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.
International Marina Conference
IMC 2008 - May 25th - May 28th
Scheduled for May 25-28, 2008, on the Flemish seacoast where marinas teem with cross channel cruising yachts, the conference will be held in the Media Center in Oostende, Belgium. With all its coastal attractions, the invigorating sea air, clean beaches, the freshness of the mussels, monkfish and other piscine species fished from the North Sea, and a waterfront promenade lined with an array of tantalizing seafood restaurants, Oostende is an ideal setting for a marina/nautical tourism education conference.
Bring your camera! IMC 2008 offers an exceptional opportunity for a family vacation. An accompanying partner/persons sightseeing and social program is planned, taking advantage of Oostende's close proximity to charming, historic Bruges, the number one destination for tourists in Belgium. The conference features an all-day field trip to marinas dotting the Flemish coast in northern France as well as Belgium Optional post conference tours are available to English Channel ports.
Previous ICOMIA international marina conferences, in 1993 in Amsterdam, 1996 in Genoa, 1999 in Fort Lauderdale, 2002 in Sydney, and 2005 in San Diego focused fully on marina operation and management. IMC 2008 provides an added dimension, networking with allied interest groups among international yachtsmen, municipal marinas, and nautical tourism promoters to point up the importance of marinas as boat tourist destinations.
That's why a main conference theme is Alliances for Progress.
IMC 2208, like its predecessors, will field two days of intensive panel discussion by international experts in marina design, operation and management. A battery of speakers from Australia, Belgium, France, Germany, Holland, Japan, the UK and USA is lined up to engage you in lively, interactive discussion of what you want and need to know about how to run a successful marina in today's environment.
For more information contact :
Steven Desloovere CMM
VVW-Nieuwpoort vzw
Watersportlaan 11
8620 Nieuwpoort
Belgium
Sunday May 25th
17.00-21.00
Registration
19.30
Welcome party
Monday May 26th
09.30-12.30
Conference
12.30-13.30
Lunch
13.30-18.00
Conference
18.30
Social reception and networking
Tuesday May 27th
09.30-12.30
Conference
12.30-13.30
Lunch
13.30-18.00
Conference
18.30
Social reception and networking
Wednesday May 28th
Fieldtrip to Marina's, Cote d'Opale and Nieuwpoort
Delegate Fee: €400,00/person
This includes: opening ceremony, participation to the conference, all lectures,lunches receptions and fieldtrip.
Delegate Fee without fieldtrip: €350,00/person
Spouse & others Fee: € 200,00/person
This includes: Welcome party and social receptions/networking
Speaker Fee: € 200,00/person
Please click here to register to the conference
ACCOMODATIONS
For info and online reservation please visit Toerisme Oostende
(Your password is: marinaconference)
EXTEND YOUR STAY
Short stay: (1 or 2 days)
The Belgian capital Brussel is 120km away and worth a visit! By train from Oostend you get there in only 73 minutes
Visit the cultural and historical Brugge (40km, 12 minutes by train) and the French city of Lille. (2 hours by train)
Longer stay: (a couple of days)
London (3 hours away) www.eurostar.com
Paris (3 hours away) www.thalys.com
Amsterdam (3 hours away) www.thalys.com
All train timetables you can find on www.nmbs.be, or Tel: +32 (0)2 528 28 28
All bus timetables you can find on www.delijn.be (only in Dutch) or Tel: + 32 (0)70 220 200
The Coasttram, goes from Knokke to De Panne, passes Oostende, info on www.dekusttram.be (only Dutch) or Tel: + 32 (0)70 220 200
For more information on how you can extend your stay please visit the Duinkerke website.(available soon)
THINGS TO DO IN THE NEIGHBOURHOOD
0.5 miles - Golfing - "Wellington Golf Oostende"
5.0 miles - Golfing - "Westgolf"
There is a lot of things to do in and around Oostende. Please visit the website of "Toerisme Oostende" for more information.
Trends in Marina Development
Boat & Motor Dealer, December 2002
International Trends in Marina Development
by Ron Stone
Judging by papers presented at ICOMIA’s 4th International Marina Conference in Sydney, Australia, several trends in marina development, already well established in previous years, grew even stronger in 2002.
Environmental Restrictions
Obtaining necessary permits is often the most painful aspect of a building project. Permitting agencies are often flooded with letters of objection, not to mention protests at public hearings from people concerned about negative impacts on water quality, fish and wildlife, shoreline stability, aquatic vegetation, and natural aesthetics. Such protests can kill a project outright or cause costly delays. Even after a developer makes a good-faith effort to eliminate or mitigate the grounds, the environmentalists refuse to relent, either suing to enjoin the project or forcing the developer to sue for a permit and help recoup the costs of the efforts to address the complaints.
EU Leads
If you thought the situation was getting out of hand in the U.S. with the Save the Manatee group, look what’s happening in Europe. Marina development has been effectively blocked in habitat-sensitive areas of many EU countries after the European Commission sued their national governments for failure to comply with the EU’s 1992 habitat protection directive for fish and wildlife preservation. Of course, marinas are small fry compared to industry and agriculture in the battle between nature and the growth of civilization, but because of the marine industry’s relatively small stature, they risk becoming casualties.
