CC - Item 4B - Award of Contracts - Adult Basketball and SoftballROSEMEAD CITY COUNCIL
STAFF REPORT
TO: THE HONORABLE MAYOR AND CITY COUNCIL
FROM: JEFF ALLRED, CITY MANAGE
DATE: SEPTEMBER 25, 2012 �/
SUBJECT: AWARD OF CONTRACTS –AD BASKETBALL AND SOFTBALL
SUMMARY
During budget meetings in May of this year, City Council authorized contracting
Rosemead's adult sports services. This is consistent with the fourth of five "Guiding
Principles for Fiduciary Responsibility," as incorporated in Rosemead's Strategic Plan
2012 -13, which states, "when in doubt, contract out."
Requests for Proposals (RFP) were solicited for total operations of our adult basketball
and adult softball programs. We received three responses for adult basketball services
and two for adult softball services. Staff reviewed each proposal for completeness,
understanding of the scope of work, relevant experience, demonstrated ability to
conduct all league operations, and program fees. Additionally, reference checks were
conducted for those firms deemed most qualified in each of the two service categories:
• Adult Basketball— Southland Sports Association
• Southland has been operating for nine years and currently runs similar
adult basketball programs for the cities of Glendora, Rancho Cucamonga,
Arcadia, and Baldwin Park. They have the demonstrated ability to operate
every aspect of Rosemead's adult basketball leagues. The cities they
currently serve report no significant issues and consistently rate.their
performance at score of 9 out of 10.
• Participant fees will remain at current levels.
• Adult Softball —Major League Softball (MLS)
• MLS has been serving southern California cities since 1986 and currently
provides similar adult softball programs to 29 cities including Claremont,
Covina, Duarte, and Pasadena. In addition to offering softball leagues,
MLS offers extensive ball field maintenance services. MLS is highly
recommended by all of the cities to which staff spoke.
• Participant fees will be similar to those currently paid by league
participants.
ITEM NUMBER: '
SOUTHLAND SPORTS ASSOCIATION
1822 -A E. Route 66, #437
Glendora, CA 91740
818 -425 -9789
August 22, 2012
Monday Regan
City of Rosemead
4343 Encinita Avenue
Rosemead, CA 91770
SUBJECT: REQUEST FOR PROPOSAL TO OPERATE ADULT BASKETBALL
LEAGUE(S)
Dear Ms. Regan:,
Frank Ortiz, owner of Southland Sports Association, is pleased to present this proposal
to promote, operate, and manage the adult basketball leagues in partnership with the
City of Rosemead.
Mr. Ortiz has 26 years of experience managing adult basketball leagues. Southland
Sports Association will provide the City of Rosemead with a professional, well
organized, and customer service oriented adult basketball program.
This proposal shall remain valid for a period of 90 days from the time of submittal.
Thank you for the opportunity to present this proposal. If you have any questions
regarding this proposal, please feel free to call the undersigned at 818 -425 -9789.
I look forward to having this opportunity to work with the City of Rosemead.
Frank Ortiz, Owner
Southland Sports Association
City of Rosemead — RFP Adult Basketball
August 22, 2012
Page 2
SCOPE OF WORK
Task 1 — Program Marketing and Promotion
Southland Sports Association will promote the basketball program with flyers and press
releases in the City local newspaper. Southland Sports Association will also provide
information for the City brochure. The internet will also be used to promote the leagues.
Task 2 — Administration and Customer Service — 7 days, 52 Weeks
Administration and customer service will be managed by the owner of Southland Sports
Association seven days a week on a year -round basis.
Task 3 — Game Scheduling
All game scheduling, printing and distribution of schedules will be done by Southland
Sports Association.
Task 4 — On -site Coordination
An on -site coordinator will be provided by Southland Sports Association.
Task 5 — Referee Assignments
Referee assignments will be assigned by the owner of Southland Sports Association.
Task 6 — Official Scorer Assignments
Scorekeeper assignments will be assigned by the owner of Southland Sports
Association.
Task 7 — Procurements of Essential Game Materials
All sign -in sheets, score sheets, rosters, and stat sheets will be provided by Southland
Sports Association.
Task 8 — Design, Procurement & Distribution of Awards
Southland Sports Association will design, purchase and distribute all league awards.
City of Rosemead — RFP Adult Basketball
August 22, 2012
Page 3
NAME OF ORGANIZATION: Southland Sports Association
CORPORATE OFFICE ADDRESS: 1822 -A E. Route 66, #437, Glendora, CA 91740
OWNER: Frank Ortiz
TAX IDENTIFICATION NUMBER: 566 -94 -0130
FOR PROFIT STATUS
NUMBER OF YEARS IN OPERATION: 9 YEARS
INSURANCE INFORMATION: West Point Insurance
$3,000,000 General Liability;
$25,000 Medical Insurance for teams.
LEAGUE FORMAT:
Divisions may be determined by a qualification game for the particular division that a
team may want to play in.
Ages will be 18 years and older.
Gender groups will be men and women
Competitive level groups — D (lowest level), C (higher level up), B (highest level)
Height — There are no height restrictions
Seasons: Fall, Winter, Spring and Summer (dates are unknown at this time)
Number of guaranteed games per team per season — 10
Playoff Structure: This will depend on the number of teams registered in the league (i.e.
for a six team league, the top four teams will qualify for the playoffs.
Services provided in support of league
Referees
Southland Sports Association will assign referees for all league games and playoffs.
Internet site access
A website can be developed to provide league standings, player statistics, and league
news.
City of Rosemead — RFP Adult Basketball
August 22, 2012
Page 4
Statistics
Southland Sports Association will provide statistics for each player on the roster of each
team.
Scorer /Timers
An experienced scorekeeper will be assigned to each game.
Awards
Southland Sports Association will provide awards. The type of awards will be
negotiated with the teams at the manager's meeting.
Scheduling
Southland Sports Association will provide schedules to all registered teams. We will
also schedule scorekeepers and officials.
Site Supervision
On -site supervision will be provided by Southland Sports Association's scorekeepers,
officials, and a Southland Sports Coordinator who will also act as a statistician.
Periodically, the owner will evaluate the scorekeeper, coordinator, and referees'
performance.
SOUTHLAND SPORTS ASSOCIATION
1822 -A E. Route 66, #437
Glendora, CA 91740
818 -426 -9789
Basketball League.Costs — (These are estimates)
Insurance - $1,900 per year
Coordinator Fee - $1,500 per 3- league season
Awards — Per 3- league season - $600.00
Basketball League Fees
$375.00 per team for residents (At least 51 % of roster must be residents)
$450.00 per team for non - residents
Each team my must pay $25.00 cash for each game
($20.00 for officials and $10.00 for the scorekeeper)
Profit/loss Statement
Please see attached.
Company References
1. John Aguirre — City of Glendora, Recreation Superintendent
(626) 914 -8236
2. Janelle Hughes — City of Rancho Cucamonga, Community Services
Coordinator (909) 477 -2785, Ext. 2381
3. Clay Lewallen — City of Arcadia, Recreation Coordinator
(626) 574 -5487
4. Armand Nava — City of Baldwin Park, Program Coordinator
(626) 813 -5245, Ext. 330
, 5GHEDULE l:
(Form 1040)
Department of the Treasury
Internal Revenue Service I
..............................
for business use of your home c
OMB No. 1545-0074
2011
Name of proprietor Social security number (SSN)
FRANK M. ORTIZ 566 -94 -0130
A Principal business or_pmhnsrion, including product or service (see insimcbons) 13 Entarcul.fin m Instructions
REFEREE 999999
C Business name. If no sepamte business name, leave blank D EmployerlD number (Elm, (see instrs)
SOUTHLAND SPORTS OFFICALS
E Business address (including suite or room nc.)�
City, town or post office, state, and ZIP code
F Accounting method: (1) X Cash (2) Accrual (3) Other (specify) _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
G Did you 'materially participate' in the operation of this business during 2011 ? If'No,' see instructions for limit on losses. X Yes _0No
H If you started or acquired this business during 2011, check here .............. s
1 Did you make any payments in 2011 that would require you to file Form(s) 1099? (see instructions ) ..................... X Yes . No
J If 'Yes,' did you or will you file all required Forms 1099?. . ....................................................... X Yes No
1 a Merchant card and third party payments. For 2011, enter - 0 .................... 1 a 0. �
b Gross receipts or sales not entered on line la (see instructions) ............... 16 28 754. `
c Income reported to you on Form W -2 if the 'Statutory Employee' box on that :
form was checked. Caution. See instructions before completing this line........ 1c:
d Total gross receipts. Add lines 1 a through 1c ............................ ............................... 1
2 Returns and allowances plus any other adjustments (see instructions) ...... ............................... 2
3 Subtract line 2 from line Id ............................................ ............................... 3
4 Cost of goods sold (from line 42) ....................................... ............................... 4
5 Gross profit. Subtract line 4 from line 3 ................................. ............................... 5
6 Other income, including federal and state gasoline or fuel tax credit or refund
(see instructions) ..................................................... ............................... 6
RW EXperi Enter exp enses
8 Advertising.... ............
9 Car and truck expenses
(see instructions) .............
10 Commissions and fees. . ......
11 Contract labor
(see instructions) .............
12 Depletion ....................
13 Depreciation and section
179 expense deduction
not included in Part III)
(see instructions) .............
14 Employee benefit programs
(other than on line 19) .........
15 Insurance (other than health)...
16 Interest:
a Mortgage (paid to banks, etc) ........
b Other ........................
8
9
10
11
12
13
14
15
31 Net profit or Voss). Subtract line 30 from line 29.
16
16
on
28 Total expenses before expenses for business use of home. Add lines 8 through 27a ...............
18 Office expense (see instructions).........
28
18
19 Pension and profit- sharing plans.........
30 Expenses for business use of your home. Attach Form 8829. Do not report such expenses elsewhere.........
19
506.
31 Net profit or Voss). Subtract line 30 from line 29.
• If a profit, enter on both Form 1040, line 12 (or Form 1040NR, line 13) and on
20 Rent or lease (see instructions):
;W
Schedule SE, line 2. If you entered an amount on line lc, see instructions. Estates
a Vehicles, machinery, and equipment.....
20a
156.
b Other . business property .................
20b
21 Repairs and maintenance. . .............
21
22 Supplies (not included in Part III) ........
22
23 Taxes and licenses .....................
23
24 Travel, meals, and entertainment:
W -,1
a Travel .. ...............................
24a
.b Deductible meals and entertainment
300.
(see instructions). . . ....................
24b
25 Utilities . ...............................
25
26 -Wages (less employment credits) ........
26
_
Z7a Other expenses (from line 48) ...........
-Z7a
28 Total expenses before expenses for business use of home. Add lines 8 through 27a ...............
11 �
28
29 Tentative profit or (loss). Subtract line 28 from line 7 ............................ . ........................
29
30 Expenses for business use of your home. Attach Form 8829. Do not report such expenses elsewhere.........
30
31 Net profit or Voss). Subtract line 30 from line 29.
• If a profit, enter on both Form 1040, line 12 (or Form 1040NR, line 13) and on
Schedule SE, line 2. If you entered an amount on line lc, see instructions. Estates
and trusts, enter on Form 1041, line 3. .
...............
31
• If a loss, you must go to line 32. 1
32 If you have a loss, check the box that describes your investment in this activity (see instructions)
54.
11
1
• If you checked 32a, enter the loss on both Form 1040, line 12, (or Form 10411 line 1 and on All investment is
Schedule SE, line 2. If you entered an amount on line 1 c, see the instructions for line 31. states and 32 a ❑ at risk.
trusts, enter on Form 1041, line 3. Some investment
• If you checked 32b, you must attach Fonn 6198. Your loss may be limited. 32b n is not at risk.
3AA For Paperwork Reduction Act Notice, see your tax return instructions. Schedule C (Form 1040) 2011
FDIZOI12L 1025/11
Protft or Loss From Business
(Sole Proprietorship)
For information on Schedule C and its instructions,.go to www.irs.gov/schedu/ec.
Attach to Form 1040, 1040NR, or 1041; partnerships generally must file Form 1065.
PRIME TIME BASKETBALL ASSOCIATION
Proposal to Operate City
Basketball LeaLyue
City of Rosemead
Ace Lee
8/22/2012
PTBA -17128 Colima Road, Suite 635 Hacienda Heights, CA 91745 (626) 532 -7822. myptba @gmail.com
Ace Lee (626) 536 -6666. ace @acelee.com
Proposal Content
• Name of Organization: Prime Time Basketball Association (PTBA: www.myotba.com .
www.facebook.com /mvptba, www.twitter.com /mvptba
• Business Name: Advanced Capital Enterprises, Inc. DBA PTBA
• Corporate Address: 17128 Colima Road, Suite 635 Hacienda Heights, CA 91745
• Owners: Ace Lee ( www.facebook.com /acelee and Eric Chao ( www.facebook.com /eric.chao
• Other Business Principals: None
• Tax Identification Number: 20- 2509268
• Business Type/ Status: California C- Corporation/ For - Profit
• Number of Years Providing Similar Operation: 10 years (June 2002)
• Professional References for Similar Services:
• Since the beginning of our league in 2002, we provided full scats for participating players.
Our mission is to provide professionally managed year -round recreation basketball
services to community members. Last year, Menehune Basketball Organization
( www.menehunebasketball.com ) contracted us to manage their annual tournament
which was a true compliment to our business model because of our experiences in the
field. For reference, please contact Menehune Basketball President James Miyasaka @
iimmvstunner @aol.com 808 - 782 -8546.
• We, Ace Lee and Eric Chao had been certified California Basketball Officials Association
(CBOA: www.cboa.net basketball officials for 6 years in between San Gabriel Valley Unit
and Foothill Citrus Unit. We have a catalog of certified officials to assign to games and
had been in charge of many tournaments and leagues' official assignment.
o Currently, we are using Best Fit International (BFI, www.bestfit2000.com Shirley Hsu,
manager @ shirlevh@bestfit2000.com 839 -1133 x 129), a privately owned Shoe
Business which converted % of it's warehouse into an official size NBA basketball court
to run our games. Another location is La Puente Community Center (LPCC, Angel
Morales, Recreation Services Program Consultant @ amoralesPlapuente.or¢ 626 -855-
1558) We use BFI and LPCC to service Hacienda Heights, Rowland Heights, West Covina
and Walnut with 24 hours of usage each weekend on Saturdays and Sundays. In the past
we had used as back -ups in case BFI wasn't available to us, City of Azusa (Azusa
Memorial Park, Marc Gonzales, Recreation Superintendent- Programs and Services @
meonzales(@ci.azusa.ca.us 626 - 812 -5200) and City of Walnut Teen Center (WTC, Katie
Smith, Recreation Supervisor Recreation Center @ ksmithAci.walnut.ca.us 909 -444-
7959 x211) to host our games. Problem with the city gyms including scattered hours and
limited availabilities. I think that if the city of Rosemead and PTBA can collaborate
together, we can have a strong community -based program for basketball players.
• Insurance Information: We are insured in general aggregate for $2,000,000.00; personal injury
for $1,000,000.00; damage to rented premises for $100,000.00 and medical expenses to any
one person for $5,000.00 per occurrence. The insurance was produced by Felicia Wu (Top
Quality Insurance services- 13111 Brook Drive, #G Baldwin Park, CA 91706,
Page 2
feliciawu@sbcelobal.net 626 - 869 -0588) and is provided by ACORD: Nautilus Insurance Company.
A Certificate of Liability Insurance will be attached with this proposal. ( *Attachment 1)
• League Format:
o Divisions: In the current PTBA system, there are 4 cities participating in the program.
Although none of them are recognized by their own respective cities, we hope that our
collaboration with city of Rosemead can serve as a model in the future for an inter -
community competition. Each city has 5 divisions with Division I being the most
competitive division and they are divided by time frames.
• City -based division
• Hacienda Heights (Saturdays 8AM -7PM @ BFI or LPCC)
• West Covina (Saturdays 8AM -7PM @ BFI)
• Rowland Heights (Sundays 8AM -7PM @ BFI)
• Walnut (Sundays 8AM -7PM @ BFI or WTC)
• Rosemead (Saturdays 8AM -7PM @ ? ?)* if contracted for services
• San Gabriel (Sundays 8AM -7PM @ ? ?)* if contracted for services
• In each city
• Division 35 and over- 2 teams (Saturdays and Sundays 8AM -10AM)
• Division IV- 4 teams (Saturdays and Sundays 9AM -1PM)
• Division III- 4 teams (Saturdays and Sundays 11AM -3PM)
• Division II- 4 teams (Saturdays and Sundays 1PM -5PM)
• Division 1- 2 teams (Saturdays and Sundays 3PM -7PM)
Division note
• The purpose to unify each division by time frame is to provide easy
scheduling for teams to play another city' teams in the same division
also known as the "away" games.
• The current format allows each city to take in a total of 16 teams and
each season, the division champions will be representing their city in an
inter -city championship tournament.
o Seasons: There are 4 seasons each year in PTBA and each season is 9 week long. Most
games are played in the first 2 months in each season with major holidays as off weeks
which resulting about 3 to 4 weeks for resting before the next season starts again. An
annual schedule for 2012 is attached with this proposal. ( *Attachment 2)
Winter: January- March
Spring: April -June
Summer: July- September
Fall: October-December
Number of Guaranteed Games per Team per Season: Each team is guaranteed 8 games
per season with 7 regular season games and 1 divisional playoff game. The winner of the
first round in the divisional playoff will move on to play the divisional championship
game as a bonus game with no additional charge.
Playoff Structure:
Page 3
City's Divisional Playoff: After the 7" regular season game, each team will play
the single elimination divisional playoff game within its own city. For example,
Team Tiger finished the regular season with a 6 -1 record, Team Lion 5 -2, Team
Cougar 3 -4 and Team Leopard 0 -7. Team Tiger will be the #1 Seed and will play
against the #4 Team Leopard in the first round while the #2 Team Lion will play
against #3 Team Cougar. The winners, assuming they are #1 Team Tiger and #2
Team Lion will play against each other in the bonus 9`" game and the winner of
the game will be crowned the season's champion.
Inter -City League Playoff: The champions of each city will play an invitation -only
league -wide tournament in their respective divisions to represent their city in
the 9 week for a grand finale. This invitational -only tournament is optional and
requires a $100 fee to cover game fees.
Playoff note: If a team wins the championship in the divisional playoff, they
must move up by one division while the last -place team moves down one
division in the next season if they return. Also known as the swap.
Services Provided in Support of League Including:
• Seasonal Manager's Meeting to Address Rules, Policies, and Player Conduct:
Currently, team managers are contacted by emaiis only in regards to rules,
policies and player conduct because we don't have a facility to utilize.
• Referees: CBOA certified basketball officials will be assigned by Ace Lee.
• Scorer /Timers: Two trained and experienced Scorekeepers will be provided by
PTBA to work on complete stats of the game and operate the score board
equipments. One additional staff will be provided as gym manager to monitor
the scorekeepers, enter game stats and summaries to the website immediately
after the game, enforce league rules, verify roster integrity, attend to player
injuries (CPR Certified) and it is'also the gym manager's job to setup and clean
up the facility before and after use.
Internet Site Access for League Information: Every player, coach and manager is
required to register online at www.myptba.com That's how we keep track of a
player is illegal or not, frequently used for Division 35 and Over.
Weekly Player and Team Statistics: PTBA game stats and summaries are
uploaded to the website immediately after the game. If they facility doesn't
have internet access, we will bring it.
■ Awards: Each season, division champion will receive a customized plague
containing the team name and roster and the manager's name. In the inter -city
playoff, each participating player will receive a t -shirt and winner of each
division will receive a trophy.
Scheduling: With the application opening two month ahead of the next
scheduled season's start and closes '2 weeks prior to the first game, schedules
are posted for the entire season 1 week before the first game.
Site Supervision: There will be a gym manager besides the two scorekeepers
present at each game as onsite staff.
Page 4
Post -Game Gym Maintenance: While it's the gym manager's job to setup and
clean up the facility before and after use, we also encourage our participants to
help us clean up and maintain the facility.
Scope of Work Summary
- Program Marketing and Promotion
o Our program is marketed and promoted online at www.myPTBA.com which also can be
linked directly to City of Rosemead's website.
Safe and Professional League Administration /Operation
o Scorekeepers are trained every 6 months, referees are all certified CBOA officials and
gym managers have the capacity of all onsite administrative and medical (CPR- First Aid)
duties.
- Customer Service — 7 days, 52 weeks
• Customer can reach us 24/7 by emailing
• Monday- Friday 9AM -5PM by calling 626 - 532 -PTBA (7822)
• Or speak to the gym managers onsite during games for any requests and complaints.
- Game Scheduling
Schedules for the entire season will be posted at least 1 week before the first game of
the season.
- Referee Assignments
o Referees are currently assigned by Ace Lee.
- Official Scorer Assignments
o Scorekeepers and gym managers are currently assigned by Ace. Lee.
- Procurement of Essential Game Materials /Supplies
o PTBA owns 3 portable game clocks with shot clock function and 3 emergency/ first aid
kits and all necessary essential game supplies.
- Design, Procurement & Distribution of Awards
o Awards are given at the end of the playoff and All -Star games of each city. It is a
customized plague with team name, roster and head coach /team manager's name
engraved on the plague.
Remarks
As a recreation basketball organizer, it is my dream to structure and promote city based competition to
promote everyone's participation in the sport and represent their own city to compete with other cities
in the area in the playoffs. I think this could be a great joint venture with City of Rosemead and
eventually turn it into something very popular and drawing attention from local athletes and basketball
lovers. I would like to receive a chance to do an oral and graphical presentation if possible.
Page 5
4co ° ` CERTIFICATE OF IABIL AIINSURANCEtFr 1 ce" 0 1 1/19/2012 1
THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS
CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES
BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED
REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER.
IMPORTANT: If the CartlDcalo holder Is an ADDITIONAL INSURED, the polky(osj must be endorsed. If SUBROGATION IS WAIVED, subject to
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certificate holder In lieu of such e
! PRODUCER
TOP QUALITY INSURANCE SERVICES
13111 Brooke Drive, #0
Baldwin Park, CA 91706
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900 Canada Court
City of Industry, CA 91748
SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE
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Updated Tentative Season Schedules for 2012
Association
PRIME TIME BASKETBALL ASSOCIATION NEWS > LEAGUE
SCHEDULES
Updated Tentative Season Schedules for 2012
Ace Lee, League Administrator - 2/7/2012
Updated Tentative Season Schedules for 2012
(Changes Made: 7 -Game Regular Season Instead of 8. 1.3 Games of Playoff L
depending on result. Fees reduced)
Winter 2012 Season: January 7th - March 10th
Regular Season
Hacienda Heights (Saturdays @ Best Fit International): 1/7, 1/14, 1/21, 1/28, 2/4, 2/11,
2/18,2/25
Rowland Heights (Sundays @ Best Fit International): 118, 1115, 1122, 1/29, 215, 2/12,
2119,2/26 Revised P78A z
Walnut (Sundays @ Royal Oak Middle School): 1/8, 1115, 1/22, 1/29, 2/5, 2/12, 2/19, 2/26
Bye Week
None
Eke
All Cities: 3/3, 3/4, 3/10
All -Star Game
Western Conference VS Eastern Conference: Saturday 3/10 following the Division I Championship Game
Snrfng 2012 Season• Aoril 7th June 9th
Early Registration for Returning Team ($550): 12PM on Monday, 2/6/2012
Early Registration for All ($550): 12PM on Monday, 2/20/2012
Registration ($600): 12PM on Monday, 2/27/2012
Late Registration ($650): 12PM on Monday, 3/12/2012
Registration Closes: 5PM on Friday, 3/23/2012
Schedule Posts for the Entire Spring Season: 5PM Friday, 3/30/2012
League Starts: Saturday, 4/7/2012
Regular Season
Hacienda Heights (Saturdays @ Best Fit International): 4/7, 4/14, 4/21, 4/28, 5/5, 5/12, 5/19
Rowland Heights (Sundays @ Best Fit International): 4/8, 4/15, 4/22, 4/29, 5/6, 5/13, 5120
'Covina (Saturdays @ Royal Oak Middle School): 4/7, 4/14, 4/21, 4/28, 5/5, 5/12, 5119
Walnut (Sundays @ Royal Oak Middle School): 4/8, 4/15, 4/22, 4/29, 5/6, 5/13, 5/20
Bye Week
Memorial Day Weekend: 5/26, 5/27
Plavoff
All Cities: 6/2, 6/3, 6/9
All -Star Game
Western Conference VS Eastern Conference: Saturday 6/9 following the Division I Championship Game
New Location available starting Spring 2012,
Summer 2012 Season: July 7th - September 8th
Regular Season
Hacienda Heights (Saturdays @ Best Fit International): 7/7, 7/14, 7/21, 7/28, 8/4, 8/11,8 /18
Rowland Heights (Sundays @ Best Fit International): 7/8, 7/15, 7/22, 7/29, 8/5, 8/12, 6/19
8/14/12 12:59 PM
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Prime Time Basketball
hap: / /myptba.com /teams /default. asp ?u= MYPTOA &s= basket iNewsStory&newslD =18338 &t -print Page 1 of 2
Updated Tentative Season Schedules for 2012
Covina (Saturdays @ Royal Oak Middle School): 7/7, 7/14, 7/21, 7/28, 8/4, 8/11,8 /18
Walnut (Sundays@ Royal Oak Middle School): 7/8, 7/15, 7/22, 7/29, 8/5, 8/12, 8/19
Bye Week ^
Labor Day Weekend: 9/1, 9/2
Plavoff
All Cities: 8/25, 8/26, 9/8
AID -$tar Game '
Western Conference VS Eastern Conference: Saturday 9/8 following the Division I Championship Game
Fall 2012 Season: October 6th - December 6th
Reoular Season
Hacienda Heights (Saturdays @ Best Fit International): 10/6, 10/13, 10/20.10/27, 11/3, 11/10, 11/17
Rowland Heights (Sundays @ Best Fit International): 10/7, 10/14, 10/21, 10/28, 11/4, 11/11, 11/18
Covina (Saturdays @ Royal Oak Middle School): 10/6, 10/13, 10/20, 10/27, 11/3, 11/10, 11/17
Wal Bve ut (S undays @ Royal Oak Middle School): 10/7, 10/14, 10/21, 10/28, 11/4, 11111, 11/18
Thanksgiving Weekend: 11/24, 11/25
IP avoff
All Cities: 12/1, 12/2, 12/8
All -$tar Game
Western Conference VS Eastern Conference: Saturday 12/8 following the Division I Championship Game
http: / / myptba.com/ teams /default ,asp ?u =MYPTRA &cabacketb,ll&, -fdewsStory4n,,,,, -1 a 3386[eprint
8/14/12 12:59 1
Page 2 of 2
Prime Time Basketball Association Summer 2012 Schedule 1 8/22/12 9:19 AM
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PRIME TIME BASKETBALL ASSOCIATION SUMMER 2012 SCHEDULE
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I ocation: C. All La<atwns, :.: ..... ...�: Game Ivp•: . Game Types,
Vb k I eI81 A. 20 -j Dracr Ly: LLocation ,_ Season: .BUmmey2012
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Best Fit International
1:00 PM
Hacienda Heights Division II #1 VS #4 2:00 PM Best Fit International (BFII
Hacienda Heights Division II #2 VS #3 3:00 PM Best Fit International (BFI)
4:00 PM
Hacienda Heights Division III Championship Game 5:00 PM Best Fit International (BFII
Hacienda Heights Division II Championship Game 6:00 PM Best Fit International (BFII
Sunday, August 26, 2012
8:00 AM
Rowland Heights Division IV #2 VS #3 9:00 AM Best Fit International (BFII
Rowland Heights Division III #1 VS #4 10:00 AM Best Fit International (BFI1
Rowland Heiahts Division III #2 VS — 11:00 AM Best Fit International (BFh
1:00 PM
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4:00 PM
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Saturday, August 25, 2012
Hacienda Heiahts
Division IV #1 VS #4
9:00 AM
Best Fit International
(BFI)
Hacienda Heights
Division IV #2 VS #3
10:00 AM
Best Fit International
(BFI)
#3 kmpstreet
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Best Fit International
(13Fl1
Hacienda Heiahts
Division III #1 VS #4
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Best Fit International
(BFII
1:00 PM
Hacienda Heights Division II #1 VS #4 2:00 PM Best Fit International (BFII
Hacienda Heights Division II #2 VS #3 3:00 PM Best Fit International (BFI)
4:00 PM
Hacienda Heights Division III Championship Game 5:00 PM Best Fit International (BFII
Hacienda Heights Division II Championship Game 6:00 PM Best Fit International (BFII
Sunday, August 26, 2012
8:00 AM
Rowland Heights Division IV #2 VS #3 9:00 AM Best Fit International (BFII
Rowland Heights Division III #1 VS #4 10:00 AM Best Fit International (BFI1
Rowland Heiahts Division III #2 VS — 11:00 AM Best Fit International (BFh
1:00 PM
Rawlantl Heiahts Division II #2 V # 2:00 PM Best Fit International reFll
Rowland Heights Division IV Championship 3:00 PM Best Fit Intematl2nal.(BFII
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Prime Time Basketball Association Summer 2012 Schedule
8/22/12 9:19 AM
VI I
Youth Basketball Practice 6:00 PM Best Fit International (BFI
No Location Entered
Saturday, August 25, 2012
Wact Covina Division IV #1 VS #4 9:00 AM
10:00 AM
1:00 PM
Walnut Division II #2 VS #3 2:00 PM
Walnut Division IV Championship 3:00 PM
Walnut Division III Championship 4:00 PM
Walnut Division II Championship 5:00 PM
PTBA Summer 2012 Division I Championship Game 6:00 PM
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11:00 AM
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Saturday, September B, 2012
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Sunday, September 9, 2012
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Total insurance
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Merchant Fees
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Webhosting Service
Total Merchant Fees
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Total Office Expenses
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Page 1
PROPOSAL: City of Rosemead
MANGEM ENT/OP REATIONS OF Adult Basketball leagues 2912/13
Name of Organization: Circuit Basketball
Association.Com
Same Business name
Address: 401. W. El Repetto
CA 91754
Owner: Lorenzo Ruiz
Monterey Park,
Other business principles: Loan Business
Profit status: Yet to be determined
Number of years providing similar operation: 20
plus years
Insurance: We offer waivers for the players to
before than play in any of our
leagues, as well as the necessary insurance.
Professional References:
Circuit Basketball Association:
Monterey Park Basketball League
Barns Park & Elder Parks
Monterey Park, CA 91754
Contact Person: Ben Herrera 626 307 -1223
Pasadena Adult Basketball
2020 N. Fair Oaks BI.
Pasadena, Ca 91197
Boys and Girls club
3230 E. Del Mar Ave
Pasadena, Ca 91103
Contact Person: Miguel Garcia 1- 626 - 319 -8480
www.oasadenabasketball.met
CBA Adult Basketball league
3245.N.Mc Donnell Ave
Los Angeles, Ca 90022 (ELA)
Contact Person: Juan Chavez 626- 251 -6752
DIVISIONS WE OFFER:
LADIES ALDULT BASKETBALL
CO -ED ALDULT BASKETBALL
MENS ALDULT 6'2 & UNDER
MENS ALDULT OPEN DIVISION
YOUTH BASKETBALL- ALL AGES AND DIVISIONS
4A3*14111140
APROXIMATE 12 WEEKS, 9 WEEKS FOR THE REGULAR SEASON AND 3 WEEKS FOR THE PLAYOFFS.
PLAYOFFS STRUCTURE: TOP 8 ADVANCE, QUARTER FINALS, FOLLOWED BY SEMIS AND THEN THE
CHAMPIONSHIP.
We will have a managers meeting to conduct rules, policies, and player conduct.
We have a staff ready to go, score keepers, certified Referees, as well as a web -site where players can go
and view their stats on a weekly basis. @ circuitbasketballassociaon.com
Awards: We like to give an individual award (Medal) to each player as well as a team's trophy, a award
picture will be attached.
The schedule will be given to each team manager; it will also be posted at the location and web -site.
Supervision will be at the gym site all times, to assure all goes as planned.
Maintenance: The site will be left with zero debris, all trash will be picked up, gym site will be left
better than we find it. Secured, all lights will be off and location will be locked.
Ideally we like to get 8 teams per league; this will allow us to provide 4 games a night. Our league team
fee are $ 350.00 with our Referee fees at $35 a game, that's the going rate. This will allow us to attract
some of the top notch Referees in the area. Although we are open to suggestions.
We been in the Men's basketball league field for many years in the Rosemead area, we help
coordinators in the past, by providing teams as well as Referees. We know the area but most important
we have the resources to be successful, all we need a chance.
We feel you have the right choice in us, my only concern is that we need to get this going, I have team
mangers calling all the time ready to join. I don't want to lose them to other parks, weather you choose
us or not.
We are very open and willing to work with the City of Rosemead, our concern is not money but
providing a safe and pleasant place where the community can come out and get some exercise.
We hope you give us a chance, our web -site will tell you all you need to know about us, hope you go
through it and enjoy it. We have many resources to make this work, I repeat that only cause were
confident in this endeavor we will like to endure.
Lorenzo Ruiz
Circuit Basketball Association
818- 441 -3140
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1 of 1 8/6/2012 4:36 PM
Circuit Basketball Association
http://circuitbasketballassociation.com/index.cftii
WELCOME
TO
"DA CIRCUIT"
THIS WEB -SITE OFFER YOU A FREE
LOOK INTO WHAT'S GOING ON IN DA CIRCUIT. A
PLACE WHERE YOU
CAN LEARN OF BASKETBALL LEAGUES IN YOUR
AREA TO PLAY IN. TOURNAMENTS, POST PICTURES,
VIEW YOUR STATS, VIDEOS AND TALK SMACK ON
OUR SMACKPAGE.
A GREAT PLACE TO GET EXPOSURE IF YOUR
LOOKING TO PLAY PRO BALL AS WELL...
WE COVER OUR OWN CBA, AS WELL AS
THE LBA, CBL, SEL, TOMMY NUNEZ
FOUNDATION, ALMONGTS OTHERS
WE ALSO OFFER REFEREES FOR ANY OCCASION, WE
HAVE CERTIFIED REFEREES
AVAILABLE ANYTIME. TOURNAMENTS, LEAGUES OF
ANY LEVEL!
Los Angeles takers Gear at HBAStoreCOm! Voters, phous
2011 NBA Champions
Dallas Mavericks Gear at
NBAStore.coml
Players of the week
611512011 - 6/1612011
1F'
P
Isaac - Brolic - 46 pts
P
Brandon -Bang Time .42 pts
Wall News
Ur .. te.rnem-,wguna, 2012-
Sl.=: Wit Team USR'e Mruggks With
Uthuania prepare the squad for Us date
visit Mane Glnoblll ants MgeMinat Keep
up xLb all of odare action as Kevin
Flakr live blogs this 01"i...
Report: Mitsui to decline ones, test has
aperKy - Mouth Di 2012 - Stoehr:
len Tbmeen: VMS yuartertinale on Ne
horizon. U.S. Isn't looking past
u
1 oft ( -' = �� _ 8/6/20124:42 PM
Home Leaguesv Tournameri Circuit Teamsv 35 n Overy Refereesv links Contact Us CBA Store
(248) Cba Circuitbasketballassociation htt ps:// www. facebook. com/ cba .circuitbasketballassociation ?ref= tn_mmn
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SOUTHLAND SPORTS ASSOCIATION
1822 -A E. Route 66, #437
Glendora, CA 91740
818 -425 -9789
August 22, 2012
Gloria Molleda, City Clerk
City of Rosemead
8838 E. Valley Boulevard
Rosemead, CA 91770
SUBJECT: REQUEST FOR PROPOSAL TO OPERATE ADULT SOFTBALL
LEAGUE(S)
Dear Ms. Molleda:
Frank Ortiz, owner of Southland Sports Association, is pleased to present this proposal
to promote, operate, and manage the adult softball leagues in partnership with the City
of Rosemead.
Mr. Ortiz has 26 years of experience managing adult softball leagues. Southland Sports
Association will provide the City of Rosemead with a professional, well organized, and
customer service oriented adult softball program.
This proposal shall remain valid for a period of 90 days from the time of submittal.
Thank you for the opportunity to present this proposal. If you have any questions
regarding this proposal, please feel free to call the undersigned at 818 - 425 -9789.
I look forward to having this opportunity to work with the City of Rosemead.
Sincerely,
Frank Ortiz, Owner
Southland Sports Association
City of Rosemead — RFP Adult Softball
August 22, 2012
Page 2
SCOPE OF WORK
Task 1 — Program Marketing and Promotion
Southland Sports Association will promote the softball program with flyers and press
releases in the City local newspaper. Southland Sports Association will also provide
information for the City brochure. The internet will also be used to promote the leagues.
Task 2 — Safe and Professional League Administration /Operation Including
Enforcement of All Rules and Policies
All safe and professional league administration and operation including enforcement of
all rules and policies will be enforced by Southland Sports Associaton.
Task 3 - Customer Service — 7 days, 52 Weeks
Administration and customer service will be managed by the owner of Southland Sports
Association seven days a week on a year -round basis.
Task 4 — Ball Field Preparation, Maintenance, and Repairs
Southland Sports Association will do all ball field preparation. Some minor maintenance
and minor repairs can be done by Southland Sports Association.
Task 5 — Game Scheduling
All game scheduling will be done by the owner of Southland Sports Association. All
game schedules will be provided for each team.
Task 6 — On -site Coordination
An on -site coordinator will be provided by Southland Sports Association.
Task 7 — Umpire Assignments
Umpire assignments will be assigned by the owner of Southland Sports Association.
Each umpire will be SCMAF certified.
Task 8 — Official Scorer Assignments
Southland Sports Association will assign an experienced scorekeeper for each game.
City of Rosemead — RFP Adult Softball
August 22, 2012
Page 3
Task 9 — Procurements of Essential Game Materials /Supplies
Supplies will be provided by Southland Sports Association. All sign -in sheets, score
sheets, 'rosters, and stat sheets will be provided by Southland Sports Association.
Chalk will also be provided to line the fields.
Task 10 — Design, Procurement & Distribution of Awards
Southland Sports Association will design, purchase and distribute all awards for the
softball program.
NAME OF ORGANIZATION: Southland Sports Association
CORPORATE OFFICE ADDRESS: 1822 -A E. Route 66, #437, Glendora, CA' 91740
OWNER: Frank Ortiz
TAX IDENTIFICATION NUMBER: 566 -94 -0130
FOR PROFIT STATUS
NUMBER OF YEARS PROVIDING SIMILAR OPERATION: 26 YEARS
PROFESSIONAL REFERENCES FOR SIMILAR SERVICES
John Aguirre — City of Glendora, Recreation Superintendent
116 E. Foothill Blvd., Glendora, CA 91740
(626) 914 -8236
INSURANCE INFORMATION: West Point Insurance
$3,000,000 General Liability;
$25,000 Medical Insurance for teams.
LEAGUE FORMAT:
Divisions will be based on gender and competitive levels. All participants must be 18
years or older.
For example, CoEd D Division would be less competitive than CoEd C Division. Men's
C Division would be more competitive than Men's D Division.
City of Rosemead — RFP Adult Softball
August 22, 2012
Page 4
Seasons: Will be Fall, Winter, Spring and Summer. Each season will be 12 weeks with
playoffs and championship games. Specific dates will depend on when the contract is
awarded.
Managers meetings — Prior to the beginning of each season, there will be a manager's
meeting. At the meetings, all City rules and SCMAF rules will be covered. All policies
will also be covered. The manager's meeting will only be open to teams that have paid
the team entry fee.
Number of guaranteed games per season — 10
Playoff Structure — The top four teams will be invited to the playoffs. The first place
team will play the fourth place team. The second place team will play the third place
team. The winners will play in the championship game.
Services provided in support of league
Umpires
All SCMAF certified umpires will be assigned to each game by Southland Sports
Association.
Scorers
Scorekeepers will be assigned by Southland Sports Association.
Internet site access for league information
A website can be developed to provide league standings, player statistics, and league
news.
Awards
Southland Sports Association will purchase and distribute the awards. The type of
awards will be negotiated with the teams at the manager's meeting.
Scheduling
All schedules will be written, printed and distributed by Southland Sports Association.
Site Supervision
On -site supervision will be provided by Southland Sports Association's
scorekeepers /coordinator and umpires. Periodically, the owner will evaluate the
scorekeeper /coordinator and umpire's performance.
Ball Field Preparation, maintenance, and repair for all agreed upon facilities
Southland Sports Association will be able to drag, water, and line the infields prior to
each game. We will be able to level the field and do some minor turf repairs. We will
City of Rosemead — RFP Adult Softball
City of Rosemead — RFP Adult Softball
August 22, 2012
Page 5
y euipment need to utilize existing City to provide these services. We will not be able to
test lights or provide brick dust for infields.
Pre -game Field Preparation plan -in accordance with SCMAF Rules
Yes, Southland Sports Association will conduct pre -game field preparation according to
SCMAF rules.
SOUTHLAND SPORTS ASSOCIATION
1822 -A E. Route 66, #437
Glendora, CA 91740
818 -425 -9789
Softball League Costs — (These are estimates)
Insurance - $1,900 per year
Awards — Per 2- league season - $400.00
Chalk - $25.00
Field Preparation - $384.00
Softball League Fees
$300.00 per team for residents (At least 51 % of roster must be residents)
$375.00 per team for non - residents
Each team my must pay $18.00 cash for each game
($20.00 for umpire and $16.00 for the scorekeeper /coordinator)
Profit/loss Statement
Please see attached.
Company References
1. John Aguirre — City of Glendora, Recreation Superintendent
(626) 914 -8236
SCktDULE C
(Form 1040)
Department of fie Treasury
Internal Revenue Service
Name of proprietor
FRANK M. ORTIZ
Profit or Loss From Business
(Sole Proprietorship)
For information on Schedule C and its instructions, . go to www.irs.govlschechdec.
, -Attach to Form 1040,1040NR, or 1041; partnerships generally must file Form 1065.
Principal business or profession, including product or service (see instructions)
Business name. If no separate business name, leave blank
OMB No. 1545-0074
2 011
social security number(SSN)
566 -94 -0130
B Enter code from Instructions
r, qqqqqq
Employer ID number(EJM, (see instrs)
E Business address (including suite or room no.)�
City, tri or post office, stale, and ZIP code
F Accounting method: (1) N Cash (Z) Accrual (3) HOther (specify) ii� _ _ _ _ _ _ _ _ _ _ _ _ _ _
G Did you 'materially participate' in the operation of this business during 2011? If'No,' see instructions for limit on losses. X Yes T]No
H If you started or acquired this business during 2011, check here ................... ...............................
Did you make any payments in 2011 that would require you to file Form(s) 1099? (see instructions ) ..................... X Yes nNo
J If 'Yes,' did you or will you file all required Forms 1099? ........................:.... ............................. X Yes nNo
1 a Merchant card and third party payments. For 2011, enter - 0 . .................... 1
1 a 0
0.
b Gross receipts or sales not entered on line la (see instructions) ............... l
lb 2
28 754 .
c Income reported to you on Form W -2 if the 'Statutory Employee' box on that
form was checked. Caution. See instructions before completing this line........ 1
1 c
d Total gross receipts. Add lines la through lc ............................ ...............................
2 Returns and allowances plus any other adjustments (see instructions ) ............................ .
. ........
3 Subtract line 2 from line I ............................................ ...............................
4 Cost of goods sold (from line 42) ....................................... ...............................
5 Gross profit. Subtract line 4 from line 3 ................................. ...............................
6 Other income, including federal and state gasoline or fuel tax credit or refund
(see instructions) ...................................................... ........................ .
.......
............... ................. ...............................
• EX 8115@5. Enter a ensas for business use of our home only on line 30.
8 Advertising ................... 8 18 Office expense (see instructions)......... 18 260.
9 Car and truck expenses 19 Pension and profit- sharing plans......... 19
(see instructions) ............. 9 1,506. 20 Rent or lease (see instructions): M
10 Commissions and fees ........ 10 a Vehicles, machinery, and equipment..... 20a
11 Contract labor
(see instructions) ............. 11 11, 156.. b Other business property ................ 20b
Repairs and maintenance ............... 21
21 Re '
12 Depletion .................... 12 P
13 Depreciation and section 22 Supplies (not included in Part III) ........ 22 297.
179 expense deduction 23 Taxes and licenses .................... .. 23 45.
(not included In Part III) 24 Travel, meals, and entertainment: W ''
(see instructions) ............. 13 _
14 Employee benefit programs a Travel .. ............................... 24a
(other than on line 19)......... 114 -
,. b Deductible meals and entertainment
15 Insurance (other than health)... 15 300. (see instructions ) ....................... 24b
16 Interest: U 25 , Utilities............. .. .......... ....... 25 1 189.
a Mortgage (paid to banks, etc) ........ 16a 26 Wages (less employment credits) ........ 26
b Other ........................ 16b 27a Other expenses (from line 48) ........... 27a 133.
17 Legal & professional services.. 17 250. b Reserved for future use ................. Z7 to
28 Total expenses before expenses for business use of home. Add lines 8 through 27a ...................... 28 15, 136.
29 Tentative profit or (loss). Subtract line 28 from line 7 ...................... ............................... 29 13,618.
30 Expenses for business use of your home. Attach Form 8829. Do not report such expenses elsewhere......... 30
31 Net profit or Qoss). Subtract line 30 from line 29. -
C If a profit, enter on both Form 1040, line 12 (or Form 1040NR, line 13) and on
Schedule SE, line 2. If you entered an amount on line lc, see instructions. Estates
and trusts, enter on Form 1041, line 3. ............... 31 13,618.
• If a loss, you must go to line 32.
32 If you have a loss, check the box that describes your investment in this activity (see instructions).
• if you checked 32a, enter the loss on both Form 1040, line 12, (or Form 1040NR, line 13) and on All investment is
Schedule SE, line 2. If you entered an amount on line 1 c, see the instructions for line 31. Estates and 32 a ❑ at risk.
trusts, enter on Form 1041, line 3. Some investment
If you checked 32b, you must attach Form 6198. Your loss may be limited. 32b n is not at risk.
BAA For Paperwork Reduction Act Notice, see your tax return instructions. Schedule C (Form 1040) 2011
FDI<ronzt lonsnl
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Schedule SE, line 2. If you entered an amount on line 1 c, see the instructions for line 31. Estates and 32 a ❑ at risk.
trusts, enter on Form 1041, line 3. Some investment
If you checked 32b, you must attach Form 6198. Your loss may be limited. 32b n is not at risk.
BAA For Paperwork Reduction Act Notice, see your tax return instructions. Schedule C (Form 1040) 2011
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• Section 1— Technical Proposal
Company Profile and Experience
Major League Softball, Inc. (hereafter "MLS ") is a California Corporation founded November
17, 1986 by current President and C.E.O., David R. Johnson. Since its inception, MLS has
delivered an array of services to municipal and county agencies including League Administration
and Marketing, Umpiring, Computerized Scoring, Ball Field Maintenance and Web Hosting.
MLS currently provides these services to 29 cities throughout the State of California. (A
complete list of "Full Service" clients is provided in the "Experience Statement" in Section 2
below.)
MLS provides complete Adult Softball League Services precisely as specified in the City of
Rosemead's RFP 2012 -14 for 19 municipalities via its Program Services Division (hereafter
"PSD "). The PSD employs seven (7) full time people that comprise the "Administrative Staff'
(hereafter "AS "). The AS are stationed at two (2) area offices, which are MLS's Corporate
Headquarters located in Burbank, California and the Orange County/Inland Empire Area Office
located at 371 E. River Avenue, Orange, California 92866.
The PSD provides program marketing services via direct mail, email and the internet, conducts
seasonal team registration, handles all customer service duties including answering telephone
calls and responses to all participant and interest inquires both telephonic and electronic, drafts
and distributes game schedules, designs and manufactures awards merchandise and posts
• everything from game schedules to field conditions to game scores to performance statistics onto
its website at www.misoftball.com And, MLS performs all of these services for more than 200
leagues consisting of over 1,400 teams per season, four (4) seasons per year.
MLS's AS also assign and evaluate the performance of more than 150 Umpiring and 80
Scorekeeping Officials on an ongoing basis (a copy of MLS's roster of scorekeeping and/or
umpiring officials is proprietary and will be provided upon request). MLS is authorized by the
Southern California Municipal Athletic Foundation (SCMAF) to conduct umpire training clinics
and to certify umpires. MLS has certified more umpires than any other certifying agency for the
past eight (8) years running (Umpires certified by MLS can be viewed on the "Officials page" at
www.scma£ora The C.E.O. and Director of Umpiring Operations are invited to attend the
annual meeting of SCMAF's Rules Committee and participate in drafting and approving new
adult softball rules each year.
MLS also developed a one -of -a -kind intemet program that we named the MLS Online Umpiring
System (OUS). The OUS includes an objective Performance Evaluation Methodology and
Tracking System to improve officiating performances and quality assurance. The OUS will be
used extensively in Rosemead and the City as well as its program participants will quickly realize
significant benefits.
The MLS Construction and Field Preparation Division (hereafter "MLCS ") is managed by Vice
• President, Patrick May, a full time Executive Officer. The MLCS currently provides the precise
Section 1 -Page 1
• Major League Softball, Inc.— Response to the City of Rosemead's Request for Proposals
Section ]— Technical Proposal
scope of field preparation services as defined in the City of Rosemead's RFP# 2012 -14 for the
same 19 municipalities served by the MLCS along with another five (5) municipalities and
schools where the scope of maintenance services is more comprehensive.
The MLCS uses Prep Providers exclusively use John Deere 1200A Ball Field Conditioners
which are all outfitted with specialized infield grooming implements. Each Prep Provider carries
all necessary hand tools such as rakes, shovels, hoses, quick coupler keys, chalk boxes, etc. on
their rigs at all times. Patrick May would make weekly trips to the ball fields allocated for adult
softball league play in Rosemead to check conditions and to ensure optimal playing conditions.
The MLS also owns its own Laser Leveling equipment.
Questionnaire Responses:
Name of Organization:
Major League Softball, Inc.
Business Name:
Major League Softball, Inc.
• Corporate Address:
621 E. Walnut Ave.
Burbank, CA 91501
Owners:
David R. Johnson, Founder and President
Catherine A. Johnson, Secretary- Treasurer
Other Business Principals:
Robert D. Whitecotton, Responsible Managing Officer (relevant to Construction License)
Tax Identification Number:
95- 4082406
Status:
For Profit
Number of Years Providing Similar Operations:
26 (Since 1986)
Professional References:
See Section 2.0 (Experience Statement)
•
Section I -Page 2
• Major League Softball, Inc.— Response to the City of Rosemead's Request for Proposals
Section 1— Technical Proposal
Insurance Information:
See Below
Financial Condition
MLS maintains 18 business checking accounts at the Glendale Main Branch of Bank of America
NT &SA. MLS's 2011 Fiscal Year revenue exceeded 2.0 million dollars and Fiscal 2012 revenue
is on pace to exceed 2.5 million dollars. MLS's average daily balance on deposit exceeds
$500,000.00 and contact information for MLS's Business Banking Officer at Bank of America
can be provided upon request.
There are no existing or pending claims or conditions that would impede MLS's ability to
perform the services required under a contract for this scope of service. MLS is a privately held
Corporation and does not release financial statements.
MLS has enjoyed 25 consecutive years of financial growth and in fact, programs administered by
MLS have posted an average overall increase in participation of more than 50 percent since 2006.
League Format /Operations:
• Based upon the scope of service defined in the City of Rosemead's Request for Proposals
document (hereinafter "RFP "), MLS shall provide each of the services described in detail in
Sections II. -IV. of our "Menu of Services" document (hereinafter "Menu ") titled "Major League
Softball —The Major League Alternative to Adult Softball Program Administration and Ball
Field Maintenance ". (Sections II -IV., pages 7 -17 of the Menu document are attached below.)
MLS is very cognizant of the fact that each adult softball program is unique and requires special
attention. MLS has a wealth of background and knowledge that has prepared them to meet the
specific challenges that are intrinsic to the City of Rosemead Adult Softball Program.
MLS will develop strong working relationships with City staff members in a variety of City
departments. These relationships would be critical to the smooth operation of the Adult Softball
Program as it is often necessary to communicate effectively with Parks Division personnel as
well as the Recreation Division contract liaison
MLS's Approach/Methodology and Implementation Time Line
Step 1: Upon receipt of a Notice to Proceed, MLS C.E.O. Dave Johnson will immediately request
a "Commencement Meeting" with City of Rosemead Recreation Division staff. Johnson and
various AS members will attend this meeting and the parties shall confirm the days /evenings that
men's, coed and women's league play shall be offered in Rosemead. The field space allocated for
• league play during the first season of operation shall also be verified at this time.
Section 1 -Page 3
• Major League Softball, Inc.— Response to the City of Rosemead's Request for Proposals
Section 1— Technical Proposal
The date, time and location of the pre- season managers' meetings shall be selected and the start
dates for the first and second seasons of operation should be established during the
Commencement Meeting. (It is important that the start date of the first season of operation be set
no less than 5 -6 weeks from the date of the Commencement Meeting.)
MLS will request mailing address information for team managers and/or participants in any and
all adult sports programs conducted in the City of Rosemead. The parties should also collaborate
to establish specific "Team Acceptance Criteria" for Registration purposes. Detailed notes will
be taken during the Commencement Meeting to ensure that the City's preferences for
residency and /or returning team status are incorporated into the "Registration Policies and
Procedures" that appear on all marketing materials disseminated on paper and on the internet.
Step 2: Upon his return from the Commencement Meeting, the MLS Project Manager
shall communicate all pertinent program information and policy decisions reached during the
Commencement Meeting to the Web Hosting Director. Within 48 hours of the
Commencement Meeting, the Web Hosting Director will place the Rosemead Adult Softball
Program onto the Program Map at www.misoftball.com
• Rosemead's Adult Softball Program will have its own "Home Page" on the website with maps to
and photographs of the fields allocated for adult softball play. The Home Page will provide the
days /nights and types of play offered and shall contain a detailed description of the program
features provided. The website shall also include dedicated pages for Rosemead Team
Registration, Field Conditions, Game Schedules, League Rules, Scores /Standings, Statistics and
Customer Service contact information
The Web Hosting Director shall utilize MLS's online Mailing List and Email Newsletter Systems
to reach out to local Rosemead businesses in an effort to assist medium to large sized companies
with providing recreational opportunities for their employees. These systems will be employed
within 72 hours following the Commencement Meeting and will become ongoing components
of MLS's program marketing services in Rosemead. MLS is proud of its continuing success with
"program building" and has developed a variety of internet tools that are integral to attracting
new teams to its programs.
Step 3: The same day that the Rosemead Adult Softball Program is placed on the MLS website,
MLS will create professional looking, 4 color announcement mailers to promote the upcoming
season. The Customer Service Specialist will utilize mailing list information obtained from City
Staff and will produce mailing labels, and will deposit the announcement mailers at a U.S. Post
Office within one (1) week of the Commencement Meeting.
Step 4: MLS proposes to significantly enhance Rosemead's Adult Softball Program by
• automating the seasonal team registration process. It is important that the Commencement
Section 1 -Page 4
• Major League Softball, Inc.— Response to the City of Rosemead's Request for Proposals
Section 1— Technical Proposal
Meeting and the steps described above take place 4 -6 weeks prior to the opening day of the first
season of operation to allow sufficient time to conduct the team registration process. NOTE:
Some or all of this time period can occur while an ongoing season is underway. (It would be
optimal if the announcement document could be handed out to currently playing teams.)
During the Team Registration time period, team managers will have two (2) options to gain
acceptance into the program: 1) They can select the "Register Now!" button on the Registration
page at www.misoftball.com and follow three (3) simple steps to create their Team Name, User
Name and Password, provide detailed contact information for the manager and a coach, provide a
Roster of players (which can be modified later) and if they wish, pay all or a portion of the
Registration Fee. Or, 2) Contact the MLS Customer Service Desk by telephone at 800.913.7889,
Ext. 2 and the Customer Service Specialist will input their registration into the online
Registration System during a five (5) minute telephone conversation.
The Team Registration time period may also be used to address any field repair tasks that may be
necessary at the fields allocated for adult softball play during the first season of operation.
Because MLS already has a League Director and complete crews of Umpires and Scorekeepers
and Tractor Operators in place, it will not be necessary to recruit or train "new" Crew Members.
MLS warrants that it will assign Umpiring Officials with no less than two (2) years experience to
• work games in Rosemead.
Step 5: The day after the close of the Team Registration Process: The Program Coordinator
will classify teams by ability level and form leagues consisting of 5 -8 teams. The PC will then
draft "temporary game schedules" which provide the date, time, field location and Division level
for each team's first game. This day will be utilized by the PC and Customer Service Specialist
to address any unresolved registration issues and to contact teams that have not registered, but
could be accepted into the program.
Step 6: On the date of the Managers' Meeting, a "Managers Packet" containing temporary
game schedules, team rosters (as submitted by managers online) and Rosemead league rules will
be provided to all managers in attendance. The meeting will be conducted by the Program
Coordinator and League Director. Managers will be able to review their rosters, add or delete
players, discuss /vote on rule changes and make special scheduling requests. Managers' Meetings
are typically scheduled to occur three (3) to six (6) days before the first day of each season and
inaugural meetings usually last 30 -45 minutes. City staff are always welcome to attend managers'
meetings.
Step 7: The MLS Data Processing Director shall complete inputting Team Rosters into the MLS
Computerized Scoring System prior to the first day of play. This task will be much easier
thanks to the online Team Registration System as the rosters will be immediately available via
the MLS website. In fact, this task can begin during the Team Registration process because the
• website notifies the AS via email each time a team registers.
Section 1 -Page 5
• Major League Softball, Inc.— Response to the City of Rosemead's Request for Proposals
Section 1— Technical Proposal
Step 8: The day after the Pre - season Managers' Meeting, the PC shall forward the temporary
game schedules to the Web Hosting Director for posting online. The PC shall make any final
adjustments based on information obtained at the Managers' Meeting or from the Customer
Service Desk.
Step 9: Game schedules will be posted online the day after the meeting. At that time, the
Directors of Umpiring and Scorekeeping Operations will confirm game assignments with all
umpiring and scorekeeping officials. The Director of Field Maintenance Operations will receive
a with a "Daily" schedule of field preps to be completed in Rosemead. The Director will then
confirm the work schedule with the Tractor Operators assigned to perform Rosemead Field
Preps.
Step 10 (In- Season Services): On opening day, the League Director will visit the Orange
County /Inland Empire Area Office to pick up computers, printers, public address systems, lineup
cards, continuous form paper and City of Rosemead adult softball forms such as Protest, Ejection
and Accident/Incident forms.
On each day scheduled for league play, the League Director will roam every field and check to
make sure that all necessary computer equipment and program related paperwork is present and
• functioning properly. The League Director will also verify that all assigned officials are dressed
properly and arrive on time (no fewer than 10 minutes prior to the scheduled first pitch). The
League Director will also report any problems or concerns with field conditions, program
participants and /or officials to the AS for immediate handling and followup.
On each day scheduled for league play, the Director of Field Maintenance will communicate with
the assigned Tractor Operators to confirm that each field prep has been completed and will be
apprised of any concerns or issues with facilities such as leaking valves, damaged or missing
field fixtures, hazards due to unfinished repair work, etc. The Director will communicate any
such issues to the MLS AS and to the designated City staff member(s).
On two or more occasions during the course of each season, the Directors of Scorekeeping and
Umpiring will make unannounced site visits to evaluate their respective Crew Members. The
League Director shall evaluate Umpiring and Scorekeeping Crew Members daily. Detailed
Performance Evaluations will be inputted into MLS's Online Umpiring System (OUS) and
Online Scorekeeper Tracker (OST) and both systems can be accessed by City Staff.
At the conclusion of play each day /evening, the League Director will forward the score and any
special information for each game to the Web Hosting Director for posting on the website. MLS
warrants that the website will contain the results of each game no more than 24 hours following
the conclusion of each shift.
n
U
Section 1 -Page 6
• Major League Softball, Inc.— Response to the City of Rosemead's Request for Proposals
Section 1— Technical Proposal
Step 11: On the final day of the season, the League Director shall provide 15 individual awards
and one "Sponsor /Team" award to the manager of the 1' -Place team in each league. MLS will
also provide 15 individual awards and one "Sponsor /Team" award to the manager of the 2"
place team as well. MLS recognizes that this exceeds the specification stated in the RFP.
However, this is MLS's standard awards package in all of its "Full Service" programs and MLS
would not want the Rosemead program to receive anything less than the best MLS has to offer.
The entire AS will be available at all times to assist the League Director with adjudicating
protests and disputes, or to research any incidents or events that take place while the adult
softball program is conducted. The AS shall also be available to attend meetings with City staff.
Each member of the MLS Administrative Staff is available to assist program participants,
monitor the operation and work with City staff on a full time basis. The MLS AS has
provided the City with contact telephone numbers which make at least one member accessible
virtually 24 hours a day, 7 days per week.
MLS warrants that it has allocated sufficient staff and resources to manage this operation such
that participants will rate it to be a high quality, professionally supervised program. MLS
guarantees that it will provide the finest marketing, customer service, game scheduling, web
• hosting, umpiring, scorekeeping, ball field maintenance and administrative services obtainable.
Programming Format
MLS proposes to operate the Rosemead Adult Softball program on a four (4) season per year
basis. Seasons will consist of two (2) schedule formats. The "Winter" season format will be eight
(8) games plus playoffs and the Spring, Summer and Fall seasons will consist of ten (10) games
plus playoffs. The Winter format can be used more than one time during a year where there is an
inordinate amount of rainfall or if it is necessary to close fields down for improvements or
renovations.
Playoff formats will be designed such that a championship will be resolved in one evening /day.
MLS typically surveys the teams that have played in the program in the past to get feedback
about playoff format preferences.
Annual Field Improvement and Maintenance Plan
MLS has the expertise, equipment and the proper contractor's license (CA C -27 #845268) to
perform virtually any field improvement and/or renovation project. Routine field preparations
will be performed in accordance with Section IV., Standard Ball Diamond Maintenance System,
of the Menu of Services document in the last section of this proposal.
C�
Section 1 -Page 7
• Major League Softball, Inc.— Response to the City of Rosemead's Request for Proposals
Section 1— Technical Proposal
Because the City's RFP document is not specific with respect to the number of fields, the
evenings /days available or the number of seasons per year that will be allocated for adult softball
league play, it is extremely difficult to be specific about the amount of field improvement, turf
management and infield mix material that can be provided at no charge to the City.
Naturally, the idea is to generate revenue for both entities. However, some of the maintenance
and repair services will cost substantially. No administrator can provide a set plan without
knowing the potential for sales and revenue.
MLS's traditional stance has been that the fees charged to adult softball program participants
should recover only those costs that are directly incurred by the operation of the program. For
example, maintenance /repair of outfield turf (mowing, watering, fertilization, aeration, over -
seeding, etc.) and perimeter borders (edging and hoeing) are standard landscape maintenance
tasks that should be performed regardless of whether or not an adult softball program is
conducted at a park. Thus, MLS does not believe that fees charged to program participants
should be raised to a level that recovers these fundamental landscape /parks maintenance and
repair tasks.
Given more information regarding potential for program expansion, MLS would be interested in
• partnering with the City to assist with some field improvement tasks. MLS staff is happy to meet
or interview to discuss the existing issues with the fields and ideas for improving them.
Exceptions/Deviations
Though a common practice in the adult softball programming profession, the Rosemead RFP
does not contemplate any form of "up front" payment of Officials' Fees to address cases where a
team(s) forfeit and do not pay Officials' Fees on the field. Because the Umpire, Scorekeeper and
League Director expect payment for games assigned, MLS proposes to charge a one time "New
Team Fee" that MLS will be hold to pay the Officials in cases of forfeits.
In cases where a team forfeits prior to the last scheduled game of a season, they will be expected
to pay the entire Officials' Game Fee (see the Price Proposal) prior to playing their next game.
This method also benefits teams that arrive on time to play because they will not have to pay
Officials' Fees for any game where their opponent forfeits due to a failure to appear.
The New Team Fee is there to protect MLS and the City in those cases where a team does not
appear for its last game of a season or "drops out" prior to a season's end and does not make
itself available to remit unpaid Officials' Fees. MLS would expects to charge the sum of $35.00
per team only for the first season a team plays and all New Team Fees will be exempt from the
royalty split. (The New Team Fee will be waived for teams that have played in the Rosemead
program withing the past year.) MLS has used this method of collecting Officials' Fees "up
• front" since 2004 and it has not been met with opposition because it is a common practice in the
industry.
Section 1 -Page 8
• Major League Softball, Inc.— Response to the City of Rosemead's Request for Proposals
Section 1— Technical Proposal
Operating Philosophy_
MLS has learned a great deal from its 25 years' experience operating adult softball programs.
Working as a partner to more than 20 municipal and county agencies has also helped to shape
MLS's core values and operating philosophy. Above all else, MLS understands that providing
the highest caliber services at a fair price is the key to success. MLS believes that every League
Administration service contract must result in a win - win -win situation with program participants,
the City and MLS all realizing positive benefits.
MLS has experienced first hand that a combination of returning every phone call and email
message promptly, listening carefully to every participant concern and complaint, taking action to
address every concern/complaint and implementing objective systems that capture frequent
performance evaluations results in significantly higher levels of customer service satisfaction.
And, significantly higher customer service satisfaction can then be tangibly quantified in the
form of greater participation numbers. Experience has also taught that impressive participation
numbers can only be sustained if each and every service aspect of an Adult Softball Program is
provided at a consistently high level over the long run.
Programmatic Goals and Objectives
• Above all else, it is MLS's goal to offer a wholesome, competitive program that is primarily
concerned with safety, fair play, sportsmanship and recognizes the various skill levels of
participants. MLS has learned that this goal is best achieved when all allocated field space is
filled to capacity.
Team classification is a key component of any adult softball program because forming leagues
where teams play against opponents of similar ability level makes the whole experience better for
everyone. Games that are competitive and close keep everyone interested and this can be
achieved a greater percentage of the time when there are more teams and leagues on each given
day and evening.
This "more teams equals better classification' factor makes the maximization of field space and
team numbers MLS's primary objectives each season. MLS has also changed its practice with
respect to early season game scheduling such that it can make adjustments to team classification
and league formations after the first week of play to ensure that teams are placed in the proper
league /division. MLS believes strongly that this attention to detail is making a substantial
difference as the number of teams participating and current team registration numbers in
programs managed by MLS have never been greater.
These goals and objectives promote a number of other benefits as well. Maximized field space
and team numbers also enable the Adult Softball Program to generate greater revenues. Lighted
• ball fields filled with adults enjoying themselves keep unsavory, unwanted activities away from
City parks and enhance the quality of life for its residents and those who work in or visit the City.
Section 1 -Page 9
• Major League Softball, Inc.— Response to the City of Rosemead's Request for Proposals
Section 1— Technical Proposal
Accounting Method
MLS provides a separate checking account (referred to as a "Trust Account ") for each program
for which Team Registration Fees are collected from participants. This method keeps deposits of
revenue from other programs and other MLS operations segregated to avoid commingling and
complications. This way, all revenue collected from each program and season can be easily cross -
referenced with game schedules to make revenue tracking very simple.
MLS's accounting system for each adult softball program has been automated via its website at
www.misoftball.com. The site has specific "Back Panel" features for each program that create
invoices for each team and track all payments made online via Paypal. Payments made to the
League Director during registration periods can also be inputted into the system manually such
that AS have up to date payment history information. Because game score and league standings
information cannot be inputted and updated unless a team is registered in the online system, it is
not possible for a team to participate in the program without an invoice and payment of the Team
Registration Fee.
Teams are given several options to pay once they register their team online. If a team chooses to
make a payment on the website via Paypal, there is an automatic receipt provided via email.
• Teams that wish to pay by Credit Card, but not on the internet, can fill out a "Credit Card
Payment Agreement" which is then faxed and processed by the MLS Accounting Department in
Burbank.
If a team makes a payment at the preseason managers' meeting or to the League Director during
the first three (3) weeks of a season, a 3 -part receipt is completed such that the Payer, the League
Director and the MLS Area Office receive a copy of the receipt. All funds collected at the pre-
season managers' meeting or on the fields are immediately deposited into the Rosemead Trust by
the League Director and a corresponding "Money Received List" is emailed to the MLS
Accounting Department in Burbank. The Money Received Lists must balance with each bank
deposit and combined with Receipt Books, this system renders a complete audit trail that can
locate each and every payment collected during each season.
Contractor Oualitication and Evaluation Programs
As Amateur Sports Officials, umpires and scorekeepers are independent contractors that must
demonstrate that they possess a high degree of knowledge and understanding of both the SCMAF
Rule Book and City of Rosemead Adult Softball League Rules. All officials providing service to
MLS must pass an annual "Certification Test ". Umpiring Officials must show proof that they
have passed the SCMAF examination by presenting their "Card" or proving their name is on the
SCMAF website as a certified official. Scorekeepers must pass both a written test drafted by
MLS's Director of Scorekeeping Operations and then a practical examination on the field while
• scoring a game in real time
Section 1 -Page 10
• Major League Softball, Inc.— Response to the City of Rosemead's Request for Proposals
Section 1— Technical Proposal
Once an Official is certified, the League Director makes daily visits to game sites and records
written Umpire and Scorekeeper evaluations each day /evening. (Copies of the Evaluation Forms
are attached below in the Additional Information section.) Umpire evaluations are submitted
electronically on the MLS website such that the Umpire and the Director of Umpiring Operations
can review them online. MLS's "Online Umpiring System" also contains an "Umpire Leader
Board" (a copy is attached below in the Additional Information section) which ranks each
Umpire based on their average evaluation score that can be viewed by every MLS Evaluator and
Umpire. MLS is finding that the Leader Board is an invaluable tool for motivating Umpires. The
Board displays the number of evaluations that were conducted during a given time period and
lists how each Umpire matches up with other Umpires that were evaluated using the same
objective methodology. Best of all, this information appears on the internet where every MLS
Umpire can see it.
Currently, scorekeeper evaluations are disseminated via email to scorekeepers by the Director of
Scorekeeping Operations. A similar online evaluation system is currently in development for
scorekeepers and will be fully functional by October of this year.
The Directors of Umpiring and Scorekeeping Operations both make no fewer than three (3)
unannounced visits per season to Rosemead to observe the League Director and their respective
. crews of Officials. The Directors use a proven "cross- checking" method by conducting their own
evaluations of Officials at the same time and location the League Director is evaluating. The
Directors then compare their evaluation results with the League Director's to ensure that MLS
evaluation methodology renders consistent results at all times.
•
Section 1 -Page 11
• Section 2— Statement of Prior Experience
References appear in alphabetical order. The name and contact information for each reference
is provided with a brief description of the specific services provided and the number of teams
served. All of the City staff members listed below can be used as Professional References. MLS
encourages prospective clients to contact any or all of these references for background purposes.
List of Fully Contracted Program Clients (Operating Services Agreements)
The following set of clients utilize MLS for administering "Full Service" Adult Softball Leagues
as defined in the City of Rosemead's Request For Proposals (RFP #2012 -14):
1. City of Cerritos
18125 Bloomfield Avenue
Cerritos, CA 90703
(562) 916 -1256
Ernest Vital, Recreation Services Supervisor
emest vitalna,ci.cerritos.ca.us
Years of Service: 19
Since September of 1993, MLS has operated the City of Cerritos Adult Softball Program
providing its full scope of umpiring, computerized scorekeeping, administrative, customer
service and ball field maintenance services. The Cerritos adult softball program is conducted
• three (3) seasons per year and registers 85 -100 teams per season. MLS maintains four (4) infields
and performs two (2) to four (4) treatments per week per field. MLS's Field Maintenance
Division is responsible for the complete ball field maintenance responsibilities at Liberty and
Heritage Parks as well as Diamond 1 at the Cerritos Sports Complex. MLS also utilizes and
provides infield treatment services at Diamonds 2, 4 and 5 at the Cerritos Sports Complex. All of
the infields at the Sports Complex and Heritage Park have 60' base paths and are Youth/Adult
Softball diamonds with skinned brickdust infields. Liberty Park has 90' base paths and is a
Colt/Adult Softball diamond with a skinned brickdust infield. The current League Fees charged
in Cerritos under the current Operating Services Agreement are $305.00 for teams qualifying
with "Residents" status and $345.00 for all others (all three (3) seasons in Cerritos are standard
ten (10) game Spring, Summer and Fall seasons). Officials' Fees are $20.00 per team per game
and the New Team Fee is $35.00. Approximate Annual Contract Value: $95,000.00
•
Major League Softball, Inc.— Response to the City of Rosemead's Request for Proposals
• Section 2— Statement of Prior Experience
2. City of Chino
13220 Central Avenue
Chino, California 91710
(909) 464 -8381
Claudia Benitez, Community Services Supervisor
Email: cbenitezaa cityofchino.org
Years of Service: 13
During January 2000, MLS began operating the City of Chino's Adult Softball Program on a
fully contracted basis. MLS will operate the Chino program four (4) seasons per year and
registered 80 teams in its first Winter season and 99 teams for the Spring 2000 season. MLS is
currently serving 75 -95 Men's and Coed and Women's teams on the four (4) fields at Ruben
Ayala Community Park. Prior to commencing play, MLS renovated each infield and perimeter
edge area on all four (4) diamonds and maintains the infields on a daily basis. MLS performs
three (3) to six (6) treatments per week per field for the Adult Softball Program and as part of its
Operating Services Agreement also performs pre -game infield treatment services for the City's
facility rental /user's groups. Each field has 60' base paths with skinned brickdust infields. The
current League Fees charged in Chino under the current Operating Services Agreement are
$295.00 for eight (8) game Winter seasons and $315.00 for ten (10) game Spring, Summer and
• Fall seasons. Officials' Fees are $20.00 per team per game and the New Team Fee is $35.00.
Approximate Annual Contract Value: $105,000.00
3. City of Claremont
1700 Danbury Road
Claremont, CA 91711
909.399.5358
Bill Pallotto, Recreation Superintendent
bpallotto@claremon.ca.us
Years of Service: 5
During March 2007, MLS prevailed in a formal Request for Proposals process and was selected
to administer the City of Claremont Adult Softball Program. The program registers 28 -36 teams
per season. The Claremont program is conducted four (4) seasons per year on two (2) skinned
softball infields with 60' base paths. The current League Fees charged under the current
Operating Services Agreement are $315.00 for eight (8) game Winter seasons and $350.00 for
ten (10) game Spring, Summer and Fall seasons. Officials' Fees are $20.00 per team per game
and the New Team Fee is $35.00. Approximate Annual Contract Value: $32,000.00
•
Major League Softball, Inc.— Response to the City of Rosemead's Request for Proposals
• Section 2— Statement of Prior Experience
4. City of Corona
400 S. Vicentia Street.
Corona, CA 92882
(951) 736 -2243
Reno Bellamy, Recreation Supervisor
Email: reno.bellamy@ci.corona.ca.us
Years of Service: 15
After providing umpiring and field preparation services from September 2004 until June 2010,
MLS was selected to operate the City of Corona's adult softball program under an Operating
Services Agreement beginning June 2010. MLS now provides all program administration and
field preparation services and has grown the program from 60 teams to 90 teams per season.
MLS conducts the City of Corona Adult Softball Program four (4) seasons per year on four (4)
fields. The current League Fees charged in Corona under the current Operating Services
Agreement are $255.00 for eight (8) game Winter seasons and $320.00 for ten (10) game Spring,
Summer and Fall seasons. Officials' Fees are $20.00 per team per game and the New Team Fee
is $35.00. Approximate Annual Contract Value: $110,000.00
. 5. City of Covina
1250 N. Hollenbeck
Covina, California 91722
(626) 858 -7279
Amy Hall- McGrade, Director of Parks and Recreation
Email: ahallmc rg ade@ci.covina.ca.us
Years of Service: 14
In February of 1998, MLS began operating the City of Covina's Adult Softball Program on a fully
contracted basis. MLS operates the Covina program four (4) seasons per year and registers 30 -50
Men's and Coed teams per season. MLS maintains two (2) infields and perform three (3) to five
(5) treatments per week per field. Each field has 60' base paths with skinned brickdust infields.
The current League Fees charged in Covina under the current Operating Services Agreement are
$300.00 for eight (8) game Winter seasons and $325.00 for ten (10) game Spring, Summer and
Fall seasons. Officials' Fees are $20.00 per team per game and the New Team Fee is $35.00.
Approximate Annual Contract Value: $40,000.00
•
Major League Softball, Inc.— Response to the City of Rosemead's Request for Proposals
• Section 2— Statement of Prior Experience
6. City of Culver City
4117 Overland Avenue
Culver City, California 90230
(951) 826 -2050
Daniel Jassim, Recreation Supervisor
Email: daniel.iassim(a culvercitv.org
Years of Service: 11
In January of 2011, MLS began operating the City of Culver City's's Adult Softball Program on
a fully contracted basis. MLS operates the program four (4) seasons per year and registers 60 -68
Men's and Coed teams per season. MLS does not have infield preparation responsibilities under
this contract. The current League Fees charged in Riverside under the current Operating Services
Agreement are $400.00 for eight (8) game Winter seasons and $440.00 for ten (10) game Spring,
Summer and Fall seasons. Officials' Fees are $20.00 per team per game and the New Team Fee
is $35.00. Approximate Annual Contract Value: $100,000.00
7. City of Downey
11111 Brookshire Ave.
Downey, CA 90241 -7016
• (562) 904 -7128
Kevin Ellis, Recreation Supervisor
Email: kellis e .downeyca.org
Years of Service: 14
In January 1998, MLS began to operate the City of Downey's Adult Softball Program on a fully
contracted basis. MLS operates the Downey adult softball program four (4) seasons per year and
registers 140 -160 Men's, Coed and Women's teams per season. MLS maintains three (3) infields
and performs two (2) to five (5) treatments per week per field. Each field has 65' base paths with
skinned brickdust infields. The current League Fees charged in Downey under the current
Operating Services Agreement are $295.00 for eight (8) game Winter seasons and $325.00 for
ten (10) game Spring, Summer and Fall seasons. Officials' Fees are $20.00 per team per game
and the New Team Fee is $35.00. Approximate Annual Contract Value: $110,000.00
•
Major League Softball, Inc.— Response to the City of Rosemead's Request for Proposals
• Section 2— Statement of Prior Experience
8. City of Duarte
1600 E. Huntington Drive
Duarte, CA 91010
(818) 357 -7931
Cesar Monsalve, Recreation Supervisor
Email: monsalvec(Qaccessduarte.com
Years of Service: 19
Since July of 1993, MLS has operated the City of Duarte Adult Softball Program providing its
full scope of umpiring, computerized scorekeeping, administrative, customer service and ball
field maintenance services. The Duarte adult softball program is conducted four (4) seasons per
year and registers 18 -30 teams per season. MLS maintains two (2) infields and performs two (2)
to five (5) treatments per field per week. Both fields have 60' base paths and are Adult softball
diamonds with skinned brickdust infields. The current League Fees charged in Duarte under the
current Operating Services Agreement are $295.00 for eight (8) game Winter seasons and
$315.00 for ten (10) game Spring, Summer and Fall seasons. Officials' Fees are $20.00 per team
per game and the New Team Fee is $35.00. Approximate Annual Contract Value: $20,500.00.
• 9. City of Fullerton
801 West Valencia Avenue
Fullerton, California 92632
(714) 738 -6575
John Clements, Community Services Supervisor
Email: iohnc@ci.fullerton.ca.us
Years of Service: 25
Since September 1987, MLS has provided an array of contract services including, mailing list
maintenance, program marketing, team classification, league formation, game scheduling,
umpiring, computerized scoring, and league coordination services. During March 2001, MLS
entered into an Operating Services Agreement with the City of Fullerton and now conducts the
Adult Softball Program four (4) seasons per year. Each season consists of 60 -80 teams and MLS
now maintains two ball fields via its Ball Diamond Maintenance System. The current League
Fees charged in Fullerton under the current Services Agreement are $325.00 for eight (8) game
Winter seasons and $360.00 for ten (10) game Spring, Summer and Fall seasons. Officials' Fees
are $20.00 per team per game and the New Team Fee is $35.00.
Approximate Annual Contract Value: $120,000.00
•
Major League Softball, Inc.— Response to the City of Rosemead's Request for Proposals
• Section 2— Statement of Prior Experience
10. City of Orange
326 East Almond Avenue
Orange, California 92866
(714) 744 -7287
Bonnie Hagan, Community Services Manager
Email: bhagan2citvoforange.org
Years of Service: 25
Since September 1986, MLS has provided an array of contract services including, operation of
the team registration process, mailing list maintenance, program marketing, team classification,
league formation, game scheduling, umpiring, computerized scoring, and league coordination
services. The City of Orange Adult Softball Program is conducted four (4) seasons each year and
serves 100 -135 teams per season. On January 1, 2002, the City of Orange converted to an
Operating Services Agreement, thereby allowing MLS to conduct registration, deposit league
fees, produce awards and prepare ball fields for league play as well as other users groups. The
current League Fee charged in Orange under the current Program Services Agreement is $315.00
for eight (8) game Winter Leagues and $345.00 for ten (10) game Spring, Summer and Fall
Leagues. Officials' Fees are $20.00 per team per game and the New Team Fee is $35.00.
Approximate Annual contract value: $195,000.00
r 1
U
11. City of Pasadena
100 North Garfield Avenue #328
Pasadena, California 91109
(626) 794 -6525
Kenneth James, Recreation Supervisor
Email: kiames@citvofoasadena.net
Years of Service: 20
Since July 1992, MLS has operated the City of Pasadena Adult Softball Program providing its
full scope of umpiring, computerized scorekeeping, administrative, customer service and ball
field maintenance services. The Pasadena adult softball program is conducted four (4) seasons
per year and registers 65 -80 Men's and Coed teams per season. MLS maintains three (3) infields
and performs four (4) to five (5) treatments per week per field. All three (3) of these infields have
60' base paths and are Adult Softball diamonds with skinned decomposed granite infields. The
current League Fees charged in Pasadena under the current Operating Services Agreement are
$365.00 for eight (8) game Winter seasons and $400.00 for ten (10) game Spring, Summer and
Fall seasons. Officials' Fees are $20.00 per team per game and the New Team Fee is $35.00.
Approximate Annual Contract Value: $85,000.00
•
Major League Softball, Inc.— Response to the City of Rosemead's Request for Proposals
• Section 2— Statement of Prior Experience
12. City of Perris
101 North D Street
Perris, CA 92570
(951) 943 -6603
Spencer Campbell, Recreation Supervisor I
scampbellQperris- ca.org
Years of Service: 5
During March 2007, MLS was selected to create and operate the City of Perris' Adult Softball
Program. Starting with no teams, MLS built the program to four (4) leagues consisting of 30
teams where other contractors had failed to attract even one league. The Perris program is
conducted four (4) seasons per year on three (3) skinned softball fields. The current League Fees
charged under the current Operating Services Agreement are $275.00 for eight (8) game Winter
seasons and $300.00 for ten (10) game Spring, Summer and Fall seasons. Officials' Fees are
$20.00 per team per game and the New Team Fee is $35.00. Annual Contract Value: $28,000.00
13. City of Pico Rivera
6767 Passons Blvd.
• Pico Rivera, CA 90660
(562) 801 -4430
Jose Rico, Deputy Director of Parks & Recreation
Email: jrico@pico- rivera.org
Years of Service: 15
After providing contract umpiring services from April 1997 until July 2004, MLS was selected to
operate the City of Pico Rivera's adult softball program under an operating services agreement
beginning August 2004. MLS now provides all program administration and field maintenance
services and has grown the program from 12 teams to 80 teams per season. MLS conducts the
City of Pico Rivera Adult Softball Program four (4) seasons per year on five (5) fields. The
current League Fees charged in Pico Rivera under the current Operating Services Agreement are
$275.00 for eight (8) game Winter seasons and $300.00 for ten (10) game Spring, Summer and
Fall seasons. Officials' Fees are $20.00 per team per game and the New Team Fee is $35.00.
Approximate Annual Contract Value: $110,000.00
•
Major League Softball, Inc.— Response to the City of Rosemead's Request for Proposals
• Section 2— Statement of Prior Experience
14. City of Redlands
35 Cajon Street
Redlands, CA 92373
(909) 798 -7547
Denny Sattler, Recreation Supervisor
dsattler e ,redlandspolice.org
Years of Service: 2
MLS was selected to create and operate the City of Redlands' Adult Softball Program beginning
September 2010. In just two years, MLS almost doubled the number of teams that participate in
Redlands. MLS operates the program four (4) seasons per year and registers 35 -40 teams per
season. The program is conducted on two (2) skinned softball fields. The current League Fees
charged under the current Operating Services Agreement are $300.00 for eight (8) game Winter
seasons and $335.00 for ten (10) game Spring, Summer and Fall seasons. Officials' Fees are
$20.00 per team per game and the New Team Fee is $35.00. Annual Contract Value: $28,000.00
• 15. City of Riverside
3900 Main Street
Riverside, California 92522 -0001
(951) 826 -2050
Robin Metz, Recreation Superintendent
Email: rrtetzlriversideca.gov
Years of Service: 11
In July of 2001, MLS began operating the City of Riverside's Adult Softball Program on a fully
contracted basis. MLS operates the Riverside program four (4) seasons per year and registers
125-185 Men's, Coed and Women's teams per season. MLS maintains five (5) infields and
performs three (3) to five (5) treatments per week per field. Each field has 65' base paths with
skinned brickdust infields. The current League Fees charged in Riverside under the current
Operating Services Agreement are $275.00 for eight (8) game Winter seasons and $295.00 for
ten (10) game Spring, Summer and Fall seasons. Officials' Fees are $20.00 per team per game
and the New Team Fee is $30.00. Approximate Annual Contract Value: $230,000.00
•
Major League Softball, Inc.— Response to the City of Rosemead's Request for Proposals
• Section 2— Statement of Prior Experience
16. City of San Bernardino
547 North Sierra Way
San Bernardino, California 92410
(909) 384 -5132
Mitch Assuma, Community Services Manager
Email: assumma mi@ci.san- bemardino.ca.us
Years of Service: 9
MLS began operating the City of San Bernardino's Adult Softball Program on a fully contracted
basis during September 2003. MLS operates the San Bernardino program four (4) seasons per
year and registers 8 -10 Men's slow pitch teams and 7 -10 adult baseball teams per season. MLS
maintains two (2) softball infields and performs two (2) to four (4) treatments per week per field.
Each field has 60' base paths with skinned brickdust infields. The current League Fees charged in
San Bernardino under the current Operating Services Agreement are $280.00 for eight (8) game
Winter seasons and $315.00 for ten (10) game Spring, Summer and Fall seasons. Officials' Fees
are $20.00 per team per game and the New Team Fee is $35.00.
Approximate Annual Contract Value: $45,000.00
C J
17. City of Santa Barbara
P.O. Box 1990
Santa Barbara, California 93102
(805) 897 -2691
Rich Hanna, Recreation Programs Manager
Email: rhannaa.SantaBarbaraCA.gov
Years of Service: 8
MLS began operating the City of Santa Barbara's Adult Softball Program on a fully contracted
basis during September 2004. MLS operates the program four (4) seasons per year and registers
50 -75 Men's and Coed teams per season. MLS maintains four (4) infields and performs three (3)
to five (5) treatments per week per field. Each field has 60' base paths with skinned brickdust
infields. The current League Fees charged under the current Operating Services Agreement are
$375.00 for eight (8) game Winter seasons and $425.00 for ten (10) game Spring, Summer and
Fall seasons. Officials' Fees are $18.00 per team per game and the New Team Fee is $35.00.
Approximate Annual Contract Value: $105,000.00
C�
• Section 3— Proposed Compensation Options
Statement of Understanding Regarding Proposed Pricing
A qualified Adult Softball Program Administrator must understand that there are multiple market
forces and business factors that affect a program's ability to attract softball teams in sufficient
numbers to make the enterprise successful. Surrounding competition, field /facility conditions,
program features, the quality of Umpiring and Scorekeeping performances and the Registration
Fees charged all contribute to a program's marketability and long term financial viability.
In Rosemead, the City's Adult Softball Program competes against the privately operated Big
League Dreams Sports Park located in West Covina as well as other nearby public agency
provided programs. MLS is extremely familiar with competition and currently manages four
(4) programs in cities that are "next door" to Big League Sports Parks. Creative program features
and marketing techniques have resulted in every MLS managed program remaining healthy and
growing, even those located in the shadows of those multi - million dollar sports parks.
MLS will implement a number of forward thinking program features that will set the Rosemead
program apart from other programs. Furthermore, if partnered with MLS, City of Rosemead
program participants will enjoy state -of -the -art program features at a lower cost than many local,
competing programs.
• The current overall cost to participate in the City's program is $470.00 ($350.00 plus $12.00 per
game for Officials' Fees) for teams that qualify for Residents status and $545.00 ($425.00 plus
$12.00 per game for Officials' Fees). These fees are substantially less than those charged to play
in the Big League Dreams program (roughly $1,000.00 per 12 person team) and the Rosemead
Fee also matches up well with other local programs operated by the nearby cities of El Monte,
Baldwin Park and the County of Los Angeles' program at Whittier Narrows Regional Park.
MLS well understands the City's "split fee" structure which rewards "Residents' Status" teams
with a significantly discounted Registration Fee. However, MLS recommends removing this
structure in favor of one set fee for every team. Resident team status can be recognized and
rewarded by creating a multi- tiered registration system that provides qualified teams with
priority. The major issue with a split fee structure of this nature is that there is absolutely no
difference in the operational costs incurred. The amount paid for the various expense categories
are not affected by whether or not a team qualifies for "Residents' Status ".
The separate, sealed envelope enclosed in this proposal sets MLS's retained portions at fixed
amounts for eight (8) and ten (10) game seasons. This way, the City and MLS can set the actual
Registration Fees at a mutually agreed upon level and the City will receive amounts equal to the
amount charged to the teams less MLS's retained portion. The attached Pro Forma provides a
number of Fee Options and forecasts both entities' retained portions based on the field space
allocation defined in the RFP document.
• Section 3 -Page 1
Major League Softball, Inc.— Response to the City of Rosemead's Request for Proposals
• Section 3— Compensation Options
Naturally, more field space will need to be allocated to increase revenue in a significant way. We
stand ready to meet or interview to discuss this matter.
It is important to note that MLS proposes to change the Officials' Fees structure such that the
Umpires, Scorekeepers and the League Director will all receive their per game fees on site. This
method is the standard in the industry and has resulted in keeping MLS's Rosters of Officials
well stocked with qualified Umpires and Scorekeepers.
As explained above in our "Goals and Objectives" that appear in Section 1, attracting enough
teams to fill the allocated field space is critical to maintaining the solid revenue stream that
currently exists. At present, the Recreation Department allocates field space as follows for adult
softball league play:
Thursday (Jess Gonzales #1 and #2) 2 Fields
Based on the above allocation list, the program's theoretical capacity is 2 leagues consisting of an
average of 6 teams per league or 12 teams per season (for ten (10) game seasons). The eight (8)
game format used for Winter Leagues has a lower theoretical capacity due to the shorter season
and lower average number of teams per league (five (5) teams per league). The theoretical
capacity for the seven (7) week -eight (8) game "winter format" is 10 teams (2 leagues consisting
• of an average of 5 teams).To expand the number of teams in the near future, it will be necessary
to increase the number of fields allocated on nights /days other than Thursday evenings.
MLS has seen that allocation of a third field on any given evening /day can be crucial to
improving team classification. Forming well balanced divisions from a group of 16 -21 teams is
far more likely than breaking up 12 teams into two divisions. Programs limited to a two field
allocation can be problematic from a team classification standpoint.
MLS has developed a special scheduling format that allows us to accept 15 teams and form three
divisions of five (5) teams that is played on two (2) fields. Naturally, this format requires `Byes,"
and given the constraints of the calendar, the annual programming format changes from one (1)
eight (8) game season and three (3) tens to four (4) eight (8) game seasons. MLS is currently
using this format in many "two field" situations and it has been met with widespread approval
due to the substantially improved classification results.
• Section 3 -Page 2
l i1
i
"THE MAJOR I
MAJOR LEAGUESOFTBALL
;EAGUE ALTERNATIVE TO ADULT SOFTBALL
►1VI `ADMINISTRATION AND BALL FIELD
I "` MAINTENANCE"
Me
(818) 559 -8787, ext -5'_
(818) 559 -9780 Fax
dj- mis @pacbell.net ;E -mail
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0
Section I: A Brief Background ............................... 1
Experience Makes The (Soft)ball Starts Rolling ...................... 2
the Difference The Good Word Spreads .......................... 2
State -of -the -Art Improvements ................ 2
The Survey Says ............................ 2
Keeping Ahead of the Game .................. 3
League Directors ........................... 3
LDs: The Missing Links ..................... 3
R & D: Recruitment and Development .......... 4
Area Administrative Directors ................ 4
Drill the Umpires(s) ........................ 4
One More Giant Step ........................ 5
• The Tractor Factor .......................... 5
A Major Test for Major League Softball ........ 5
The Ultimate Challenge ..................... 6
Instant Success ............................ 6
Conclusion ......... ............................... 7
Section II:
Design and Publication of all Adult Softball
Description of
Program Forms and Related Documents ........... 7
Preseason
Mailing List Processing /Maintenance
Marketing Services
and Bulk Mail Handling ..................... 7
Press Releases, Public Relations and
Program Marketing ......................... 8
Team Registration Process ................... 8
Team Classification and League
Formation Services ......................... 8
Game Scheduling Services ................... 9
Preseason Managers' Meeting ................. 9
0
0
0
Section III: League Coordination Services ................ 9
Description of Official Scorers and the MLS Computerized
In- Season Services Scoring System ........................... 10
MLS Umpiring Services .................... 11
Game Materials ........................... 13
Awards Design, Procurement & Distribution .... 13
Section IV: Standard Ball Diamond Maintenance System ... 14
Description of Periodic Field Repair Services ................... 15
Field Maintenance Infield Treatment Program .................. 16
Services
Section V: Standard Financial Structures & Terms ........ 17
Seciion VI: Standard Insurance Coverages, Indemnity and
Fiduciary Responsibilities ................... 18
Section VII: Professional References .................... 20
0
I. EXPERIENCE MAKES
THE DIFFERENCE
Major League Softball, Incr(MLS); has assembled a
management team of educated and'ezperienced
business, marketing and maintenanceiprofessionals
who all share one love: Softball. Our boundless
passion and respect for this game continually
motivates us to provide softball programs that offer
the best customer service, innovation, and value. After
fourteen years of evolution and•growth, Major League
Softball remains devoted to two very important goals:
constantly improving the quality of every one of our
programs and continually increasing the enjoyment
scorer "for each field, Johnson also created the
supervisory position of Community Director (CD), an
" on -site league coordinator who managed the
day -to -day operation of the program.
1
Johnson selected a Community Director who was a
certified scorekeeper and outfitted him with a
telecommunications pager so that no problem or
situation would ever be left unattended. The CD's
duties also included ensuring that equipment and
supplies were available to storekeeping staff and that
high standards of service,were,maintained by scorers,
umpiring officials, and field • maintenance personnel. A
much - needed innovation, the Community Director
would soon become the backbone of every softball
level of every softball player in these programs.
A Brief Background
Like many successful enterprises, MLS hails from
humble beginnings. During the summer of 1986;,,
armed with a single computer system, a personally ^ -..
• developed software package and a fervent to
help organized softball fulfill its enormous potential,
MLS founder and president Dave Johnson presented
City of Orange recreation manager Rich Kellen with a
proposal to provide his city's softball program with a
first-of -its-kind computerized scoring service.
A former president of the Southern California
Municipal Athletic Federation (SCMAF), Kollen saw
t a -great deal of promise in:Johnson's computerized
concept, but he believed it lacked certain ingredients
Impressed, City of Orange Recreation Manager Kellen
gave Major League Softball its first job in 1987:
necessary to ensure a successful program, specifically managing the, City of Orange's softball,program. And
Konen cited the need for certain practical services;
when play began in the spring of that year, the softball
— including the recruitment, training and supervision of '
players.quickly noticed the improvetrients wrought by
storekeeping personnel; and various administrative
MLS. As they came to bat, players smiled as their
r
names were announced; and there was`a -great deal of
and marketing duties ranging from mailing list _ '
intrigue` at the end of each half - inning when a dot
maintenance to game scheduling.
matrix printer was heard recording the previous
_
nning's results.
Undaunted, Johnson quickly developed a recruiting ,.
and training program that,prepared a 15- person crew
Reaction to Major League Softball's instantaneous
to accurately inpurthe results of every play every
statistical reports, weekly newsletter and other
evening at six fields (the number of fields utilized by
innovations was immediate and virtually
the City of Orange). In addition to providing a trained–
unanimous —and in that spring season of 1987, Major
-
League Softball, Inc., had indeed become a reality.
C l
1 HE MA J U K L L'A U U >, A L 1 E K_N A l 1 V L
The (Soft)ball Starts Rolling
Word spread quickly. and later in that year, MLS was
asked to join the City of Fullerton's softball L
M administrative team. As he had done for the City of
t 'Orange, created: custom game scheduling
software, a proprietary mailing list data base, an
automated team classification system, and
state -of -the -art graphics capabilities to design and
publish program marketing materials. Not only did
these enhancements provide the City of Fullerton with
a much - improved program, but MLS used them to
supply future clients with a comprehensive solution to
marketing and administering their softball programs.
Pleased with Major League Softball's administrative
capabilities, the City of Fullerton asked MLS in 1988
to manage another aspect of its program: supervision
of umpiring assignments. MLS president Johnson
responded by creating the position Director of
Umpiring Operations, and then set about creating and
implementing the MLS Umpire Training Program that
is currently endorsed by SCMAF.
11
The Good Won
In 1989, the' ity of
agencies usin the:
services. And in ev
Major League Softl
Spreads
trtaheim joined the list of
11 spectrum of MLS's contract
y situation, the entity using
11's enjoyed substantial
increases in team registration and revenue soon after
entering into a contractual relationship with MLS.
Moreover, with the added marketing and
administrative assistance provided by MLS, every
agency's program was expanded to include a fourth,
or "Winter," season —and as a result, team
registrations and resulting revenues reached new
plateaus.
State - of - the - Art Improvements
To successfully service a substantially larger number
of clients, teams and responsibilities, MLS continued
to develop new ideas and services. For example,
24 -hour telephone "hotlines" providing scores and
field conditions were originated; and a uniform "team
acceptance policy" was instituted to deal with an
ever - growing problem— greater demand than
available field space. And, MLS proved that with the
use of computing it could form more competitive
leagues. Specifically, after comparing scores from
over 20,000 softball games between 1988 and 1990,
MLS devised an automated Team Classification
System —a method able to effect a reduction of the t _
average run differential between each game's winner
and loser by more than 40 percent! "
The Survey Says
As one might imagine, Major League Softball, Inc.,
learned a great deal from administering several
different programs on a year -round basis — including
the fact that each softball program has its own unique
characteristics and personality. Thus, the practice of
surveying team managers prior to initiating service
became an invaluable tool.
Incisive questionnaires,weie developed and
distributed to returning participants to ensure that the
most popular rules °and features of individual leagues
were preserved. MLS'managemem was quick to
discover that a successful programis much more
predictable when its participants' input is actively
solicited.
o
'L _
^ p4f. �'
LL � " 4
�rr' w au'°'
//* Y C
7—
The Good Won
In 1989, the' ity of
agencies usin the:
services. And in ev
Major League Softl
Spreads
trtaheim joined the list of
11 spectrum of MLS's contract
y situation, the entity using
11's enjoyed substantial
increases in team registration and revenue soon after
entering into a contractual relationship with MLS.
Moreover, with the added marketing and
administrative assistance provided by MLS, every
agency's program was expanded to include a fourth,
or "Winter," season —and as a result, team
registrations and resulting revenues reached new
plateaus.
State - of - the - Art Improvements
To successfully service a substantially larger number
of clients, teams and responsibilities, MLS continued
to develop new ideas and services. For example,
24 -hour telephone "hotlines" providing scores and
field conditions were originated; and a uniform "team
acceptance policy" was instituted to deal with an
ever - growing problem— greater demand than
available field space. And, MLS proved that with the
use of computing it could form more competitive
leagues. Specifically, after comparing scores from
over 20,000 softball games between 1988 and 1990,
MLS devised an automated Team Classification
System —a method able to effect a reduction of the t _
average run differential between each game's winner
and loser by more than 40 percent! "
The Survey Says
As one might imagine, Major League Softball, Inc.,
learned a great deal from administering several
different programs on a year -round basis — including
the fact that each softball program has its own unique
characteristics and personality. Thus, the practice of
surveying team managers prior to initiating service
became an invaluable tool.
Incisive questionnaires,weie developed and
distributed to returning participants to ensure that the
most popular rules °and features of individual leagues
were preserved. MLS'managemem was quick to
discover that a successful programis much more
predictable when its participants' input is actively
solicited.
o
'L _
AJ4.R. tUAAGUE
Keeping Ahead of the Game
As early as 1988, Major League Softball's rapid
growth brought about some difficult decisions.
Several opportunities to expand the business into new
geographic areas were intentionally passed up because
of MLS's desire to maintain high standards of quality
and service —even if it meant turning�down additional
income. 1 f
U
Onlywhen this occurred would the League Directors
(LDs), as they are now called, be fully qualified to
evaluate both types of contractor.
League Directors
The newly created League Directors were given the
authority to taka disciplinary action, levy service
'charges and reward scorers and umpires for providing
outstanding service. Johnson would further expand the
LD's scope to include responsibility for the daily
scheduling of their designated scorekeeping crew, a
task heretofore handled at corporate headquarters.
This significant shift in responsibility was gratefully
received by scorekeeping contractors, because it gave
them access to their scheduling contact right on the
field,s'ix nights a week.
LD's: The Missing Links
Just like the original CD's, League Directors carry
-telecommunications pagers, which among other
benefits, allows'them to take over wheneveia`scoring
or umpiring contractor is tardy or absent. The LD's
also perform the following functions:
— participate in the scheduling and evaluation
umpiring contractors,
—attend all preseason managers' meetings
—c o6ct all scorekeeping errors, i
— disseminate written materials to =team managers,
and f'
— respond to all questions, problems and complaints
either by telephone or in'person on the field.
t
Although the time, effort, and cost necessary -to
successfully integrate the concept of a League Director.
into the Major League Softball format was
considerable, the results have been extraordinary for
all parties concerned. In fact, MLS points -with pride to
the fact that in the first four year's of the League
Director Program, an umpire and scorei'were present..
at every scheduled game — encompassing more than
50,000 games! An amazing streak which is due in
large measure to the outstanding performance of the
League Directors.
- Assuming the City of Anaheim's umpiring chores in
1990 dictated a reorganization of Major League
Softball's management structure. President Dave
Johnson realized that MLS had grown in such size'and
scope that the Community Director position would
have to be redefined.
Specifically, Johnson believed that the scope of the
CD's duties was too narrow —that the day had arrived Students whoscore well at the clinic must then pass a
when the on -site manager would have to be both an rigorous 6 =game on -field examination under the
experienced scorekeeper and a knowledgeable umpire. watchful eyes of MLS's Senior Umpiring Instructors.
TH'E M:AJ'O�`R L EAGUE ALTERNATIVE
SCMAF- certified officials are not scheduled to work
MLS- administered games until they have successfully
passed the classroom, the on -field clinic, and the
-on -the job exams.
R & D: Recruitment and Development
As was MLS President Johnson's intent, the concept
of the League Director enabled him to concentrate on
devising an effective system for the large -scale
recruitment and training of umpiring, scoring, and
supervisorial staff. After two years of trial and error,
during which several methods of recruitment were
attempted, Major League Softball has successfully
formulated a recruitment program that presently
yields, on average, 22 scoits per month.
In fact in many instances, the recruitment program has
been so effective that the number of interested
contractors far exceeds Major League Softball's need
for scorekeepers, umpires, and League Directors. The
surplus of well- trained, certified contract scorers and
umpires has enabled MLS to utilize the services of
only the most competent contractors; thus, MLS has
• put itself in the enviable position of scheduling game
officials based solely on the twin criteria of reliability
and merit.
Area Administrative Directors
Because virtually every softball program MLS
serviced was thriving, the need for full -time training
professionals became increasingly evident. In
response, MLS's Johnson created the position of Area
Director of Scorekeeping Operations (D.S.O.), whose
chief responsibilities are to oversee League Directors
in their region and to supply them with highly
qualified `scorekeepingcontractors. -
"
day
of 5
Jason Straub is available to each client on a
basis as the Orange County Area Director
eping Operations and Catherine Johnson
Los Angeles County Area as D.S.O. Both
It' _supplied with classroom facilities,
tramtngequipment and the day to day
MLS recruiting, testing and
.or all Official Scorers and
stricts.
Umpiring
contractors are
selected and trained
by a tandem of
Directors of
Umpiring
Operations (D.U.O.)
who, like their
D.S.O. counterparts,
are responsible for
managing the day to
day operations in
specific geographic
areas. Under the
supervision of
President Johnson,
Rex Davidson
oversees the
operations in the
Orange County Area
and Rod Arrant
serves MLS's clients
in the Los Angeles County Area. The- D.U.O.s' y t
primary responsibility is to direct the MLS umpire i
training and evaluation program. Because of an
intense dedication and the thorougliness its training \,'°
program, MLS has consistently graduated the finest l
softball umpiringofficials in Southern California.
Specifically, after eight hours of instruction in an MLS
classroom, prospective umpiring contractors must
.then attend a day long on -field clinic that is conducted
by the Director and his °staff. Each umpiring student is
evaluated in 20 different categories and then
depending on their overall score.and'their potential,
the _Director of Umpiring-Operations will direct them
to a senior Umpi Instructor or require the student
to return to a classroom and/or an on -field session for
more instruction.
Students who score well at the clinic must then pass a
rigorous 6 -game on -field examination under the
watchful eyes of MLS's Senior Umpiring Instructors.
SCMAF - certified officials are not scheduled to work
MLS - administered games until they have successfully
passed the classroom, the on -field clinic, and the
on-the-job exams.
Drill the Umpire(s)
serves the'
Directors
';dedicated
One More Giant Step
By late 1991, MLS management was convinced it had
developed and fine -tuned every conceivable aspect
required to ensure a.successful softball program.
However, Rich Kollen, who- gave,Major League
Softball its first job back in 1987 for'the City of
Orange,_ pointed out that MLS would pot be a
"complete program confractor" until' it could provide
field maintenance services commensurate with the
scope and quality of its administrative, scorekeeping
and umpiring services. t
As was the case back in 1987, Kellen had identified a
pivotal need that, if addressed, would not only result
in a major cost reduction tool for each agency —but
this time would elevate Major League Softball, Inc.,
into a class by itself. 4 „
After months of research, MLS president Johnson was
convinced that providing a state',of- the -art field ` _-
maintenance service was both necessary and viable. It
was then necessary to find the right man to direct daily
field maintenance operations. Johnson was delighted
to discover that Jeff Kadis, one of Johnson's former
student- athletes, had spent a great deal of time both
studying and the specialized art of ball field
maintenance at College of the Canyons in Valencia,
California. