people in a small shared space where safety supervision and shared ground rules are in place.
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The community deserves a well thought out operating schedule that fits the specific community wants and needs. Community feedback is crucial to an aquatics operator and having an open communication channel that enables the operator and patrons to interact and align programming with the specifics of the user groups is crucial to a successful delivery of service.
Program Goals
1. Build a professional safety and program delivery team of local community members. Some of this team will be employed for the first time in their life and will learn how to navigate in a professional work environment.
2. Build a robust learn-to-swim program that is accessible, effective and affordable
3. Introduce an operational model that serves the entire community and welcomes people to the facility.
4. Build a customer service team that leads to informed, satisfied and content facility users.
5. Build an aquatic operation that the City of Gilroy and Christopher High School are proud to be associated with.
6. Create an offering that is wanted and appreciated by the community we serve.
Safety Program Implementation and Training Documentation The backbone of every community pool is its dedicated safety staff, composed of Lifeguards, Lifeguard Managers, and Lifeguard Instructors/Trainers. Together, these individuals ensure that the facility operates safely, efficiently, and with a welcoming atmosphere for all guests. Their training, professionalism, and vigilance are fundamental to the overall success of the aquatic program.
Safety Program Training & Hiring Flow
The development of qualified safety staff begins with a structured and comprehensive recruitment and training process. Candidates apply for open positions and first complete a brief phone screening to confirm eligibility and interest. Qualified applicants then participate in an interview with a Hiring Manager to assess their communication skills, judgment, and fit for the role.
Following a successful interview, candidates enroll in a Lifeguard Certification Training Course conducted by a certified Lifeguard Instructor (LGI). Upon successful completion and certification, candidates move forward in the hiring process.
The hiring and onboarding process includes background and health safety checks, orientation, and shadow shifts to ensure readiness for active duty. New employees are also required to complete online harassment prevention training as part of their initial onboarding.
Once employed, staff participate in monthly in-service training sessions to reinforce skills and stay current with best practices, as well as weekly skills quick checks conducted by their manager to maintain operational readiness.
Training Documentation
All certification, training, and compliance records are tracked through multiple internal systems to ensure accountability and accuracy:
● Lifeguard Red Cross Certifications are monitored and updated by the Head of Safety through a centralized spreadsheet.
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● Harassment Prevention Training completion is recorded and managed through the Paylocity payroll and HR system.
● In-Service Training Attendance is documented by the Lifeguard Manager and maintained in a dedicated spreadsheet.
● Weekly Skills Quick-Checks are tracked by the Lifeguard Manager to verify ongoing proficiency.
These systems provide consistent oversight, support renewal tracking, and ensure that all safety staff remain current with their required credentials.
Additional Staff Training
While the Red Cross certification process is specific to lifeguards, other aquatic and recreation staff follow a similar onboarding structure. Swim Instructors, Camp Counselors, Coaches, and Customer Service Staff participate in a process that includes interviews, orientation, online compliance training, and hands-on shadowing.
In particular, Swim Instructors undergo an extensive training and mentorship program designed to develop teaching consistency, lesson quality, and safety awareness. This approach ensures that all staff members uphold the same organizational standards for professionalism and safety.
Our managers are also trained as certified pool operators (CPO) in order to have an understanding of pool fluid dynamics, chemical interactions and safety surrounding the act of public water treatment. This knowledge is helpful during our multiple water chemistry checks throughout our daily operations. All certification dates and tracking are logged in our Paylocity software platform.
Participants with Special Needs and/or Requiring ADA Accommodation Our facilities are committed to providing inclusive access for all community members, ensuring that individuals of all abilities can safely and comfortably enjoy the pool environment. Both Lap Swim and Community Open Swim operations are designed with accessibility in mind, incorporating strategies that support entry and egress for patrons who may require additional assistance.
Staff are trained to assist individuals who may need help with gates, doors, or pool access points. This includes proactive communication at the front desk and on the pool deck to ensure each guest is supported in a respectful and efficient manner. Clear pathways, properly maintained gate mechanisms, and accessible signage are maintained to facilitate ease of movement throughout the facility.
To support safe pool entry and exit, each site is equipped with ADA-compliant pool lift chairs. Our team conducts routine inspections and maintenance checks to verify that all lift chairs, batteries, and associated equipment- such as hydraulic or water-powered systems and hoses- are in proper working condition. Preventive maintenance schedules are followed to minimize downtime and ensure consistent availability of equipment for patrons who depend on these features.
All Lifeguard and Safety Staff receive hands-on training in the proper use of ADA lift chairs as part of their onboarding and ongoing professional development. This training includes guidance on safety protocols, customer communication, and the physical operation of lift systems. Lifeguards are responsible for assisting patrons in a supportive, professional, and dignified manner, ensuring that each individual can access and enjoy the pool independently or with minimal assistance as needed. 5
By integrating these accessibility procedures into daily operations, the facility reinforces its commitment to safety, inclusion, and community service, providing equitable access to aquatic programs for all participants.
Handling Community Access and Outside Organization Rental Requests Individuals or organizations interested in renting the facility may contact Customer Service staff in person, by phone, email or our website to request a one-time or extended pool rental.
Each request is reviewed by the executive team (CEO/CFO) to ensure alignment with facility availability, safety standards, and community priorities. The requesting party is then contacted to provide additional details, including proof of liability insurance and any required certifications.
If the proposed rental fits within the established pool schedule, serves a public need, and meets all safety and compliance requirements, a rental agreement is drafted and signed by both the facility operator and the renter. The approved rental is then communicated and added to the public pool schedule.
The agreement between the operator and renter clearly outlines the daily expectations of both parties relating to time, space, parameters of service, and code of conduct.
Assistance Requested from the City
Our request is to be introduced to the stakeholders involved in this collaborative effort.
In the City we would like to be introduced to:
a. The Director and City team associated with delivering service to the community b. City Council members
At the Christopher High School we would like to be introduced to:
a. School Principal
b. School Athletic Director
c. Public Works Director
From the community, we would like to be introduced to:
a. Pool program stakeholders
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Programs, Services and Schedule
Christopher High School Aquatics Proposed Schedule
Closed every Monday
Closed on Friday June 12th – graduation
Closed weekdays August 17 through August 21 – first week of school Spring Proposed Schedule
Dates: May 25 to June 12 (19 days)
Weekdays (14 days)
Hours: 4 pm - 7 pm
Activity Pool Programs: Open Swim, Lessons
Lap Pool Programs: Lap Swim, Open Swim, Lessons,Team Rentals Saturdays - May 30, Jun 6 (2 days)
Hours: 9 am - 5 pm
Activity Pool Programs: Open Swim, Lessons
Lap Pool Programs: Lap Swim, Open Swim, Lessons
Sundays + Memorial day - May 25, May 31, June 7 (3 days) Hours: 12 pm - 5 pm
Activity Pool Programs: Open Swim
Lap Pool Programs: Lap Swim, Open Swim
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Spring Lap Pool Proposed Schedule
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Spring Activity Pool Proposed Schedule
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Summer Proposed Schedule
Dates: June 13 to August 16 (9 weeks +1 day)
Weekdays
Hours: 8:30 am - 7 pm
Activity Pool Programs: Open Swim, Lessons, Camps
Lap Pool Programs: Lap Swim, Open Swim, Lessons,Team Rentals Saturdays - Including Jul 4 and Aug 15 (10 days)
Hours: 9 am - 5 pm
Activity Pool Programs: Open Swim, Lessons
Lap Pool Programs: Lap Swim, Open Swim, Lessons
Sundays - Including Jun 14 and Aug 16 (10 days)
Hours: 11 am - 5 pm
Activity Pool Programs: Open Swim
Lap Pool Programs: Lap Swim, Open Swim
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Summer Lap Pool Proposed Schedule
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Summer Activity Pool Proposed Schedule
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Fall Proposed Schedule
Dates: August 22 to September 7 (19 days)
Weekdays (10 days)
Hours: 4 pm - 7 pm
Activity Pool Programs: Open Swim, Lessons
Lap Pool Programs: Lap Swim, Open Swim, Lessons,Team Rentals Saturdays - Aug 22, Aug 29, Sep 5 (3 days)
Hours: 9 am - 5 pm
Activity Pool Programs: Open Swim, Lessons
Lap Pool Programs: Lap Swim, Open Swim, Lessons
Sundays + Labor Day - Aug 23, Aug 30, Sep 7 (3 days)
Hours: 12 pm - 5 pm
Activity Pool Programs: Open Swim
Lap Pool Programs: Lap Swim, Open Swim
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Fall Activity Pool Proposed Schedule
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Fall Lap Pool Proposed Schedule
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Service Offerings
Lap Swimming: Available for youth and adults who are able to continuously swim a length of the pool.
This program provides a dedicated environment for fitness, training, and personal wellness. Swimmers can enjoy structured exercise, improve endurance, or simply take time to unwind through consistent lap swimming opportunities.
Open Swimming: A fun and welcoming environment for community members of all ages. Participants can enjoy recreational play and water activities in both the lap pool and activity pool. Open Swim is an ideal way for families and individuals to relax, cool off, and enjoy time together in the water.
Swim Lessons: A comprehensive program serving children and youth from 6 months to 18 years of age, as well as adults of all ability levels.
Youth Lessons: Designed for every stage of development-from parent-child classes to group and private lessons for ages 3 and up. Swimmers are placed in classes according to their skill level, ensuring safety, comfort, and steady progression. Instruction covers water safety, stroke development, endurance building, and confidence in the water.
Adult Lessons: Offered in both group and private formats for beginners through advanced swimmers. Lessons emphasize skill refinement, confidence building, and swimming for fitness or recreation.
Camps: Provide a balanced mix of skill development, fun, and recreation for children ages 7 to 12 years (as of the first day of camp) who have completed kindergarten. Camps run for nine weeks each summer, offered in one-week sessions. Every camper receives a daily 30-minute swim lesson with an experienced instructor, and participants are grouped by ability following an assessment on the first day. Beginner swimmers enjoy focused, hands-on lessons in small groups to promote rapid progress, while more advanced swimmers engage in workout-style sessions in a 25-yard format to refine strokes and build endurance. In addition to swim instruction, campers enjoy daily water activities, free swim, land games, crafts, and snack time—creating a well-rounded and engaging camp experience.
Summer Bridge Program: Designed for youth ages 5 to 12 to help swimmers transition from traditional swim lessons to more structured swimming as a sport or lifelong fitness activity. The program emphasizes endurance, technique, and team-based practice, helping swimmers build confidence and consistency in the water. Participants are prepared for advancement to either a USA Swimming club team or a non-competitive group program.
Team Lane Rentals: Pool lanes are available for rent by outside teams, clubs, and organizations seeking dedicated swim time. These rentals support local athletic and community groups by providing access to high-quality aquatic facilities for training and practice.
Party Rentals: The pool’s party area is available for private group gatherings, celebrations, and community events. Rentals include access to designated spaces near the pool and can be paired with recreational swim time for a fun and memorable event experience.
Lifeguard, First Aid, and CPR Certification Courses: American Red Cross certification courses in Lifeguarding, First Aid, and CPR are offered and taught by certified instructors. These classes are provided at no cost for seasonal staff as part of the employee training and safety program, and when 16
space allows, are opened to the public for a fee. These certifications equip participants with valuable lifesaving skills and provide a pathway to employment in aquatics and recreation.
Proposed Fee Schedule
(Residents = R; Non Residents = NR)
Lap Swim:
● Adult drop in: $9R/$10NR
● Youth drop in: $5R/$6NR
● Senior drop in: $7R/$8NR
● Adult monthly pass: $65R/$72NR
● Youth monthly pass: $36R/$40NR
● Senior monthly pass: $52R/$58NR
● Full season lap swim pass: (May through Sept) - Adult: $250R/$275NR ● Full season lap swim pass: May through Sept - Senior: $200R/$220NR Open Swim:
● Adult Drop in: $9R/$10NR
● Youth Drop in: $5R$10NR
● Senior Drop in: $7R/$8NR
● Individual Full Season Pass: (May through Sept) - Youth: $150R/$165NR ● Family Full Season Pass: (May through Sept) - up to 5 family members in the same household:
$299R/$329NR
● Family Monthly Pass: $80R/$88NR
Lessons:
● Youth Group Lessons - week of lessons, (4 x ½ hr lessons) $120R/$132NR per week ● Adult Group Lessons - week of lessons, (4 x 45 minute lessons) $180R/$198NR per week ● Youth and Adult Lessons - $60R/$66NR per lesson
● Full Season Youth Bridge Program - $399R/$439NR
● BBAF Scholarship Youth Group Swim Lesson-$5R/$5NR
● Scholarship swim lessons are provided in collaboration with our long time partner Beyond Barriers Athletic Foundation (BBAF). Families qualify based on annual household income.
Camps:
● Regular camp, 1 week, 8:30 am to 2pm - $450R/$495NR
● Extended care to 5pm, 1 week, or daily rate will be available - $300R/$330NR Lane Rentals:
● $16.50 per lane, per hour
Party Rentals:
● $200R/$220NR per rental for 2.5 hours
Fee Increases
Fees would not be increased once set, within the season. Generally, if there is another year added to the contract, then we would use a 3% to 5% increase to allow for increased costs. This would be compared to other programs in the area to ensure comparative fees are being used.
Team Sheeper’s approach is to keep fees as reasonable as possible for customers so they can afford to come and have fun in the pool, learn to swim and enjoy the community resource. While aquatics operations are expensive, we strive to keep the cost down for community members. 17
Team Sheeper always conducts a fee comparison study of various other aquatic programs in the immediate area and region in order to set competitive fees.
Scholarship Funding
Team Sheeper is proud to have a close partnership with a 501(c)3 organization whose mission is to promote healthy lifestyles, improve personal safety, and add structure for lifelong achievement by providing scholarships for aquatic programs to underserved youth. With this partnership, those that complete an application for sponsorship and are approved will pay only $5 per swim lesson and the organization will pay the remainder of the lesson cost. The organization has been an integral part of Team Sheeper’s mission to provide swim lessons to all youth.
Management Fee
Team Sheeper is requesting a $350,000 management fee. This amount is necessary to cover the extremely high cost of insurance and staffing for a community pool in order to keep fees low for the patrons. If the contract is renewed for another year, Team Sheeper would request a 4% increase in the fee to help cover cost increases. Insurance is the most costly item that needs to be covered, along with the fact that the operation is only seasonal and yet there are year round costs that have to be incurred in order to support the facility.
Staffing Plan
Team Sheeper CEO: Will oversee the full operation, staffing plans, service plans and management staff in order to provide a full service, seamless and enjoyable experience for all customers Team Sheeper CFO and HRO: Will oversee full finance and human resources of the operation including all hiring, training and onboarding of staff as well as the collection of revenues, payment of staff and expenses and other human resource functions.
Team Sheeper Head of Safety: This is a year round position that oversees safety at all locations. She makes sure that all safety policies and procedures are in place to conform to the American Red Cross specifications, sets up training programs and supervises all General Managers company wide. Full responsibility for all safety on site.
General Manager: General Manager will be responsible for overseeing the full operations of the facility.
Manager on Duty (MOD): MOD’s are responsible for the operation of the facility when the General Manager is not on duty. There will likely be 4 MOD’s available to cover shifts, depending on the hours that they are available. There will ALWAYS be a manager on site during all operational hours.
Lifeguards:
● Lifeguards will be on duty at all times overseeing safety of all programs during operations, in strict adherence to the American Red Cross standards.
● Lap pool - depending on what services are being offered in the lap pool, and number of patrons, there will be 1 to 3 lifeguards on the pool deck, plus 1 guard in rotation. (open swim, lap swim, rentals, lessons. The number of guards on deck will depend on the number of programs and patrons in the pool at any one time.
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● Activity pool - during lessons and camps, no slide use, there will be only lessons in the activity pool, and in addition to swim instructors and swim lesson lead on deck, there will be a lifeguard overseeing the lessons
● Activity pool - during full open swim, there will be up to 4 lifeguards on the pool deck, plus 1 lifeguard in rotation
● Full staff of lifeguards will likely be a pool of about 35 lifeguards depending on staff availability for shifts
● All lifeguards will be fully trained and certified before operations begin and will attend a monthly in service training
Customer Service:
● 1 customer service staff on site during open operations to check in customers for programs. ● Company customer service manager supports hiring and training of customer service staff for all of our locations and will serve as the manager for this location as well ● Also off-site customer service by 2 Company managers that provide company wide customer service to assist in signing up new customers for programs, answering emails and phone message questions, assisting in billing and registration processes. ● 1 Company manager off site will set up the complete registration database using Perfect Mind Xplor software for full registration capabilities on site and off site. Includes pin pad sign ins for monthly pass users and lessons
● There will likely be a staff of about 10 customer service representatives depending on shifts that each can work.