Bucking this negative trend, marina advocates argue that marina operators are in the vanguard of clean water efforts, voluntarily pledging to follow EPA-recommended best management practices. It is ironic that marinas and marina users, as a result of their high visibility on the water, often are falsely accused of being the source of pollution that often is traced to industry, agriculture, and municipal sewage plants. Isn’t it time the marina industry took the offensive by documenting that they are more the victims than the perpetrators of pollution?
U.S. Supports
On a more encouraging note, governments continue to show interest in marinas as a way of capitalizing on their natural resources and boosting the economies of underdeveloped or industry-poor regions.
The Boating Infrastructure provisions under the Wallop-Breaux Act authorize federal aid to marinas willing to invest in transient dockage for cruising yachts that bring visitors to areas of cultural interest. This will likely be reauthorized in the next session of Congress. Authorization of a pilot program to open federally managed man-made lakes to boating and fishing as part of a system of National Recreation Lakes is also favored.
Mexico Plans
Neighboring countries also promote tourism through marina development. The Mexican government is supporting La Escalera Nautica, or the Nautical Staircase project, a $1.9 billion project to build a network of marinas along the Baja Peninsula. The aim is to attract up to 76,000 recreational boaters a year, particularly from California. It is believed that marinas and nautical tourism will not only boost the regional economy but also bring electricity, water, and jobs to the Baja.
Cuba Constructs
The Cuban government sees marina development as the wave of the future for bringing tourists to its shores. Currently, there are only 19 marinas with 696 slips in Cuba. Many of these have been widened and improved in the past few years to attract megayacht traffic. A second phase of development, begun in 2000, consists of building new facilities in tourist regions. A third phase involves building new marinas in remote regions to guarantee safe and comfortable navigation along the Cuban coast. By 2010, Cuba will have 38 marinas with 6,422 slips. Interestingly, most of the boating tourists are expected to be from the United States. Already, 69 percent of all private recreational watercraft visiting Cuba are from the U.S.
Ireland Invests
Further afield, Ireland plans to invest more than 25 million Euros in government funds for a “necklace of marinas around the Irish coast.” Over the next four years, it is expected that other public and private sector investments will boost the stake in water-based tourism to more than 40 million Euros.
The Netherlands Promotes
To fill an economic void on inland waterways where commercial barge traffic has diminished, the Dutch Ministry of Economic Affairs is investing in “Sailing Through Holland,” an advertising program for sightseeing holidays by boat. It furnishes route maps for touring the area.
Italy Streamlines
Italy has streamlined its marina permitting process, which until recently had traditionally been hamstrung by local bureaucracy. In the past four years, 38 new marinas with 18,492 berths (a 39 percent increase over pre–1997 dockage) have been authorized. An additional 17,339 berths are planned. This is because the government recognizes the significant role of marinas in advancing Italy’s tourism and helping the economy of underdeveloped coastal communities.
Venice Doubles
Many coastal marinas, not just in the United States but all over the world, have reconfigured the size of their slips to take advantage of increasing megayacht business.
In Venice, Italy, city officials favor building a megayacht facility in the center of town. The volume of traffic in luxury yachts visiting Venice has doubled in recent years.
Team New Zealand’s America’s Cup victory in 1995 was the impetus for the city of Auckland to build more megayacht slips. It also helped solidify New Zealand’s reputation as the home of the superyacht building industry. The research and development in boat building materials and yacht rigging systems that assisted Team NZ in winning and defending the America’s Cup are used in the production of New Zealand-built superyachts. Today, there are 12 superyacht builders in the country, and export sales are at an alltime high.
The trend for national, state and local governments to contract with private enterprise to manage their facilities has been evident in the news in the past year.
Hawaii Leases
For example, Hawaii is seriously considering leasing management of the 799–slip Ala Wai Boat Harbor in downtown Honolulu, the jewel of the state boat harbors system. The state is operating with a budget deficit and can no longer afford to maintain the facility. Leasing the boat harbor to private developers will not only earn needed revenues for the state, but will also allow better marina maintenance, which has fallen into disrepair.
Greece Privatizes
Greece is hoping to move toward private management of three government-owned marinas in the Athens area. In fact, the Commercial Services Section in the U.S. Embassy in Athens has contacted local marina management companies to determine if they might be interested in bidding for involvement. The Ministry of Development is also reported to have plans for the development or expansion of 38 government marinas, which call for long-term leases to the private sector.
World Matures
Worldwide, the boating population is not only growing older, but the younger generation is not taking up boating as their parents and grandparents did. In the U.S., the Recreational Boating and Fishing Foundation is working with the boating and sport fishing industries on an ambitious program to counteract this trend and stimulate greater interest in the sport among all age groups. Because this is a matter of universal interest, there is even talk of making it a main theme of ICO–MIA's 5th International Marina Conference in San Diego early in 2005.
Meanwhile, marina operators should be alert to the opportunities in the demographics of current boat owners. Because older people need to be more healthconscious, they want recreational products and services that make it easier for them to enjoy themselves. They seek the kind of environment that will enable them to take refuge from daily life. Marinas that are willing to make the investment in this leisure time life style can profit.
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.
International Trends in Marina Development
by Ron Stone
Judging by papers presented at ICOMIA’s 4th International Marina Conference in Sydney, Australia, several trends in marina development, already well established in previous years, grew even stronger in 2002.
