PIER 60 BUSINESS PLAN
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Pie4 60
Business Plan
JULy 1996
CI1Y OF CLEARWATER
25 Causeway Boulevard
Clearwater, Florida 34630
(813) 462-6954
WIl.LIAM C. HELD, JR.
Harbormaster
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LEE ACHTERHOF
Recreation Pier Supervisor
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PIER 60 BUSINESS PLAN
Table of Contents
EXECUTIVE SUMMARY
PRESENT SITUATION
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OBJECTiVES..,"".."...." """"'" .. ......... ......""..., .........,.".,
MANAGEMENT.........." ..... ............. ..........." .."'...... ..""".
SERVICE DESCRIPTIONm....,............m...........m..m.."".. ,
MARKET ANALYSIS
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MARKETING STRATEGY
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FINANCIAL PROJECTIONS
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CONCLUSIONS AND SUMMARY ...m..m................
APPENDIX ........ .......... ..,...........,. .......... ............. H'......... ''''''
Appendix #1 Organization
Appendix #2 Pier 60 Pamphlet....."'"....,....m.m..".
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PIER 60 BUSINESS PLAN
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EXECUTIVE SUMMARY
Background
Pier 60 is currently an enterprise fund activity for the City at Clearwater, a(jministerE~d by
the Marine Department. The pier was established by thp City of Clemwater to provido
public service to the community, better serve the Clearwater fishing community, take
advantage of city-owned property and fill the volo for a tlshinn facility In the area.
For the purpose of this Business Plan, the Pier 60Wlil be referred to as the pier or rlshinq
pier.
The Marine Department Mission Statement is'
"MAINTAIN THE MARINE DEPARTMENT AS A REVENUE-PRODUCING
DEPARTMENT WITH A DEDIC A TED STAFF THA T PROVIDES HIGH QUALfTY
MARINE-RELA TED SERVICES WITH EXCELLENT CUSTOMER SA TISFACTION TO
CITIZENS AND CUSTOMERS".
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The pier is one of the best equipped and most attramjve fisninq piers in Florida. The pier
was rebuilt in the "Tropical Seascape Theme" ]r) April Of 1994 at a cost of $2,200,74~ 0
The most important features of the pier are the attractive bait house, six covered
pavilions, free section with telescopes and highly trained and professional staff, The Pier
60 Team strive to insure that both the fishing community and viSitors nake the pier r:'!
pleasant place to visit while on Clearwater Beach.,
The pier offers the following services for the fishing public: and visitors convenience:
service air conditioned bait house, snack bar, reST rooms, up to the minute tide and
weather information, open on a twenty-four basis, reasonable rates and all other services
expected by the fishing public and tourists of Cl full service fishing pier.
Our strategies for meeting the growth demands at the pier is to provide excellent
customer service, insure that revenues pay for E;xpendltures and to increase the
marketing of the facility. Users of the pier indicate tnat our (;ustomer ~erviCE) has an
excellent reputation.
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Objectives
The objectives of the Business Plan propel the oierinto a prominent position within thG
fishing community. To accomplish the objectives, we have aeveloped a comprehensivE)
plan with strategies on each objective to intenSify and accelerate our eiCtivities anci
customer service. The objectives are:
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PIER GO ~USINESS PLA~____.____ ---..-----
};- Maintain the pier as a city operated fishing Pie! t'l8t produces revenue that meets or Ul')
exceeds the expenditures of the pier. Also, that the city receives fair market
value for its investment.
};- Increase pier revenue by 5% in each year froITJ $290,000 in the first year
in the last year of the plan and insure that expenditures are less than revenues"
.?- Continue to operate the pier under the controi of the Marine Department., with
maintenance being provided by the Marina S(~rvice Section to insure that thE) pier
continues to be a show piece on Clearwater Beach.
};- Provide budgeted funds to insure that the pier is maintained throughout the years:
the plan as a General Fund operation.
};- Insure that the pier is competitive with other tishinfl piers in the area..
:> Continue an extensive campaign to market and promote the pier to f:itizens 8rJlj
tourists and take full advantage of the facilityo
);> Continue annual customer service and safety training for all pier employc-!8S
the highest standards of safety and custoITli,~r
There are several strategies for each objective in the Business PlarL
Management
The pier is under the direct management of the Harhormaster. He isasslst(~ci
Assistant Harbormaster and Recreation Pier Supervisor with managHment
The on-site manager of the pier is the Recreation Pier Supervisor., Pier management l~
trained and capable of dealing with the public ane! providing excellHnt GUstomHr
The pier supervisor retired in 1995, causing an unexpected increasH in (3xpenditures
FY 95/96.
Marketi~
The recreational fishing industry has projected a steady incmase in pier tishing in1'uture
years. Conservative estimates suggest that the pier, with an intHnsified and accelerated
marketing plan, will increase customer service each year of the pian and generate an
increase in total revenue in each year of the piano
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The thrust of our marketing strategy consists of informing the citizens of Clearwater,
reaching the fishing community and demonstrating that we can provde a quality fishing
facility with excellent customer service. We intena to reach our customers throughout
each year of this plan, by word of mouth from fishing PUblic and visitors who hav8
enjoyed the pier, by holding fishing tournaments, by placing a variety of notices on
services, by using the City's Video Bulletin Board, by advertisin~l in regional and iocal
fishing related publications, and by supplying a variety of organizations with pier
pamphlets detailing the facility. We will also contact the local media -rer the purpose oj doing
public service information messages and stories on the pier activitle~;
Overall the pier can be characterized as a fUll service fishing facility tnat can meet the
daily needs of the fishing community, citizens and tourists.
Finance
The Pier has a current liability of $165,000. Trle mid-year projections for FY 95/96 show
revenues at $243,300 and expenditures at $325,740. The reasonsror the difference in
revenue and expenditures was due to red tide, retJrement of Pier Su pervisor, bad
weather during the winter months, and Pier Park construction. The Budget Department
conducted an analysis of pier 60 from 1986 until 1 995.. The analysis showed that tho
pier would be in a positive operating status each year as a General Fund Operation,
except for the year of construction for the new pier.. 'The objective of the pian calls for the
pier to be operated under the General Fund with no charges oy Building & Maintenanc~:;
(except for air conditioning) and to increase EqUipment Service and Repair expense
code by $20,000. For the remaining years of the plan, S2U,OOO will tie piaced in a CIP tor
maintenance of the pier. The pier would operate unaer tne Marine Department, which
has the marine expertise and employees to maintain the pier, Pier mvenue is projected
to increase by 5% in each year of the plan. The objectives of tne plan should put the pier
in a positive operatlng status.