● Customer service staff will be fully trained before operations begin and will attend a monthly customer service training and meeting
Swim Lessons:
● Overseen ultimately by the GM or MOD
● Swim instructors for group lessons, 1 for every 3-4 children, except for water babies, when there is 1 instructor for every 8 water baby and their parent/guardian ● There is always at least one Swim Deck Lead present during swim lessons to help ensure a safe, organized, and positive experience for both swimmers and their families. Deck Leads are responsible for checking children into the correct classes, answering parent questions, and being a reliable point of contact on deck. They also play a key role in maintaining safety by monitoring activity around the pool area and supporting instructors by helping keep swimmers focused and engaged during lessons. Additionally, Deck Leads provide valuable feedback to instructors and help communicate any important information to parents or supervisors, contributing to the overall success of the program.
Camps:
● Overseen ultimately by the GM or MOD
● 1 counselor for every 8 campers
● 1 counselor for every 6 junior campers
● Swim lessons during camps will have 1 instructor for every 3 campers ● Lifeguards on deck as indicated above for open swim or lessons Marketing:
● One full time year round Team Sheeper employee already in place who is in charge of marketing communications for the whole company will provide marketing support and promotion to get the 19
word out in the area about programming as well as post jobs and job descriptions for recruiting efforts.
Attachment A Financial Worksheet
* Estimated costs are ONLY direct costs for each program, which includes the front line staff such as instructors for swim school, lifeguards for open and lap swim and counselors for camps. ** Management and support overhead are shown separately for clarity. This number includes the following things that relate to all programming at the facility:
● Liability Insurance
● Facility General Manager
● Head of Safety for Facility
● Customer service staff and Management
● Programming support including initial set up and maintenance plus cash handling, revenue reporting and revenue collection
● Financial support including budgeting, financial set up and reporting and financial management ● Payroll, Human Resources including management of onboarding, training, work permits, tb testing, fingerprints and other CA labor law compliance ● Subscription and set up fees for payroll and registration service databases ● Marketing, advertising of jobs and programming and internal and external communications ● All other facility expenses such as janitorial, paper supplies, soap supplies, set up costs including computer and iPad for checking in and registration, first aid supplies, signage, pool equipment such as paddles and kickboards
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References, Key Staff and Management
Key Staff & Management:
Tim Sheeper, CEO
Responsible for guiding the company’s culture, values, and overall direction, ensuring strong foundations for sound business practices, operational excellence, and continuous improvement. Builds and maintains relationships with community partners and stakeholders while developing and evolving programs and services that meet the needs of the community. Ensures that every service delivered and every team member reflects the organization’s brand and core values. Responsible for hiring and developing coaching talent and quality control for swimming, water polo, water exercise and strength training. Proud of our long serving loyal and professional team members that are mission driven and safety focused.
Constantly drawing on my 42 years of aquatic business and coaching experience and my absolute love of the water to serve individuals and families in our region.
Can be reached at [email protected] 650-504-1114.
Carole Hayworth, Chief Financial and Human Resources Officer Responsible for all financial operations, including revenue collection, cost control, internal controls, budgeting, and financial reporting. Responsible for payroll, human resource management, required trainings, compliance with labor laws, full onboarding and termination of employees. Fully responsible for contracts, insurance, and rental agreements with outside parties. Oversees customer registration services, customer service and marketing departments.
Carole is a CPA and has been working in the field of finance for over 35 years. She has headed up the finance and HR departments for Team Sheeper for 25 years.
Can be reached at: [email protected]; 650-781-5525 Melissa Joy, Manager of Customer Experience and Program Development Responsible for the configuration, maintenance, and reporting of the PerfectMind Xplor registration system, ensuring a seamless and high-quality customer experience. Oversees cash handling, collection, and revenue reporting processes to maintain strong financial controls. Supports program development and scheduling, and leads marketing communications directed to both customers and staff.
Certifications: American Red Cross Lifeguard, CPR/AED and First Aid (valid through 9/8/2026), Hazardous Chemical Communication training, fire extinguisher use, Bloodborne Pathogens, Anti-harassment training, back safety, and preventing slips, trips, and falls.
Can be reached at [email protected]; 650-781-5525
Meg Huggett, Head of Safety Operations
Responsible for ensuring the facility provides a safe and welcoming environment for all patrons and staff.
Oversees the recruitment, hiring, and scheduling of lifeguards and Managers on Duty, and manages the development and ongoing implementation of lifeguard training and procedures in alignment with American Red Cross aquatic safety standards. Ensures all staff maintain current certifications in Lifeguarding, First Aid, and CPR. Oversees the procurement and maintenance of safety equipment and supplies, including uniforms, first aid kits, AED components, testing reagents, rescue tubes, and communication devices.
Implements and manages a lifeguard skill audit program that includes weekly evaluations to ensure consistent safety performance and operational excellence.
Certifications: Certified Pool Operator through the PHTA (Current through 10/31/2030), American Red Cross Lifeguard Instructor Trainer, American Red Cross Lifeguard Instructor, American Red Cross 21
Lifeguard/CPR/AED/First Aid, American Red Cross First Aid and CPR/AED Instructor and Instructor Trainer (all current through 2/20/2027), American Red Cross Lifeguard Management Certification (valid through 8/19/2027), American Red Cross Water Safety for Parents and Care Givers, Hazardous Chemical Communication Training, fire extinguisher use, Bloodborne Pathogens, Anti-harassment training, back safety, and preventing slips, trips, and falls.
Can be reached at [email protected]; 650-781-5525
Michelle Tedford, General Manager
Fully responsible for overall facility operations, programs, and customer experience, ensuring compliance with all state, local, and company standards. Manages all staff and Managers on Duty to maintain safety, professionalism, and exceptional service. Oversees the recruitment, hiring, and training of lifeguards and Managers on Duty, ensuring all staff meet company standards aligned with American Red Cross Lifeguarding Guidelines. Conducts and manages lifeguard training classes, onboarding, and continuous staff development. Ensures the facility is clean, well maintained, properly staffed, and safely opened and closed each day according to established procedures. Leads by example to foster a motivated, positive, and team-oriented culture. Reviews and updates safety policies as directed by the Head of Safety Operations and conducts quarterly multi-department EAP drills. Serves as a liaison with City staff and contracted renters to coordinate maintenance, events, and operations. Monitors and maintains facility inventory, including chemicals, janitorial, and office supplies to ensure uninterrupted operations.
Certifications: American Red Cross Lifeguard/CPR/AED/First Aid Instructor (valid through 7/12/2027), American Red Cross Lifeguard/CPR/AED First Aid (valid through 7/12/2027), American Red Cross CPR/AED/First Aid Instructor (valid through 10/18/2026), Aquatic Facility Operator Certified through National Recreation and Park Association (valid through 6/30/2027), Hazardous Chemical Communication training, fire extinguisher use, Bloodborne Pathogens, Anti-harassment training, back safety, and preventing slips, trips, and falls.
Brianna Cavanagh, Manager of Youth Programming
Responsible for the development, implementation, and oversight of all youth and instructional programming, including swim lessons, swim team, camps, and adult swim lessons. Oversees the full lifecycle of program delivery- from curriculum design and scheduling to staffing and quality assurance- to ensure each program meets organizational standards for safety, instruction, and participant experience.
Manages all swim lesson instructors, coaches, and camp counselors, providing leadership, mentorship, and performance feedback to maintain consistency and excellence across programs. Recruits, hires, trains, and schedules all youth aquatic staff, ensuring they are fully equipped with the knowledge, certifications, and tools necessary to deliver high-quality, engaging, and safe programming for participants of all ages and abilities.
Certifications: American Red Cross Lifeguard, CPR/AED and First Aid (valid through October 2027), Certified Pool Operator (valid through June 2027), Hazardous Chemical Communication training, fire extinguisher use, Bloodborne Pathogens, Anti-harassment training, back safety, and preventing slips, trips, and falls.
Can be reached at [email protected]; 650-781-5525
Patrick Marion, Head of Marketing and Communications
Responsible for all internal and external marketing and communications to staff, customers, and the broader community, ensuring consistent alignment with the organization’s brand, mission, and values.
Oversees the design, content, and presentation of the company website to maintain a professional appearance and an intuitive, user-friendly experience for customers. Manages all advertising efforts, including promotional campaigns for programs, events, and staff recruitment, to support participation 22
growth and workforce development. Additionally oversees the maintenance of web domains, online systems, and digital infrastructure, coordinating technical support.
Can be reached at [email protected]; 650-781-5525
Kathy Miller, Head of Customer service
Responsible for the hiring, training, and scheduling of all customer service staff to ensure consistent, high-quality service and smooth front-line operations. Develops and implements both initial and ongoing monthly training programs focused on communication, customer relations, safety and operational procedures. Assists with employee onboarding. Oversees all systems and audits related to cash collection, safety, and financial reconciliations, maintaining accuracy and compliance with established protocols. Responds promptly and professionally to customer inquiries, supports registration processes, and ensures clear, timely communication with patrons. Additionally, assists in collecting and tracking financial support applications in partnership with the Beyond Barriers Athletic Foundation (BBAF) to provide scholarship opportunities for qualifying participants.
Certifications: American Red Cross Lifeguard, CPR/AED and First Aid (valid through July 2026), Hazardous Chemical Communication training, fire extinguisher use, Bloodborne Pathogens, Anti-harassment training, back safety, and preventing slips, trips, and falls.
Can be reached at [email protected]; 650-781-5525
Managers on Duty
Provide full management support and oversight of facility operations when the General Manager is not on site.
Certifications: All managers on duty hold current American Red Cross lifeguard CPR/AED/First Aid certification. All Managers on Duty are trained in Hazardous Chemical Communication, fire extinguisher use, Bloodborne Pathogens, Anti-harassment training, back safety, and preventing slips, trips, and falls. 23
References
Kristen O’Kane, City of Palo Alto Community Services Director Kristen.o’[email protected] ; 650-463-4908
Sean Reinhart, City of Menlo Park, Library and Community Services Director [email protected] ; 650-330-2510
Sharon Eva, City of Palo Alto Community Services Manager [email protected] ; 650-463-4909
Proposed Staffing Ratios
Managers: A manager is always on duty at the facility, whether the General Manager or Manager on Duty Lifeguards:
Lap Pool: 2 guards on duty, plus one in rotation for 45 number of patrons in the water, per American Red Cross standards.
Activity Pool: 1 guard at the top of the slides, 1 guard at the bottom of slides, 1 guard rotating at side of pool plus 1 guard in rotation for 45 patrons in the water Swim Lessons:
Beginner Groups: 1 instructor for every 3 participants
Intermediate Groups: 1 instructor for every 4 participants Water Babies Lessons: 1 instructor for every 8 participants (since a parent is with each baby) Private Lessons: 1 instructor for every 1 participant
Semi-Private Lessons:1 instructor for every 2 participants Adult Lessons: 1 instructor for every 3 students
Bridge Swim Program: 1 coaches for every 15 participants Camps: A camp manager or camp lead is always on-site for supervision Main Camp: 1 counselor for every 8 campers
Junior Camp: 1 counselor for every 6 junior campers (campers age 6 and under) 24
Contract Performance
1. City of Palo Alto:
Team Sheeper currently has a full aquatics service contract with the City of Palo Alto that began in 2018 and will continue at least through December 31, 2030. This contract was recently renewed for another 5 year term and is for the Rinconada pool at 777 Embarcadero Ave, Palo Alto.
2. City of Menlo Park:
Team Sheeper currently has a full aquatics service contract with the City of Menlo Park that began in May of 2006. This contract will continue at least until September 30, 2028. This includes operations of two locations, one at 501 Laurel St and one at 100 Terminal Ave, both in the City of Menlo Park.
Relationships with the cities that we work with are managed through a number of strategies including weekly meetings, monthly and quarterly recaps of services, survey results and financial information including full reporting of attendance by each category of service and revenue information by each program area.
Any concerns are communicated through email with each party and are followed up on immediately through personal communication or email depending on the issue that has arisen.
Team Sheeper communicates frequently with customers via focus groups, emails, phone calls and while they are in-person and on-site to determine that all needs are being met appropriately.
We have not had any terminations, cancellations or non-renewals at any time in the last five years. 25
Public Communication and Registration
Overview and Philosophy
Team Sheeper, Inc., is dedicated to serving the entire community through safe, high-quality, and welcoming aquatics and fitness programs. Our organization was founded on the belief that everyone should feel welcome, wanted, and part of a community built around wellness.
Our mission is to promote health and well-being by helping each person “find their lane”—whether that means learning to swim, joining a class, or connecting with others through movement.
Every element of our communication, registration, and customer service system is designed to make community participation simple, transparent, and positive.
Communication Systems and Customer Support
Clear, consistent, and caring communication is at the heart of our operations.
We blend digital systems with in-person service to ensure participants always have direct access to information and assistance.
● Front Desk Support: Associates are present during all operating hours to provide in-person help, answer questions, assist with registrations and payments, and receive feedback. They are also available by phone and email, ensuring every visitor or participant receives a prompt, friendly, and professional response.
● Digital Communication: Our website, email newsletters, and social media provide ongoing updates about registration, program changes, schedules, and upcoming events. ● Marketing and Online Presence: Our marketing manager maintains accurate, up-to-date information on Google and Apple, so community members can easily find hours, contact details, and announcements.
● Customer Relationship Management (CRM): We use CRM software to track all customer service communications, including inquiries, follow-ups, and feedback. This system helps ensure that every customer receives a timely and complete response, and allows our management team to monitor customer relations.
Additional customer service support is provided by the Head of Customer Service, both on-site and remotely. A Manager on Duty is available during all open hours to assist with escalations or special concerns.
Registration and Payment Systems
Our registration and payment systems are designed for convenience, flexibility, and accessibility.
Participants can register online anytime through Xplor Recreation (formerly PerfectMind), our secure management software that supports membership sign-ups, class registration, and automatic billing.
To ensure equitable access for all community members, we also provide:
26
● In-person registration and payment options at the front desk, so no online access is required to participate.
● Automatic monthly membership renewal through Xplor Recreation, with easy cancellation available at any time.
● Quick front desk check-ins for members using scan-in technology. ● Open access to facilities — no reservation or membership is required to use the pools.
Administrative staff coverage is maintained at all times that the facilities are open. Email support is available during all hours of operation and all inquiries are responded to within 24 hours, often much sooner.
Policies and Procedures: Registration, Refunds, and Complaints All policies are guided by our core values of fairness, transparency, and community care. They are clearly communicated to participants, easily accessible online, and regularly reviewed for improvement. ● Registration: Participants may register online, in person, or by phone/email with the help of customer service staff.
● Refunds and Cancellations: Refunds are automatically processed when canceled within the program’s cancellation window. Each program (e.g., Swim School, Bridge, Camps) has a specific cancellation policy designed to be fair to families while allowing programs to run smoothly. ● Memberships: Auto-renew monthly and can be canceled at any time at the end of the billing cycle, either online, by phone, or in person.
● Complaints and Feedback: Feedback is welcomed and tracked through HubSpot CRM, ensuring that all customer comments or concerns are documented, assigned for follow-up, and resolved. Front desk staff listen attentively and escalate issues to the Customer Service Leads or Head of Customer Service as needed. Managers review recurring feedback to identify opportunities for improvement.
Our guiding principle is to always take ownership of the customer experience—never putting responsibility back on the client.
Customer Service Standards and Communication Practices
Our communication guidelines emphasize friendliness, empathy, and engagement. Staff are encouraged to connect with guests personally—asking about their swim, remembering names, and creating a sense of belonging.
Training and Staff Support
Front desk employees receive:
● Comprehensive onboarding covering company policies, front desk responsibilities, PCI compliance, and customer service expectations
● Ongoing training to update best practices, enhance technology skills, and strengthen communication and problem-solving techniques
● Access to management support through open communication with supervisors and leads 27
● A positive, collaborative workplace culture that values teamwork, inclusion, and respect These systems ensure every customer interaction—whether it’s a registration, refund request, or casual question—reflects professionalism, care, and consistency.
Assessing and Maintaining Customer Satisfaction
Customer satisfaction is measured and maintained through multiple systems and feedback loops:
● HubSpot CRM Tracking: All customer service communications are logged and monitored to ensure timely responses and identify recurring concerns. ● Annual Community Surveys: Assess satisfaction with programs, facility experience, and communication effectiveness.
● Ongoing Feedback: Informally gathered through conversations, phone calls, and emails, then shared with management for review.