Environmental Restrictions
Obtaining necessary permits is often the most painful aspect of a building project. Permitting agencies are often flooded with letters of objection, not to mention protests at public hearings from people concerned about negative impacts on water quality, fish and wildlife, shoreline stability, aquatic vegetation, and natural aesthetics. Such protests can kill a project outright or cause costly delays. Even after a developer makes a good-faith effort to eliminate or mitigate the grounds, the environmentalists refuse to relent, either suing to enjoin the project or forcing the developer to sue for a permit and help recoup the costs of the efforts to address the complaints.
EU Leads
If you thought the situation was getting out of hand in the U.S. with the Save the Manatee group, look what’s happening in Europe. Marina development has been effectively blocked in habitat-sensitive areas of many EU countries after the European Commission sued their national governments for failure to comply with the EU’s 1992 habitat protection directive for fish and wildlife preservation. Of course, marinas are small fry compared to industry and agriculture in the battle between nature and the growth of civilization, but because of the marine industry’s relatively small stature, they risk becoming casualties.
Bucking this negative trend, marina advocates argue that marina operators are in the vanguard of clean water efforts, voluntarily pledging to follow EPA-recommended best management practices. It is ironic that marinas and marina users, as a result of their high visibility on the water, often are falsely accused of being the source of pollution that often is traced to industry, agriculture, and municipal sewage plants. Isn’t it time the marina industry took the offensive by documenting that they are more the victims than the perpetrators of pollution?
U.S. Supports
On a more encouraging note, governments continue to show interest in marinas as a way of capitalizing on their natural resources and boosting the economies of underdeveloped or industry-poor regions.
The Boating Infrastructure provisions under the Wallop-Breaux Act authorize federal aid to marinas willing to invest in transient dockage for cruising yachts that bring visitors to areas of cultural interest. This will likely be reauthorized in the next session of Congress. Authorization of a pilot program to open federally managed man-made lakes to boating and fishing as part of a system of National Recreation Lakes is also favored.
Mexico Plans
Neighboring countries also promote tourism through marina development. The Mexican government is supporting La Escalera Nautica, or the Nautical Staircase project, a $1.9 billion project to build a network of marinas along the Baja Peninsula. The aim is to attract up to 76,000 recreational boaters a year, particularly from California. It is believed that marinas and nautical tourism will not only boost the regional economy but also bring electricity, water, and jobs to the Baja.
Cuba Constructs
The Cuban government sees marina development as the wave of the future for bringing tourists to its shores. Currently, there are only 19 marinas with 696 slips in Cuba. Many of these have been widened and improved in the past few years to attract megayacht traffic. A second phase of development, begun in 2000, consists of building new facilities in tourist regions. A third phase involves building new marinas in remote regions to guarantee safe and comfortable navigation along the Cuban coast. By 2010, Cuba will have 38 marinas with 6,422 slips. Interestingly, most of the boating tourists are expected to be from the United States. Already, 69 percent of all private recreational watercraft visiting Cuba are from the U.S.
Ireland Invests
Further afield, Ireland plans to invest more than 25 million Euros in government funds for a “necklace of marinas around the Irish coast.” Over the next four years, it is expected that other public and private sector investments will boost the stake in water-based tourism to more than 40 million Euros.
The Netherlands Promotes
To fill an economic void on inland waterways where commercial barge traffic has diminished, the Dutch Ministry of Economic Affairs is investing in “Sailing Through Holland,” an advertising program for sightseeing holidays by boat. It furnishes route maps for touring the area.
Italy Streamlines
Italy has streamlined its marina permitting process, which until recently had traditionally been hamstrung by local bureaucracy. In the past four years, 38 new marinas with 18,492 berths (a 39 percent increase over pre–1997 dockage) have been authorized. An additional 17,339 berths are planned. This is because the government recognizes the significant role of marinas in advancing Italy’s tourism and helping the economy of underdeveloped coastal communities.
Venice Doubles
Many coastal marinas, not just in the United States but all over the world, have reconfigured the size of their slips to take advantage of increasing megayacht business.
In Venice, Italy, city officials favor building a megayacht facility in the center of town. The volume of traffic in luxury yachts visiting Venice has doubled in recent years.
Team New Zealand’s America’s Cup victory in 1995 was the impetus for the city of Auckland to build more megayacht slips. It also helped solidify New Zealand’s reputation as the home of the superyacht building industry. The research and development in boat building materials and yacht rigging systems that assisted Team NZ in winning and defending the America’s Cup are used in the production of New Zealand-built superyachts. Today, there are 12 superyacht builders in the country, and export sales are at an alltime high.
The trend for national, state and local governments to contract with private enterprise to manage their facilities has been evident in the news in the past year.
Hawaii Leases
For example, Hawaii is seriously considering leasing management of the 799–slip Ala Wai Boat Harbor in downtown Honolulu, the jewel of the state boat harbors system. The state is operating with a budget deficit and can no longer afford to maintain the facility. Leasing the boat harbor to private developers will not only earn needed revenues for the state, but will also allow better marina maintenance, which has fallen into disrepair.