ConclUSion
The pier enjoys a track record of excellent customer service in the fishing community and
pier employees are strongly committed to the City Commission goai::;, of Economic
Dev~elopment, Tourism and Public Safety and the CltV Principles of Operation. ThE)
expressions of satlsfaction and encouragement are numerous. Our intention with this
Business Plan is to insure that the pier revenues pay for expenditures, show a Steady
growth by increasing revenues, continue excellent customer service and to take Tuli
advantage of as many opportunities as posslbie wrth lhis f8cility..
This plan has identified and addressed allltems of concern to insure that the pier is run in
a highly professional and customer friendly manner,
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PIER 60 BUSINESS PLAN___
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PIER 60 BUSINESS PLAN
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PRESENT SITUA TION
Pier 60
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The City of Clearwater is a municipal corporation originally chartered by the State of
Florida in 1915. Pier 60 was established to provide a public service and better serve the
fishing community, take advantage of the city-owned waterfront prop'3rty and fill the need
for a fishing facility in the area. In 1952, the city constructed a 450 fOCit long fishing pier
on Clearwater Beach at the end of State Road 60. In 1966, the fishing pier was
extended 630 feet. Total length of the current fishing pier is 1,080 fe(:!t.
The fishing pier is constructed on submerged land owned by the State of Florida. In
1985, the city submitted the application to grandfather the pier with the state until January
1998. With the reconstruction of the pier, the city lost the grandfathering and had to start
paying a submerged land lease fee to the state. The city commission approved lease
#520010893 with the Board of Trustees of the Internal Improvement Trust Fund of the
State of Florida of Sovereign Submerged Lands beneath Pier 60 on May 16, 1996. The
lease has a five year term and covers 14,450 square feet. The initial year annual lease
payment was $2,164.61, with increases annually based on the Consumer Price Index
(CPI) average for 5 years.
The pier was operated under various lease agreements until January '1983. The last
lessee was Clearwater Fishing and Recreational Pier, Inc., owned by Mr. Harry Armston.
Mr. Armston canceled the lease because of the extensive costs needed to repair the
pier.
In January 1983, the city assumed the operation of the pier on a 12 month test as a
enterprise fund operation. The pier was placed under the operationall control of the
Marine Department and it was open 16 hours a day.
In September 1985, the pier started 24 hour operations. The pier is open 364 days a
year; it is only closed on Christmas day,
In January 1986, the city received a $20,000 Grant from the State of f=lorida Department
of Natural Resources, Division of Marine Resources to construct a art~ficial fishing reef
off the fishing pier.
In July 1992, emergency structural repairs were rnade to the pier and in June 1993 the
pier was closed for demolition and rebuilding. In April 1994 the pier was reopened for
business. The construction cost of $2,200,741 was financed by "Penny for Pinellas"
infrastructure tax.
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In 1995, the city entered into a five year license agreement with the National Oceanic
and Atmospheric Administration (NOAA) for the placement of a weather data collection
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station on the new fishing pier. This station transmits data directly to NOAA and provides i;e
weather information for local interests. As part of the license agreement and at their
cost, NOAA installed an LED bulletin board with up to the minute weather information for
visitors and fishermen.
City Commission Policy statement No. BG-11 requires all Proprietary (Enterprise) Fund
Operations to be self-supporting, and pay administrative and other service charges to
the General Fund Operations for support at a level determined by the City Commission"
Pier 60 goals for FY 95/96 are:
To increase total Pier 60 revenue in FY 95/96 to a level of 5% higher than the actual
total revenue for FY 94/95, within the approved budget level and staffing.
To increase the number of fishing tournaments from two to four during FY 95/96~
within the approved budget level and staffing.
As of the date of this plan, it appears that the pier will meet goal number two and not
meet goal number one.
Activities
The following activities have taken place on the fishing piiBr since it reopened:
The New Pier 60 Grand Opening.
Kids Day Fishing Tournament.
Fun & Sun Fishing Tournament.
Pier 60 Annual Anniversary Fishing Tournament.
City of Clearwater Parks & Recreation Fishing TournamE,nt.
A to Be School summer fishing program.
Sertoma Club Fishing Tournament.
Visit from Ice Hockey Team.
Visit from delegation from City of Nagano, Japan
Various religious groups.
Pier used to film several commercial television ads.
Several weddings have taken place on the pier.
City Channel 15 used the pier for television filming.
Pier used by sailing organization for viewing of vessels.
Sunsets at Pier 60.
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General Statistics for the period April 1994 to April 1996:
Actual General Admission Revenue was $122,734, for an estimated 245,468 walk on
customers.
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piER 60 BUSINESS PLAN PAGE 8
Actual Fishing Admission Revenue was $144,678, for an estimated 36,169 fishing
customers.
Actual Fishing Pass Revenue was $13,143, for an estimated 25 yearly passes, 50
monthly passes and 120 weekly passes.
Market Environment
Pier fishing has become a popular alternative to fishing from boats, W1ich can be very
costly. We are poised to meet the increase activity wjth intensified and accelerated
marketing of the pier. The pier provides recreational opportunities to people of all ages
who wish to fish the waters of the Gulf of Mexico.
Service and Equipment
The pier is staffed by a professional team, that can meet all of the neElds of the
customers using the facility. Maintenance of the fishing pier is provid(~d by the Marine
Department marine service section.
To support the Marine Service Section in the maintenance of the pier and other city-,
owned facilities, the following floating equipment is available:
Twenty-five foot tug boat.
Thirty-three foot barge with hydraulic crane,
Nineteen foot utility outboard boat.
Pricing and Profitability
Pricing for the fees, goods, service and rental equipment for the pier, are administratively
controlled by the Harbormaster, with notification of changes to the City Manager. Our
current pricing structure is competitive with other piers within Plnellas County and the
pricing structure is reviewed annually.
Customers
Current and past customers of the pier have indicated that they are satisfied with tile
facility and the service that is provided.
Management
Management for the facility is under the direct control of the Harbormaster. He is
assisted by the Assistant Harbormaster and Recreation Pier Supervisor.