● Weekly Data Analysis: Xplor Recreation data is used to monitor participation, resident/non-resident usage, and membership trends.
● Team Review and Training: Feedback is discussed in staff meetings to reinforce what’s working and address any areas for improvement.
Through consistent communication, staff training, and seeking community feedback, Team Sheeper ensures that every participant feels heard, supported, and connected to a community that values wellness and respect.
28
Quality Assurance, Risk Management and Insurance
Tools and Processes Used for Quality Assessment
● Seasonal and Annual Surveys are implemented to retrieve necessary customer feedback in order to determine if our quality of programs, safety, facility and customer service are meeting community expectations.
● Annual Red Cross Aquatic Examiner Service (AES) is contracted in order to measure our safety service operations against the worldwide gold standard when it comes to safety. An auditor arrives and reviews every aspect of our operation from first aid kit contents to how staff performs a rescue of a shallow water spinal injury. Staff rescue skills performance audits are conducted to determine if our training and evaluation methods are translating into a successful team of rescuers.
● Daily Community Feedback via our in-person, phone, or on-line channels. Receiving community feedback in real-time allows us to see, understand, listen to the emotion and enables us to work towards problem solving a point-in-time issue or a foundational issue that needs addressing to reduce friction for patrons in the future.
Risk Management and Response Procedures
Our organization follows a structured process to identify, assess, and address potential hazards while ensuring that all incidents are reviewed to improve safety and reduce future risk. ● Incident Reports are completed after all incidents or harm or threats of harm. Part of that incident reporting procedure is reviewing the incident and identifying factors that lead to the incident and remedies to remove or reduce risk.
● Lifeguards and MOD staff receive required monthly in-service training to practice rescue, first aid, CPR, AED and risk management skills. In-service training is planned around skills that have been identified as needing improvement or additional practice based on what has been coming up at the facility or has been turning up in audits.
● Lifeguards receive audits of their performance every month in the form of quick checks, visibility drills, lifeguard station response time testing, CPR and first aid skills auditing.
Standards of Care for Operating a Public Pool
The Head of Safety has over 10 years of experience managing public swimming pools. She is a certified pool operator through the Pool and Hot Tub Alliance. She has a deep and well versed knowledge of standard of care based on her 20 plus years of American Red Cross lifeguard experience. She has been a certified American Red Cross lifeguard instructor since 2012. In addition she has held certification for Swim Lessons and Water Safety Instruction through the YMCA for over a decade. The Head of Safety received her American Red Cross Lifeguard Instructor Trainer certification in February 2025. This is the highest level of training in the field outside of being an educator for the Red Cross. The Head of Safety is familiar with the Model Aquatic Health Code in additional California state standards for public swimming pools.
In addition, Team Sheeper voluntarily undertakes an annual audit performed by the American Red Cross on the current facilities that we operate. The American Red Cross visits, audits our performance and 29
conducts an in-service training for our employees to ensure that all required safety procedures and regulations are being followed.
Standards for Protecting Employee Health
Our organization maintains comprehensive policies and procedures to protect the health and safety of both the public and employees, ensuring full compliance with all applicable City, County, State, and Federal regulations.
All employees receive initial training at point of employment to remain in compliance with state and federal employee health and workplace safety standards. These trainings are assigned based on role in the company and risks the employee may be exposed to.
All employees complete the following training:
Initially: Slips, Trips and Falls, Back Safety and Injury Prevention, Fire extinguisher Safety, Anti-Harassment Training
Annually: Fire Extinguisher Trainings
All Lifeguards also complete the following trainings:
Initially: Bloodborne Pathogens, Heat Stress, Personal Protective Equipment Annually: Bloodborne Pathogens
All Camp Counselors and Swim Instructors also complete the following trainings:
Initially: Heat Stress
All Facilities staff complete the following trainings:
Initially: Hearing Conservation, Lockout/Tagout, Heat Stress, Confined Spaces, Hazardous Communication and Spill Prevention, Personal Protective Equipment Annually Hearing Conservation, Confined Spaces
All Managers complete the following trainings:
Initially: Bloodborne Pathogens, Lockout/Tagout, Heat Stress, Hazardous Communication, Personal Protective Equipment, Anti-Harassment Training for Supervisors Emergency Preparedness Action Plan
On the following page is a flowchart outlining the structure of the Emergency Action Plan (EAP). A full EAP will be completed to reflect specific facility needs, site layout, and operational use cases. by the Head of Safety once they are able to conduct an on-site assessment to determine the most effective and appropriate emergency procedures.
Litigation
There has been no litigation against us since inception.
Insurance
Team Sheeper carries full liability and umbrella insurance policies and has for the last 20 years. If a contract is awarded, the additional liability insurance required will be secured. 30
Emergency Preparedness Action Plan Flow Chart
31
OCTOBER 24, 2025
CITY OF GILROY ADMINISTRATION DEPARTMENT RECREATION
DIVISION // REQUEST FOR PROPOSALS
CHRISTOPHER HIGH SCHOOL AQUATICS
CENTER OPERATIONS
THE SPORTS FACILITIES COMPANIES // SPORTS FACILITIES MANAGEMENT, LLC
SPORTS FACILITIES COMPANIES 2
Table of Contents
3 cover letter
5 qualifications
9 program understanding
15 programs, services & schedule
26 references, key staff & management
32 contract performance
25 public communication & registration
Quality Assurance, Risk Management, & Insurance
37 39
SPORTS FACILITIES COMPANIES 3
cover letter
SPORTS FACILITIES COMPANIES 4
On behalf of the Sports Facilities Companies (SFC), we’re pleased to submit our proposal to manage summer operations at the Christopher High School Aquatics Center for the 2026 season and beyond! Our focus is to deliver a safe, welcoming aquatics experience centered on learn‑to‑swim and community recreation swim, with the flexibility to incorporate lap lanes, aqua fitness, and family rentals as interest and scheduling allow. Programming will run between Memorial Day and Labor Day, with schedules coordinated in partnership with the City and GUSD to support facility needs.
What sets SFC apart is our full‑service aquatics management model that goes beyond lifeguard staffing— encompassing programming, daily operations, staff training, marketing, food & beverage where applicable, and transparent financial reporting tailored to public‑sector partners. As an Authorized National Training Provider with the American Red Cross, we certify and train lifeguards in‑house to ensure consistent quality and the highest safety standards across our venues. Consistent with our municipal best practices, we operate with open‑book reporting, monthly variance reviews, and an annual business plan and budget so City leadership has full visibility into outcomes.
Our proposed approach for Gilroy will:
• Prioritize safety and compliance with clearly documented EAPs and in‑service training, and operate waterslides and pools in accordance with Cal/OSHA, County Health, ADA, and related standards and inspections. • Deliver a community‑first program mix centered on learn‑to‑swim and daily recreation swim, with optional additions such as lap swim, aqua fitness, and rentals to broaden participation and access. • Maintain comparable fees to nearby public aquatic programs and provide a low‑cost swim lesson option for income‑eligible youth within the City of Gilroy, as requested. • Coordinate closely with GUSD on facility access and scheduling, and meet the City’s reporting cadence with participation statistics, fee classifications, and customer service metrics each month during the season.
SFC’s mission is to improve the health and economic vitality of the communities we serve, and we are excited to bring our national expertise with a local focus to the families of Gilroy. Thank you for your consideration—we look forward to the opportunity to partner with the City to deliver a safe, welcoming, and well‑managed summer at the Christopher High School Aquatics Center.
Dear Ms. Baksa and Mr. Atkins
Billy Hilliard Regional VP, Business Dev.
[email protected]
903.517.7868
SPORTS FACILITIES COMPANIES 5
qualifications
Pre-Development
Firm Overview
Management Development
Developm
e
n
t
p
r
e
-
development
M a n a geme n t
Market Research
Financial Forecasts
(Pro Forma)
Economic Impact
Feasibility Reports
Community Engagement &
Partnership Development
Strategic Planning &
Finance Strategy
Start-Up Operational
Development
Facility Operations
Operational Timelines
Revenue Generation
Facility Optimization
Owner’s Representation
Venue Planning
Procurement
(FF&E & OS&E)
Operational Budget
Impacts (Design Decisions)
Technology Requirements,
Sport Equipment
& Specifications
Facility Branding,
Wayfinding, Signage
Our mission is to improve the health and economic vitality of the communities we serve. Since 2003, the Sports Facilities Companies, comprised of Sports Facilities Advisory, Sports Facilities Management, and Sports Facilities Development, have become the trusted resource for communities who want to plan, develop, or operate sports, recreation, entertainment and fitness centers. • CONTRACTING FIRM: SPORTS FACILITIES MANAGEMENT, LLC • 17755 US Highway 19 N. Unit 300, Clearwater, Florida 33764 • NUMBER OF EMPLOYEES: 3,500+ • YEARS IN OPERATION: 22
CAPORELLA AQUATIC CENTER
TAMARAC, FL
ARTESIA AQUATIC CENTER
ARTESIA, NM
SAND MOUNTAIN PARK & AQUATICS
ALBERTVILLE, AL
ADVENTURE COVE AQUATICS
ABILENE, TX
THE BRIDGE
BRIDGEPORT, WV
MORRISTOWN LANDING
MORRISTOWN, TN
LIMA AQUATIC PARK
LIMA, OH
PELICAN BAY AQUATICS
EDMOND, OK
REAL-WORLD FACILITIES, REAL WORLD RESULTS
We’re way more than a lifeguard staffing company. We’re a full-service solution to creative programming, decreasing subsidy, improving safety, and providing a great guest experience. SFC has the unique experience of managing aquatics venues with multi-uses - providing us the confidence that we will be able to managed the multiple stakeholders and wide array of program types of the Christopher High School Aquatics Center. Below is a snapshot of some of SFC’s experience in venues that have multi-use programming and multiple programming partners, user groups and stakeholders. We will not be learning on the job and will bring our existing policies, procedures and protocol ready to customize to the uniqueness of the Christopher High School Aquatics Center.
SPORTS FACILITIES COMPANIES 7
SPECIALTIES
aquatics staff development,
partnership collaboration
education
BBA, College of Business
& Economics
University of Kentucky
experience
Years in Industry: 23
As Vice President of Venue Management for Aquatics, Ken is responsible for SFC’s Aquatics Venues nationwide, assisting our clients with operating and optimizing our indoor and outdoor pool facilities and water parks. His broad and successful career has spanned over twenty years of operations, programming, training, marketing, budgeting and forecasting.
Ken has served as an Aquatics Director to municipal and recreational pools, competition pools, country clubs, water parks and private and public aquatic centers. He has worked with the YMCA® and the American Red Cross® as a Water Safety Instructor, Lifeguard Instructor, and CPR/First Aid Instructor. Ken is a Certified Pool Operator® and a certified Aquatics Facility Operator®. Ken is also an accomplished swim coach having been a certified coach member of USA Swimming® since 1984.
Over his 20+ years of coaching age group, senior club swimmers and high school athletes, he has produced multiple Junior Olympic qualifiers and finalists, state champions, junior and senior national qualifiers and college scholarship recipients. Ken maintains close ties to the competitive swimming world as a certified coach with the American Swim Coaches Association®, US Masters® Swimming, and USA Water Polo®.
Adventure Cove Water Park - Abilene, TX
Artesia Aquatic Center - Artesia, NM
Caporella Aquatic Center - Tamarac, FL
Pelican Bay Aquatic Center - Edmond, OK
Certified Pool Operator (CPO®)
Certified Aquatics Facility Operator (AFO®)
American Red Cross® Water Safety Instructor® (WSI)
American Red Cross® Certified Lifeguard Instructor (LGI) American Red Cross® CPR, First Aid and AED Certified
American Red Cross® Certified CPR, First Aid and
Safety Training for Swim Coaches
USA Swimming® Certified Coach Member Since 1985
USA Swimming® Certified Official, Stroke & Turn Judge,
Meet Referee
American Swim Coaches Association® [ASCA]
Certification
ALTS® Certified Stroke Technician
National Interscholastic Swimming Coaches Association
Member (NISCA)
Florida Swimming LSC All-Stars and USA Zones
Coaching Staff Member 2016-2018, Selected Head
Coach in 2021
Served on Florida Swimming Board of Directors, Central
FL Coach Representative
Certified Masters Coach with United States Masters
Swimming® [USMS]
Certified USA Water Polo® Coach
Starfish Aquatics Institute® Adaptive Swim Instructor
Certified
P.A.D.I. ® Scuba Certified
Experienced with Hosting and Managing Swim Meets
Including Hy-Tek Meet Manager, Team Manager,
Colorado Timing System, and Team Unify
Swimming Career - 6x Age Group State Champion, 2x
All-America Honors, Junior Nationals Finalist, Top 10
USA Ranking, USA Olympic Trials Qualifier
NOTABLE PROJECTS
NOTEWORTHY MEMBERSHIPS, ACCREDITATIONS, & ACHIEVEMENTS
VP OF VENUE MANAGEMENT
Ken Cobb
SPORTS FACILITIES COMPANIES 9
program
understanding
SPORTS FACILITIES COMPANIES 10
Once the facility is complete, SFC can provide Full-Time Management (FTM) for the proposed facility involving the day-to-day oversight of all aspects of the venue including:
• Sales
• Staffing
• Scheduling
• Program Development and Management
• Events Booking and Events Management
• Event Economic Impact and Financial Tracking
• Monthly Financial Reporting
• Human Resources Oversight
• Legal and Risk Management Advisory Services
• Bookkeeping
• National Marketing utilizing SFC’s national Marketing Network to drive overnight stays for the portion of the Venue that SFC will be managing
A COMPREHENSIVE SOLUTION
SFC Full-Time Management Services includes the selection, placement, and ongoing development of a full-time SFC
-employed General Manager and leadership staff at your
facility. As an SFC -managed facility, your facility will be led by an individual who is fully accountable to SFC and who views their role in optimizing your facility as a true career path. SFC culture attracts and develops ambitious, outcome-oriented managers. SFC managers are professionals who have
previously managed operations for Disney’s Wide World of Sports, Gaylord Entertainment, the House of Blues, Lifetime Fitness, the YMCA, SMG, NBC Comcast Global Spectrum,
Westin Resorts, The United States Army, The United States Marine Corps, and a wide range of sport and recreation
centers.
SFC NATIONAL NETWORK
Additionally, only SFC General Managers and leadership
teams are part of the SFC network of GM’s. This means that your facility will be led by a GM and leadership team that participates in the SFC weekly teleconference and videoconference meetings with other SFC-employed GM’s and the team of SFC operations advisors. This call requires each facility manager to report in on the progress they are making against established goals, and it provides opportunity for each of our GM’s to seek perspective from other managers who are dealing with or have already overcome similar
challenges. All of these centers deal with the same challenges and opportunities inherent to the sports/fitness/ recreation/ entertainment facility industry. These managers are also benchmarked against one another and against the highest revenue producing and highest EBITDA-producing facilities in the country.
The result is that your facility will be managed to utilize the culture of accountability, best practices, proven strategies, and profit-focused tactics that are constantly honed within the SFC network.
MONTHLY VARIANCE REPORTING
With SFC your facility will undergo a rigorous monthly “Bud‑ get Versus Actual” (variance) review. Led by a full-time SFC Management Advisor, your GM, leadership team, and staff will be part of a monthly top-to-bottom review of the operation including a line item review of “Budget vs. Actual” results. The process includes a review of the prior month performance, a forward-looking discussion of critical action items, marketing initiatives, and a pace-to-goal session. This “variance” pro‑ cess drives performance and accountability while providing your team with the expertise and resources of SFC advisors.
ACCOUNTABILITY
With Full-Time Management, your GM/leadership team
reports directly to the Vice President of SFC and the CEO of SFC. The GM is fully accountable to employing SFC
best practices and executing on every action item identified in your annual business plan and monthly action plan. This accountability allows for no excuses and no gap between the plan, the goal, and the on-the-ground execution.
Full Time Management Services
SPORTS FACILITIES COMPANIES 11
FINAL SAY
Approval of SFC’s GM is entirely at the City of Gilroy's discretion.
SFC will present the selected candidate and rationale for your approval or rejection. Additionally, with the FTM program, you are guaranteed temporary management and replacement in the event of an unexpected GM or leadership team departure. The FTM program offers:
• Full-time SFC General Manager and leadership team
• Ongoing learning and accountability through the SFC
national network
• Replacement of the GM and placement of a temporary,
experienced GM in case of departure
• A career-focused industry professional
• A culture of accountability
• Annual Business Plan created for your facility by SFC • Monthly “budget vs. actual” meetings and action planning sessions
• Weekly participation in the FTM network
• Transparent financial and bank reconciliation reporting • Unlimited access to the SFC library of Customer Service, Group Events Sales, and Revenue Optimization resources
• Monthly owner’s report and board/owners meetings with the GM and an SFC Vice President
• Direct GM reporting to SFC ownership
MANAGEMENT SERVICES
SFC’s Full-Time Management services involve acting as your group’s representative to drive optimized performance and accountability across the organization. These services include:
• Creation and annual review of business plan, marketing action plan, and budgets
• Seasonal budget and marketing action plans
• Marketing and advertising plans and campaigns
» Website optimization and social media campaigns
» PR campaigns
» Trade show and conference schedule (as applicable)
» Direct sales to event and tournament organizers
» Familiarization visits
» Integration and collaboration with local aquatics and CVB
» Site-specific tournament and event development
» Direct mail, article writing and print advertising
• Detailed timeline and action items for facility/operation updates
• Annual review of the prior business year and identification of new programming
• Capital improvement suggestions and reviews
• Identification of new investment opportunities
• Monthly “Budget vs. Actual” (Variance) review
• Routine review and recommendations for programming,
marketing, reporting, and organization updates
• Action plan for local/regional alliances with sports and recreation organizations to maintain utilization through leagues, programs, and events
• Weekly management calls with SFC management and
GM network for business development and operations
• Recurring coaching and collaboration sessions with SFC management and GM network
As it is SFC’s experience that more corporate support is needed during the first few years of facility operations, SFC will employ a tiered structure whereby the services and support offerings provided above taper to a degree over time.
ADDITIONAL SERVICES
As part of SFC’s Full-Time Management option, the following services are included to support the recruitment, training, and development of team members:
• Recruiting: Job analysis, candidate screening,
interviewing, selection, and finalizing job offers
• Employee Onboarding: Induction, training, and
integration of new hires
• IT Support: Computer and IT services
• Payroll Administration: Processing and support for
payroll
• Health Insurance: Provision and administration of health insurance programs
• Worker’s Compensation: Provision of worker’s
compensation insurance
• Best Practices: Sharing policies, procedures, forms, and instructions for operational excellence
• Vendor Recommendations: Identifying and
recommending qualified vendors, software, programs,
and hardware solutions
• Business Plan: Annual updates to the Business Plan
• Employment Plan: Development and updates of the
Employment Plan
• Food & Beverage Plan: Creation and updating of the
Food & Beverage Plan
• Financial Tracking: Monitoring and management of
financials, including collections, books, records, insurance, taxes, legal compliance, and related fees/costs.
SPORTS FACILITIES COMPANIES 12
COMPLEX OPERATING MANUAL
Once selected we will work with the City of Gilroy to develop a custom operating manual. Together, SFC and the City of Gilroy will determine at a minimum, the following:
• Hours of operation
• Standard operating procedures for facility
• Minimum maintenance standards and guidelines
• Quality assurance/quality control procedures
• Workflows for programming and registration
• Purchasing policies
• Miscellaneous
Once completed, the City of Gilroy will own the Operating Manual.
EMERGENCY TRAINING
Along with complex operating manuals and procedures, our teams actively train for emergency situations and are fully prepared to handle them when they arise. Our staff has dealt with missing children, active shooters, cardiac arrests, weather emergencies and a long laundry list of other situations. When it comes to these types of situations, the City of Gilroy cannot afford to put the facility in the hands of operators who do not have this proven, hands-on experience.
ADDRESSING NEW CHALLENGES HEAD ON
COVID is not the first or the last challenge that will face the sports tourism industry. Throughout COVID, the industry looked to SFC for leadership and we responded by authoring and sharing COVID re-opening guidelines for our venues and provided to the industry at no charge. We applied for and received PPP and small business loans/grants for all of our venues and have come out of COVID stronger than how our venues went in.
the City of Gilroy can be confident with SFC as your partner that you will be in the best position possible to address any situation that arises - whether a one-time occurrence or an entire shift to the industry.
OPERATING MANUAL
MAINTENANCE OPERATING PROCEDURES
In addition to general maintenance and housekeeping for the facility, SFC will develop standard operating procedures for facility-specific needs. SFC recognizes there is not a onesize-fits-all approach to facility maintenance. As a result, the Account Executive and General Manager will work with the City of Gilroy to ensure all facility areas, as well as an specialized equipment, have individualized SOPs for facility staff to use as a guideline for proper maintenance and upkeep.
Individual SOPs for the Christopher High School Aquatics Center may include, but not limited to:
• Events, Staffing Plans, Programming cash Handling
• Event/Ticketing
• Parking
• Heath & Safety
• Crisis Management
• Emergency Exit Routes
• Hazard Communication Standard
• Lifeguard In-Service Training
• Opening Procedures
• Closing Procedures
• Back Boarding Protocol
• Water Contamination Protocol
• Water Chemistry and Clarity
• Chemical Log
SPORTS FACILITIES COMPANIES 13
Pool Safety and Emergency Response
There are several risks associated with working in an aquatics facility. Staff needs to understand the following safety precautions to help avoid injury. The SFC Team believe the on-site staff members need to be fully accountable for the safety if all staff and patrons. For this reason, SFC’s corporate staff includes instructors and instructor-trainers for the Nationals Swimming Pool Foundation, American Red Cross, and Ellis and Associates. The SFC Team will personally train and certify the facilities on-site leadership staff to be able to teach and instruct these crucial skills to all on site staff.
Senior leaders promote an organizational environment that fosters, requires and results in legal and ethical behavior through mentoring, transparent systems, quality protocols, dual control systems and network monitoring. These processes provide senior leaders the framework for what is expected from not only themselves but also the entire workforce. Frequent facility assessments maintain accountability and address any indications of improper behavior. This regular review optimizes the operations and brings the highest standards for honest checks and balance systems.
Our policies are designed to provide awareness about
emergency and safety procedures for all staff. They are designed to ensure that all crew members responsible for supervising activities and/or facilities are aware of their responsibilities in case of an accident or incident. Not only do the policies and procedures have the guest in mind but also the staff members. Management will regularly review the procedures following emergency situations to determine the need for follow-up training for the employee involved in the situation. They will review the need for updates and/or changes that need to be made in the policy and procedure manual, which is designed not only for external guests but for internal guests as well. Feedback is encouraged from staff members regarding the policies and procedures.
The American Red Cross standard for Emergency Action
Plans for what everyone does during an emergency are
extremely important. Laminated EAPs are located in all office locations near the phones and on the bulletin board in the Employee Break Room. The EAP’s specific to each attraction (slides, continuous river, and aquatic play area) are included in the Operations and Maintenance Manuals for each of the attractions.
POLICIES AND PROCEDURES
Our professional aquatic staff is not only responsible for safety at our aquatic facilities but also for providing outstanding service and the overall well-being of the staff and guests.
At all times we want to protect our facility and staff from the risk of liability. It is imperative that our detailed policies and procedures be adhered to at all times to avoid areas of bias, to keep all staff members consistent, and to ensure that the City of Gilroy is not liable in any situation.
SAFETY PROGRAM
Lifeguards are required to attend one hour of in-service training per week. In-service trainings will be offered a minimum of two days per week. Advanced notice will be
given for in-service training and all Lifeguards are expected to attend or make prior arrangements to schedule an alternative session. Failure to attend in-service trainings may result in termination. In-service trainings will generally be divided into pool and classroom sessions.
PREVENTATIVE MAINTENANCE
SFC’s preventive maintenance program is designed to
extend the life of facility components, reduce repair costs, and maintain optimal performance. Our approach includes regular inspections to detect early signs of wear, scheduled maintenance to minimize downtime, and diligent housekeeping to prevent debris buildup. Key focus areas include pool pumps and motors, chemical systems, controllers, and filters—each monitored and maintained on a routine schedule to ensure safe, efficient operations.
All practices align with the CDC’s Model Aquatic Health Code (MAHC), ensuring the highest standards of safety and compliance. For new clients, SFC conducts a thorough facility assessment—reviewing existing documentation, performing on-site evaluations, and developing a comprehensive action plan with prioritized recommendations, life-cycle forecasting, and cost planning.
In the event of a closure, SFC maintains essential operations to preserve water quality and safety, ensures proper
communication with staff and patrons, and performs full inspections before reopening. This proactive, standardsbased approach minimizes long-term costs and ensures consistent, high-quality facility performance.
SPORTS FACILITIES COMPANIES 14
We offer a full rental program for parties or after-hours rentals. The local community can review and register on our online portal.
At SFC, we believe in the transformative power of sports and the significant impact our facilities have on families and communities. We understand that sports are more than just an activity—they are a powerful tool for growth, connection, and personal development. With over 3,500 employees, each with their own story of how sports have shaped their lives, we are committed to ensuring that every individual in our communities has access to sports, regardless of their background. This commitment extends beyond words—it's something we actively practice and financially support across our industry. To further this mission, we proudly partner with The Aspen Institute’s Project Play. Through initiatives like these, we strive to open doors to sports participation, helping families thrive and communities grow stronger.
Community Involvement & Outreach
COMMUNITY PHILOSOPHY
At SFC, we truly believe in the impact that our facilities have on our communities.
It is critical to our mission to ensure that every resident in our communities has access to sports, regardless of age, ability, gender, or income level. This is not a mantra we simply talk about, but one that we put into practice and one that we financially support across the industry, both inside and outside of our managed facilities.
ASPEN INSTITUTE Project PLAY
SFC is a proud partner of The Aspen Institute’s Project Play. The Aspen Institute has often been referred to as the “conscience of youth sports.” Project Play's mission is to develop, apply, and share knowledge that helps build healthy communities through sports. The program identifies gaps in sports access and works with leading organizations such as SFC. Together, we can fill the gaps so that every child in America can access sports, regardless of zip code or ability.
The image above illustrates how physically active children are linked to healthier lifestyles and active parents, creating a continuous cycle.
SPORTS FACILITIES COMPANIES 15
programs, services &
schedule
SPORTS FACILITIES COMPANIES 16 SPORTS FACILITIES COMPANIES
INCREASING LOCAL-USE OPPORTUNITIES & COMMUNITY ENGAGEMENT
PRIVATE PARTIES
Private parties are typically made available after the facility closes.
Reservations, secured with payment, must be made at least one month in advance (subject to availability). There is a limit of one party per day per area. Lifeguards are provided with each reservation.
POOL PROGRAMS
Generally, contemporary aquatic design and programming serve five defined user groups: competition, recreational and leisure, lessons and instructional, fitness and wellness, and therapeutic users. If managed appropriately, an aquatic facility can accommodate all user groups by creating a flexible and functional facility to maximize efficient use.
SWIM LESSONS
Both group and private lessons will be made available at the facility. All program fees will be approved by the City/County, but the following is an example of pricing structure.
• Swim Lessons (8) 30 min:
» Early Bird Registration $55
» Late Registration $65
• Semi-Private Lessons (4) 30 min: $50
• Private Lessons (1) 30 min: $30
BIRTHDAY PARTIES
Spaces are available to rent for groups to hold birthday parties. The fee will include the rental of the space and a charge for each person joining the party (group rates will apply).
• Small group table: $40 (2 hours)
• Large Group: $100 - $200 (2-4 hours)
• Multi-Purpose Room: $50-$100 per hour, minimum 2-hour rental
ADA - AQUATIC PROGRAMMING
Aquatic therapy is rehabilitation performed in water and involves physical activity, exercise and motion in the presence of an aquatic therapist, sometimes referred to as an aquatic therapy provider. Participation in an aquatics program is to improve overall health and fitness, to increase stretching capacity, range of motion, movement capabilities, coordination, physical stamina and endurance; to partake in cardiovascular exercise at the participants target heart rate; to understand the concepts of a fitness program; and to improve swimming safety, skills and abilities.
There are several events an aquatics facility
can host to increase admissions, participation,
and revenue. These can be annual events as
well as those centered around holidays. A few
we host in our facilities include:
• Training videos
• Work scheduling
• Scanning
• CPR
• Active rescues/ Passive rescues
• Spinals
• First aid
• Slide dispatch
• Rotations
• Critical thinking Lifeguard scenarios
• Team building exercises
• Discussions of personnel issues
• Report Writing
• Document Training
• Pre-Opening/ Closing Procedures
• Customer Service
CLASSROOM SESSIONS
• Dive In Movie Nights
• Family Twilight Swim
• Doggie Days
• Easter Egg Hunt
• Summer Splash With Santa
• Back to School Splash
• Water Safety Wednesday
• Senior Water Walkers
• Mothers Day Luau
• Fathers Day Luau
• Food Truck Fridays
Events
SPORTS FACILITIES COMPANIES 17
SUMMER PROGRAMMING
SFC is a National Training Provider and
follows the curriculum of the American
Red Cross®. All of our lesson instructors
are ARC certified and have experience in
teaching children of all ages and abilities.
If a facility has another program in place,
we work towards making the transition over
appropriate time.
If there is a current USA Swimming® club
team in place, we look to continue this rela‑
tionship and help build the program through
our feeder program. These team members
also become our lifeguards and swim lesson
instructors, offering local HS and College
students well-paying summer and yearround jobs.
We help to create a registered United States
Masters Swimming Club® (USMS) offered
to all adults over the age of 18. Whether
you're a competitive swimmer, triathlete or
just looking to exercise, we offer structured
training at convenient hours. Our Masters
Coaches are required to be certified by
USMS.
Infant Swimming Resource (ISR) is the
nation’s industry leader in providing water
adjustment swim lessons to infants of 6
months up to 2 years. We have our own
certified instructor on staff and look to grow
with 1-2 more instructors. This is also de‑
signed to be a feeder program into our ARC
Learn-To-Swim Program.
The Starfish Aquatics Institute (SAI) offers
specialized training to pools and instructors
who want to offer adaptive swim lessons.
These lessons are for children and adults
with both physical and emotional disabilities.
These lessons are in big demand as there
are very few facilities that offer this type of
program.
We reach out and work with area directors
in developing and promoting AAC as the
swim training and event destination for the
Special Olympics. Our facilities can also
be used for other activities, programs and
meeting the Special Olympics offers.
Junior Lifeguard Camp is a great way to
teach teens ages 10-15 responsibility and
skills. Students will be introduced to ba‑
sic lifeguard skills, including water safety,
rescue, CPR/AED and First Aid. At age 16,
these teens can attend an ARC Lifeguard
Certification course and be able to work at
our facilities.
Tiger Sharks Summer Swim Team is a sum‑
mer-only swim team can be available for all
children ages 5 - 15. This is a fun, low-key
team introducing children to the world of
competitive swimming. This is also designed
to be a feeder program to the USA Swim‑
ming and local HS teams.
We will be offering classes for CPR/AED
and First Aid training and certification. The
goal is to have our facilities be the go-to
Red Cross provider in that area and sur‑
rounding communities. We also look to offer
Red Cross Babysitting training and certifi‑
cation.
These are theme-based, ½ day and full day
weekly camps focused around water based
activities. There will also be other activities
such as arts and crafts and fun games, like
water balloon war, etc. Each camp is led by
camp counselors who are certified Life‑
guards.
A summer-only recreation swim team can be created if not already in place for children ages 5-15.
SPORTS FACILITIES COMPANIES 18
Date Event Time Fees
May 24th Passholder Night 4:00pm-8:00pm Passholders only: Free May 25th First Day the Pool is Open
to Public 11:00am-6:00pm Standard Rates
May 25th RC Racing 9:00a-11:30a Free
May 28th Passholder Giveaway:
Pbay Wet Bags 12:00p-6:00p Free
June 2, 4, 6 Water Aerobics Launch 8:00a-9:00a Free
Dive In Movie: Movie TBD Movie Starts: At Dark Passholders: Free NonPassholders: $5/each
June 14th Father's Day Luau 7:00pm-9:00pm $5 per person, free to passholders
June 11th Bring A Buddy 12:00p-6:00p
June 26th World's Largest Swimming
Lesson All Day $84 was 2022 rate for WLSL
Dive In Movie: Movie TBD Movie Starts: At Dark Passholders: Free NonPassholders: $5/each
July 3rd
Passholders: Free Hot
Dog
July 4th Liberty Fest 7:00p-10:00p (until
fireworks done)
Free to Passholders/$10
non passholders MUST
HAVE PASS
Dive In Movie: Movie TBD
CHRISTMAS Movie Starts: At Dark Passholders: FreeNonPassholders: $5/each July 17th Bring A Buddy 12:00p-6:00p
July 20ttth First Responders
Appreciation Night 7:00pm-9:00pm First Responders: Free Public: $5 Dive In Movie: Movie TBD
Gates Open: 8:00pm
Movie Starts: At Dark
(9:15ish)
NonPassholders: $5/each
August 2nd Splash and Dash
August 4th Parent's Night Out/Adult's
Only Swim
August 30th
Pelican Race: Edmond
Kiwanis Club Set up Friday (day before) Ran by Kiwanis
Sept 6th Doggie Paddles 9:00a-12:00p &
1:00p-4:00p $10 per Dog
SAMPLE SPECIAL EVENT CALENDAR
SPORTS FACILITIES COMPANIES 19
Programming ScheDule
State your proposed hours of operations.