Greece Privatizes
Greece is hoping to move toward private management of three government-owned marinas in the Athens area. In fact, the Commercial Services Section in the U.S. Embassy in Athens has contacted local marina management companies to determine if they might be interested in bidding for involvement. The Ministry of Development is also reported to have plans for the development or expansion of 38 government marinas, which call for long-term leases to the private sector.
World Matures
Worldwide, the boating population is not only growing older, but the younger generation is not taking up boating as their parents and grandparents did. In the U.S., the Recreational Boating and Fishing Foundation is working with the boating and sport fishing industries on an ambitious program to counteract this trend and stimulate greater interest in the sport among all age groups. Because this is a matter of universal interest, there is even talk of making it a main theme of ICO–MIA's 5th International Marina Conference in San Diego early in 2005.
Meanwhile, marina operators should be alert to the opportunities in the demographics of current boat owners. Because older people need to be more healthconscious, they want recreational products and services that make it easier for them to enjoy themselves. They seek the kind of environment that will enable them to take refuge from daily life. Marinas that are willing to make the investment in this leisure time life style can profit.
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.
Pantai Mutiara Marina
Project Details: Pantai Mutiara Marina is a world class 200 berth marina facility near Jakarta aimed at the upper end of the market. The project also includes a waterfront village and residential precinct. The Pantai Mutiara marina was likely to become the centre of charter activities because of its proximity to the population base of Jakarta.
Burchill VDM Involvement: Surveys carried out by marina specialists at Burchill VDM showed that the entry level of marina size boats in the region is considerably larger than normal, affecting the design strategies of marinas and on-shore services. The surveys indicated a significant regional presence of megayachts above the 35 metre class. Encouraged by the region's increase in available marina facilities, there is also a growing number of larger transient vessels cruising the picturesque Indonesian islands.
Among other things Burchill VDM had to consider were the integration of marine facilities within the context of the overall development, the marina basin configuration and berths layouts, on shore facilities layout, revetment schematic design and entrance channel recommendations.
Pantai Mutiara
* Map to Pantai Mutiara - The Marina
* Picture of Pantai Mutiara from a plane
* Instruction for Taxidrivers to come at Pantai Mutiara Please also print map to monitor the taxi driver. Failing to do so may result in excessive mileage on the taxi meter.
* Contact Marina by e-mail
* Prices 2006Marina Pantai Mutiara
* List of boating suppliers in Jakarta mainly
Phone Pantai Mutiara Marina: Yudhi Sanjaya & Dina Kosim : 62-21-662.7878 fax: 62-21-6602055 email: marina_pm@mailcity.com address Jl Ray Pantai Mutiara Pluit, Jakarta 14450 the finance department uses the following address marina_pm06@telkom.net
Phone Cafeteria Pantai Mutiara (Can call your boat boy via public call) 62-21-6691265 or 62-21- 66601118
Phone Navy Commander Pantai Mutiara: 62-818-929.700
Harbor master: Pak Jonang Sudjiat
Important notice to boat skippers:
Coordinates entrance harbor: 6° S 5 min 619/1000 and 106° E 47min 717/1000 (WGS 84). Max depth 1.5 meters at low tide.
It is strongly advised to all boat skippers to enter Pantai Mutiara by navigating in the middle of the channel. By high tides some obstructions located on the left and right sides of the channel are not visible and represent a serious danger for the boats. Navigating at no more the 5 knots is not only a courtesy to the other boats but could significantly reduce the damage to your boat should you accidentally hit something.
Boats should not overpass or cross each other in the entrance channel so that each boats can stay in the middle of the channel.
Montauk
Named by Yachting Magazine, as a top ten marina destination in North America, Mexico and the Bahamas. Our marina is a perennial favorite among the boating community. Home of the Brits vs Yanks, Redbone and Whitewater Challenger Montauk Yacht Club Fishing Tournaments.
Our 232 slip marina features newly renovated pilings, boardwalks and railings and full hook-ups including phone, electric, water, cable TV, WiFi access and on-site amenities including newly renovated showers and laundry facilities. Craft capacity is 175+ feet and a maximum of a 12+ foot draft. * Cable, water and electricity hookups
* A full fitness center with saunas
* Award winning Lighthouse Grill Fine Dining
* Cohi Bar
* Marina Office
* Custom Fish Cleaning Station
* Private Beach
* WiFi access
* First class shower and bathrooms
* Laundry facilities
* Full Service Spa
* Complementary shuttle service
* Pumpout boat
* On-site gift shop
* Casual waterfront dining at Breeze's Cafe
* Weekend themed buffets
* Charter fishing boats
* Two out door pools, one heated indoor pool
Montauk is commonly referred to as one of the Sportsfishing Capitals of the World. Montauk boasts more than 400 charter/part fishing boats - many reeling in world record and prize winning catches of tuna, shark, striped bass and fluke. Surfcasters or fly fishing enthusiasts never miss an opportunity to cast or reel in a catch while here.
Bay Creek Marina
Our world class marina, located in the protected harbor of King’s Creek, offers a deepwater channel with seven feet at MLW (always check for current conditions). It is an exceptional port for exploring the Intracoastal Waterway, the blue-green waters of the Chesapeake Bay and the Atlantic Ocean.The Marina is a state-of-the-art facility offering 224 slips (upon completion, currently has 124), the Aqua Restaurant, the Cabana Room which is available for special events, The Complete Angler marine store, and a harbormaster. All of this is arranged in a pedestrian friendly village complete with the Village Merchants shops, and more.