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PIER 60 BUSINESS PLAN
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Financial Resources
The present pier construction was financed by the "Penny for Pinellas" infrastructure tax_
The current estimated value of the pier is approximately $2,090,741_
The operational and maintenance funds for this facility are from user fees, equipment
rental, sale of goods and service. Revenue in access of actual expenditures will be
placed in the general fund. The change funds maintained at the pier are the cash
register drawers and roll coin cash fund. These funds have a combined total of $500_
Program revenues at Mid-Year for FY 95/96 are projected at $243,300 and expenditures
are projected at $325,740. The projected revenues for FY 95/96 were reduced from
$344,410 to $243,300. Pier 60 revenues are lower than projected because of the
severe weather during the winter months, outbreaks of red tide and constructjon of Pier
Park which partially blocked the entrance to the pier,
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PIER 60 BUSINESS PLAN
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OBJECTIVES
The primary objectives of the Pier 60 Business Plan are:
#1 OBJECTIVE'
Maintain the pier as a city ojJerated jishingpier f/7at produces rel/emle tIJat meets or exceeds th; eXjJelzdimres Ilthepiet:
Also, i!tJ'ure that the city receilJesfair market tlZMij,t}/elzt:
STRATEGIES
CHANGE PIER FROM ENTERPRISE FUND TO GENERAL FUND
Change the fishing pier from an Enterprise Fund to a General Fund. The pier would
remain under the operational control of the Marina Department with this strategy. This
change will delete all the interfund transfer charges from Administration, Parks & Marina.
The total interfund amount for FY 95/96 was $63,520. The Marine Df3partment will
continue to provide administrative support and maintenance of the piBr by the Marine
Service Section. This section has the equipment and expertise to maintain the pier. The
pier Equipment Service and Repair 462 Code will be increased to pay for maintenance
equipment. The code will be increased by $20,000 in the first year and increased by a
small percentage in the other years of the plan. This change should put the pier in a
positive status during the years of the plan.
ADD HOURS TO PART TIME PIER EMPLOYEES
Increase pier part time employees hours by 10 hours per week for 52 weeks at an
estimated cost of $4,775. The hours will be used for clean up service to the pier, which
had been done by the Parks Department in FY 95/96 at a cost of approximately $10,785.
It is more cost effective to have the pier part time employees clean the pier. With this
strategy, there is a saving of approximately $6,000 in the first year of the plan.
#2 O~TECTI1/E:
Incre(ue pierrelJenue 5~/o each)'earfrom S290.000 in
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t1J iaJ1]eat'ri'tl]ej)/aJz.
STRATEGIES
ADJUST MARK UP OF PIER MERCHANDISE
Merchandise sold at the pier will have a mark up of at least 33%. A monthly inventory of
all merchandise will be made by the Pier 60 Supervisor to insure that percentages are
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correct and to record shrinkage. The Pier 60 Supervisor will make recommendations to
the Harbormaster for price adjustments.
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MAINTAIN HIGH TURNOVER MERCHANDISE
The pier will continue to sell items that have a high turn over. Items left on the shelf for
several months, will be returned for a credit. Merchandise stocked at the pier will be items
that customers request and high turnover items.
N07E: Pier rewnue is impacted l!J weather and other factors not under the control of the Marine Departmem:
#3 OBJECTIVE:
Continue to operate thepier under the control r!! the Marine De;,bartmel17, maintenance beingprovided tbe
Marine S eroice Section to inslire that the pier continlies to be a shmJJ/Jiea} Ofl CleanlJater Beach.
STRATEGIES
ADMINISTRATIVE SUPPORT FROM THE MARINA OFFICE
The Marina office will continue to provide administrative support to the pier, even though
it is under the general fund. The administrative support of the pier will include
supervision by the Harbormaster and Assistant Harbormaster.
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MAINTENANCE SUPPORT FROM MARINE SERVICES SECTION
The Marine Service Section will continue to respond to the maintenance needs of the
pier. Due to their marine expertise, they are best suited to meet the marine demands of
the pier. The increase in funds in the Equipment Service and Repair code Should cover
costs for maintenance items.
#4 OBJECTIVE:
Provide blidgetedflinds to insure that the pier is maintained throughotlt theyears ~fthe1Jian as a General Ftmd adivi[v.
STRATEGIES
BUDGET ADDITIONAL MAINTENANCE FUNDS
Budget an additional $20,000 in the first year of the plan in the Equipment Service and
Repair expense code.
Establish a CIP with $20,000 in the remaining years of the plan. These funds will help to
insure that the pier has revenue for maintenance.
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#5 OBJECTIVE:
11lSure that the pier iJ- iVtJlpetitil)e )lJith other jishingpim i1l the am;,
STRATEGIES
CONDUCT ANNUAL SURVEYS OF OTHER FISHING PIERS
An annual survey of other fishing piers will be conducted by the Pier EO supervisor. The
survey results will be reviewed with the Harbormaster, who will make adjustments
needed to pier charges. All changes will be reported to the City Manager.
#6 OBJECTIvE:
Contirme an extm.riue campaign to market and prvtJIott? the pier to dti~'1ns and tOllrists and lakefull advantage if the
fadlity.
STRATEGIES
ADVERTISING
Continue to advertise in fishing publications and provide fishinglactivi:y information to
local newspapers and radio stations.
MARKETING STRATEGY
See Marketing Strategy Section.
#70BJECTIT/E:
Continue ammal cm1{)JJ1er semice and safe!)' training/or pier e7llplj~vee\ to insure tiie highest kvelofstandards qfsajety
and customer Jcrvia?,
STRATEGIES
CUSTOMER SERVICE TRAINING
Each Pier employee will receive customer service training on an annual basis. Customer
service will also be discussed at monthly supervisor meetings.
SAFETY TRAINING
Employees of the Pier will receive first aid refresher training and attend other safety
classes, as directed.
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OTHER TRAINING
Other training will be scheduled for Pier employees, as needed, during the years of this
Business Plan.
PIER 60 GOALS FOR FY 96/97
To increase total Pier 60 revenue in FY 96/97 to a level of 5% higher than the actual
total revenue for FY 95/96 within the approved budget level and staffing.
To increase the number of fishing tournaments from four to six during FY 96/97 ~
within the approved budget level and staffing.
Rationale
By placing the pier under the general fund, the service charges from administration,
Parks Department and Marina will stop. By increasing the hours of pier part time
employees to clean the pier, there is a savings of $6,000. These charges were $63,520
this fiscal year and by eliminating the charges, the pier can operate in the black. The
difference between revenue and expenditures will go into the general fund. The
equipment and Service repair code will be increased by $20,000 in the first year and a
CIP with $20,000 each year will be established in the remaining years of the plan to
maintain the pier.
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Building and Maintenance charges, other than air conditioning service, is not
recommended for maintenance of the pier because they do not have the employees to
maintain the pier and the fact that the costs for their services are estimated to be
$31,000.
Return on Investment
Under the General Fund, the city will receive a return on its investment on the pieL
Eliminating service charges from pier expenditures should put the pier in a positive
status.
Financial Objectives
To better understand the financial objectives for the pier, we need to look back over the
past two year and the current fiscal year at revenue and expenditures. Listed below are
actual revenues and expenditures for FY 93/94, FY 94/95 and amended Mid-Year for FY
95/96.
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Revenue FY 93/94 FY 94/95 FY 95/96
Fishing Admissions 46,169 75A26 59,500
Rod Rental 11,907 17,107 14,100
General Admissions 32,207 65,982 59,500
Concession Sales 15,986 36,359 30,000
Bait Sales 16,206 29.151 22,100
Tackle Sales 18,720 31,651 25,900
Cigarette Sales 2,177 4.619 4,000
Vending Machine '13,745 33,269 18,600
Fishing Passes 4,093 6,019 7,000
Other General Rev 3.645 5,975 3,000
Revenue Totals 164,855 305,558 244,300
Expenditures
Personal Service 91 ,294 146,808 152220
Other Operat Exp 108,466 '165.662 158,660
Internal Service 4,331 5,048 4,210
Capital 0 0 7.720
Debt Service 1,893 3.711 2,930
e Expenditure Total 205,984 321229 325,7 40
Expenditures of Total
Revenue 124.9% 105.1 % 133.:1%
Financial Goal
Our financial goal is to maintain the pier as a revenue producing activity that meets or
exceeds expenditures. Revenues for the pier should increase in each year of the plan.
Position for Growth
OUf position for growth is good, and can be accomplished with the following in mind:
Understanding our customers, both fishing and non-fishing.
Understanding the needs of the fishing community,
Rates charged must be sufficiently competitive to attract and retain customers.
Balance goals and objectives.
Maintain a highly qualified and customer service trained staff to deal with citizens and
customers.
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View of fishermen cutting bait
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PIER 60 BUSINESS PLAN
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MANAGEMENT
PIER 60 TEAM
The Pier 60 team is made up of the Harbormaster, Assistant Harbormaster, Recreation
Pier Supervisor and Pier 60 Marine Facility Operators. The organizational chart for the
pier is attached as APPENDIX 1.
PIER 60 TEAM RESPONSIBIUTlES
Harbormaster
As Department Director for the Marine Department, supervise the overall operation of
the pier.
Approve new innovations, rate changes, and operational practices for the pier.
Monitor Submerged Land Lease for the pier.
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Identify areas for future growth with the pier.
Plan for the future with regard to the pier complex.
Maintain the pier as a city-owned facility.
Assistant Harbormaster
Assist with endorsements, suggestion and recommendations on the operation of the pier
to the Harbormaster.
Submit suggestions for on new innovations for the pier,
Assist with the identification of areas for future growth with the pier
Monitor the operation of the pier,
Assist with the maintenance and safety of the pier..
Recreation Pier Supervisor
Supervise the daily operation of the pier.
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Submit suggestions and recommendation on the operation and maintenance of the pier
to the Harbormaster and Assistant Harbormaster.
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Submit suggestions for new innovations for the maintenance and operation for the pieL
Control and account for all pier inventories.
Insure that weekly inspection of the pier are conducted and that repairs are made as
soon as possible.
Submit suggestions on inventory levels and profit margins.
Submit suggestions on promoting the pier and revenue enhancementR
Assist with the ide,ntification of areas for future growth with the pieL
Marine Facility Operators
The Marine Facility Operators for the pier collect user fees, sell fishing supplies, assist
customers, maintains rental rods & reels and provides information of fishing rules and
regulations.
Assist customers with repairs to customers fishing equipment.
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Maintains the pier is a clean, safe and pleasant environment for our customers.
Assist the Pier Supervisor with the daily operation of the pier, as directed.
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Submit suggestion for improvements in pier operations.
Additional part time employee hours are needed to properly carry out the goals and
objectives of this business plan. The increased hours for garbage service on the pier will
require an additional 520 hours per year.
Marine Advisory Board
The Marine Advisory Board is made up of highly qualified members of the marine
community who act as advisors to the City Commission on the municipal marina. They
are appointed for a four year period by the City Commission. They advise the
commission on matters regarding the Marine Department..
Conclusion
The strength of the Pier 60 Team stems from the combined expertise in both
management and technical areas, which has produced excellent results over the past
years The current Recreation Pier Supervisor and Marine Facility Operators have over
75 years of fishing experience.
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PIER 60 BUSINESS PLAN ___________ PAGE 18
The leadership and alignment characteristics of the Pier 60 Team have resulted in broad
and flexible goal setting - to meet the demands of the fishing community and our citizens
and customers. This is evident when the team responds to situations requiring new and
innovative capabilities.
Under the General Fund, the pier should be able to generate the revenues needed to
keep It in the black.
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SE~VICE DESCRIPTION
Pier 60 is ideally located on famous Sparkling Clearwater Beach. It i~ one of the best
equipped and most attractive fishing piers in Florida and offers access to fishing
activities, fine dining, shopping, entertainment and outstanding white :3andy beacheSo
The pier is a multipurpose facility that is open twenty four hours a day seven days a
week. It is staffed by employees that are skilled in providing "Excellent Customer
Service". Our employees take pride in meeting the requests of our citjzens and
customers.
Current Pier 60 Customer Service
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~ Trained staff to meet all customers needs
.~ Up to the minute weather conditions at the pier
~ Shaded, covered pavilions
~ AudioNideo Security system
~ Reasonable user fees
~ Reasonable equipment rental rates
~ Daily, weekly, monthly and yearly fishing passes
~ Full service bait and tackle shop
~ Fishing rod repairs
~ Snack bar
~ Fishing tournaments
~ Sightseeing
~ Telescopes for beach viewing
~ Easy access to public transportation
~ Rest rooms
~ Pier open 24 hours a day, seven days a week
The pier is recognized throughout the fishing community as a family oriented facility, that
is professionally managed and very responsive to the needs of customers, citizens and
visitors. All the needs of the fishing public are met at the pier.
Pay Back
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The pay back to the city will be in high citizen and customer satisfaction and the fact that
the facility provides a valuable service to the community. Additional pay back will be to
the new Pier Park, now under construction, that will benefIt from the returning customer
and visiting tourist.