• Tues- Sun 8am –8pm
(open earlier for lap swimmers and swim teams if needed) Describe your service offerings for each age group and
range of skills and abilities.
• Group Swim Lessons for all ages including: infant
lessons, mommy and tot, children of all ages, adults
• Private Swim Lessons; for children and adults
• Adaptive Swim Lessons; specialized lessons for
children and adults with special needs
• Water Fitness: for adults of all ages
• Recreation Summer Swim Team – children ages 5-15
• Summer Splash Camps – Children 6-12
• Junior Lifeguard Camps – Children 11-14
Proposed fee schedule for participants for all classes, programs, and services to be offered to the community. State your approach to fee increases.
• Morning Group Swim Lessons 9am – 11am - $140 for
8 lessons session
• Private Swim Lessons 9am – 11am, 5pm – 6pm - $30$40 per lesson • Morning Water Fitness 9am – 10am - $5 per class
• Evening Water Fitness 6pm – 7pm - $5 per class
• Summer Splash Camps 9am – 5pm (half day or full day
Week camps) - $100 for ½ day camp, $150 for full day
• Party Rentals are offered all hours of the operating
hours - $75 per hour
• After Hour Rentals for entire pool for businesses and groups - $600 for 2 hours
*Fee increases may be needed at times due to increased labor costs, food costs, chemical costs, and overall operating costs.
Any fee increases are proposed to the city first including an estimated Pro-Forma to support the increases.
SPORTS FACILITIES COMPANIES 20
MANAGEMENT FEE
approves program pricing, discount/scholarship policies, schedules, and program mix; SFC provides market benchmarking and recommendations for the City’s consideration.
• Collections and remittance per City policy: SFC administers point‑of‑sale and daily reconciliation in accordance with City cash‑handling and accounting policies; all receipts are recorded and remitted to the City as directed.
• Comparable fees and equity: Public program pricing guidance will be maintained at rates comparable to surrounding public aquatic programs, with a clearly defined, accessible low‑cost youth lesson option for eligible households, as approved by the City.
CITY AND DISTRICT ALIGNMENT
• City responsibilities acknowledged: Building maintenance (non‑janitorial), capital improvements, utilities, and annual waterslide inspection remain with the City per the City’s scope. • GUSD coordination: SFC coordinates with GUSD on facility access and adheres to District pool maintenance protocols; SFC performs required hourly water chemistry checks and notifies GUSD of any exceptions.
Insurance and risk management
• Insurance compliance: SFC maintains all required insurance (including the higher liability limits for waterslides), background checks, and documentation needed for inspections and audits. • Audits and documentation: Seasonal safety audits, incident documentation, water slide inspection logs, and training records maintained and made available to the City upon request.
Deliverables and reporting cadence
• Monthly reports: Participation by program and fee class, resident/ non‑resident counts, passes and rentals, financial results, and operational notes.
• Annual plan: Pre‑season business plan and budget with goals for participation, safety, financial performance, and community impact.
Term and invoicing
• Annual fee: $198,000 per contract year.
• Invoicing: $16,500.00 per month, net 30 days.
• Escalation (optional): At the City’s discretion, SFC can hold the fee flat for year one and discuss a mutually agreeable CPI‑based adjustment (capped) beginning in year two.
• Fee flexibility (collaborative): SFC is willing to explore alternative fee structures—such as seasonal adjustments, scope‑based modifications, or phased approaches—through conversation and collaboration with the City to best align with shared objectives and final scope.
SFC proposes a fixed, all‑inclusive management fee of $198,000 per contract year, invoiced monthly at $16,500.00. This fee covers comprehensive management and administration of the Christopher High School (CHS) Aquatics Center summer operations and aligns with the City’s model in which the City retains program revenues and maintains pricing and program control. SFC is flexible and open to collaboratively refining the fee structure with the City to reflect final scope, season length, program mix, and shared priorities.
What the fee includes
• Full-service management and oversight: On-site general management, assistant management, head guard/supervisory coverage, and centralized corporate support (HR/legal & risk, finance, marketing, IT, and compliance).
• Staffing lifecycle: Recruitment, hiring, scheduling, payroll administration, performance management, and employee
relations for all seasonal aquatics roles.
• Safety, training, and compliance: Development and
maintenance of Emergency Action Plans (EAPs), in‑service schedules, certification tracking, and adherence to County Health, ADA, and Cal/OSHA waterslide requirements;
preparation and readiness for inspections and audits.
• Program delivery and customer service: Turn‑key execution of learn‑to‑swim, daily recreation swim, and optional lap swim/ aqua fitness; gate operations, admissions, customer support, and issue resolution.
• Low‑cost swim lessons administration: Implementation and reporting of a reduced‑fee option for income‑eligible youth, in coordination with City policy.
• Marketing and communications: Seasonal marketing plan, website/content support, email and social media campaigns, and on‑site promotional signage to drive participation and awareness.
• Financial controls and transparency: Open‑book monthly reporting (participation by fee class, resident/non‑resident, passes/rentals), monthly budget‑vs‑actual variance reviews, and an annual business plan and budget.
• Janitorial and consumables: Operator‑provided first aid supplies, janitorial products, and paper goods required to maintain customer‑ready restrooms, showers, and public
spaces throughout the season.
Revenue model (City‑retained revenues and control)
• City‑retained program revenues: The City retains all revenues from swim lessons, recreation swim, rentals, and any approved concessions; SFC does not retain program revenue and is compensated via the fixed management fee.
• City control of pricing and policies: The City sets and
SPORTS FACILITIES COMPANIES 21
Equity & Access: Low‑Cost Lessons and Financial Assistance
FUNDING APPROACH
• City Scholarship Alignment: Leverage the City’s
existing Youth Scholarship processes when available
to avoid duplicative screening and streamline family
experience.
• Sponsor‑Backed Pool: Seek local sponsorships and
donations (e.g., “Learn‑to‑Swim Partner”) to expand
scholarship capacity without increasing City costs.
• Comparable Pricing: Maintain community‑appropriate,
comparable rates for all other public programs, prioritizing low‑cost seats for foundational learn‑to‑swim classes.
OUTREACH AND COMMUNICATIONS
• Bilingual Outreach: Provide English/Spanish materials, website updates, social posts, email campaigns, and
on‑site signage; include program details in the City’s
Recreation Guide.
• Community Partners: Collaborate with GUSD,
neighborhood groups, youth‑serving nonprofits, and
faith‑based partners to identify eligible families and drive enrollment.
REPORTING AND ACCOUNTABILITY
• Monthly Reporting (Seasonal): Provide counts by
program and fee class, resident vs. non‑resident
participation, passes and rentals, and the number of
low‑cost lesson participants.
• Data Privacy: Collect only what is necessary to validate eligibility and outcomes; protect personal information in alignment with City practices.
• Continuous Improvement: Gather post‑session
feedback, review fill rates for set‑aside seats, and adjust discount tiers and capacity with City approval.
COMPLIANCE AND COORDINATION
• Policy Alignment: Maintain comparable public pricing
and provide a low‑cost youth lesson option consistent
with City expectations.
• ADA & Inclusion: Provide reasonable accommodations
and ensure accessible registration and communication
channels.
• One‑Team Approach: Meet regularly with City staff to
review demand, scholarship utilization, and operational adjustments to sustain equitable access and program
quality.
The Sports Facilities Companies (SFC) will partner with the City of Gilroy to ensure cost is never a barrier to water safety. We will implement a simple, dignified pathway for income‑eligible families to access low‑cost learn‑to‑swim programming for youth (ages 6 months–17 years) who reside within the incorporated areas of Gilroy.
PROGRAM DESIGN
• Low‑Cost Youth Lessons (Required): Offer a
reduced‑fee learn‑to‑swim track for eligible youth,
coordinated with the City’s scholarship framework where available.
• Set‑Aside Capacity: Reserve a defined percentage
of lesson seats each session (e.g., 10–15% to start;
adjusted to demand) and maintain a dynamic waitlist so
reserved seats are fully utilized.
• Sliding Scale & Caps: Apply tiered discounts (e.g., 50% and 100%) based on need and available scholarship
funds, with reasonable per‑participant caps (e.g., number of discounted sessions per season) to maximize impact.
ELIGIBILITY AND VERIFICATION
• Residency & Age: Incorporated City of Gilroy residency and ages 6 months–17 years for low‑cost lessons.
• Simple Proof of Eligibility: Acceptance of any one of the following: Free/Reduced‑Price Meals, CalFresh/
WIC/Medi‑Cal/PG&E CARE, or City Youth Scholarship
approval—plus proof of residency.
• Plain‑Language Process: One‑page bilingual (English/
Spanish) form; staff support available on‑site and online.
All documentation handled confidentially.
REGISTRATION AND CUSTOMER EXPERIENCE
• Early Access Window: Offer a short pre‑registration
window for scholarship families to choose from set‑aside seats before general registration.
• Multiple Channels: Enable in‑person and online
registration, with staff help to complete forms, verify eligibility, and place swimmers into appropriate levels. • Payment Flexibility: Provide interest‑free installment options for any residual fees and clearly publish timelines, refund policies, and attendance expectations.
SPORTS FACILITIES COMPANIES 22
Staffing plan
OPERATING
MODE
ON-DECK
SUPERVISION
LIFEGUARDS
(ZONES)
LESSONS/
PROGRAMS
ADMISSIONS NOTES
Summer:
Weekday daytime
Head Guard +
Assistant
4–6 4–8
instructors
1–2 Add rovers for breaks and features;
admissions scales to 2 at peak
Summer:
Evenings
Head Guard 3–5 2–6
instructors
1 Rentals layered after public close
add 1 lifeguard per activity zone
Event/Rental
overlay
Supervisor or
Manager
+1–3 versus
baseline
+ instructors
as booked
+1 (if >100
guests)
Dedicated coverage per reservation
type and zone layout
ROLE
SUMMER
HEADCOUNT
SUMMER WEEKLY HOURS
Aquatics Manager (FT) 1 45–50 (pre-opening/post-close flex) Assistant Manager (FT) 1 40-45
Head Lifeguards 3-4 60–80 total
Lifeguards 26–32 420–560 total
Swim Instructors 12–18 120–220 total
Admissions 6–8 100–140 total
Facility/Maintenance Tech 1 35–40
Custodial (FTE equiv.) 1 35–40
SPORTS FACILITIES COMPANIES 23
This staffing plan is meant to be a starting point as we gain more understanding around the goals and vision for Gilroy’s summer aquatic plan. This is very much a collaborative effort as we start planning and ultimately set the budget for the next summer aquatic season.
ORGANIZATIONAL STRUCTURE
A lean leadership core with clear on-deck supervision and sufficient bench strength for peak periods.
• Aquatics Manager (1 FT)
Owns operations, staffing, compliance, scheduling, and City/school part‑ ner coordination.
• Assistant Aquatics Manager (1 FT)
Leads daily scheduling, training calendar, inventory, and shift supervi‑ sion.
• Head Lifeguards / Supervisors (3–4 PT/FT mix; at least 1 on duty when pool is open)
On-deck lead, relief rotations, incident command, and coaching for new staff.
• Lifeguards (26–32 PT)
Primary surveillance; cross-trained to assist with basic water testing and guest service.
• Swim Instructors (12–18 PT)
Learn-to-swim, parent/child, stroke development; many guards dual-hat‑ ted as instructors.
• Front Desk / Admissions (6–8 PT)
Check-in, POS, program/service questions, and phone/email coverage. • Facility/Maintenance Tech (1 FT or shared FT-equivalent) Water chemistry, mechanical checks, preventative maintenance, and vendor coordination.
• Custodial (1.0 FTE equivalent, scheduled to match open hours and turnover)
Locker rooms, deck cleanliness, and daily reset.
PROGRAM STAFFING RATIOS
Designed for safety, instruction quality, and throughput. • Parent/Child (6–36 months): 1 instructor per 8 pairs; shallow zone; visual aids.
• Preschool (3–5 yrs): 1:4–5 based on ability.
• Youth Learn-to-Swim (6–12 yrs): 1:6 for levels 1–3; 1:8 for levels 4+. • Teen/Adult Learn-to-Swim: 1:6–8; add deep-water aide as needed. • Stroke Clinic/Pre-team: 1 coach per 10–12 swimmers; lifeguard cover‑ age remains separate.
• Water Fitness: Up to 20:1 instructor-to-participant with lifeguard on duty.
• Camps / Large groups: Group leader ratios per City policy (e.g., 1:8–10 for youth); lifeguards independent of group leaders.
Staffing plan CONT.
MIKE
KELLY
DEPARTMENT HEAD
VENUE OPERATIONS
Our operations team will provide a service model that includes reporting to Christopher High School Aquatics Center with full transparency and control. We provide guidance on all things involving the day-to-day oversight of all aspects of the venue. We will be a extension of your team to serve the City, community, and guests.
key capabilities
• Staff Management / Team Development
• Venue Leadership
• Technology Integration & Expansion
Our team executes tasks and processes so that facilities open on-time, on-budget, and on-brand. We will report weekly, monthly, and annually on progress in each area as needed. SFC representatives will meet with the team and other key stakeholder representatives through an agreed upon schedule of weekly and monthly meetings.
operations team
PROJECT ROLE: OPERATIONAL DEVELOPMENT,
EXECUTIVE STRATEGY IMPLEMENTATION
JOHN SPARKS
SVP of Venue
Management
COLE LACEY
Vice President,Venue
Management
TODD YANCEY
SVP of Venue
Management
PATRICK O’BRIEN
SVP of Venue
Management
DAVID BOUNDS
Vice President,Venue
Management
LOU LOMBARDO
Vice President, Venue
Management
DAN SMITH
Food and Beverage
Supervisor
JOE DERING
Sr Vice President
JESS KUHL
Vice President, Venue
Management
KELLY KRUKOV
SVP of Venue
Management
ANTHONY MAIDEN
Vice President, Venue
Management
TODD SAMPSON
Director of Food &
Beverage
KEN COBB
Vice President,
Aquatics Operations
JOSH CALLAHAN
Vice President, Venue
Management
JACK ADAMS
SVP of Venue
Management
WES HALL
SVP of Venue
Management
SPORTS FACILITIES COMPANIES 25
SFC has developed extensive resources with in-house ex‑ pertise in finance, marketing, legal & risk, human resources, financial forecasting, event booking, and more. This team will support every aspect of the Christopher High School Aquatics Center, ensuring that we are able to attract the very best talent to the facilities and that the on-site staff is sup‑ ported by the very best resources and tools to be successful in their jobs.
ONE TEAM, ONE NETWORK
People are the lifeblood of any organization, but it is never truer than in a sports, recreation, or events facility. Our Peo‑ ple & Culture Team is dedicated to ensuring all SFC team members in the SF Network have the support, development, and leadership they need to be successful. We also manage the tactical and operational elements of traditional HR duties.
Our People & Culture Team will provide:
• Recruiting/Talent Acquisition Services
• Document Resources including Employee Handbooks
• Benefits Management
• SFC Cultural Onboarding
• Ongoing Leadership Training & SFC Summits
• Staff Change Management
• Succession Planning
GROWTH & INNOVATION RESOURCES
SFC brings a culture of creativity and innovation. We
incentivize team members to share process improvement,
ideas, and best practices, as well as celebrate those who excel in innovation. This includes technology, sponsorship partners, services, philanthropic initiatives, processes, and programs. The sports and entertainment industry is evolving rapidly and SFC dedicates capital and human resources to keeping the City of Gilroy at the forefront of service and guest experience.
STAFF ONBOARDING
Along with in-person/on-site training, SFC utilizes an online onboarding process that will introduce the team member to both the facility and the SF Network. As part of this system, SFC will work with the City to develop venue-specific training videos and messaging that will ensure the vision, processes, and expectations of the City remain front and center. The goal of this process is to ensure that we find the right fit for each and every hire (full time and hourly), reducing turnover and minimizing costs.
OUR CAPORELLA AQUATIC CENTER HAS THE HIGHEST
SAFETY STANDARDS, THE GUEST EXPERIENCE
PROVIDED IS TERRIFIC, AND OUR PROGRAMS
ARE GROWING EACH YEAR. WE HAVE A GREAT
PARTNERSHIP WITH SFC.
SAMMIE MONROE
RECREATION MANAGER
STAFF TRAINING & DEVELOPMENT
SFC full-time facility staff have custom onboarding plans and leadership training at our corporate headquarters in Clear‑ water, FL where they have access to our specialty support departments within their first month with SFC. For General Managers and select leadership staff, SFC also hosts on-site leadership training at our Spring GM Summit and the SFC Leadership Summit each fall. These events offer time for best practice sharing among all senior leadership in the SF Net‑ work as well as new policy roll-out, process/change review, best practices, inspirational speakers, and more tactical de‑ velopment sessions (e.g. booking best practices). Our corpo‑ rate offices and subject matter experts also offer a variety of training and think tank sessions to collaborate on ways to in‑ novate and improve processes. In addition, SFC hosts corpo‑ rate-wide manager and vice president calls and meetings to encourage collaboration and idea-sharing across our venues.
INTERNSHIPS & CAREER OPPORTUNITIES
SFC will work with the City to develop programs designed to provide student internships at the Christopher High School Aquatics Center as well as throughout our network of facili‑ ties. SFC will work with the City as well as local Colleges to develop a program that is more than a solution to operations, but instead a dedicated career path for students. As an exam‑ ple, the John T. Rhodes Myrtle Beach Sports Center partners with Coastal Carolina University and Horry Technical College to create a robust internship program at our facility. 80% of our current full-time staff at the John T. Rhodes Myrtle Beach Sports Center came through this internship program.
Employee staff & training
SPORTS FACILITIES COMPANIES 26
Attachment A
ID # Program / Service Estimated Costs ($) Estimated User Fee Revenues ($)
1 Swim Lessons - Group $ 4,700.00 $ 13,440.00
2 Public/Recreation Swim $ 11,000.00 $ 43,750.00
3 Lifeguard Training $ 1,500.00 $ 6,000.00
4 Swim Team / Clubs $ 2,250.00 $ 4,500.00
5 Facility Rentals $ 2,700.00 $ 10,800.00
6 Food/Concessions Operations $ 9,100.00 $ 26,250.00
7 Swim Lessons - Private $ 2,880.00 $ 7,200.00
8 Swim Lessons - Special Needs $ 1,800.00 $ 3,600.00
9 Water Fitness Classes $ 1,400.00 $ 3,600.00
10 Special Events $ 1,000.00 $ 2,000.00
11 Other (Specify)
12 Other (Specify)
13 Other (Specify)
14 Other (Specify)
15 Other (Specify)
TOTAL $ 38,330.00 $ 121,140.00
ALSO SEE ASSUMPTIONS TAB
Aquatic Center Operations - SFC Bid Proposal Form - Finan
5. Add additional rows if needed for other programs/services.
7. Submit the completed form as part of your bid proposal.
6. Enter $0 for any programs listed that your organization will not or cannot provide.
INSTRUCTIONS:
1. Complete all fields for each program or service where you are proposing to provide operations.
2. Enter your estimated costs, expected revenues, and requested management fee for each program.
3. The 'Net' column will auto-calculate (Revenues - Costs).
4. Totals are provided automatically at the bottom.
SPORTS FACILITIES COMPANIES 27
references, key staff
& management
SPORTS FACILITIES COMPANIES References
City of Edmond, OK
Brad Raney, Director of Parks & Rec
City of Artesia
John P. Anguiano, Director of Facilities
City of Albertville, AL
Tracy Honea, Mayor
pelicanbayaquatics.com
artesiaaquaticcenter.com
sandmountainpark.com
[email protected]
[email protected]
405-216-7639
575-746-8525
256-891-8208
e
e
p
p
p
PROJECT STATISTICS &
PERFORMANCE HIGHLIGHTS
17 acres
25-Yard Leisure Pool
Cabanas
Zero Entry Areas
Water Slide & Splash Pad
On-Site Kitchen
Climbing Wall
Management
Full-Time Management
CH Role
Financial Forecasting
Safety Training
SIZE
FEATURES
FIRM ROLES & SERVICES
Earning the designation as a 2021 Top 3 Amusement Park in Oklahoma City by Three Best Rated®, Pelican Bay Aquatic Center offers all things fun-in-the-sun, including open swim, lessons, party rentals, and more.
In 2015, and again in 2021, the City retained the team of SF Companies and Counsilman-Hunsaker to provide full-time management services for the first five years of operation. Through aggressive social media and email campaigning and facility rebranding, SFC increased pool attendance numbers and profitability year over year. Counsilman-Hunsaker was engaged to provide maintenance and safety training, staff operations, programming, and swim lesson oversight.
PELICAN BAY AQUATIC CENTER
EDMOND, OK
SPORTS TOURISM • COMMUNITY RECREATION • OUTDOOR
PROJECT STATISTICS &
PERFORMANCE HIGHLIGHTS
10 acres
Natatorium with 2 Indoor Pools
25-Yard/8-Lane Competition Pool
60-Foot/4-Lane Warm-Up Pool
25-Foot Tall Oil Rig Water Feature
Outdoor 4,000 ft² Recreation Pool
Lazy River
Three Large Slides
Management
Financial Forecasting
Full-Time Management
SIZE
FEATURES
FIRM ROLES & SERVICES
Artesia Aquatic Center is located in Artesia, NM and features two indoor pools as well as a large outdoor recreational pool in the shape of a bulldog. The outdoor pool has a zero depth entry, a lazy river, three large slides, and a 25-foot tall oil rig that shoots water out of the top. The pool deck has plenty of space to host family picnics and activities.
SFC’s role in management includes event booking, marketing, strategic planning, and full-time management of the aquatic center. SFC is engaged as the outsourced management solution for the complex.
ARTESIA AQUATIC CENTER
ARTESIA, NM
COMMUNITY RECREATION • AQUATICS • INDOOR/OUTDOOR
PROJECT STATISTICS &
PERFORMANCE HIGHLIGHTS
130 acres, 100,000 ft2
4 Basketball / 8 Volleyball Courts
4 Baseball & 5 Softball Fields
5 Multi-Purpose Fields
Membership-Based Wellness Center
16-Court Tennis Center
Indoor / Outdoor Pool & Aquatic Center
Advisory
Financial Forecasting
Program Planning
Development
Venue Planning
FF&E Procurement
Management
Pre-Opening Management
Full-Time Management
SIZE
FEATURES
FIRM ROLES & SERVICES
SPORTS TOURISM • COMMUNITY RECREATION • INDOOR/OUTDOOR
Sand Mountain Park is an exceptional project in Albertville, Alabama, with 130 acres of sports, recreation, and entertainment areas. This facility offers a wide variety of both local use and sports tourism use for all guests to enjoy just over an hour north of Birmingham.
SFC’s role in pre-opening development included business development, event booking, brand development and marketing, strategic planning, hiring and organizational structure definition. SFC was also contracted for FF&E and Venue Planning services including, fixture and equipment procurement and design consultation. SFC is engaged as the outsourced management solution for the entire 130 acre complex inclusive of sports tourism and local park and recreation programming.
SAND MOUNTAIN
PARK & AMPHITHEATER
ALBERTVILLE, AL
SPORTS FACILITIES COMPANIES 32
organization chart
SFC & the City of GILROY TEAM
CORPORATE SERVICES
Marketing & Advertising
Sponsorship Sales
Human Resources
Finance & Accounting
Legal & Risk
Public Relations
Programming Support
Purchasing
Information Technology
Lodging
AQUATIC COORDINATOR
HEAD GUARDS
LIFEGUARDS
FD/CON
SUPERVISOR
CONCESSIONS
FRONT DESK
PROGRAM
COORDINATOR
LESSON INSTRUCTORS
THE CITY OF GILROY
SENIOR VP OF VENUE MANAGEMENT
PATRICK O’BRIEN
VP OF VENUE MANAGEMENT
KEN COBB
SPORTS FACILITIES COMPANIES 33
contract performance
SPORTS FACILITIES COMPANIES 34
Relationship management approach
Go‑Live (T0 to T+30 days)
• “No‑disruption” commitment: maintain posted schedules, honor existing registrations and fee structures, and
stabilize staffing and rotations.
• Safety first: implement daily briefings, in‑service
schedule, and incident reporting; complete any immediate corrective actions.
• Customer communications: bilingual notices across City/ SFC web and on‑site signage; set up a service desk and
fast response loop.
Stabilize and optimize (T+31 to T+90 days)
• Fine‑tune staffing levels, lesson leveling, and lane/time allocations based on demand.
• Launch set‑aside low‑cost lesson seats; publish
participation and satisfaction metrics.
• Present a 90‑day transition report with wins, lessons learned, and next‑step priorities.
ACCOUNTABILITY AND CONTINUOUS IMPROVEMENT
KPIs at a glance: safety compliance, customer satisfaction, participation by fee class and residency, schedule reliability, and financial performance. We use monthly variance reviews and quarterly strategy sessions to adjust programming,
pricing alignment, and resource allocation—always with City approval and community impact in mind.
Sports Facilities Companies (SFC) assigns a dedicated Vice President of Venue Management (Ken Cobb) as your single point of contact backed by our venue operations, HR/risk, finance, and marketing teams. We operate with open‑book transparency, sharing monthly financials and participation data, and conducting quarterly strategy reviews tied to mutually agreed KPIs (safety, customer satisfaction, access/equity, and cost recovery). We map stakeholders (City leadership, Parks/Recreation, Risk/Legal, Finance, and School District partners where applicable), establish an escalation path, and maintain a shared action tracker so priorities, decisions, and timelines are clear.
COLLABORATION MODEL
Co‑planning and co‑governance: We align annual goals in a joint business plan and budget, confirm approved policies and fee structures, and set a standing cadence:
• Weekly check‑ins on operations, staffing, safety, and customer feedback.
• Monthly GM and finance reporting with variance analysis and corrective actions.
• Quarterly performance review focused on KPIs, equity
access, and program optimization.
Community alignment: We coordinate marketing/
communications with City channels, integrate ADA and
inclusion practices, and collaborate with schools, nonprofits, and sponsors to expand access (e.g., low‑cost lessons,
scholarships).
SEAMLESS TRANSITION PLAN
Pre‑transition (T‑30 to T‑1 days)
• Due diligence: facility walkthroughs, safety and EAP
review, inventory and vendor mapping, current program/
schedule capture, and staff interviews.
• HR pipeline and retention: prioritize hiring or retaining qualified incumbents; launch parallel onboarding
(background checks, certifications), schedule
cross‑training.
• Systems and compliance: confirm POS/registration,
financial workflows, insurance, permits, and inspection readiness.
SPORTS FACILITIES COMPANIES 35
Physical & digital security; all locks, passwords, alarms, cameras, access, POS
Interview & hire from the existing team
All hiring and onboarding processes: mission, vision, values, roles, expectations
Ensure current activities have staff scheduled to execute Access to bank (operating) account
Take inventory, & order product as needed for near-term use Set up insurance (GL, etc.)
An easy online registration platform
An annual or semi-annual review structure
A staff development plan
Identification of training requirements and ongoing education An incentive program
A trend report
A new program concept
A standard survey and customer feedback process
A bid requirement for major expenses
A maintenance plan and work order system
A capital improvement
Financial (planning, programs, etc.)
Technology (programs, platforms, etc.)
Operations (programs, staffing, etc.)
Marketing and sales
Concessions: retail, food & beverage
Customer service training
Food quality
Point of sale & execution
Business operation
Develop an organizational chart
Develop an accountability chart
Develop a dedicated budget for the facility
Develop a monthly report that tracks expenses
Develop a weekly GM report on KPI
Develop an operating software that integrates with financial reporting software
Develop a financial performance tracking system
Develop a structure in which all directors have access to and accountability for
Develop a robust cost of goods sold structure
Develop a schedule for financial tracking and re-forecasting Develop management systems training
Develop building systems training
A hierarchy of users for software
A dedicated marketing plan and budget
An annual marketing plan
A marketing action
A marketing effectiveness tracking system
A standard analysis and forecast tool
A dedicated budget for each program
A performance dashboard
A set of specific growth goals
FIRST 10 DAYS: FIRST 90 DAYS:
FIRST 30 DAYS:
FIRST 60 DAYS:
TRANSITION TIMELINE
SPORTS FACILITIES COMPANIES 36
TRANSITIONING WITH SFC
For over 20 years, we have successfully managed both new and existing facilities. We have a tried-and-true process that we will start from to set both short and long-term goals for Christopher High School Aquatics Center. We will set your transition plans based on your mission, vision, goals, and strategy. YOUR VISION IS OUR VISION. We will be there with you through every step to adjust when and where needed.
PRIORITIZATION IS PARAMOUNT
Whether it’s the first time or the 36th time assuming operations of a venue, the initial inclination is often to rectify as many issues as possible, as quickly as possible. However, instead of attempting to fix everything outright, our primary objective is to identify a comprehensive list of items through the inquiry process outlined earlier.
Prioritization isn’t solely based on the long-term impact of an item; various factors are considered. For instance, while implementing a comprehensive video streaming system may offer significant long-term benefits to the operations, it might be more judicious to initially establish standard operating procedures for straightforward tasks like proper equipment storage.
The comprehensive list of needs is not disregarded; rather, items beyond the top priorities are managed with less intensity until the prioritized tasks are completed. By concentrating efforts on a select number of key objectives, we enhance our capacity to make substantial progress and achieve success in those specific areas.
RESOURCES, RESOURCES, RESOURCES
Operational challenges in facilities are frequently rooted in resource limitations rather than deficiencies in staff quality. Over the past two decades, SFC has consistently reinvested in our corporate support staff and resources, establishing a robust back-of-house infrastructure tailored to cater to the diverse needs of our venue operations and teams.
Upon assuming management of existing operations, we often discover that staff either lacks access to an extensive range of dedicated resources or relies on resources drawn from other venues within the operating entity. In both cases, the venue fails to benefit from staff or support resources fully committed to its success. It is evident that obtaining 33% attention and efficiency from three individuals does not yield the same outcomes as receiving 100% attention from one dedicated source.
35% of the venues that SFC manages had existing operations in place when we were brought on board. While circumstances around the transition are unique, the City of Gilroy is not facing an unusual situation. Enhancing the efficiency of existing facilities is a central focus of our expertise. Although the rationale and context may vary for each situation, facility, and client, there are frequently shared lessons and best practices that underscore our approach.
INQUIRY OVER ADVOCACY
While offering pre-loaded solutions might seem like a swift victory, it proves counterproductive to the sustained success of operations. To make well-informed decisions, our team places a premium on posing inquiries, gathering information, and critically evaluating viewpoints from all stakeholders— ranging from city officials and on-site staff to previous guests and event rights holders. This methodology enables us to unravel your unique operational landscape, build trust with staff and stakeholders, and swiftly amass the knowledge needed to initiate a successful operational strategy.
SPORTS FACILITIES COMPANIES 37
TERMINATED CONTRACTS
Sports Facilities Management, LLC does not have any terminated contracts related to aquatics operations.
SPORTS FACILITIES COMPANIES 38
public communication
& registration
SPORTS FACILITIES COMPANIES 39
Customer service
TRACKING IMPACT
In addition to quantitative analysis captured through our hotel software and on-site ticket/visitor tracking, SFC will also employ staff and intern teams throughout the year to survey participants and visitors in each area of the complex.
This feedback will be used to help measure more qualitative impacts such as guest experience, customer service, quality of facilities, food quality, etc. While tracking spending and hotel room nights allows us to quantify ROI for the City, it is the tracking of, and reaction to, guest experience performance that will ultimately give our collective team the opportunity to turn each and every visit to the Christopher High School Aquatics Center into a positive experience, driving return visits and additional ROI.
SFC is not learning on the job - we provide this service in all of our managed venues and will immediately work with the City of Gilroy to design custom reporting based on the facility's definitions of success. Moreover, SFC is the standard and trusted resource in the industry for creating benchmarking and KPIs on facility operations. Showcased with examples, our KPI reporting is designed to provide transparency to our partner facilities and offer up-to-date information on overall event success.
ANNUAL REPORT
SFC will deliver an annual report to the City which will look at the overall success of the facility in all areas, including local activation, economic impact, and financial performance.
At the conclusion of this annual report, SFC will utilize the previous years' results to immediately start the process over again by working directly with the City to create the following year's business plan.
YOUR GOALS ARE OUR GOALS
In this collaborative process, SFC and the City will work to redefine the facility's definitions of success, revisit facility goals, and ensure that our SFC staff is focused on the City’s vision. Your goals are our goals and it is our commitment to ensure that, as the facility develops and grows, we consistently have an open line of communication with City staff and
stakeholders to not only meet, but exceed expectations.