The Marina features no overhead obstructions with slips in size from 35 feet to 70 feet. Constructed of superior Brazilian Walnut decking, our full–length, fully–cushioned single loading slips can accommodate boats up to 150 feet. The Complete Angler marine store carries adventure wear and many supplies for the avid sports fisherman. It also carries convenience items for those who tend to forget the little things.
Marina Amenities
* Beach Access
* WiFi / Cable TV
* Electric & Water
* Sewer Pump-out
* Fuel
* Laundry Service
* Equipment Rental
* Bathrooms & Showers
* Lockers
* Swimming Pool
Marina Contact Information
Bay Creek Marina monitors VHF Channel 09 or 16. Hail Bay Creek Marina for any help you may need navigating the channel, or to receive your slip assignment upon arrival. A member of the Marina staff will be waiting at your slip to assist in your arrival.
As of May 1st the Marina has switched to its summer hours until October.
* Sunday – Thursday 7am – 6pm
* Friday & Saturday 7am – 8pm
* Click here for Dock Layout & Numbers
Services
* Charters
* Luxury Suites
* Rentals
Navigation Information
* Channel Chart
* Current Weather Conditions
* GPS data
Rates and Reservations
* Rates &
Leasing Information
* Rules & Regulations
* Single Boat Reservation
* Yacht/Boating Club Reservation
Bay Creek Marina
Slip Membership Information
Each person interested in Slip Membership must acquire, and maintain, either a Golf Membership or Sports Membership in the Club. Slip Members will be entitled to the use of a dedicated slip in the Marina Village.
The Club reserves the right to implement a slip rental program in which a Slip Member whose vessel is not occupying the slip may place it in the rental program. The revenue raised through the rental program will be split between the member and the Club. Slip Membership deposits are equal to $1500.00 per foot of the length of your slip, with monthly dues at $4.00 per foot of the length of your slip.
To speak to a member of the Marina staff, please call 757-331-8640.
For inquiries regarding Bay Creek Marina and marina facilities, please email harbormaster@baycreek.net.
Bay Creek Marina Charters
Bay Creek Marina
Looking to take a sunset sail or enjoy some offshore fishing? Bay Creek can point you in the right direction. The following boats operate out of our Marina and are available for Charter:
The Schooner Serenity
The Serenity is a 65 foot two masted schooner owned and operated by Greg and Laura Lohse of the Low Sea Company. Climb aboard the Serenity for a relaxing sunset cruise, or seek adventure by taking control of the helm. The Lohse’s operate both daily and sunset cruises out of Bay Creek Marina. Visit their website at www.schoonerserenity.com for contact and reservation information.
Top Dog Charters
Top Dog, a 35 foot Bertram Sportfishing boat owned and operated by Captain Neil Lessard. Captain Lessard is USCG licensed and has over 25 years experience fishing the Chesapeake Bay, its tributaries and offshore waters specializes in dolphin, wahoo, yellow fin tuna, rock and flounder. Top Dog's combination of deck space and equipment provide the perfect ingredients to maximize your successful catch. Top Dog Charters provides a full range of services and packages including sunset cruises and sightseeing trips. Please contact Captain Lessard at 757-647-3017.
Chesapeake Outfitters
Armadilla is a 31' Black Watch Sportfishing boat owned and operated by Captain Michael Quade. Captain Quade is USCG licensed and has over 30 years experience fishing the Chesapeake Bay, its tributaries and offshore. During this time, Captain Quade has consistently produced outstanding catches for his charter clients. His passion for the sport and decades of experience are guaranteed to yield valuable tips for the novice as well as seasoned anglers interested in improving their angling skills. For rates and information on Chesapeake Outfitters, please visit their website at www.chesapeake-outfitters.com, or call (804) 694-9052.
Luxury Suites
Bay Creek Marina
Bimini Flats
If you need a break from the water, you can retreat into elegant living in Bimini Flats, the luxurious one-bedroom and two-bedroom suites above Bay Creek Marina. Appointed with full kitchens, large comfortable rooms, and many top-quality amenities, you can relax in style.
Available for a single night or a longer stay, simply call to reserve your lodging. You can ease back and enjoy the soothing, panoramic views of the Chesapeake Bay and Kings Creek.
To speak to a member of the Marina staff, please call 757-331-8640.
To inquire about the Bimini Flats Guest Suites, please call 757-331-8601.
For inquiries regarding Bay Creek Marina and marina facilities, please email harbormaster@baycreek.net.
Bay Creek Marina Rentals
For exploring Bay Creek, the Historic Town of Cape Charles, and the Chesapeake Bay, Bay Creek Marina offers a variety of rentals available to you for a few hours or a whole day if you would like.
