Marina Dock Age, September/October 2002
Where There are Boats There Must be Cars—But How Many?
by Ron Brazda
Is the amount of car parking at marinas and boat launching ramps meeting the demand? Is there any way to determine a reasonable ratio?
No such thing as a universal rule
A speaker at ICOMIA’s 2002 Marina Conference in Sydney, Australia, recommended that a committee coordinate surveys of marinas worldwide to establish ratios of car parking to slips and moorings. These guidelines would be useful to marina planners and developers, zoning and other government agencies involved in the permit process.
However, this is not as easy as it sounds. The difficulty, concedes Christopher Hallam, a Sydney-based engineer, is the wide range of variables affecting boat usage and parking demands. One needs to be able to compare marinas that share similar locations, boats, and boating activities.
Typically, trailered boats need larger spaces—more than double a normal parking space for a berthed boat. On the other hand, a marina may have both inwater and upland berthing for boats, increasing the need for parking spaces to accommodate slip users and their guests. Also, with marinas as mixed use developments, slip holders may find themselves in competition with restaurant patrons, retail shoppers, office workers, and tourists.
Of even more importance is having a grasp of anticipated use of the facility. Boats in wet slips and dry storage tend to have very limited use during normal weekdays (possibly 10 to 15 percent) during the boating season, and almost none (less than one percent) off-season. On normal weekends, marinas see a higher use (possibly in the 20 to 30 percent range depending on the weather). On extended holiday weekends, traffic is obviously higher (40 to 60 percent).
In its Code of Recommended Practice for the Construction and Operation of Marinas and Yacht harbours (Rev. 1992), The Yacht Harbour Association of the U.K. points out that if a marina caters mainly to transient vessels, i.e., yachts on passage, or if there are already adequate parking facilities available nearby, it’s possible to make a case for the reduction of parking spaces within the marina boundaries. On the other hand, if weekly hire boats are operated from the site (as is common on the U.K.’s inland waterways) two car spaces per boat normally will be required.
What studies show
There was a time, pre-1990s, when zoning codes commonly provided parking ratios of 1.5 or 2.0 parking spaces per slip. However, today there is a difference of opinion among countries about whether marinas really need so much parking space.
In their definitive Small Boat Harbors and Marinas, 2nd Edition (2000), authors Bruce O.Tobiasson and Ronald C. Kollmeyer find that the current recommended ratio, based on increasingly accepted practice in the U.S., is to provide 0.6 to 0.8 parking spaces per berth. This ratio suffices year ‘round, except on major holidays such as the Fourth of July. Because peak marina use days generally coincide with work holidays or weekends when office and commercial parking space is idle, overflow parking at urban marinas can often be found in nearby parking garages or office lots. Away from urban areas, overflow parking at marinas and boat ramps is often accommodated in unused land storage areas.
From time to time, studies have been conducted in the United States to determine parking needs at marinas.
For example, a 1988/89 study by Neil Ross for the International Marina Institute (partially updated in the mid-1990s) verified that the number of parking spaces required for marinas with in-water slips, upland rack storage, and mixed-use amenities ranges from 0.6 to 0.8 per boat slip.
Another study on the north shore of Long Island and Connecticut was published as a paper for ASAE’s World Marina’91 Conference.
To determine parking demand under absolutely peak conditions, the survey took a cross section of 42 public rental marinas, yacht clubs, municipal marinas, and private condominium associations, in the heavily trafficked Long Island Sound between the hours of 2 p.m. and 4 p.m. on the Fourth of July. The survey was taken by photographing marina occupancy from a low-flying aircraft. Prior to the aerial study, telephone calls were made to the marina managers to verify the number of parking spaces and boat slips. It was assumed that each marina surveyed was 100 percent occupied. At mixed-use sites, all cars were assumed to be connected to marina users.
The average percentage of boats counted away from their slip at the time was 39 percent. To figure out the day’s peak demand, the total number of cars parked was divided into the total number of slips at the marina. It was determined that the average peak demand for parking space was .65 cars per slip.
However, the paper was quick to point out that the findings of a local survey are limited in their application and may not be adaptable for use in other places. There are so many variables, it is impossible to make projections.
It is therefore understandable why, when the ICOMIA Marinas Committee queried its members from more than 30 countries, it could find no national statistics for quantifying the number of parking spaces required for a marina.
Some best judgment estimates
In Australia, absent comprehensive survey data, Christopher Hallum has made some best judgment estimates. His firm’s 1993 recommendations to the Roads and Traffic Authority of New South Wales are that if a survey is not conducted of marinas of similar size and nature, the following levels of marina car parking may be considered:
• 0.6 spaces per wet slip
• 0.2 spaces per dry storage bay
• 0.2 spaces per swing mooring
• 0.5 spaces per marina employee
The Australia recommendations are similar to study findings in the U.S. as described above. They also track experience in the U.K. and Europe that marinas normally require not more than .75 car spaces per berth, each space being not less than 4.8 by 2.4 m, with a one-way access driveway of 6 m width.
However, in codes of recommended practices in the U.K. and Europe, additional parking space is advised for yachts more than 40 or 50 feet and for each charter yacht. The Yacht Harbour Ltd. of the U.K. recommends providing 1.5 spaces for each vessel more than 40 feet; EUROMARINA, 1.0 space for yachts more than 50 feet; and both organizations recommend 3.0 spaces for each charter yacht and 1.0 spaces for each marina employee or tenant’s employee.
Surveying techniques
If you would like to participate in a parking study, Hallum recommends surveying over summer weekends when boat usage is at its highest. There is no point in doing it during the workweek when most boat owners are away from the marina, boats are idle, and parking spaces are largely vacant. The size of boats kept in a marina has a bearing on parking needs; the larger the boat, the greater the number of crew or passengers it can accommodate, and the more cars they are likely to use.
Parking at launching ramps
When it comes to parking needs at ramps, the States Organization for Boating Access (SOBA) is among the leading authorities in the United States, and arguably the rest of the world, as well.
According to SOBA’s Design Handbook for Recreational Boating and Fishing Facilities (1996), the number of parking spaces needed at a boat access site depends on the turnover rate of boats being launched or retrieved each day. Where the average boating use is relatively short and vehicle-trailer units are parked at the site for only part of the day, 20 to 30 parking spaces per launching lane are usually adequate. Where users' vehicles are there longer, 30 to 50 parking spaces per launching lane may be required.
The provision of amenities, such as courtesy docks and make-ready / tie down areas, increase the number of parking spaces needed.
Barrier-free parking
Additional considerations are dictated for car parking for disabled persons at marinas and boat ramps to comply with appropriate laws governing barrier-free accessibility.
In the United States, the number of barrier-free parking spaces recommended for recreational boating facilities is graduated according to the total number of parking spaces in a lot: one for the first 25 spaces; two from 26 to 50; three from 51 to 75; four from 76 to 100; five from 101 to 150, six from 151 to 200; seven from 201 to 300; eight from 301 to 400; nine from 401 to 500; 2 percent of the total from 501 thru 1,000; and 20 plus one for each 100 over I,000.
Under forthcoming Americans with Disabilities Accessibility Guidelines design requirements (ADAAG), which will implement the Americans with Disabilities Act approved by Congress in 1990, at least one of every eight barrier-free parking spaces must be “van accessible,” i.e., eight feet wide with an adjacent eight-foot-wide access aisle. If fewer than eight accessible spaces are provided at, at least one must be van accessible.
Conclusions
Determining how much parking space is needed at a recreational boating facility is best done on a site-specific basis. Parking demands vary substantially depending on season, location, type, and size of boat using a particular facility, and activities enjoyed at the facility. Site-specific surveys are very helpful. Reliance on generalized information can be helpful as just one planning tool, but needs to be tempered by the functionality and anticipated use of a specific facility.
Ron Stone is a senior advisor with the National Marine Manufacturers Association and chairman of the ICOMIA Boating Facilities Committee. He served as NMMA’s director of facilities and government relations for more than four decades. He is the founder of the States Organization for Boating Access.