GUEST FIRST
SFC employs a company-wide Guest First policy and training to ensure all SFC employees provide the best service to anyone visiting our facilities. Company-wide, we have a 90% retention rate on tournaments and events that return year after year. This success stems from our ability to focus on providing the best possible guest experience to every person that visits our facilities.
To ensure that our Guest First policy is consistent across all venues, each SFC team member is introduced to Guest First training during onboarding with our corporate People & Culture team on their first day of employment. In addition to the initial training, each venue hosts regular, venue-specific re-training to ensure Guest First is always priority.
All SF Network venues are provided with signage to instill reminders about the importance of guest service and overall guest satisfaction.
SPORTS FACILITIES COMPANIES 40
Quality Assurance, Risk
Management, & Insurance
SPORTS FACILITIES COMPANIES 41
SFC carries comprehensive insurance policies at all of our venues that meet or exceed the standard insurance requirements. Depending on the facility and management structure, these coverages may include:
accident, general liability, workers’ compensation, auto, and property insurance. Due to SFC's extensive list of unique facilities and features, we are also capable of sourcing innovative insurance solutions for aquatics venues.
OUR RISK MANAGEMENT PROGRAM IS BROKEN DOWN INTO FOUR IMPORTANT ELEMENTS:
Insurance Policies
Waivers & Agreements
Facility Policy & Procedures
SECURITY
SFC facility staff is routinely trained on SFC’s risk management policies and procedures and the appropriate resources to use if an incident does occur. This includes:
• Daily Facility Walk-Throughs
• Equipment Inspections
• Kitchen Safety
• First Aid
• Accident Reports
• Fire and Severe Weather Policies
• Fall Prevention
SFC’s risk management program includes waivers and agreements for facility participants, subcontractors, and event owners to mitigate or transfer financial responsibility if an incident should occur. Examples of these waivers are: participant waiver and release of liability, medical consent form, image release, facility use agreements, sub-contractor, and vendor agreements.
RISK MANAGEMENT & safety
The safety of our guests is the number one priority in all of our venues. In a time where facilities of all shapes and sizes are dealing with threats ranging from small incidents to mass casualty situations, it is imperative that all staff is trained in a wide range of scenarios. Seconds and minutes matter.
SFC repeatedly trains our staff in a multitude of situations to react swiftly and correctly in any situation. From tournaments to the SEC Championship and 10,000 person concerts; SFC is well versed in events of all shapes and sizes - each of which comes with their own unique challenges. 1 2
3 4
SPORTS FACILITIES COMPANIES 42
Litigation
Settled Litigation
1. Sherry Owens v. SFM Aquatics, LLC and Sports Facilities Management, LLC, District Court of Oklahoma County, State of Oklahoma, Case No. CJ-2016-3847. The Plaintiff alleged that she injured both shoulders when knee scooter struck uneven concrete causing her to fall to the ground at the Pelican Bay Aquatic Center, a facility managed by SFM Aquatics and owned by the City of Edmond. Case was settled and dismissed prior to trial for $[●] [and no payments remain due or payable to plaintiff thereunder by the Company or any Subsidiary].1
2. Jessica Phillips
Received a demand to preserve evidence and initiated a claim with our insurer regarding injuries sustained by Jessica Phillips, a minor, who was recovered from the water by our lifeguard and was resuscitated at the Pelican Bay Aquatics Center, a facility managed by Sports Facilities Management, LLC in Edmond, Oklahoma. The City of Edmond received a Notice of Tort Claim on July 12, 2022, which must be filed at least ninety (90) days ahead of initiating a civil lawsuit against a municipal government in Oklahoma, alleging that the City and Sports Facilities Management were negligent. The Company is represented by counsel. Case was settled and dismissed prior to trial for $[●]. 1 NTD: Seller to confirm/advise. Page 395 of 417
FOUNDED IN 2003
OUR MISSION
IMPROVE THE
HEALTH & ECONOMIC
VITALITY OF THE
COMMUNITIES
WE SERVE
3,000 COMMUNITIES
SERVED
$15 BILLION
IN PLANNED & FUNDED FACILITIES
30 MILLION
ANNUAL VISITS TO SFC FACILITIES
THE VOICE OF THE INDUSTRY
THE SINGLE LARGEST & FASTEST GROWING SPORTS TOURISM NETWORK WWW.THESFNETWORK.COM
PLANNING
OPTIMIZATION
DEVELOPMENT
MANAGEMENT
3,500+
TEAM MEMBERS
AND GROWING
City of Gilroy
STAFF REPORT
Agenda Item Title: Introduce for First Reading by Title Only An Ordinance to Amend Board and Commission Terms and Appointment
Processes
Meeting Date: November 17, 2025
From: Brad Kilger, Interim City Administrator
Department: Administration
Submitted by: Kim Mancera, City Clerk
Prepared by: Kim Mancera, City Clerk
STRATEGIC PLAN GOALS: Not Applicable
RECOMMENDATION
1. It is recommended that the City Council adopt an ordinance extending the current terms of all Board and Commission members whose terms are set to expire in even-numbered years by one year, thereby aligning all future term expirations with odd-numbered years;
2. Motion to read the ordinance by title only and waive further reading of the ordinance; and
3. Introduce the ordinance of the City Council of the City of Gilroy to reflect all future terms will expire in odd-numbered years.
EXECUTIVE SUMMARY
Staff has identified an opportunity to streamline the recruitment process and align all term expirations to occur in odd-numbered years. This adjustment would improve administrative efficiency, simplify scheduling for interviews and appointments, and align future recruitment activities with non-election years, allowing for a more consistent outreach and appointment process.
BACKGROUND
The City of Gilroy relies on several Boards and Commissions to provide recommendations and community input on a wide range of policy areas. These advisory bodies are essential in supporting the City Council’s decision-making process and fostering public participation in local government.
The City of Gilroy conducts annual recruitments to fill vacancies on its Boards and Commissions. Currently, member terms are staggered between even and odd years, resulting in yearly recruitment and appointment cycles. While this structure has provided continuity, it has also created challenges in administering all recruitment cycles in consecutive years, particularly during election years when staff resources are heavily focused on Council transitions, onboarding, and other end-of-year legislative requirements.
In addition, aligning all expirations to odd-numbered years would:
• Simplify recruitment planning and advertising by creating a consistent biennial schedule.
• Allow the City to focus recruitment and appointment efforts in non-election years, when staff and Council workloads are more balanced.
• Improve coordination across departments that support multiple Boards and Commissions.
• Provide additional stability and continuity during election transitions.
ANALYSIS
Under the proposed ordinance, all existing Board and Commission terms that are set to expire in December of even-numbered years (e.g., 2024, 2026, 2028) would be extended by one year. This change will result in all term expirations occurring in oddnumbered years (e.g., 2025, 2027, 2029).
In an effort to stagger the appointments on the Personnel Commission, staff recommends extending terms for two (2) Personnel Commissioners (Nita Eddie-Mitchell and Melissa Haro) that expire on December 31, 2025, by two (2) years, to expire December 31, 2027, which will allow the commission to maintain a quorum and even out commissioner expiring terms for two (2) to expire in 2027 and three (3) to expire in 2029.
Additionally, to ensure a balanced mix of experienced and newly appointed members, staff recommends extending terms for one (1) Library Commissioner (Saied Nooshabadi) that expire on December 31, 2025, by two (2) years, to expire December 31, 2027. This will allow the commission to maintain experienced commissioners, which supports effective onboarding of new members and helps preserve the historical context of ongoing projects and policy discussions. The incumbent would welcome the opportunity to continue serving.
This one-time adjustment will not affect the length of future terms, which will remain consistent with the existing term lengths of four-years established for each body. Future appointments will follow the same rotation but on the new odd-year schedule.
Staff will continue to conduct mid-term recruitments as needed for any vacancies that occur before the new term expiration date.
The Youth Commission terms will remain unchanged, as their terms currently expire in June of each year, with recruitments occurring in the spring to align with the academic calendar.
The table below shows the current and proposed term expirations for all Boards and Commissions:
ARTS AND CULTURE COMMISSION
TERMS
Current Appointee Current Term Expiration Proposed Term Expiration Reynisson, Melanie December 31, 2025 no change - 2025
McCormack, Camille December 31, 2025 no change - 2025
Dario Villa, Ruben December 31, 2026 December 31, 2027
Taylor, Steven December 31, 2027 no change - 2027
Porter, Steven December 31, 2027 no change - 2027
Zamora, Wendy December 31, 2028 December 31, 2029
Vacant December 31, 2026 December 31, 2027
BUILDING BOARD OF APPEALS TERMS
Current Appointee Current Term Expiration Proposed Term Expiration
Zhang, Zhuoyuan December 31, 2026 December 31, 2027
Robinson Jr., Ronald December 31, 2026 December 31, 2027 Vacant December 31, 2027 no change - 2027
Vacant December 31, 2028 December 31, 2029
Vacant December 31, 2028 December 31, 2029
LIBRARY COMMISSION TERMS
Current Appointee Current Term Expiration Proposed Term Expiration Nooshabadi, Saied December 31, 2025 December 31, 2027
Coverson-Baxter, Victoria December 31, 2028 December 31, 2029 Lowry, Kasandra December 31, 2028 December 31, 2029
Vacant December 31, 2026 December 31, 2027
Vacant December 31, 2027 no change - 2027
OPEN GOVERNMENT COMMISSION
TERMS
Current Appointee Current Term Expiration Proposed Term Expiration Sandhu, Sharpy December 31, 2025 no change - 2025
Somavia, Shayne December 31, 2026 December 31, 2027
Sanchez Bentz,
Diana
December 31, 2026 December 31, 2027
McCauley, Ann Marie December 31, 2028 December 31, 2029 Krulee, Janet December 31, 2028 December 31, 2029
PARKS AND RECREATION
COMMISSION TERMS
Current Appointee Current Term Expiration Proposed Term Expiration Miller, Emily December 31, 2025 no change - 2025
Jimenez, Jesse December 31, 2025 no change - 2025
Vargas, Jorge December 31, 2025 no change - 2025
Ramirez, Luis December 31, 2026 December 31, 2027
Bozzo, Salvatore December 31, 2027 no change - 2027
Martinez, Javier December 31, 2028 December 31, 2029
Vacant December 31, 2027 no change - 2027
PERSONNEL COMMISSION TERMS
Current Appointee Current Term Expiration Proposed Term Expiration Haro, Melissa December 31, 2025 December 31, 2027
Edde-Mitchell, Nita December 31, 2025 December 31, 2027 Cummings, Catherine December 31, 2028 December 31, 2029 Vacant December 31, 2026 December 31, 2029
Vacant December 31, 2028 December 31, 2029
PHYSICALLY CHALLENGED BOARD OF
APPEALS
Current Appointee Current Term Expiration Proposed Term Expiration
Machado, Marco December 31, 2028 December 31, 2029
Vacant December 31, 2025 December 31, 2027
Vacant December 31, 2025 December 31, 2027
Vacant December 31, 2025 December 31, 2027
Vacant December 31, 2026 December 31, 2029
PLANNING COMMISSION TERMS
Current Appointee Current Term Expiration Proposed Term Expiration Kushner, Annedore December 31, 2025 no change - 2025
Leongardt, Adriana December 31, 2025 no change - 2025
Bentson, Patricia December 31, 2026 December 31, 2027
Bhandal, Manny December 31, 2026 December 31, 2027
Elle, Stephanie December 31, 2027 no change - 2027
Valdez, Monica December 31, 2027 no change - 2027
Dauenhauer, Brian December 31, 2028 December 31, 2029
ALTERNATIVES
Council could decide not to introduce the ordinance or to amend the ordinance.
FISCAL IMPACT/FUNDING SOURCE
There is no new fiscal impact to adopting the ordinance, and the effort to prepare this report was accommodated within existing resources and budgetary appropriations.
PUBLIC OUTREACH
NEXT STEPS
Attachments:
1. DRAFT Ordinance Board and Commission Recruitements
ORDINANCE NO. 2025-XX
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY
OF GILROY AMENDING THE TERMS OF SERVICE FOR
CITY BOARDS AND COMMISSIONS TO ALIGN
EXPIRATIONS AND RECRUITMENTS WITH ODDNUMBERED YEARS
WHEREAS, the City of Gilroy appoints members to various boards and commissions whose terms of service have historically been set to expire on December 31 every year; and WHEREAS, Commission recruitments are currently held annually between October and January; and
WHEREAS, City staff has identified that aligning all board and commission term expirations and recruitment cycles to occur in odd-numbered years so as not to coincide with the general municipal elections to promote greater public participation and improve operational efficiencies in the commissioner appointment process; and WHEREAS, adjusting the current terms of office by extending all board and commission terms that expire on December 31 of an even-numbered year by one (1) year will allow for a smooth transition to a consistent schedule where all terms expire on December 31 of oddnumbered years; and WHEREAS, in an effort to stagger the appointments on the Personnel Commission the City Council desires extending terms for two (2) Personnel Commissioners (Nita Eddie-Mitchell and Melissa Haro) that expire on December 31, 2025, by two (2) years, to expire December 31, 2027, which will allow the commission to maintain a quorum and even out commissioner expiring terms for two (2) to expire in 2027 and three (3) to expire in 2029; and WHEREAS, to ensure a balanced mix of experienced and newly appointed members, staff recommends extending terms for one (1) Library Commissioner (Saied Nooshabadi) that expire on December 31, 2025, by two (2) years, to expire December 31, 2027.
WHEREAS, this adjustment is administrative in nature and does not affect the rights or responsibilities of any appointed board or commission member, but instead promotes efficiency and consistency in City operations;
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF GILROY DOES ORDAIN AS FOLLOWS:
Ordinance No. 2025-XX
Boards and Commission Terms
City Council Regular Meeting | November 3, 2025
Section 1. Term Extension. All City of Gilroy board and commission member terms that are currently set to expire on December 31 of an even-numbered year shall be extended by one (1) year, with new expiration dates of December 31 of the following odd-numbered year.
Section 2. Alignment of Future Terms. All future board and commission appointments, reappointments, and term expirations shall occur on December 31 of odd-numbered years, beginning with the transition created by Section 1 of this Ordinance.
Section 3. Vacancies and Recruitment. Should a board or commission position become vacant at any time prior to the end of the appointed term, City staff shall conduct a recruitment process to fill the vacancy in accordance with established City procedures.
Any individual appointed to fill a vacancy shall serve for the remainder of the unexpired term, maintaining alignment with the overall schedule of term expirations on December 31 of oddnumbered years.
Section 4. Youth Commission Exception. The Youth Commission shall remain on its existing term cycle. Current Youth Commission member terms, which expire annually in June, shall not be extended and will continue to follow their established schedule.
Recruitments for the Youth Commission shall continue to be conducted as scheduled each spring in accordance with current practices.
Section 5. Implementation. The City Clerk is hereby directed to update all official records, term lists, and recruitment materials to reflect the adjusted expiration dates, new vacancy procedures, and future odd-year recruitment cycle.
Section 6. Purpose and Benefits. This change provides the following benefits:
1. Administrative Efficiency: Conducting board and commission recruitments in oddnumbered years avoids overlapping with City Council elections, reducing staff workload and scheduling conflicts.
2. Improved Recruitment Participation: Community members are more likely to engage in recruitment processes when not coinciding with election season and related civic activities.
3. Consistency and Transparency: A uniform expiration cycle across all boards and commissions simplifies public communication, appointment planning, and recordkeeping.
4. Operational Continuity: Extending current terms by one year and ensuring timely vacancy recruitment prevents service interruptions and preserves institutional knowledge.
Section 7. Severability. If any section, sub-section, clause or phrase in this Ordinance or the application thereof to any person or circumstances is for any reason held invalid, the validity
Ordinance No. 2025-XX
Boards and Commission Terms
City Council Regular Meeting | November 3, 2025
of the remainder of this Ordinance or the application of such provisions to other persons or circumstances shall not be affected.
Section 8. Effective Date. This Ordinance shall take effect thirty (30) days after its adoption.
PASSED AND ADOPTED this __ day of ____, 2025 by the following roll call vote:
AYES: COUNCIL MEMBERS:
NOES: COUNCIL MEMBERS:
ABSTAIN: COUNCIL MEMBERS:
ABSENT: COUNCIL MEMBERS:
APPROVED:
Greg Bozzo, Mayor
ATTEST:
___________________________
Kim Mancera, City Clerk
Ordinance No. 2025-XX
Boards and Commission Terms
City Council Regular Meeting | November 3, 2025
CERTIFICATE OF THE CLERK
I, KIM MANCERA, City Clerk of the City of Gilroy, do hereby certify that the attached Ordinance No. 2025-XX is an original ordinance, or true and correct copy of a City Ordinance, duly adopted by the Council of the City of Gilroy at a Regular Meeting of said Council held on Monday, _____, 2025, with a quorum present.
IN WITNESS WHEREOF, I have hereunto set my hand and affixed the Official Seal of the City of Gilroy this Date.
____________________________________
Kim Mancera
City Clerk of the City of Gilroy
(Seal)
City of Gilroy
STAFF REPORT
Agenda Item Title: Receive Budget Report for the First Quarter of Fiscal Year 2025-26 (FY26) and Adopt a Budget Amendment Resolution
Meeting Date: November 17, 2025
From: Brad Kilger, Interim City Administrator
Department: Finance
Submitted by: Harjot Sangha, Finance Director
Prepared by: Carina Baksa, Finance Manager
STRATEGIC PLAN GOALS: Develop a Financially Resilient Organization
RECOMMENDATION
1. Receive Budget Report for the First Quarter of Fiscal Year 2025-26 (FY26); and
2. Adopt a budget amendment resolution.
EXECUTIVE SUMMARY
BACKGROUND
The FY26 budget was adopted on June 2, 2025, as part of the City's biennial budget development process for FY26 and FY27. Activity for FY26 began on July 1, 2025. The City has completed the first quarter of operations for FY26, and this report provides a financial summary of such activity as compared to the budget for the period of July 1, 2025, through September 30, 2025.
ANALYSIS
General Fund
Revenues
General Fund revenues received for the first quarter of FY25 totaled $6.3 million. This is approximately 9% of the amended budget of $74.3 million. Revenues received up to this point are typically under the 25% fiscal-year mark, especially tax revenues, due to the lag between when the economic transaction occurs and when the City receives those revenues. The table below provides a breakdown of General Fund Revenues by category and a comparison of the actual revenues to the amended budget.
Property Tax — Property tax revenue has become the General Fund's largest source of tax revenues. Property tax revenues are received at various intervals from Santa Clara County and are not distributed evenly, as tax payments are typically due in November and April of each fiscal year and remitted in installments. The FY26 budget for property tax revenue is $22.9 million, of which $0.1 million has been received as of September 30, 2025. Much of the annual property tax revenue is received in the second half of the fiscal year, including the annual ERAF payment. At this time, property tax revenue is expected to come in as budgeted.
Sales Tax — Sales Tax is now the second-largest source of tax revenue for the General Fund. The City receives its sales tax revenue approximately two months after funds are collected by the California Department of Tax and Fee Administration. The FY26 budget for sales tax revenue is $20.4 million, of which $1.6 million (8%) has been received as of September 30, 2025. Receipts reflect collections for July 2025 only. Based on the latest quarterly sales tax report, the City’s sales tax revenue for FY26 is expected to come in under budget by approximately $0.3 million, or about 1.5% under budget. Staff have included this downward adjustment in the updated General Fund forecast, which is discussed later in this section.
Utility Users Tax (UUT) — Utility taxes are assessed against the value of energy and telecommunications, such as gas, electricity, steam, cable, and phone charges. The current tax rates are 4.5% for telecommunications and 5% for gas and electricity. The
City’s UUT revenues are received one month after the revenues are earned. The FY26 budget for utility user tax is $8.2 million, of which $1.2 million (14%) has been received as of September 30, 2025. The majority of the receipts for UUT to date represent revenue through August, except PG&E receipts for gas and electricity, which reflect payments received only for July.
Franchise Tax — The City receives franchise tax revenue from three franchise types, including gas and electric, cable TV, and garbage/refuse. The FY26 budget for franchise tax is $2.6 million, of which $0.2 million (7%) has been received as of September 30, 2025, which primarily reflects refuse franchise payments only through the month of August. The larger portion of franchise tax comes from PG&E, which remits payments once a year and is typically received in the fourth quarter of the fiscal year. The cable franchise is remitted on a quarterly basis; thus, the first quarter will be reflected in the FY26 Q2 budget report.
Transient Occupancy Tax (TOT) — The City’s TOT revenue comes from a 9% tax on hotel room rentals under 30 days, as well as from some of the RV parks in the City. The hotels pay within one month after their quarter ends; thus no TOT revenue is reported as of September 30, 2025. Payments for the first quarter will be reflected in the next quarterly budget report.
Business License — The FY25 budget for Business License fees is $0.8 million, of which $0.2 million (26%) has been received as of September 30, 2025. The business license revenue is tied to the timing of the annual license renewal and any new business licenses issued, and therefore, it can fluctuate throughout the year.
Other General Fund revenues — This category comprises departmental service charges, general administration charges, fines and forfeitures, and other intergovernmental
revenues. The FY26 budget for this aggregate revenue category is $17.4 million, of which $3.0 million (17%) has been received as of September 30, 2025. At this time, these revenues are expected to come in as budgeted.
Expenditures
General Fund expenditures for the first quarter of FY26 totaled $19.6 million. This is approximately 25% of the amended budget of $77.3 million. The table below provides a breakdown by department and function comparing the actual expenditures for the first quarter to the amended budget. Generally, the majority of the departments are within or below their expenditure target for the first quarter of the fiscal year. PD and Fire are tracking slightly higher than the target, primarily in overtime costs. For Fire, overtime is related to the Strike team and is reimbursable.
Non-General Fund
Revenues
The City has approximately 60 non-general funds. The information (revenues and expenditures) for these funds is presented in the table below in aggregate, by fund type, along with a brief description of what is included in these categories.
Non-General Fund revenues received as of September 30, 2025, total $18.3 million.
This is approximately 18% of the amended budget of $103.8 million. Revenues received up to this point are usually under the 25% fiscal-year mark due to the timing of receipts, especially for special revenue and capital/development funds.
Special Revenues – The primary source of this fund type is intergovernmental funds in the manner of tax sharing or grants from Federal, State, County, and other regional governments. For the City of Gilroy, these Special Revenues provide funding for transportation (Gas Taxes, Vehicle Registration, and Measure B), public safety (Proposition 172 sales tax, Gang Prevention, and regional task forces), and community development (CDBG and housing) among others. The FY26 budget for Special Revenues is $11.7 million, of which $1.2 million (10%) has been received as of September 30, 2025.
Recreation – The Recreation Fund receives an annual allocation of $1.5 million from the General Fund, in addition to the revenues it generates from charges for services and grants related to recreation programs. The services provided by Recreation are seasonal, with the majority of activity typically occurring during spring and summer. The FY26 budget for Recreation revenue is $2.4 million, of which $0.7 million (30%) has been received as of September 30, 2025.
Capital/Development Impact Funds – Revenues in the Capital and Development Impact Funds are primarily generated by new development approvals and the required contributions to offset infrastructure impacts. Revenue depends on the size and impact of the development and the timing of the project; therefore, revenue is not evenly distributed throughout the fiscal year. The FY26 budget for Capital/Development Funds revenue is $30.1 million, of which $0.9 million (3%) has been received as of September 30, 2025. Of the $30.1 million in revenue budgeted, $15.0 million is for the Bond Proceed budgeted for the Gilroy Ice Center in FY26. The majority of the remaining $7.9 million budget is allocated for development-related fees, $3.9 million for grants and intergovernmental for grant funded projects such as San Ysidro Healthy Living Enhancements.
Debt Service – Debt Service funds receive their revenue from annual property tax levies and/or via interfund transfers from other funds and are typically aligned with the timing of the debt service payment. The FY26 amounts for the first quarter primarily reflect the interfund transfers. The property tax levies for the Library Bond debt service are received similarly to the General Fund property tax distribution, with the majority of it in the second to fourth quarter of the fiscal year. The FY26 budget for Debt Service Funds revenue is $5.1 million, of which $0.8 million (16%) has been received as of September 30, 2025.
Internal Service – Internal Service Funds (Information Technology (IT), Fleet, Facilities, Worker’s Compensation, and Liability Funds) primarily receive their revenue from charges to other departments and funds in the City. These charges are assessed based on the budget and it is expected that the full budgeted amount will be received. The FY26 budget for Internal Service Funds revenue is $17.2 million, of which $4.3 million (25%) has been received as of September 30, 2025.
Sewer – The FY26 budget for Sewer revenue is $19.5 million, of which $4.9 million
(25%) has been received as of September 30, 2025. The Sewer Enterprise Fund generates its revenue from utility user charges. At this time, it is expected that the revenue will come in at budget.
Water – The FY26 budget for Water revenue is $17.9 million, of which $5.5 million (31%) has been received as of September 30, 2025. Like the Sewer Fund, the Water Fund generates its revenues from utility user charges. The YTD revenues include a one-time settlement payment related to the PFAS of $0.3 million, which was not budgeted. At this time, it is expected that the revenue will come in at budget.
Expenditures
Non-General Funds expenditures as of September 30, 2025, total $23.9 million, or 16% of the amended budget of $146.3 million. The table below presents the Non-General Fund expenditures by Fund Type.
Special Revenues – The primary expenditures in this fund type are for maintenance and capital improvements of roads/sidewalks, followed by grant-related expenditures for the Police and Community Development Department for housing and CDBG. As of September 30, 2025, expenditures are at $2.7 million (13%) of the budgeted amount of $20.7 million. Road and infrastructure capital projects typically begin after the winter/rainy season. Therefore, staff expect funds to be encumbered in the second quarter and expenditures to occur in the third and fourth quarters of the fiscal year. For example, the Council recently awarded Citywide and CDBG sidewalk and curbside ramp projects in the second quarter.
Recreation – As of September 30, 2025, expenditures are at $0.7 million (22%) of the budgeted amount of $3.0 million. The services provided by Recreation are seasonal, typically most active during the spring and summer months.
Capital/Development – As of September 30, 2025, expenditures are at $3.3 million (7%) of the budgeted amount of $47.5 million. The below target spending is primarily in the capital outlay. It is important to note that $16.5 million of the $47.5 million is attributed to the Gilroy Ice Center project. Many of the budgeted projects are still in early phases, such as bidding or design phases, and the subsequent construction phase, the larger expenditure category, is expected to occur later in the fiscal year. Staff expects funds to be encumbered and expended in the third and fourth quarters of the fiscal year.
Debt Service – As of September 30, 2025, expenditures are at $0.3 million (7%) of the budgeted amount of $4.9 million. The debt service payments typically include semiannual interest payments and one annual principal payment; therefore, activity during the first quarter is minimal.
Internal Services — As of September 30, 2025, expenditures are at $5.8 million (26%) of the budgeted amount of $22.1 million. The City’s internal services funds are IT, Fleet, Facilities, Equipment Outlay, Worker's Compensation and Liability Funds.
Sewer – As of September 30, 2025, expenditures are at $5.8 million (27%) of the budgeted amount of $21.4 million. Of the $21.4 million budget, $4.9 million is allocated to capital outlay, and the remainder is for operations. Of the $5.8 million in expenditure to date, $1.7 million is related to capital outlay, including the acquisition of the Jessup property for the Utilities Department (split 50/50 between water and wastewater), and the remainder, $4.1 million, is attributed to operations.
Water – As of September 30, 2025, expenditures are at $5.3 million (20%) of the budgeted amount of $26.7 million. Of the $26.7 million, $9.2 million is allocated to capital outlay, and the remainder is for operations. Of the $5.3 million expenditure to date, $1.7 million is related to capital outlay, including the acquisition of the Jessup property for the Utilities Department(split 50/50 between water and wastewater), and the remainder, $3.6 million, is attributed to operations.
Budget Adjustments
Staff are recommending the following three budgetary adjustments for FY26:
1. On June 16, 2025, Council approved an increase in appropriations for FY25 in Funds 700 (Sewer) and 705 (Water) to acquire the Jessup property for the Utilities Department. While the escrow was opened in FY25, the final closing did not occur until July in FY26. Staff recommends an increase in budget appropriations for Funds 700 (Sewer) and 705 (Water) of $1,465,689 for the related expenditure.
2. Staff is recommending an increase in appropriations in the Economic Development budget, within the General Fund, for $60,000 for an Economic Development assessment study to gather technical and statistical data, as a first phase in preparation for the development of a Strategic Plan once an Economic Development Director is on board.
3. Staff is recommending an increase in appropriations in the Communications &
Engagement budget, General Fund, for $12,500 to implement an outreach plan to inform Gilroy residents of the City's new districts in advance of the 2026 elections.
General Fund Update
The City Council last received the General Fund Forecast update in June 2025, when the Council adopted FY26 and FY27 budgets. The chart below presents an updated General Fund Forecast, incorporating unaudited FY23 year-end actuals, roll-forward encumbrances, and year-to-date budget amendments for FY26 through September 30, 2025. The updated forecast includes the following key changes that impact the General Fund's financial outlook.
• Sales Tax — The City has received an updated quarterly sales tax report since the budget adoption. Based on the latest forecast, sales tax revenue for FY26 and FY27 is projected to be approximately $0.4 million under budget each year.
This reduction in the base is now reflected in the Forecast and is carried forward to subsequent forecast years.
• Pensions — With the FY25 preliminary year-end financial report, staff communicated that CalPERS reported an initial net investment return of 11.6% on its investments for FY25, yielding a 4.8% gain over the assumed 6.8% rate of return. Additionally, the City has received updated actuarial valuation reports for its pension plans, prepared by CalPERS actuaries. The impact of both is a net reduction in the City's unfunded accrued liability (UAL) of approximately $14 million, from $115 million UAL to $101 million as of June 30, 2025. • Utilization of Pension Section 115 Trust — The adopted FY26 and FY27 General Fund forecast assumed that by FY29, the City will be able to leverage the Pension Trust (withdraw) strategically, to help pay for a portion of the annual UAL payments and lessen the burden to the City’s General Fund. Based on the updated UAL payments forecast, staff expect that the City will be in a position to begin leveraging the trust a year earlier, in FY28. As such, staff have adjusted the forecast years to assume a drawdown from the pension trust of about $1.0 million beginning in FY28, with the last contribution, or deposit to the trust, occurring in FY27.
Overall, the operating margin in FY26 and FY27 is now projected to be negative $0.1 million and $0.4 million, respectively, mainly attributed to the lower sales tax projection.
The updated forecast yields a positive operating margin of about $0.3 million beginning in FY28 to $1.1 million by FY31, mostly attributed to the lower UAL payments as a result of the FY25 CalPERS returns and the revised drawdown schedule from the Pension trust. This is positive news as the City will be in a unique position to consider programming the margins to expand services in those respective years. For example, adding additional position(s) to incrementally staff the new Santa Teresa Fire Station.
The General Fund is expected to maintain the minimum required fund balance throughout the forecast.
ALTERNATIVES
There are no recommended alternatives to receiving the preliminary FY26Q1 budget report. The City Council could elect to not approve any single, multiple, or all the budget adjustment requests, however staff does not recommend this option.
FISCAL IMPACT/FUNDING SOURCE
There is no direct fiscal impact from receiving the FY26Q1 budget report. The fiscal impact to the General and other Non-General Fund types is discussed above in the analysis section.
PUBLIC OUTREACH
NEXT STEPS
Attachments:
1. Draft Resolution - FY26 Q1 Budget Amendments
RESOLUTION NO. 2025-XX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF GILROY
AMENDING THE FY2025-26 BUDGET FOR THE CITY OF GILROY
WHEREAS, the City Administrator prepared and submitted to the City Council a budget for the City of Gilroy for Fiscal Years 2026 and 2027, and the City Council carefully examined, considered and adopted the same on June 2, 2025; and
WHEREAS, City Staff has prepared and submitted to the City Council a proposed amendment to said budget for Fiscal Year 2026 for the City of Gilroy in the staff report dated November 17, 2025; and
WHEREAS, the City Council has carefully examined and considered the same and is satisfied with said budget amendments.
NOW, THEREFORE, BE IT RESOLVED that appropriations to the expenditure accounts for Fiscal Year 2026 are hereby increased by $12,500 in Fund 100, Communications and Engagement Org 1001540; by $60,000 in Fund 100, Economic Development Org 1001570, by $1,465,689 in the Sewer Fund 700 and by $1,465,689 in the Water Fund 705.
PASSED AND ADOPTED this 17th day of November 2025 by the following roll call vote:
AYES: COUNCIL MEMBERS:
NOES: COUNCIL MEMBERS:
ABSENT: COUNCIL MEMBERS:
APPROVED:
______________________________
Greg Bozzo, Mayor
ATTEST:
Kim Mancera, City Clerk