Bicycles Kayaks Kayaks
1 hour – $5 Single Double
Add. hours – $2.5 1 hour – $10 1 Hour – $15
Full Day – $20 Half Day – $25 Half day – $30
All Day – $40 All Day – $45
Pedal Boats Fishing Rods Golf Carts
1 Seat Barracuda – $5/hr Daily – $8
4 Seater $15 an hour $75 Full Day
2 Seater – $5/hr
6 Seater $15 an hour $85 Full Day
4 Seater – $8/hr
8 Seater $20 an hour $95 Full Day
( Prices Based on 1 Hour of Use) ( Limited Availability)
Marina Channel Chart
Bay Creek Marina
Cape Charles channel approach
Enter Cape Charles channel at the Green #1 just north of Old Plantation Flats Light (39ft tower with rip-rap base). From Green #1 proceed easterly 066M to Red buoy #2.
At Red buoy #2 turn left to 031M and you will pass a Red #4 on your starboard side and go between Green Buoy #5 and Red buoy #6. Continue on that course until you pass Red #8. The jetty will be located just to the north of the Cape Charles Harbor.
Bay Creek Marina approach
(Kings Creek channel)
Pass the Cape Charles jetty on your starboard side (100ft) and proceed northeast 032M to Green #1CB passing it on your port side. From Green #1CB proceed to course 020M and look for Red #2.
Pass Red #2 keeping to the right side of the channel and at Red #4 make a hard right turn to 093M (East). “Do not swing wide at this turn and disregard Red #2CI”.
From Red #4 continue on course 093M and pass between Green #3A and Red #4A. At Green #5 and Red #6 turn northeasterly 065M to Green #7 and Red #8 (From Red #8 into the Marina is a No Wake Zone). Pass Red #8 on your starboard side and turn to course 100M toward Red #10 (keep clear of docks on your port side). Red #10 to Red #12 course is 150M and from Red #12 to Red #14/Green #15 is course 220M.
You are now at Bay Creek Marina Lat. 37-16-45N, Long. 076-00-37W.
All courses are plotted in Magnetic (M) and may vary from boat to boat due to compass error.
Upon entering Kings Creek Channel call the marina on VHF channel 16 and we will switch you to a working channel for docking instructions.
Marina Access GPS Data
Bay Creek Marina
Coordinates
Bay Creek Marina is located in position 37-16-45N 076-00-37W. “A Dock” is the first dock you come to, “C Dock” is located on both sides of the fixed pier with the fuel and pump-out located on the end. “D” and “F” Dock are both located on the south side of the fixed pier.
Directions
The following are the directions from the Cape Charles Jetty to Bay Creek Marina located in Kings Creek just north of Cape Charles. All courses are plotted in magnetic and may vary from boat to boat due to compass error. The channel is dredged to 7ft MLW at 80ft in width. The tidal range varies 2 to 3 feet. There are times that with the winds and the moon the tide may vary slightly higher and lower.
LOCATION ENTERING DEPARTING
Cape Charles Jetty to Lt 1CB 030M 210M
Lt 1CB to Lt 2 Kings Cr. 020M 200M
Lt 2 to Daybeacon 4 (turn to starboard, keeping close to the red side)
Daybeacon 4 to Daybeacon 3A/4A 093M 273M
Daybeacon 3A/4a to Lt 5/Daybeacon 6 093M 273M
Lt 5/Daybeacon 6 to Daybeacon 7/8 065M 245M
Daybeacon 7/8 to Lt 10 100M 280M
Lt 10 to Daybeacon 12 150M 330M
Daybeacon 12 to Daybeacon 14/Lt15 220M 040M
Marina Rates
Bay Creek Marina
Leasing Information
Slips at Bay Creek marina are available on not only a transient basis, but also weekly and long term. For those interested in leasing a slip, we have monthly, quarterly, semi-annual and annual leases available. Leases are available on a first come first serve basis and require a deposit equal to one month’s rent unless the lease is paid in full at the time of signing.
Annual Lease
* $8.00 per foot per month (payable monthly in advance)
* Individual city water hook ups
* Electricity – Individually Metered
Semi-Annual Lease
* $10.00 per foot per month (payable monthly in advance)
* Individual city water hook ups
* Electricity – Individually Metered
Quarterly Lease
* $11.00 per foot per month (payable monthly in advance)
* Individual city water hook ups
* Electricity – Individually Metered
Monthly Lease
* $12.00 per foot per month (payable in advance)
* Individual city water hook ups
* Electricity – Individually Metered
Daily Transient
* $2.00 per foot per day
* Individual city water hook ups
* Electricity – $5.00 per day for 30AMP, $8.00 per day for 50AMP, $20.00 per day for 100 AMP
Cable TV availible on A, C and D docks. Cable, Wireless Internet and Pumpout included in above prices. Security deposits are required on all leases over 30 days, equal to one month’s rent
Rules and Regulations
Bay Creek Marina
All use of property in the Marina and all conduct of persons in the Marina shall be in accordance with the provisions of these Rules and Regulations. These Rules and Regulations shall apply to each Tenant and the respective families and guests, employees, contractors, agents and invitees of any Tenant.
“Marina” shall mean and include all Common Areas of Bay Creek Marina including the Marina and shall also include the surrounding waters of King’s Creek.
“Landlord” shall include duly authorized representatives or agents of the designated Landlord, including the Property Director.
“Tenant” shall mean any person leasing a slip or other space in the Marina including tenants and subtenants of buildings and spaces therein.
“Common Areas” shall mean the parking lot, drive aisles, piers, docks, picnic areas, bulkheads, public dock space and walk ways within the Marina.
1. The rules of the road and the navigation laws of the United States shall apply to all vessels in the Marina.
2. No boat shall be operated so as to cause a wake in the Marina.
3. Neither Landlord nor any agent of Landlord shall be responsible for loss or damage to vessels in the Marina. Each owner of a vessel shall be responsible for damage to other boats in the Marina and for damage to any Common Areas or facilities (including, without limitation, docks, pilings, piers and bulkheads) of the Marina as a result of any actions by his vessel.
4. All vessels mooring in the Marina shall carry liability insurance against damage to persons or property with such limits as the Landlord may from time to time establish, and the owner thereof shall, upon request of Landlord, furnish appropriate evidence that such insurance is in full force and effect.
5. All vessels mooring in the Marina must be seaworthy, fully sound, in insurable condition, in compliance with all local, state and federal safety regulations, and capable of getting underway within one hour after notice. It is the responsibility of the vessel owner to keep his vessel in such condition that it does not become unsightly or in the opinion of Landlord reflect unfavorably on the appearance of the Marina.
6. All vessel owners shall furnish Landlord, prior to mooring, with (a) information from current Documentation Certificate or Registration Card, and (b) the name and home and business address and telephone number of the owner of the vessel (and master of the vessel if different from owner).
7. In order to maintain proper security procedures for the Marina and to prevent unauthorized use of mooring slip, Tenant shall furnish Landlord with the name and registration number or document number of Tenant’s vessel. Any vessel with respect to which Landlord has not been furnished such information may be refused access and/or granted moorage at current transient rates, either in the Tenant’s slip or elsewhere as Landlord may determine.
8. Transfer of vessels between slips or from one slip to another is not permitted, except with the prior written approval of Landlord.
9. Tenant is responsible for mooring and maintaining the security of its vessel. All vessels shall be moored in berths or at moorings in a manner acceptable to Landlord, or shall be removed from the Marina. In the alternative, Landlord, after notice to the owner of a vessel, will moor vessels and assess a service fee. Only one vessel may be moored in a Slip. No vessel may overhang any mooring space without the prior approval of Landlord.
10. Fueling of a vessel in any slip or mooring area is STRICTLY PROHIBITED. All fueling at the Marina must be done at the designated fuel dock.
11. Routine maintenance may be accomplished at mooring spaces but only with the express approval of Landlord. However, no major maintenance, such as shaft pulling, spray painting, engine removal or any action that might induce irreversible flooding or any major topside conversion work may be undertaken while the vessel is moored in the Marina, except to the extent expressly approved in advance in writing by Landlord. Any vessel which may sink in the Marina shall be immediately removed by the owner thereof
12. All vessels shall be properly maintained and kept in a clean and orderly condition insofar as the exterior appearance thereof is concerned. No laundering or drying of laundry is permitted on any deck or rigging of any vessel or on the Common Areas.
13. All shore power connectors for any vessel shall be properly sized to be equal to or in excess of that required for service requested.
14. Only a Tenant and those expressly authorized by Landlord may use the water and electrical power service provided to Tenant.
15. Water conservation shall be practiced at all times. All water hoses shall have nozzles and shall be turned off when not in use.
16. Oil, gas, spirits, paints, inflammables and other substances which are deemed pollutant substances under the provisions of any state or federal law may not be discharged into the Marina waters or on the docks or Common Areas. No discharge of sanitation effluent is permitted on the Marina. Tenants are responsible for all spills of any petroleum, other pollutant or other prohibited discharge.
17. No explosive or other hazardous materials of any nature may be stored in the Marina or on any vessel except (a) for fuel within Coast Guard approved tanks in a vessel and (b) lubricants and normal cleaning materials used in the ordinary course of operation.
18. All Common Areas shall be kept clean at all times. Storage of loose gear on the Common Areas is not permitted. Hoses and electrical power lines shall not cross piers, docks or walkways. The finger pier between slips is for the use of the vessels on each side, and location of private gangways should be governed accordingly. In no case may a single gangway block access to another vessel.
19. All supplies, materials and accessories shall be stored in the dock box or locker available for each Slip, and nowhere else on the Common Areas, except as may be permitted by Landlord. No paint and other flammable substances shall be stowed in any dock box or locker box.
20. All dock boxes must be purchased or rented from Landlord and installed by Landlord’s personnel.
21. No structure may be erected on any of the Common Areas. Any additions or changes to any of the Common Areas is expressly prohibited.
22. No crab pots are permitted from any Common Areas or from boats in the Marina. Crabbing and fishing are permitted, unless permission is revoked by the Property Director.
23. Cleaning of fish, shell fish and game is prohibited in the Common Areas in the Marina, except where expressly designated.
24. Swimming from vessels, piers, docks or bulkhead is prohibited.
25. Open fires are expressly prohibited on any vessel moored in the Marina and on any common area in the Marina.
26. No refuse (including cigarette butts) shall be thrown overboard or in the Common Areas. All garbage shall be securely wrapped, tied in plastic trash bags and deposited in receptacles supplied for that purpose, and other debris placed where specified by Landlord.
27. All persons shall reduce noise levels between the hours of 9:00 p.m. and 7:00 a.m. Unnecessary noise shall be avoided at all times.
28. All persons shall conduct themselves courteously, in compliance with all laws and so as not to constitute a public nuisance.