Tuesday, July 17, 2007
Basic Marina Management
Inside Self-Storage Boat & RV, September 2003
Basic Marina Management: Simple yet complex
by Dennis P. Kissman
The question of how to manage a marina is a surprisingly difficult one to answer, as every marina is slightly different. Most people unfamiliar with the industry see a marina as a place to store boats, either in the water or on land. But out of the more than 14,000 marinas in the United States, I would guess less than 10 percent are in the boat-storage business exclusively.
A marina can be likened to a shopping center — with one exception. With a shopping center, the property owner typically leases commercial space to different types of businesses, though he does not operate or have vested interest in them. A marina also will feature various types of businesses, but the owner will generally operate all or most of them.
From a management standpoint, this creates some very unique challenges. One of the most critical is a business requires some form of employee expertise to be successful. For example, you wouldn’t trust the marina restaurant’s chef to repair your customer’s outboard motor. But this is only half the problem. When it comes to managing the affairs of a business, it is not only supervising people and directing their skills. It also involves managing a process. The process is how the operation’s goods or services are provided and tracked to ultimately collect the money due for providing them.
Most owner-operated marinas do not meet their full economic potential. This can easily be explained when you understand that marina owners, like most other business owners, usually find particular comfort in one of their profit centers. This becomes where the marina excels — but at the expense of the other potential revenue-builders. For example, the owner that came up through the ranks of the repair operation usually does not realize the full income potential of his dockage or storage.
Management Basics
So how do you manage this simplistic yet complicated business? First, every marina operation should be divided into the two key components previously mentioned: employees and the procedures for controlling the process.
You should look for three things in a marina employee. First, does he have a positive attitude toward his job and the company? Second, does he have the basic fundamental skills to do the job he is asked to perform? Finally, can he multitask? If an employee possesses these attributes, he will always be an asset to your operation. As a manager, you must be able to recognize these qualities and, through your direction and example, cultivate them to continually increase the value of the employee in your organization.
One of the weaknesses in any cottage industry like that of marinas is the owner/ operator with a dominating attitude and closed mind toward how the business should be run. It is easy to profile the management style of a marina by the attitude and work ethics of its staff. A domineering management style will not be able to retain good employees for very long.
The second part of the equation is managing the process of the business. It is one thing to assemble and manage a quality staff, but if you do not have the means of measuring how the business and — in the case of a marina, businesses — are doing financially, you will still not achieve the full economic potential of the site.
From a manager’s point of view, managing the process is probably a more difficult task to accomplish than actually building the organization. This is especially true in today’s world of growing dependence on computers. We have been programmed to let software find solutions to our needs without really understanding what those needs are in the first place.
Keep in mind a marina is usually a group of several independent and distinct businesses operating as one entity. None are large enough on their own to support a proper management structure; therefore, some will suffer economically by default. To depend on someone else to identify what you need to make your business succeed is naive. If you are not willing to learn the intricacies of each particular business and what is needed to improve profitability, you are better to lease it out to a proven operator.
Your first reaction to this is you are giving up control and profits; but you must understand you are also giving up risk. Let’s assume you decide to operate the various profit centers at a marina. Begin by looking at each independently and identify the controlling points. For example, if you have a fuel dock, there are a minimum of four control points:
• First, you should dip the tanks manually or, if you have electronic tank monitors, read them at the same time each day, preferably first thing in the morning before opening the dock. Fuel will expand or contract with temperature, so time of day may make a difference in the quantity recorded.
• Second, you need to record the beginning and end of day readings of the dispenser gallons-pumped register.
• Third, this amount should be recorded and reconciled to the amount of fuel in the tanks and the individual sales tickets to verify the sales were recorded.
• Fourth, the cash and credit-card sales tickets have to be reconciled to the bank deposit and charge sales to the accounts receivable. Until this last step is done, the operation has not made any money.
Once you understand the control points of each profit center in your particular marina, you will be able to pick the right procedure and either a manual or computerized system to use. If you are considering an automated system to control your operation, make sure each profit center can be controlled through the points you determined. Most likely, no one software program will do everything.
When it comes to software, choose a system made of multiple, proven packages developed for a specific use. These should interface and operate as one system and be user-friendly. This is far less expensive than custom-developed software you have to rely on a single individual to service.
For example, a management program such as Pacific Softworks’ Marina Management System (MMS) interfaces with proven point-of-sale, general-ledger and other business programs, such as Microsoft Word, Excel and Internet Explorer. It is extremely easy to use because it has the same look and feel as every other Microsoft product we have all become accustomed to using. I realize this sounds like a sales pitch for MMS, but it is about the only program for the marina industry I know of that has lived up to its claims and is extremely affordable for any size operation.
Managers of marinas, unlike those in other industries whose primary responsibility is to control a given process, must wear many hats and have a broad understanding of a variety of businesses to succeed. To accomplish this, they must first surround themselves with quality personnel and use them to help make the right business decisions. Managers who can delegate responsibility while monitoring the processes will succeed far better than those who to dominate and control every step.
Basic Marina Management: Simple yet complex
by Dennis P. Kissman
The question of how to manage a marina is a surprisingly difficult one to answer, as every marina is slightly different. Most people unfamiliar with the industry see a marina as a place to store boats, either in the water or on land. But out of the more than 14,000 marinas in the United States, I would guess less than 10 percent are in the boat-storage business exclusively.
A marina can be likened to a shopping center — with one exception. With a shopping center, the property owner typically leases commercial space to different types of businesses, though he does not operate or have vested interest in them. A marina also will feature various types of businesses, but the owner will generally operate all or most of them.
From a management standpoint, this creates some very unique challenges. One of the most critical is a business requires some form of employee expertise to be successful. For example, you wouldn’t trust the marina restaurant’s chef to repair your customer’s outboard motor. But this is only half the problem. When it comes to managing the affairs of a business, it is not only supervising people and directing their skills. It also involves managing a process. The process is how the operation’s goods or services are provided and tracked to ultimately collect the money due for providing them.
Most owner-operated marinas do not meet their full economic potential. This can easily be explained when you understand that marina owners, like most other business owners, usually find particular comfort in one of their profit centers. This becomes where the marina excels — but at the expense of the other potential revenue-builders. For example, the owner that came up through the ranks of the repair operation usually does not realize the full income potential of his dockage or storage.
Management Basics
So how do you manage this simplistic yet complicated business? First, every marina operation should be divided into the two key components previously mentioned: employees and the procedures for controlling the process.
You should look for three things in a marina employee. First, does he have a positive attitude toward his job and the company? Second, does he have the basic fundamental skills to do the job he is asked to perform? Finally, can he multitask? If an employee possesses these attributes, he will always be an asset to your operation. As a manager, you must be able to recognize these qualities and, through your direction and example, cultivate them to continually increase the value of the employee in your organization.
One of the weaknesses in any cottage industry like that of marinas is the owner/ operator with a dominating attitude and closed mind toward how the business should be run. It is easy to profile the management style of a marina by the attitude and work ethics of its staff. A domineering management style will not be able to retain good employees for very long.
The second part of the equation is managing the process of the business. It is one thing to assemble and manage a quality staff, but if you do not have the means of measuring how the business and — in the case of a marina, businesses — are doing financially, you will still not achieve the full economic potential of the site.
From a manager’s point of view, managing the process is probably a more difficult task to accomplish than actually building the organization. This is especially true in today’s world of growing dependence on computers. We have been programmed to let software find solutions to our needs without really understanding what those needs are in the first place.
Keep in mind a marina is usually a group of several independent and distinct businesses operating as one entity. None are large enough on their own to support a proper management structure; therefore, some will suffer economically by default. To depend on someone else to identify what you need to make your business succeed is naive. If you are not willing to learn the intricacies of each particular business and what is needed to improve profitability, you are better to lease it out to a proven operator.
Your first reaction to this is you are giving up control and profits; but you must understand you are also giving up risk. Let’s assume you decide to operate the various profit centers at a marina. Begin by looking at each independently and identify the controlling points. For example, if you have a fuel dock, there are a minimum of four control points:
• First, you should dip the tanks manually or, if you have electronic tank monitors, read them at the same time each day, preferably first thing in the morning before opening the dock. Fuel will expand or contract with temperature, so time of day may make a difference in the quantity recorded.
• Second, you need to record the beginning and end of day readings of the dispenser gallons-pumped register.
• Third, this amount should be recorded and reconciled to the amount of fuel in the tanks and the individual sales tickets to verify the sales were recorded.
• Fourth, the cash and credit-card sales tickets have to be reconciled to the bank deposit and charge sales to the accounts receivable. Until this last step is done, the operation has not made any money.
Once you understand the control points of each profit center in your particular marina, you will be able to pick the right procedure and either a manual or computerized system to use. If you are considering an automated system to control your operation, make sure each profit center can be controlled through the points you determined. Most likely, no one software program will do everything.
When it comes to software, choose a system made of multiple, proven packages developed for a specific use. These should interface and operate as one system and be user-friendly. This is far less expensive than custom-developed software you have to rely on a single individual to service.
For example, a management program such as Pacific Softworks’ Marina Management System (MMS) interfaces with proven point-of-sale, general-ledger and other business programs, such as Microsoft Word, Excel and Internet Explorer. It is extremely easy to use because it has the same look and feel as every other Microsoft product we have all become accustomed to using. I realize this sounds like a sales pitch for MMS, but it is about the only program for the marina industry I know of that has lived up to its claims and is extremely affordable for any size operation.
Managers of marinas, unlike those in other industries whose primary responsibility is to control a given process, must wear many hats and have a broad understanding of a variety of businesses to succeed. To accomplish this, they must first surround themselves with quality personnel and use them to help make the right business decisions. Managers who can delegate responsibility while monitoring the processes will succeed far better than those who to dominate and control every step.
Communicating with Marina Customers
Marina Dock Age, May/June 2005
Identifying the Critical Factors Involved with Communicating with Marina Customers
by Dennis P. Kissman
I was recently talking with some of my boating friends who keep their boats at different marinas, and I asked them how their marinas communicate information about the facility.
Let me begin by saying that I do not believe there is a single right or wrong way on what, when or how to communicate with customers. My boating friends could have easily been customers of the same marina, and they would still represent a cross-section of a single customer base. I think it is fair to say that no matter how a facility approaches communicating with its customers, there will always be at least one customer who prefers a different approach. A marina manager must decide what works best for his or her particular marina.
What
In deciding on a communications approach, marinas should first determine what they want to communicate and why they want to communicate it. A manager should never forget that his/her prime reason for communicating with customers is to sell services and promote more business for the marina.
A specific problem I have encountered with marinas occurs when they promise customers something they cannot deliver. This is the quickest way to lose credibility with customers and, ultimately, lose their business. If marinas do talk about future changes, they should state them in a way that gives them an out, in case circumstances arise beyond their control — like permit issues — that may prevent marinas from following through on promises.
In most marinas, there are usually a number of improvements routinely done that go unnoticed by some customers. Marinas should toot their own horns! There is nothing wrong with pointing out improvements in, say, a newsletter because the next time a customer comes to the marina, he/she is likely to ask “what’s new?”
When
An important aspect of communicating is when it should be done. Whatever schedule a marina decides on should be one that can be consistently followed. In other words, people are creatures of habit, so the marina’s message will have more of an impact on people as they begin to rely on consistent delivery of the message — and the more frequently this is done, the more aware the recipient is of the marina.
Here are some other key points to keep in mind. Always promote any planned events well in advance of their scheduled dates to ensure the greatest number of participants. Just as important as promoting upcoming events is reporting on how the event went right after it occurred.
I believe a monthly newsletter is the right frequency to communicate. One of the more difficult habits to overcome with a monthly newsletter is to put too much information into one month, leaving the next month without much meaningful information. To avoid this, create a schedule and make a firm commitment to produce and distribute a newsletter.
How
Finally, consider how to communicate with customers. This is one area that is changing on a daily basis.
Although the Internet is an excellent way to communicate, if it is not done in an attractive and simple manner, it can be a disaster.
If marinas plan to use the Internet as a communication tool, here are some important things to consider:
First, it must download fast.
Second, it should be short so someone can peruse through it less than five minutes. Remember: a picture is worth a thousand words and is a quick way to get a message across.
If a marina has a Web site, it should not use a page for the newsletter and expect people to visit the site and search for the newsletter. People are too busy today to do that. If marinas expect customers to read the newsletter, they should send it directly to customers. This is especially important if the marina is promoting some upcoming event or sale.
Third, format the Web site in such a way that it will print on a couple of pages. I may be old fashioned, but just as I enjoy picking up this magazine and reading it, I often print out information from the Internet to sit and read it. There is something about seeing the whole article at once rather than navigating around a computer screen trying to read something — especially when it is either too wide to fit on the screen or too small to read.
No matter how marinas decide to communicate, they should do it in a concise and consistent manner.
Identifying the Critical Factors Involved with Communicating with Marina Customers
by Dennis P. Kissman
I was recently talking with some of my boating friends who keep their boats at different marinas, and I asked them how their marinas communicate information about the facility.
Let me begin by saying that I do not believe there is a single right or wrong way on what, when or how to communicate with customers. My boating friends could have easily been customers of the same marina, and they would still represent a cross-section of a single customer base. I think it is fair to say that no matter how a facility approaches communicating with its customers, there will always be at least one customer who prefers a different approach. A marina manager must decide what works best for his or her particular marina.
What
In deciding on a communications approach, marinas should first determine what they want to communicate and why they want to communicate it. A manager should never forget that his/her prime reason for communicating with customers is to sell services and promote more business for the marina.
A specific problem I have encountered with marinas occurs when they promise customers something they cannot deliver. This is the quickest way to lose credibility with customers and, ultimately, lose their business. If marinas do talk about future changes, they should state them in a way that gives them an out, in case circumstances arise beyond their control — like permit issues — that may prevent marinas from following through on promises.
In most marinas, there are usually a number of improvements routinely done that go unnoticed by some customers. Marinas should toot their own horns! There is nothing wrong with pointing out improvements in, say, a newsletter because the next time a customer comes to the marina, he/she is likely to ask “what’s new?”
When
An important aspect of communicating is when it should be done. Whatever schedule a marina decides on should be one that can be consistently followed. In other words, people are creatures of habit, so the marina’s message will have more of an impact on people as they begin to rely on consistent delivery of the message — and the more frequently this is done, the more aware the recipient is of the marina.
Here are some other key points to keep in mind. Always promote any planned events well in advance of their scheduled dates to ensure the greatest number of participants. Just as important as promoting upcoming events is reporting on how the event went right after it occurred.
I believe a monthly newsletter is the right frequency to communicate. One of the more difficult habits to overcome with a monthly newsletter is to put too much information into one month, leaving the next month without much meaningful information. To avoid this, create a schedule and make a firm commitment to produce and distribute a newsletter.
How
Finally, consider how to communicate with customers. This is one area that is changing on a daily basis.
Although the Internet is an excellent way to communicate, if it is not done in an attractive and simple manner, it can be a disaster.
If marinas plan to use the Internet as a communication tool, here are some important things to consider:
First, it must download fast.
Second, it should be short so someone can peruse through it less than five minutes. Remember: a picture is worth a thousand words and is a quick way to get a message across.
If a marina has a Web site, it should not use a page for the newsletter and expect people to visit the site and search for the newsletter. People are too busy today to do that. If marinas expect customers to read the newsletter, they should send it directly to customers. This is especially important if the marina is promoting some upcoming event or sale.
Third, format the Web site in such a way that it will print on a couple of pages. I may be old fashioned, but just as I enjoy picking up this magazine and reading it, I often print out information from the Internet to sit and read it. There is something about seeing the whole article at once rather than navigating around a computer screen trying to read something — especially when it is either too wide to fit on the screen or too small to read.
No matter how marinas decide to communicate, they should do it in a concise and consistent manner.
Marina Management Software
Marina Dock Age, March 2005
Marina Management Software has Made Great Strides Forward in the Last 20 Years
by Dennis P. Kissman
Over time, many marina owners and operators have raised their expectations regarding business-related computer programs, as the ever-increasing sophistication in software development has made it easier to demand more. On the other hand, some marinas generally still avoid investing in computer products. Either way, it’s important to take note that one of the biggest changes in the marina industry has been in the area of marina management software.
The past
In the late 1980s, marina owners and operators primarily viewed their computer software as an extension of their existing accounting system, whether it was manual or computerized. The computer system also helped marinas keep track of customer account balances and more easily create customer bills in a timely manner. Today, these same marina owners and operators — as well as a new generation of owners and operators — expect their software program not only to do what these earlier programs did, but also be a management tool to help them make critical and timely business decisions.
Computer software for marinas has evolved for three main reasons. First, the proliferation of software available in other industries has sparked interest for similar types of software in the marina industry. Second, it’s simply becoming easier and, therefore, increasingly popular for people to navigate through the world of computer software. And third, it’s evolved in response to the large number of marinas and other businesses that rely on the Internet to communicate with their customers.
In fact, at the International Marina Conference (IMC 2005) that was held in early January in San Diego, California — where I served as a panel moderator — I discovered that the majority of marina owners and operators interested in software matters were primarily interested in one thing: Would the software allow them to communicate with their customers via the Internet? They wanted to be able to provide the same kind of services other businesses offer — online billing, which would permit the customer to review and pay his or her account online, and the ability to send newsletters and promotions by email. They also wanted the customer to be able to reserve a slip or rack online.
In a nutshell: Marina owners and operators are looking for a computer program that will do far more than supplement their accounting tasks of bygone days. Now, they are searching for one comprehensive software program that can handle all the marina’s operations, whether within the program itself or linked to other popular off-the-shelf software programs, like those for accounting and point-of-sale applications. One of the most requested features, besides those just mentioned, include the ability to view operational and financial metrics of the business in an easy to understand graphical format. An additional, highly requested feature was for a visual representation of the marina so that the user can navigate directly to all information that pertains to a particular slip or rack simply by clicking on the screen.
At IMC 2005, I also noticed that the level of interest in management software, especially with non-technical people, is greater when the program is Windows®-based as compared to one that is not, perhaps because most of them own PCs. I do know from personal experience that the learning curve is much shorter, the user’s confidence level is much higher, and the number of program features used by the user are far greater when the program is Windows®-based than when it is not.
Need for flexibility
In listening to attendees during marina management program demonstrations, a familiar refrain came up, “Our operation does not do it that way. We do it a different way.” Thus, the more flexible the program is in adapting to the user’s style of business, the more interested that person becomes.
Most purchasers of marina management software expect it to streamline operations and improve operational efficiency. This is not an unrealistic expectation, but it does not occur immediately following the installation of a well-designed program. Over time, by using the program and initially following current business processes, users will be able to evaluate current business processes and identify ways to improve them within the new functionalities available in the new software program.
Another interesting fact to note is the value the current software buyer places on software today as compared to 1988. A single-owner marina operator was willing to spend around $2,500 on software in 1988. Today, that same figure is between $8,000-$10,000 — depending on the complexity of the marina’s operations. Although this may seem like a lot of money to invest in software, it really isn’t. The programs on the market today are so superior to those earlier programs that marinas are truly getting their money’s worth. Marinas will gain real savings that will usually more than offset software costs in the first year.
Because of the added features in today’s software programs, marinas should seriously consider getting technical assistance in setting up their new program if they expect to use its full capabilities. Marinas should only buy software that can be fully supported over the Internet if they plan to use the software program as a management tool to help in daily business operations.
Conclusion
The marina industry has come a long way since 1988 in marina management software development. Much of this advancement is due to software developers who listen and respond to user demands. The best way to keep the momentum going in software development is to have marina owners, operators, and managers, demand more ways to improve the marina business through the use of the computer.
Marina Management Software has Made Great Strides Forward in the Last 20 Years
by Dennis P. Kissman
Over time, many marina owners and operators have raised their expectations regarding business-related computer programs, as the ever-increasing sophistication in software development has made it easier to demand more. On the other hand, some marinas generally still avoid investing in computer products. Either way, it’s important to take note that one of the biggest changes in the marina industry has been in the area of marina management software.
The past
In the late 1980s, marina owners and operators primarily viewed their computer software as an extension of their existing accounting system, whether it was manual or computerized. The computer system also helped marinas keep track of customer account balances and more easily create customer bills in a timely manner. Today, these same marina owners and operators — as well as a new generation of owners and operators — expect their software program not only to do what these earlier programs did, but also be a management tool to help them make critical and timely business decisions.
Computer software for marinas has evolved for three main reasons. First, the proliferation of software available in other industries has sparked interest for similar types of software in the marina industry. Second, it’s simply becoming easier and, therefore, increasingly popular for people to navigate through the world of computer software. And third, it’s evolved in response to the large number of marinas and other businesses that rely on the Internet to communicate with their customers.
In fact, at the International Marina Conference (IMC 2005) that was held in early January in San Diego, California — where I served as a panel moderator — I discovered that the majority of marina owners and operators interested in software matters were primarily interested in one thing: Would the software allow them to communicate with their customers via the Internet? They wanted to be able to provide the same kind of services other businesses offer — online billing, which would permit the customer to review and pay his or her account online, and the ability to send newsletters and promotions by email. They also wanted the customer to be able to reserve a slip or rack online.
In a nutshell: Marina owners and operators are looking for a computer program that will do far more than supplement their accounting tasks of bygone days. Now, they are searching for one comprehensive software program that can handle all the marina’s operations, whether within the program itself or linked to other popular off-the-shelf software programs, like those for accounting and point-of-sale applications. One of the most requested features, besides those just mentioned, include the ability to view operational and financial metrics of the business in an easy to understand graphical format. An additional, highly requested feature was for a visual representation of the marina so that the user can navigate directly to all information that pertains to a particular slip or rack simply by clicking on the screen.
At IMC 2005, I also noticed that the level of interest in management software, especially with non-technical people, is greater when the program is Windows®-based as compared to one that is not, perhaps because most of them own PCs. I do know from personal experience that the learning curve is much shorter, the user’s confidence level is much higher, and the number of program features used by the user are far greater when the program is Windows®-based than when it is not.
Need for flexibility
In listening to attendees during marina management program demonstrations, a familiar refrain came up, “Our operation does not do it that way. We do it a different way.” Thus, the more flexible the program is in adapting to the user’s style of business, the more interested that person becomes.
Most purchasers of marina management software expect it to streamline operations and improve operational efficiency. This is not an unrealistic expectation, but it does not occur immediately following the installation of a well-designed program. Over time, by using the program and initially following current business processes, users will be able to evaluate current business processes and identify ways to improve them within the new functionalities available in the new software program.
Another interesting fact to note is the value the current software buyer places on software today as compared to 1988. A single-owner marina operator was willing to spend around $2,500 on software in 1988. Today, that same figure is between $8,000-$10,000 — depending on the complexity of the marina’s operations. Although this may seem like a lot of money to invest in software, it really isn’t. The programs on the market today are so superior to those earlier programs that marinas are truly getting their money’s worth. Marinas will gain real savings that will usually more than offset software costs in the first year.
Because of the added features in today’s software programs, marinas should seriously consider getting technical assistance in setting up their new program if they expect to use its full capabilities. Marinas should only buy software that can be fully supported over the Internet if they plan to use the software program as a management tool to help in daily business operations.
Conclusion
The marina industry has come a long way since 1988 in marina management software development. Much of this advancement is due to software developers who listen and respond to user demands. The best way to keep the momentum going in software development is to have marina owners, operators, and managers, demand more ways to improve the marina business through the use of the computer.
A Successful Marina Organization
Marina Dock Age, January/February 2005
How to Build and Maintain a Successful Marina Organization
by Dennis P. Kissman
I was recently asked if I could comment how to retain good employees. I thought about it for some time, and believe there are two ways to approach this question. An organization can be either proactive or reactive in their approach to retaining employees.
If an organization believes that its employees are an organization’s most valued assets, then it will most likely be proactive in its approach to retaining employees. Conversely, if it does not subscribe to the fact that employees are the most valued assets, then it will most likely espouse a reactive approach.
Reactive approach
Lets discuss the reactive position and the consequences of this way of thinking.
In a reactive approach, thoughts about retaining employees do not enter into an employer’s mind until an employee decides to leave. under these circumstances, the employer has three reasons for wanting to retain an employee who has decided to leave. First, the employee has done a good job and has the skills to perform the tasks the job requires. Second, the employer suddenly realizes that he/she does not know what the employee contributes to the organization. Third, it is easier to keep the status quo than to make a change, or in other words, this is the lazy way out.
The only reason an organization should ever consider retaining an employee is because he/she has done a good job. If the employer wants to keep an employee out of fear of not knowing what that employee contributes to the business, then the employer should first be asking himself/herself the question of why they let themselves get into this situation, and what they can do to prevent it in the future.
Now, I have found this situation occurs more. often than not in small, owner-operated businesses where many times an employee becomes part of the extended family and operates independently for his/her own benefit at the expense of the business. If a marina has someone in the organization like this, the first thing that needs to be done to prevent a reoccurrence is to understand the job the employee does. This does not mean that the marina needs to know every detailed aspect of the job, but employers should know enough to identify those talents in an individual.
If the reason for not making the change is to keep the status quo, I have only one thing to say: The price the organization pays today to retain that employee is nothing compared to what it will cost in the future. In fact, regardless of the reasons why employees want to leave or the organization’s desire to keep that employee, the relationship will change. The employer is no longer in control. Recognizing this fact should be reason enough to consider a proactive approach to keeping employees.
Proactive approach
To implement a proactive program for retaining employees, the first step is to recognize the three reasons for keeping employees from leaving for another job. One, the job is not challenging; two, the wage scale is not competitive in the marketplace for the job; and three, the working conditions are below other employers in the marketplace.
There are hosts of other reasons why people leave jobs, but they are out of the organization’s control. Thus, the marina organization needs to be proactive in addressing the three reasons why people change jobs that are in their control. If they are successful in these areas, turnover will be minimal.
As for the first reason, the real question is this: How can I make a job challenging when it involves the simplest of tasks? The key to answering this question is to make sure employees have the responsibility and authority to get their jobs done. Then they will take pride in their jobs and the results will be rewarding, to say the least.
As employers, we must make sure all employees know what is expected of them. It has been my experience that the smaller the organization, the less likely it will have written job descriptions. I am not advocating that job descriptions have to be written, but if they are not, the employer should make sure each and every employee understands what the employer expects of them. Employers need to be patient with employees, because not every employee is going to do the job expected of them the first time. Moreover, timely communication is the key here, both positive when a job is well done and negative when it is not.
It is the employer’s responsibility to recognize if employees are capable of doing the job they have been asked to perform. That old saying that all people are created equal does not apply in the workplace. Some people have different skills than others. It is up to the marrina manager to recognize those skills in individuals, capitalize on their strengths’ and support their weaknesses.
Pay challenges
The second reason why employees leave is that the wage scale is not competitive with the marketplace for the job. Here is where many marinas put on blinders and look only at what is being paid in similar industries and not what is being paid for like duties. For example, if a marina has a dry stack operation that requires forklift operators. the marina must recognize that it is competing with every business that employs forklift operators, such as warehouse operations, trucking companies. or manufacturers, to name a few. If these types of businesses are in the marina’s area, the marina must consider this competition when setting the wage scale for forklift operators.
We in the marina industry like to think that there is some romance associated with working in a marina. This only applies to owners. Employees are exactly that, employees. At the end of the day, employees go home to return the next day. Their primary reason for being at the marina is pay. not romance.
One of the more common arguments I hear when it comes to wages paid at a marina is that the marina cannot afford to pay more. Now, marinas need to ask themselves why they can’t pay more? The answer is always the same — because they do not bring in enough revenue.
Operating marinas is a business, and every successful business passes increased operating costs along to their customers. Marina owners typically have a problem with this concept, and as a result, they do not charge enough to pay employees a competitive wage. Thus, before marinas are able to attract and keep good employees with competitive wages, they must correct their pricing policies, or face the reality that any proactive program for retaining employees will eventually fail.
Good workplace
The third reason for an employee to leave that is under management’s control is poor working conditions. In marinas, this often translates into dangerous working conditions. Besides correcting the physical deficiencies in the marina, it is equally important for employers to take the time and train employees not only in what the marina expects from them as workers, but also in the inherent dangers of working around the water and boating equipment. Once a person understands these dangers, the poor working conditions diminish.
As I previously said, the physical deficiencies need to be corrected. In this regard, I have heard the same arguments from marina owners about why a marina has deferred maintenance issues as their reason for not being able to pay competitive wages. The answer to correct the problem is the same. The costs to maintain a facility must be passed along to the customer, a concept that marina owners have a hard time grasping.
There is one last thing that can bring an employee retention program into perspective, and that is to remember that there always will be a difference in perspective between the owner of a business and the employee. If an owner is going to be successful in building a dynamic organization, he/she must look at the business, as well as themselves, from an employee’s perspective. Although this is difficult, if it is done objectively, the points made in the previous paragraphs will become obvious, solutions will be easily implemented, and marina owners, operators, and managers well be on their way to running a successful and profitable business with their most valued asset — their employees.
How to Build and Maintain a Successful Marina Organization
by Dennis P. Kissman
I was recently asked if I could comment how to retain good employees. I thought about it for some time, and believe there are two ways to approach this question. An organization can be either proactive or reactive in their approach to retaining employees.
If an organization believes that its employees are an organization’s most valued assets, then it will most likely be proactive in its approach to retaining employees. Conversely, if it does not subscribe to the fact that employees are the most valued assets, then it will most likely espouse a reactive approach.
Reactive approach
Lets discuss the reactive position and the consequences of this way of thinking.
In a reactive approach, thoughts about retaining employees do not enter into an employer’s mind until an employee decides to leave. under these circumstances, the employer has three reasons for wanting to retain an employee who has decided to leave. First, the employee has done a good job and has the skills to perform the tasks the job requires. Second, the employer suddenly realizes that he/she does not know what the employee contributes to the organization. Third, it is easier to keep the status quo than to make a change, or in other words, this is the lazy way out.
The only reason an organization should ever consider retaining an employee is because he/she has done a good job. If the employer wants to keep an employee out of fear of not knowing what that employee contributes to the business, then the employer should first be asking himself/herself the question of why they let themselves get into this situation, and what they can do to prevent it in the future.
Now, I have found this situation occurs more. often than not in small, owner-operated businesses where many times an employee becomes part of the extended family and operates independently for his/her own benefit at the expense of the business. If a marina has someone in the organization like this, the first thing that needs to be done to prevent a reoccurrence is to understand the job the employee does. This does not mean that the marina needs to know every detailed aspect of the job, but employers should know enough to identify those talents in an individual.
If the reason for not making the change is to keep the status quo, I have only one thing to say: The price the organization pays today to retain that employee is nothing compared to what it will cost in the future. In fact, regardless of the reasons why employees want to leave or the organization’s desire to keep that employee, the relationship will change. The employer is no longer in control. Recognizing this fact should be reason enough to consider a proactive approach to keeping employees.