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PIER 60 BUSINESS PLAN
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Useful PUrpose and Benefits
The pier provides a useful purpose and benefit to the fishing community. This facility
provides a safe and enjoyable location to fish and it can be enjoyed by fishing public,
non-fishing public and visiting tourists. These combined capabilities provide a great
atmosphere for customers.
Features Highlights
The pier facility is extremely attractive, well maintained, meets all the requirements of the
Americans with Disabilities Act (ADA) and provides a valuable service to the community"
The pier offers a location to spend some relaxing time fishing, sightseeing or doing
nothing at all.
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Key Benefits of All Services
The major benefit of the pier is that it is a fishing facility which is an asset to the City of
Clearwater.
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customer Satisfaction Survey
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A customer satisfaction survey was completed in FY 93/94 and FY 94/95. In F-"Y 93/94,
the survey showed that 87% of all customers rated the pier as "Excellent" and in Fy
94/95, the survey showed that 99% of all customers rated the pier as "Excellent/Good" c
Customer Satisfaction is Defined as:
Customer Service - the dependability and overall quality of execution of our programs,
maintenance, and customer support functions.
Customer Programs and Service - the ongoing identification of extemal customers
needs and the development of new programs and services to meet those needs,
Organizational Effectiveness - the maximum utilization of organizational response and
the reduction of operational obstacles to efficient and effective customer service
execution.
Employee Quality - the development of quality service through training and education of
our employees.
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Other Planned Services for the Business Plan Years
We plan to continually develop new methods to Increase revenue and enhance our
customer service. Planned service include:
1. Increasing fishing tournaments each year of the plan.
2. Installation of bar code scanning cash register
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MARKET ANALYSIS
At the present time there are seven (7) fishing piers located within Pinel/as County"
Fishing Piers:
City of St. Petersburg Municipal Pier
St. Petersburg, FL 33701
City of Clearwater Municipal Marina Pier
25 Causeway Blvd.
Clearwater, FL 34630
City of Clearwater Big Pier 60
1 Causeway Blvd.
Clearwater, FL 34630
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North Skyvvay Fishing Pier
10501 Sunshine Skyvvay Bridge
St. Petersburg, FL
Redington Long Pier
17490 Gulf Blvd.
Redington Shores, FL
Gulf Pier
Fort Desoto Park
St. Petersburg, FL
Bay Pier
Fort Desoto Park
St. Petersburg, FL
Market Definition
The key points in defining the market segment for fishing pier operations is to provide a
facility that meets the concems of the fishing community and visitors. Lecal fishermen
are looking for a clean, safe and well maintained facility. The fishing facility should be
staffed by trained professionals with extensive knowledge of fishing in the area.
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The pier's ability to operate and provide a service to the fishing community is a positive
asset for the City of Clearwater.
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PIER 60 BUSINESS PLAN
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The stability of the fishing pier market segment is steady and based on past years trends,
which should continue over the next five years. Leading fishing publications agree that
the trend for pier fishing will increase in future years.
Strengths
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The strengths of Pier 60 are:
Ideal location on Clearwater Beach.
Nearly new Facility, which is fully air conditioned.
Pier open 24 hours per day, seven days a week.
Easy access from major traffic arteries.
Easy access to public transportation.
Access to sparkling public beaches.
Snack bar.
Pleasant atmosphere with benches & covered pavilions.
Excellent customer service.
Staff displays a strong spirit of cooperation.
Pier meets Americans with Disabilities Act (ADA)
Attractive fishing and rental rates.
Attractive tackle prices.
Excellent variety of merchandise.
Pier is in excellent condition and well maintained.
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In marketing, our most powerful asset are:
Facility.
Location.
Management.
Reasonable Cost.
Hours of operation.
Cooperation.
Weaknesses
The weaknesses of Pier 60 are:
Parking is limited during certain times of the year. Currently, there are no dedicated
parking spaces for fishermen using the pier. They must park in the pier 60 lot and pay for
parking at the fishing pier.
Parking at night for fishermen. The Pier 60 parking lot closes at 1 am. In the past,
overnight fishermen had to move their cars into the marina lot at 1 am, which was a
problem. Recently, the Marine Department corrected this difficulty with the assistance of
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piER 60 BUSINESS PLAN___._._. .________._______PAGE 26
the Police Department. Late night fishennen can leave their vehicles in the lot with a
pier 60 parking permit in the window of the vehicle.
Many pier customers have commented on the parking difficulties"
Opportunities
A major opportunity exists with the fishing community in making Pier t30 their pier of
choice. The pier has great potential in each of the next five years.
Unexplored Opportunities
Explore the opportunity for Federal and State grants for fishing piers and waterway
environmental improvements.
CUSTOMERS
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THE EXTERNAL CUSTOMER is our daily service focus. It is our objHct to meet and
exceed all reasonable needs of our extemal customer and to make pJssible
expanded/enhanced services through a bigger, more professional and cost effective
operation.
OUR EMPLOYEES AND STAFF are the key to our success. It is our objective to select
the best personnel, provide the best training, communicate our goals and objectives, and
build them into a cohesive team capable of meeting the demands of the facility and new
challenges.
THE CITIZENS OF THE CITY OF CLEARWATER are our owners and the body we
answer to ultimately. The City Commission serves as their trustees and as the Board of
Directors. It is our objective to provide a safe, professionally run municipal pier facility
that our customers can be proud of.
OUR INTERNAL CUSTOMERS are a vital element in the successful '3xecution of our
extemal customers. Other city departments play an important role in assuring our daily
and long tenn success. It is our objective to effectively communicate our needs, build
healthy relationships, and demand excellence in all our services.
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Communication is the link between customer groups. It is the key to understanding and
a successful execution of our business plan. Only when all customer woups understand
the differing view point and reasonable needs of others can a balance be reached which
meets the objectives of all involved. Quality is a fundamental commitrnent of the pier and
to provide it in all our services to customer groups.
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A customer satisfaction survey is planned for each year of this business plan, The
objective of the survey is to identify the demands of our customers and to respond to
them. On each survey, at least one suggestion'Nlll be adopted by the Pier 60 Team.
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Customer Ust
Currently, there is no customer list other than the names of fishermen with passes. In
the future, a list of all customers taking part in special events and fishing toumaments will
be maintained.
COMPETITION
FISHING PIERS:
There are seven (7) fishing piers located within Pinellas County. At the present time, the
only other fishing piers within a twenty-five mile radius of Pier 60 are the Redington Long
Pier, a commercial fishing pier with prices structured similar to Pier 60, and the free
fishing pier at the east end of the Clearwater Municipal Marina. Due to the location of the
pier, our reasonable rates, our Pier 60 Team, our goal of "Excellent Customer Service"
and our relationship with the fishing community, the pier has limited competition within
Pinellas County.
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MARKETING STRATEGY
The Pier 60 marketing strategy to enhance, promote and support thE fact that this facility
is unique in the Clearwater and surrounding area and that this facility is professionally
maintained and managed and that it provides a service to the community.
Comprehensive Plan
The overall marketing plan for the pier is based on the following:
~ The facility will be multi-purpose, serving the diverse needs of the community which
are fishing, sightseeing and photography.
~ The segments of the market we plan to reach are both the fishing public and non-
fishing public.
~ The distribution channels we plan to use to reach the market segmEmt are: local
newspaper advertising, advertising in locally distributed fishing infor'l1ation
publications, new releases, word-of-mouth within the fishing community, local
radio/television promotional spots and City of Clearwater Channel 15 public service
television.
~ We plan to capture a large segment of the youth market by promoting "Kids Day
Fishing Tournaments".
~ We plan to capture a large share of the market by aggressively promoting excellent
customer service, reasonable fees & rental rates, and an excellent maintain facility.
To prove the value of the pier, we can:
1. Promote the facility as much as possible, within approved budget restraints.
2. Demonstrate its effectiveness to citizen of Clearwater and the fishing and non-fishing
community.
3. Operate the pier as effectively as possible, within approved budget restraints.
The need for the fishing pier in the local area is demonstrated by the fact there are no
other facilities within a 25 mile area radius than can provide the same IEwel of fishing
service.
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PIER 60 BUSINESS PLAN
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positioning
Pier 60 is seen by the general public and the fishing community as a real asset to the
City of Clearwater. Users of this facility have the perception that the pier is well manaqed
and ideally located for many activities. Its unique advantages can be exploited, In terms
of marketing advantages, the facility can be used to satisfy customers at a high level of
approval.
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Reposition the Competition
We can reposition our competition by insuring that our customers receive excellent
customer service, maintain the facility to high standards, continue to train the Pier 60
Team and provide competitive market rates.
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Marketing Responsibilities
Marketing of the pier will be the responsibility of :
Harbormaster
Assistant Harbormaster
Recreation Pier Supervisor
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Each position will pursue the measures of this Business Plan in marketing the pieL
Pricing & Profitability
The prices for goods and services are determined by surveys on charges by other
facilities. Compared to the competition on goods and services, our prices are
reasonable. There are no increased seasonal charges for the pier. The charges are the
same year round. Customers will pay the existing charges and recommended increases
because of the location of the pier and the quality of service and/or goods that are
provided.
Margin Structure
Discounts
Purchases for resale or maintenance/operations for the pier will be paid on time, so that
discounts can be taken advantage of.
Yearly pass holders receive a 10% discount on fishing tackle.
Family pass holder receive a 10% discount on fishing tackle.
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PAGE 30
Spouses of weekly, monthly and yearly pass holders receive a 50% discount off regular
pass prices.
The Harbormaster will adjust certain fees rates for special conditions, such as group
rates for visitors and fishing toumaments. The discount authorized by the Harbormaster
can not exceed the approved current rate by 15%.
Current Pier 60 Charges
Walk on Admission Fee
All Customers
$.50
Rod and Reel Rental Fees
A daily fee of $6.50 is charged for each outfit which includes rod, reel, line, sinker, hook
and beads,
Daily Fishing Fees
Adults S5.35
Seniors & Clearwater Residents $4.45
Students with 1,0 $2.50
,e Weekly Passes
Adults $20.00
Seniors & Clearwater Residents $18.00
Students with 1.0 $10.00
Monthly Passes
Adults $40.00
Seniors & Clearwater Residents $34.00
Students with 1.0 $20.00
Yearly Passes
Adults $180.00
Seniors & Clearwater Residents $144.00
Students with 1.0 $ 90.00
Family Passes
The first member is $180, spouse $90, and all children $90 for a totalJf $360 for
unlimited fishing for the entire family in a calendar year, plus a 10% discount on any
tackle purchases.
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The annual pass allows unlimited fishing in a calendar year and offers a 10% discount on
all tackle purchases. The monthly pass allows unlimited fishing in a specific month with
no discounts, the weekly pass allows unlimited fishing for 7 days within a 30 day period
"COM'.1rTTED TO EXCELLENT CUSTOMER SERVICE"
PIER 60 BU:~~S~~LA~her discounts. The daily pass allows ~niimit~d fi;h-ing during-~2X~~~~~eriOd re)
with no discounts.
SEWNG TACTICS
CURRENT SELLING METHODS
Current activities that are used in marketing the pier are direct calling, telephone,
advertising in local newspaper, new releases, tide chart handouts, radio information
spots and advertising in locally distributed fishing publications.
TELEMARKETING
The telephone directory will be used for providing information on the pieL
The following will also be used:
Video Bulletin Board
Follow-up calls
Inquiry response on service
Kiosks
Internet
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DISTRIBUTION
The pier will use several different distributions channels.
The determining factors in choosing these channels are:
Customer profiles.
Location.
Seasonal concerns with the winter visitors.
Efficient use of budgeted funds.
METHOD
The primary means of distribution will be through advertising, tide information cards and
pier information pamphlets. Tide cards & pamphlets will be placed at:
Marina Office Counter.
Marina Fuel Dock.
Chamber of Commerce Welcome Centers.
Annual City Expos.
Local Businesses.
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Additional information will be distributed through the City's Silver Image Kiosk located in
local malls and other locations within the city. By using several methods, the pier will
have more options with which to respond to special needs from citizens and the fishing
community.
COVERAGE
Target areas are the fishing community, which have the highest intemst in the facility and
the services provided. Because our distribution network is already set up and in use,
customers can enjoy our services now. This will in turn increase the returning customer
and customer satisfaction.
CUSTOMER SERVIICE
The Pier 60 Team appreciates the support of the Police Department, Fire Department,
U.S. Coast Guard and Pinellas County Sheriff Department Marine Division in responding
to emergency calls. The pier telephone is staffed 24 hour a day to take messages and
provide information to customers. Telephone calls that require follow-ups are returned
within 24 hours.
ADVERTISING AND PROMOTION
The Pier 60 Team recognizes that the key to success requires extensive promotion. This
must be done aggressively and on a wide scale. To accomplish our ~oals, we require a
extremely capable staff for advertising. We plan to advertise in localllewspapers and
fishing trade magazines. Advertising will be accomplished within the approved budget
for the Marine Department Pier 60 Division. Current outlets for advertisement are:
Local Newspapers
Tide Tables Press Corporation
Sun coast Fisherman Guide
Advertising and Promotion Objectives
The advertising and promotion objectives of the pier are:
.". Position the pier as the leading fishing pier facility in the local area 81d west coast of
Florida.
.". Increase awareness of pier as well as name recognition among customers and the
fishing community.
.". Develop significant information for immediate and long-term marketing plans"
.". Create product advertising supporting the customer service goal of 'Excellent
Customer Service" motto.
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PIER 60 BUSINESS PLAN
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'? Coordinate literature, material, programs, and direct response promotions in order to
improve our overall promotional campaign.
Media Objectives
Gain awareness of the pier as a facility that is run in a very professional, completely
reliable, and highly responsible manner.
Maximize efficiency in selection and scheduling of publications that cover the pier in
several markets.
Media Strategy
Position the pier in quality publications that are consistent with our objectives
Select primary business publication with high specific market penetration"
Schedule adequate frequency to impact the market with messages and stories on the
pier.
Select specific media to reach several markets.
Position advertising at welcome centers and community centers.
Special high-interest fishing community publications.
Maximize advertising life with monthly and weekly publications.
Maximize use of City of Clearwater public relation media efforts.
To get the most out of our promotional/advertising budget, our media coverage will be
focus on the fishing community.
An advertising campaign will be built around how great the Pier 60 facility is, beginning
with our goal of "Excellent Customer Service" and supporting it with advertisement':> that
reinforce a positive message. Importantly, a consistent reach and frequency will be
sustained throughout all the years of this Business Plan.
Advertising Campaign
The best way to reach potential customers is to develop and continue an intense
advertising campaign promoting our basic premise that the pier is a full service facility,
managed by a professional staff, with a goal to provide excellent customer service.
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To maintain our image, as one of the finest fishing piers within the State of Florida.
Pier 60 advertising will convey the look and feel of relaxed "get away from it all" pier,
which is located on the sparking waters and white sandy beaches of Clearwater Beach,
The customer mindset, as described in "Marketing Strategies" is to get the best return for
their recreational/leisure dollars, while using a great facility.
Ideally, after becoming familiar with the pier the customer will:
· Become a frequent user.
· Become a returning visitor.
Share their positive information about this facility to others In the fishing community and
suggest they take advantage of this great facility,
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Because the pier is an important asset to the City of Clearwater, it is important to develop
a promotional campaign that is consistent and easy to understand. Accordingly, we
have created a system of research and response to insure the maximum benefit of our
advertising dollars. We will develop an advertising history that measures publication
effectiveness and counts the number of inquiries for a particular ad. Advertisement sizes
will be varied, measured for effective differences and calculated by the number of
responses per investment in advertising.
Preliminary Media Schedule
Our current advertising budget is $3,000. Due to the seasonal natum of our tourist and
the fishing community customers, advertising will be increased during certain times of the
year. It is projected that $3,000 in each year of the Business Plan will accommodate Pier
60's advertising needs.
Promotion
In addition to standard advertising practices, we will gain considerable recognition
through public service announcements. Reports and papers will be submitted to trade
journals for publication.
Pier 60 Pamphlet
APPENDIX 2 is the current pamphlet on the pier. This pamphlet portrays the pier as an
attractive facility and includes:
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Rate information.
Discount information.
Services information.
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PIER 60 BUSINESS PLAN
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Mission Statement.
Investment in Advertising and Promotion
For the past two years of operation, $5,321 was spent on advertising. The advertising
budget for FY 95/96 is $3,000 and will be maintained at that level to insure adequate
funding throughout the years of this plan. The planned advertising expenditures are
necessary to meet the specific goals of promotion of the pier.
The cost of advertising is very reasonable when compared to the projected revenue.
Advertising expenditures are on the low side when compared to the industry average
because we want to hold down costs as much as possible. The pier can also take
advantage of public service messages and free announcements.
PUBUC RELATIONS
Close public relations will be maintained throughout the years of the Business Plan. This
will position the pier at the leading edge of providing a multipurpose fishing facility for the
community and visitors. I,e:
We will also increase awareness and recognition among customers in the area and
tourists visiting Florida. To insure a good public relations effort, we will:
~ Maintain a sustaining public relations effort, with ongoing contact between
newspapers and the fishing community.
~ Maintain a regular and consistent update program for the major target medias,
keeping employees abreast of all fishing related programs and new innovations in pier
management.
~ Continue to provide information to the Parks & Recreation "Communique" that is
distributed throughout the city's community centers.
~ Continue to work on a regular update program for the city's Silver Image Kiosk.
Press Releases
We will develop a series of regular press releases on the pier and prepare special press
releases for each new activity introduction, major events, awards and recognition for
performance, etc. A photo of the event will be included with the press release, when
possible. Ie)
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Newspaper Staff Visitations
Each year, we will invite newspaper and local television/radio reporters to visit the pier for
a story on the facility. During each visit, each of the reporters will receive a complete
facility tour and an opportunity to interview the Harbormaster. Assistent Harbormaster,
Recreation Facility Supervisor and/or other members of the Pier 60 Team. If possible,
demonstrations or activities will be coordinated with the Visit
Relationships
The Pier 60 Team has formed some very important relationships with the marine and
fishing community and organizations, such as:
Other City Departments
U. S. Coast Guard
U. S. National Oceanic and Atmospheric Administration
Local media
State of Florida, Department of Environmental Protection
Florida Marine Patrol
Pinellas County Sheriff Department Marine Division
Pinellas County Artificial Reef Construction Group
Sunsets at Pier 60
Clearwater Chamber of Commerce
Clearwater Beach Chamber of Commerce
Clearwater Marine Science Center
A strong spirit of cooperation will be continued with these groups and expanded to
include other groups and organizations.
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Beach View of the pier
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FINANCIAL PROJECTIONS
Projected 5-Year Program Statement is attached:
The projected 5-year program statement projected revenues and expenditures for each
of the five years of the Pier 60 Operations Program. These projections are based on our
past experience in the operation of the pier. The projections are based on the pier being
operated as a General Fund operation, under the control of the Marine Department It
includes $20,000 each year for maintenance of the pier. Also, included is the
percentage of expenditures vs revenues for the pier. Revenues saved each year will be
deposited into the General Fund. Pier revenue is projected to be increased by 5% in
each year of the plan.
Balance Sheet is attached:
The balance sheets list the assents and liabilities of the pier. Equipment include bait
tanks, freezers, pumps and building furniture. Depreciation and appreciation on the
pier/baithouse and equipment is not included in the balance sheet.
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PIER 60 BUSINESS PLAN
PAGE 39
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PIER 60 OPERATIONS
PROJECTED RVEYEAR PROGRAM STATEMENT
Revenue FY 96/97 FY97/98 FY 98/99 FY 99/2000 FY 00/01
Fishing Admissions 71,515 75,090 78,845 82,705 86,925
Rod Rental 16,240 17,050 17,905 18,800 19,740
General Admissions 62,640 65,775 69,060 72,515 76,140
Concession Sales 34,510 36,235 38,050 39,950 41,945
Bait Sales 27,665 29,050 30,500 32,025 33,630
Tackle 30,045 31,545 33,125 34,800 36,515
Cigarette Sales 4,410 4,630 4,860 5,100 5,355
Vending 31,580 33,160 34,820 36,600 38,385
Fishing Passes 5,715 6,000 6,300 6,615 6,945
Other Financial Res 0 0 0 0 0
Other General Rev 5,680 5,965 6,260 6,520 6,915
Total Revenue 290,000 304,500 319,725 335,630 352,495
Expenses e
Personal Services 147,070 152,955 159,075 165,440 172,060
Other Operating Exp 117,060 103,385 107,535 111,835 116,310
Internal Services 5,650 6,000 6,500 7,000 7,500
Capital 0 0 0 0 0
Debt Service 0 0 0 0 0
Transfer 0 20,000 20,000 20,000 20,000
Total Expenses 269,780 282,340 293,110 304,275 315,870
Revenue less Expense 20,220 22,160 26,615 31,355 36,625
Expenses % of Rev. 93% 92.7% 91.6% 90.6% 89.6%
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LIABILITIES
e Current Uabilities 165,000 165,000 165,000 165,000 165,000
Short term debt 0 0 0 0 0
Accounts Payable 0 0 0 0 0
Accrued Liabilities 0 0 0 0 0
Long term debt 0 0 0 0 0
Total Liabilities 165,000 165,000 165,000 165,000 165,000
Total Fund Equity 1,994,241 1,994,241 1,994,241 1,994,241 1,994,241
* Depreciation of approximately $55,000 per year is not included in this balance sheet.
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CONCLUSIONS AND SUMMARY
The Clearwater Pier 60 will continue to be an asset to the City of Clearwater and the
fishing community. It will be recognized for professional, friendly service and staff
responsiveness to customers, citizens and visitors.
Pier 60 employees will be highly trained, motivated, safety conscience, and
professionally trained to provide Excellent Customer Service and to adhere to the city's
Principles of Operation.
Under the General Fund, the pier should generate sufficient revenue to keep it in the
black.
The Pier 60 Team will work towards meeting all the objectives and strategies of the
Business Plan.
Customers of pier are our most important asset, and we will take all steps necessary to
satisfy their needs. We will go the extra mile and then some to meet every reasonable
request and suggestion.
This business plan should carry the pier through the next five years. Employees will do
their best to follow all the objectives and strategies of the plan.
"CONNITTED TO EXCELLENT CUSTOMI!!R SI!!RVlCE "
e
e
e
PIER 60 BUSINESS PLAN
PAGE 4Z
APPENDIX
"COMMrrTEO TO EXCELlENT CUSTOMER SERVICE"
.
Appendix #1 Organization Chart
City of Clearwater Pier 60
.
Recreation Pier
Supervisor
1.0
Marine Facility
Operators
4.0*
* Equivalent to fulltime
~
.
1 CAUSEWAY BOULEVARD
CLEARWATER. FLORIDA 34630
(813) 462-6466
OPEN 24 HOURS - 7 DAYS A WEEK
(Closed on Christmas Day]
~ . ~~~~~~~h:
~.. ...:.~ .' .
~.""....'",c_
~,~' <;~/
.'
ROD RENTALS
BAIT & TACKLE
COVERED PAVILION'S
SNACK BAR · RESTROOMS
TELESCOPES
NO FISHING LICENSE REQUIRED
KEEP YOUR CATCH
IJe
ON
~.\?!t .
~"'.
Cl 16;1~ ~:il\A!4i\51 0\\ "i(ij;:::;a !E5lEACH
-.J _.1k~:>,/"~~ ), ~.-:f b [?'h I~ t:',",-:.o:r-~ I~J:-.-
~~....:;;":';".,.~~...,-.
1 CAUSEWAY BOULEVARD
CLEARWATER, FUJJ:l~Dj.\ ~34630
(813] 46~~.,6466
OPEN 24 HourIS, 7 Dt\YS l\ \NEE\(
(Closed on Chri[;r.ma,:; D;::;V]
~:::::::'~~~;:':::'::~:;~O:'~~~~",
r~ 0 rr'il if,;;.j ,:~ '\ n' ~<~,
nUl. ~!l;..11,. rI ~l>
~
COVERED Pi:\:~1[F1JD[i'WS
SNACK BiJ\kI " RE,Si,'n:100MS
"NO FISHING
"~:~~~::
::::::.-.
Oail,/, weekiy, mClith!y micl
available. There is a ~G l~['
r}i:.jt~f:.;es ar~E
, .
:.",(!\"", -;!;-. ':";I.J(j
"Clur )Hi-:':S/rYi
'1UC1/ity
set fisfuf ct/() f// i>--;
DAilY FISHING FEES
ADULTS
SENIORS &
CLEARWATER RESIDENTS
STUDENTS WITH 1.0.
WEEKLY PASSES
ADULTS
SENIORS &
CLEARWATER RESIDENTS
STUDENTS WITH 1.0.
MONTHLY PASSES
'..AOUL TS
.,: ;3~NIORS &
r....CLEARWA TER RESIDENTS
.....ST.UDENTS WITH 1.0.
YEARLY PASSES
..: ADULTS
; SENIORS &
"CLEARWA TER. RESIDENTS
/..-.
...ST49ENTS WITH 1.0.
$ 5.35
$ 4.45
$ 2.50
$20.00
$18.00
$10.00
$40.00
$34.00
$20.00
$180.00
$144.00
$ 90.00
50% Off regular admission for spouses
Please ask abDut our Family Fishing Plan
~;;A;
j~ . Printed on r0cjdnd paper -- 7/95