29. No advertising or soliciting is permitted on any vessel or any of the Common Areas within the Marina.
30. No sign, advertisement or notice shall be exhibited, described, painted or affixed on any of the Common Areas. No sign, advertisement or notice shall be exhibited, described, painted or affixed on any vessel and any Slip or other mooring space of the Marina except for a sign reasonable in size approved by Landlord which may advertise the vessel for sale or charter.
31.Restrooms
All restroom usage shall be in accordance with the following provisions:
* (a) Only authorized users having card access may utilize the restrooms after hours.
* (b) Restrooms may only be used for their intended purpose.
* (c) No smoking, drinking or other activity other than that consistent with the normal use of a restroom may be conducted in said restrooms.
* (d) Each user of the restrooms is expected to comply with customary sanitary practices including flushing of commodes, clean up of unusual dirt, removing all personal items and utilizing trash disposal otherwise appropriate in a restroom. Other discardable items are to be deposited into dumpsters elsewhere in the common areas.
* (e) Only tenants and their personal guests are authorized to use the restrooms when they are unlocked.
Any violation of these premises or other improper use of the restrooms will result in revocation of rights of said tenant and tenant’s invitees.
32. Pets
No pets will be permitted in any Slip or the Common Areas except subject to the following conditions:
* (a) Only domestic pets shall be permitted.
* (b) All pets shall be kept sufficiently under control at all times so that they will not become a nuisance to the owners or occupants of other slips.
* (c) All pets must be licensed as may be required by law.
* (d) No more than two domestic pets will be permitted for any Slip except with the approval of the Landlord.
* (e) All pet owners shall be responsible immediately to remove and clean up any mess created by their pet in any portion of the Common Areas.
33. Motorcycles and bicycles shall not be ridden on docks or piers and shall be parked in designated parking areas.
34. There shall be no boat trailers in the parking lot. Campers and recreational vehicles may only be parked in the parking lot with the permission of Landlord but only in specifically designated areas.
35. All persons in the Marina shall observe all speed limits, no parking and other designated signs with respect to vehicles and access by persons.
36. Landlord reserves the right to restrict use of parking available to Tenants of slips and/or mooring space in the Marina and to impose time and/or location limits on such use.
37. No employee of the Landlord shall perform any personal services, while on duty, for any individual Tenant, guest, employee, agent or Tenant, except to the extent that such services are approved by Landlord.
38. Landlord may at any time require the immediate removal from the Marina of any vessel in violation (or whose owner, owner’s guests, agents, employees or invitees are in violation) of these Rules and Regulations and may have any such offending vessel (or vessel of any offending owner, or such owner’s guests, agents, employees or invitees) removed at Tenant’s expense.
39. Landlord may enforce such reasonable system of fines and/or cost reimbursement and/or lease termination for infractions of these Rules and Regulations as the Landlord may from time to time adopt subject to such procedures with respect to enforcement as the Landlord may from time to time adopt.
Single Boat Reservation
Bay Creek Golf Club - Jack Nicklaus and Arnold Palmer Signature Golf Courses
Transient Information Sheet
Submit your information using the form below. You may also print the form, fill in the neccessary information, and fax it back to us at (757) 331-8659.
Bay Creek Marina operates under a 48 hour cancellation policy. All reservations must be held with a credit card. Those reservations not cancelled within 48 hours, unless due to weather, will be subject to a charge equal to one night’s stay.
Acceptable methods of payment include: Cash/ Check/ Credit Card. Contact Bay Creek by dialing (757) 331-8601 or (757) 331-8640.
General Information
(*) asterisk denotes required field
*Date of Reservation:
Club or Group:
Point of Contact
*Name of Owner
Address:
City:
State, Zip Code:
Phone:
Cell:
*Email:
Vessel Information
Name of Vessel:
Vessel Power Source: Sail or Power
Length of Vessel:
Beam:
Draft:
Power Requirement:
Arrival Date:
Departure Date:
Special Requests
Marina Grande Miami
Marina Grande Community Features
Two Luxury Towers Overlooking the Bay to the Atlantic
Manned Gatehouse
Marina Grande Residents Features
Private Marina with Ocean Access (1 mile Away)
100 Plus Boat Slips (waitting list only at this time)
Heated Swimming Pools
Sun Decks
Barbeque / Bar Area
Recreation Rooms
Fully-Equipped Fitness Center with Steam Room and Sauna
Tennis Courts
Private Storage
Marina Grande Residence Features
Water Views in Alll Residences
Large Walk-in Closets
Decorator -Ready Finish
Sprinkler Systems
Pre-Wired for Telephone and Cable TV; Designed for High-Efficiency Air Coditioning and Heating System
Marina Grande Kitchen Appointments
Imported Italian Cabinets
Garnite Countertops
Fully Equipped with Stainless Appliances
Stainless Steel Double Sink with Single Lever Faucet Fixture
Marina Grande Bath Appointments
Marble Flooring
Marble Countertop
Imported Italian Cabinetry
Large Soaking Tub and Glass Shower Enclosure
Full-Width Mirror Vanity
Marina Grande Neighbrohood Features
Houston's Restaurant
Morton's Steak House
PF Chang's
Aventura Mall
Sunny Isles Beach
Waterway Shopps
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