Proactive approach
To implement a proactive program for retaining employees, the first step is to recognize the three reasons for keeping employees from leaving for another job. One, the job is not challenging; two, the wage scale is not competitive in the marketplace for the job; and three, the working conditions are below other employers in the marketplace.
There are hosts of other reasons why people leave jobs, but they are out of the organization’s control. Thus, the marina organization needs to be proactive in addressing the three reasons why people change jobs that are in their control. If they are successful in these areas, turnover will be minimal.
As for the first reason, the real question is this: How can I make a job challenging when it involves the simplest of tasks? The key to answering this question is to make sure employees have the responsibility and authority to get their jobs done. Then they will take pride in their jobs and the results will be rewarding, to say the least.
As employers, we must make sure all employees know what is expected of them. It has been my experience that the smaller the organization, the less likely it will have written job descriptions. I am not advocating that job descriptions have to be written, but if they are not, the employer should make sure each and every employee understands what the employer expects of them. Employers need to be patient with employees, because not every employee is going to do the job expected of them the first time. Moreover, timely communication is the key here, both positive when a job is well done and negative when it is not.
It is the employer’s responsibility to recognize if employees are capable of doing the job they have been asked to perform. That old saying that all people are created equal does not apply in the workplace. Some people have different skills than others. It is up to the marrina manager to recognize those skills in individuals, capitalize on their strengths’ and support their weaknesses.
Pay challenges
The second reason why employees leave is that the wage scale is not competitive with the marketplace for the job. Here is where many marinas put on blinders and look only at what is being paid in similar industries and not what is being paid for like duties. For example, if a marina has a dry stack operation that requires forklift operators. the marina must recognize that it is competing with every business that employs forklift operators, such as warehouse operations, trucking companies. or manufacturers, to name a few. If these types of businesses are in the marina’s area, the marina must consider this competition when setting the wage scale for forklift operators.
We in the marina industry like to think that there is some romance associated with working in a marina. This only applies to owners. Employees are exactly that, employees. At the end of the day, employees go home to return the next day. Their primary reason for being at the marina is pay. not romance.
One of the more common arguments I hear when it comes to wages paid at a marina is that the marina cannot afford to pay more. Now, marinas need to ask themselves why they can’t pay more? The answer is always the same — because they do not bring in enough revenue.
Operating marinas is a business, and every successful business passes increased operating costs along to their customers. Marina owners typically have a problem with this concept, and as a result, they do not charge enough to pay employees a competitive wage. Thus, before marinas are able to attract and keep good employees with competitive wages, they must correct their pricing policies, or face the reality that any proactive program for retaining employees will eventually fail.
Good workplace
The third reason for an employee to leave that is under management’s control is poor working conditions. In marinas, this often translates into dangerous working conditions. Besides correcting the physical deficiencies in the marina, it is equally important for employers to take the time and train employees not only in what the marina expects from them as workers, but also in the inherent dangers of working around the water and boating equipment. Once a person understands these dangers, the poor working conditions diminish.
As I previously said, the physical deficiencies need to be corrected. In this regard, I have heard the same arguments from marina owners about why a marina has deferred maintenance issues as their reason for not being able to pay competitive wages. The answer to correct the problem is the same. The costs to maintain a facility must be passed along to the customer, a concept that marina owners have a hard time grasping.
There is one last thing that can bring an employee retention program into perspective, and that is to remember that there always will be a difference in perspective between the owner of a business and the employee. If an owner is going to be successful in building a dynamic organization, he/she must look at the business, as well as themselves, from an employee’s perspective. Although this is difficult, if it is done objectively, the points made in the previous paragraphs will become obvious, solutions will be easily implemented, and marina owners, operators, and managers well be on their way to running a successful and profitable business with their most valued asset — their employees.
Marinas Need the Proper Documentation
Marina Dock Age, January/February 2006
When Dealing with Customers, Marinas Need the Proper Documentation
by Dennis P. Kissman
Several times in the past I have written about the importance of having the proper documents In the event a problem arises with a customer and his/her boat while it’s at the marina. The two most important documents are the dockage, storage, or moorage agreement and the marina’s rules and regulations.
Before going any further in-depth about these two documents, it should be noted that what follows are good business practices based on several years of real-world experience in the marina industry. But first, a disclaimer: While employing some legal terminology, the following information should not be interpreted as legal advice or legal representation. It’s always advisable for marina owners and operators to check with legal counsel to make sure they are in compliance with all local, state, and federal laws.
Legally binding
The dockage, storage, or moorage agreement is a legally binding document between the marina and the customer. The marina rules and regulations describe how the marina expects customers to act while they and their boats are at the marina.
Because the agreement is a legally binding document, its name is as important as its contents. Use the term “Dockage License Agreement” rather than simply saying “Dockage Agreement” or “Dockage Contract.” The word license in the title specifically gives a person permission to use the marina. A license agreement is not a contract that binds both you and your customer. In other words, should a problem arise, it is easier to revoke the permission of that person than it is to break a contract. Basically it gives you, the marina owner, more control over any adversarial situation and keeps any litigation out of a tenant-landlord relationship, which usually favors the tenant or, in a marina’s case, the customer. Always have the agreement designate a start and end date — never make an agreement perpetual. Doing this means there can be no ambiguity concerning whether or not the agreement is in effect when you need to enforce the terms and conditions of the agreement.
The first thing the license agreement should contain is complete information on both the customer and his/her boat. Besides having the basic customer contact information — which should include daytime and after hour’s telephone numbers and an e-mail address — it should also have alternate and emergency contact information. If a customer gives a P.O. Box for a mailing address, be sure to get a physical residence address as well. Boat information should be complete, including make, model, chargeable length, beam, and, if appropriate, overall height or draft.
Marinas should also obtain copies of the current Coast Guard documentation and/or state registration and current liability and hull insurance coverage. The marinas should verify that all vessel documentation is in the same name and address as that of the registered customer. It’s actually happened that vessels are registered in one name and the marina customer is registered in another name. This can cause serious problems if the marina tries to collect on a bad debt at some time in the future.
The license agreement should also require a list of names of people who are authorized to board the boat when the owner is not present. Remember that the boat is in the marina’s care, custody, and control while it is in the marina. If the marina allows unauthorized persons to board the boat, the marina may be held liable.
Other points
There are other important points that should be included in the License Agreement. Keep in mind, this may make for dry reading, but given how critical this information is for marinas, it’s important to read it carefully and completely:
The agreement is not transferable or assignable in any way without the express written consent of the marina. This assures that the marina retains control of who keeps a boat in the marina. Any agreement with the previous owner is not automatically transferred to a new owner upon the sale of the boat.
The Marina Rules and Regulations are made part of the license agreement by reference. This allows the marina to make sure everyone follows the same rules and regulations. For example, if a marina’s rules and regulations are part of the marina’s license agreement when a customer signs an agreement, those are the rules the customer must abide by. If the marina decides it must later modify a rule and, unless the customer signs a new agreement with the change in it, the customer is not bound by the new rule. By making reference to a set of rules that is subject to change, the customer that signed an agreement now must abide with the change because the marina only made reference to them in the license agreement, and they are not part of the actual agreement.
In the license Agreement, the owner warrants and represents that the vessel shall be maintained in a safe and seaworthy condition at all times during the term of this agreement. It is not uncommon to find a few derelict boats in a marina. Most often, they were not in that condition when they arrived, but over time, they were let go. This statement will normally give the marina an advantage in getting rid of these types of boats before they become a serious problem without a major legal battle and a lot of cost.
Owner hereby grants to marina a lien on the vessel and a security, interest therein to secure the payment of any and all dockage or storage fees, charges, or other sums due hereunder and for any other services or materials rendered. This statement highlights the marina’s right to place a lien on the boat for non payment. Marinas don’t relinquish this right without this statement; it simply forces the customer to acknowledge this right.
Owner may not assume that the marina’s premises will be a safe, sheltered anchorage during severe weather conditions. It does not matter where in this country a marina is located, it’s going to be subject to severe weather from time to time. This statement helps the marina’s defense should a natural disaster occur. However, please understand that this assumes the marina owner or operator has properly maintained the marina and administered the marina’s rules and regulations fairly to all boaters so they understand what their responsibility is to protect their own boat under these conditions.
The marina reserves the right, at its sole discretion, to reassign, move, or transfer the vessel from slip to slip. There are times when it becomes necessary to move boats in the marina due to work on docks, problems with surrounding boats, pending weather conditions, or to make the marina operate more efficiently. This statement acknowledges the marina’s right to do so.
Subleasing of slips or transferring boats between slips is not allowed except by the marina. This keeps the marina in control of who is in the marina and where they are at all times.
The marina may terminate this License Agreement for any reason (with or without cause) upon written notice to the owner. This gives the marina the ability to immediately terminate the agreement should the customer not abide by the marina’s rules and regulations or any provision in the License Agreement itself, such as for non-payment of slip fees.
The marina reserves the right to rent the slip whenever vacant and all revenues received from such rental shall inhere to the marina. This allows the marina to collect rent from a slip when a customer is out for any length of time. This is a great income source where there is transient boat traffic.
The boat owners represent and warrant that their boats shall comply in all respects with Federal Water Pollution Acts (33 U.S.C. Section 1321) prohibiting the discharge of oil or oily water and (33 U.S.C. Section 1322) untreated sewage, as well as all other applicable Federal and State laws and regulations. This statement not only points out where the responsibility rests for polluting, but the last part is just as important. For example, if a boat does not have a current registration, normally it is not in compliance with state law. This is usually a sign that a boat is destined to become a derelict and gives the marina a way to quickly remove it from the facility before that occurs.
The boat owner hereby acknowledges that he has read and fully understands this License Agreement and the Marina Rules and Regulations. This reinforces how the marina intends to operate and its relationship with the customer. The customer is acknowledging that he or she has read and understands what is expected. This is not a guarantee, but it helps reinforce the marina’s point.
Conclusion
These are not the only points that the dockage agreements should contain and each marina may have extenuating circumstances that require modifying the language to fit its particular situation. In general terms, these signed documents should help minimize some potential problems marinas face. One final point: no matter how well or all-inclusive a marina’s documents are written, if they are not complete, current, and properly administered, they will not protect the marina against litigation.
When Dealing with Customers, Marinas Need the Proper Documentation
by Dennis P. Kissman
Several times in the past I have written about the importance of having the proper documents In the event a problem arises with a customer and his/her boat while it’s at the marina. The two most important documents are the dockage, storage, or moorage agreement and the marina’s rules and regulations.
Before going any further in-depth about these two documents, it should be noted that what follows are good business practices based on several years of real-world experience in the marina industry. But first, a disclaimer: While employing some legal terminology, the following information should not be interpreted as legal advice or legal representation. It’s always advisable for marina owners and operators to check with legal counsel to make sure they are in compliance with all local, state, and federal laws.
Legally binding
The dockage, storage, or moorage agreement is a legally binding document between the marina and the customer. The marina rules and regulations describe how the marina expects customers to act while they and their boats are at the marina.
Because the agreement is a legally binding document, its name is as important as its contents. Use the term “Dockage License Agreement” rather than simply saying “Dockage Agreement” or “Dockage Contract.” The word license in the title specifically gives a person permission to use the marina. A license agreement is not a contract that binds both you and your customer. In other words, should a problem arise, it is easier to revoke the permission of that person than it is to break a contract. Basically it gives you, the marina owner, more control over any adversarial situation and keeps any litigation out of a tenant-landlord relationship, which usually favors the tenant or, in a marina’s case, the customer. Always have the agreement designate a start and end date — never make an agreement perpetual. Doing this means there can be no ambiguity concerning whether or not the agreement is in effect when you need to enforce the terms and conditions of the agreement.
The first thing the license agreement should contain is complete information on both the customer and his/her boat. Besides having the basic customer contact information — which should include daytime and after hour’s telephone numbers and an e-mail address — it should also have alternate and emergency contact information. If a customer gives a P.O. Box for a mailing address, be sure to get a physical residence address as well. Boat information should be complete, including make, model, chargeable length, beam, and, if appropriate, overall height or draft.
Marinas should also obtain copies of the current Coast Guard documentation and/or state registration and current liability and hull insurance coverage. The marinas should verify that all vessel documentation is in the same name and address as that of the registered customer. It’s actually happened that vessels are registered in one name and the marina customer is registered in another name. This can cause serious problems if the marina tries to collect on a bad debt at some time in the future.
The license agreement should also require a list of names of people who are authorized to board the boat when the owner is not present. Remember that the boat is in the marina’s care, custody, and control while it is in the marina. If the marina allows unauthorized persons to board the boat, the marina may be held liable.
Other points
There are other important points that should be included in the License Agreement. Keep in mind, this may make for dry reading, but given how critical this information is for marinas, it’s important to read it carefully and completely:
The agreement is not transferable or assignable in any way without the express written consent of the marina. This assures that the marina retains control of who keeps a boat in the marina. Any agreement with the previous owner is not automatically transferred to a new owner upon the sale of the boat.
The Marina Rules and Regulations are made part of the license agreement by reference. This allows the marina to make sure everyone follows the same rules and regulations. For example, if a marina’s rules and regulations are part of the marina’s license agreement when a customer signs an agreement, those are the rules the customer must abide by. If the marina decides it must later modify a rule and, unless the customer signs a new agreement with the change in it, the customer is not bound by the new rule. By making reference to a set of rules that is subject to change, the customer that signed an agreement now must abide with the change because the marina only made reference to them in the license agreement, and they are not part of the actual agreement.
In the license Agreement, the owner warrants and represents that the vessel shall be maintained in a safe and seaworthy condition at all times during the term of this agreement. It is not uncommon to find a few derelict boats in a marina. Most often, they were not in that condition when they arrived, but over time, they were let go. This statement will normally give the marina an advantage in getting rid of these types of boats before they become a serious problem without a major legal battle and a lot of cost.
Owner hereby grants to marina a lien on the vessel and a security, interest therein to secure the payment of any and all dockage or storage fees, charges, or other sums due hereunder and for any other services or materials rendered. This statement highlights the marina’s right to place a lien on the boat for non payment. Marinas don’t relinquish this right without this statement; it simply forces the customer to acknowledge this right.
Owner may not assume that the marina’s premises will be a safe, sheltered anchorage during severe weather conditions. It does not matter where in this country a marina is located, it’s going to be subject to severe weather from time to time. This statement helps the marina’s defense should a natural disaster occur. However, please understand that this assumes the marina owner or operator has properly maintained the marina and administered the marina’s rules and regulations fairly to all boaters so they understand what their responsibility is to protect their own boat under these conditions.
The marina reserves the right, at its sole discretion, to reassign, move, or transfer the vessel from slip to slip. There are times when it becomes necessary to move boats in the marina due to work on docks, problems with surrounding boats, pending weather conditions, or to make the marina operate more efficiently. This statement acknowledges the marina’s right to do so.
Subleasing of slips or transferring boats between slips is not allowed except by the marina. This keeps the marina in control of who is in the marina and where they are at all times.
The marina may terminate this License Agreement for any reason (with or without cause) upon written notice to the owner. This gives the marina the ability to immediately terminate the agreement should the customer not abide by the marina’s rules and regulations or any provision in the License Agreement itself, such as for non-payment of slip fees.
The marina reserves the right to rent the slip whenever vacant and all revenues received from such rental shall inhere to the marina. This allows the marina to collect rent from a slip when a customer is out for any length of time. This is a great income source where there is transient boat traffic.
The boat owners represent and warrant that their boats shall comply in all respects with Federal Water Pollution Acts (33 U.S.C. Section 1321) prohibiting the discharge of oil or oily water and (33 U.S.C. Section 1322) untreated sewage, as well as all other applicable Federal and State laws and regulations. This statement not only points out where the responsibility rests for polluting, but the last part is just as important. For example, if a boat does not have a current registration, normally it is not in compliance with state law. This is usually a sign that a boat is destined to become a derelict and gives the marina a way to quickly remove it from the facility before that occurs.
The boat owner hereby acknowledges that he has read and fully understands this License Agreement and the Marina Rules and Regulations. This reinforces how the marina intends to operate and its relationship with the customer. The customer is acknowledging that he or she has read and understands what is expected. This is not a guarantee, but it helps reinforce the marina’s point.
Conclusion
These are not the only points that the dockage agreements should contain and each marina may have extenuating circumstances that require modifying the language to fit its particular situation. In general terms, these signed documents should help minimize some potential problems marinas face. One final point: no matter how well or all-inclusive a marina’s documents are written, if they are not complete, current, and properly administered, they will not protect the marina against litigation.
Helping customers enjoy boating
Marina Dock Age, March 2007
Helping customers enjoy boating
by Dennis P. Kissman
I was reading an article recently about the opening of a new marina in the Caribbean. After building a multi-million dollar breakwater, the marina basin was still an uncomfortable place for boaters due to the swells that continually came through the entrance.
Marina Dock Age readers may recall the column I wrote last month, where I discussed the importance of hiring the right consultant. Well, that’s not what I want to focus on in this Caribbean example. In this case, the story I read quoted one of the sailing customers staying at the marina as saying “that rocking is just part of the boating experience.” Well that may be part of the boating experience, but it is not what the majority of boaters want in a marina.
We often think of boaters as this hearty group of seafaring folks that can cope with all kinds of problems and just chalk it up to another “boating experience.” Well guess what? That is not the case. Today’s recreational boater wants pleasure, and not “another experience.” These people are not making their living from the sea, and they are not venturing offshore to distant lands. No, these boaters want a trouble-free experience for a few hours of enjoyment on a weekend.
Part of a boater’s pleasure comes from using one’s boat — whether sitting on it at one’s marina or enjoying a favorite water activity. Remember, your customer’s boating enjoyment starts and ends at your marina. Whatever you can do to improve that time will be rewarded with increased business. Marina operators have an obligation — yes, an obligation — to see that their customers enjoy their time while at the marina. Too many “bad boating experiences” are going to lead to one of two things. The customer will use the boat less, which will eventually lead to selling the boat, or they will get out of boating all together. Neither option is good for business.
Customer service
So, what steps should marinas take to make sure their customers are enjoying themselves? To answer this question, marina owners and operators must first of all realize that there is no list of bullet points to follow, although there are a few guidelines that can help. Just as we know that no two marinas are alike, the same principle applies to one’s customers. As such, marinas need to be observant without being obtrusive. The more they know about their customers’ habits, likes, and dislikes, the better they will be able to satisfy their needs.
Make sure you know the difference between a customer and a friend. The easiest way to tell the difference is that you socialize with friends, while you ask customers to pay for services rendered.
Your ego should be less important than your customers. The quickest way to drive someone away from a marina is to make them feel inferior, and one of the quickest ways to do that is by destroying their egos. If they want to puff their chests out and tell you how good they are or what they have is better than anyone else’s, listen to them and agree with them — you’re not going home with them. Let them have their moment of glory for tomorrow is a new day.
Take actions
Having learned some things to better understand your customers, what should managers do about that swell that rolls through the marina and results in half the cocktails being poured on the deck? Maybe there isn’t much you can do about that today, but what you want to do is make sure that this is the only problem that customers complain about at your marina. Often times, there is not one problem that is the culprit to customer dissatisfaction, but rather it’s a culmination of problems.
As we noted earlier, boaters are, for the most part, a forgiving group. They recognize that some things are out of the control of management, but if management is not doing the best with the things that they can control, then criticisms will surely follow.
One of the best ways that I have found to minimize criticism of the physical aspects of a marina — no matter how good or how bad it is — is to show customers that things have changed for the better since the last time they were at the marina. What you want to achieve is to have that customer who comes to your marina, whether it was yesterday, a week ago, or last season, say, “Gee, there is something different about this place. I don’t really know what it is, but it feels good and I like it.”
Marinas that adopt this philosophy will be amazed at what a friendly greeting, a few well-placed nails, and a coat of paint will do for a customer’s disposition. It will literally turn that “boating experience” into a pleasurable day on the water.
Helping customers enjoy boating
by Dennis P. Kissman
I was reading an article recently about the opening of a new marina in the Caribbean. After building a multi-million dollar breakwater, the marina basin was still an uncomfortable place for boaters due to the swells that continually came through the entrance.
Marina Dock Age readers may recall the column I wrote last month, where I discussed the importance of hiring the right consultant. Well, that’s not what I want to focus on in this Caribbean example. In this case, the story I read quoted one of the sailing customers staying at the marina as saying “that rocking is just part of the boating experience.” Well that may be part of the boating experience, but it is not what the majority of boaters want in a marina.
We often think of boaters as this hearty group of seafaring folks that can cope with all kinds of problems and just chalk it up to another “boating experience.” Well guess what? That is not the case. Today’s recreational boater wants pleasure, and not “another experience.” These people are not making their living from the sea, and they are not venturing offshore to distant lands. No, these boaters want a trouble-free experience for a few hours of enjoyment on a weekend.
Part of a boater’s pleasure comes from using one’s boat — whether sitting on it at one’s marina or enjoying a favorite water activity. Remember, your customer’s boating enjoyment starts and ends at your marina. Whatever you can do to improve that time will be rewarded with increased business. Marina operators have an obligation — yes, an obligation — to see that their customers enjoy their time while at the marina. Too many “bad boating experiences” are going to lead to one of two things. The customer will use the boat less, which will eventually lead to selling the boat, or they will get out of boating all together. Neither option is good for business.
Customer service
So, what steps should marinas take to make sure their customers are enjoying themselves? To answer this question, marina owners and operators must first of all realize that there is no list of bullet points to follow, although there are a few guidelines that can help. Just as we know that no two marinas are alike, the same principle applies to one’s customers. As such, marinas need to be observant without being obtrusive. The more they know about their customers’ habits, likes, and dislikes, the better they will be able to satisfy their needs.
Make sure you know the difference between a customer and a friend. The easiest way to tell the difference is that you socialize with friends, while you ask customers to pay for services rendered.
Your ego should be less important than your customers. The quickest way to drive someone away from a marina is to make them feel inferior, and one of the quickest ways to do that is by destroying their egos. If they want to puff their chests out and tell you how good they are or what they have is better than anyone else’s, listen to them and agree with them — you’re not going home with them. Let them have their moment of glory for tomorrow is a new day.
Take actions
Having learned some things to better understand your customers, what should managers do about that swell that rolls through the marina and results in half the cocktails being poured on the deck? Maybe there isn’t much you can do about that today, but what you want to do is make sure that this is the only problem that customers complain about at your marina. Often times, there is not one problem that is the culprit to customer dissatisfaction, but rather it’s a culmination of problems.
As we noted earlier, boaters are, for the most part, a forgiving group. They recognize that some things are out of the control of management, but if management is not doing the best with the things that they can control, then criticisms will surely follow.
One of the best ways that I have found to minimize criticism of the physical aspects of a marina — no matter how good or how bad it is — is to show customers that things have changed for the better since the last time they were at the marina. What you want to achieve is to have that customer who comes to your marina, whether it was yesterday, a week ago, or last season, say, “Gee, there is something different about this place. I don’t really know what it is, but it feels good and I like it.”
Marinas that adopt this philosophy will be amazed at what a friendly greeting, a few well-placed nails, and a coat of paint will do for a customer’s disposition. It will literally turn that “boating experience” into a pleasurable day on the water.
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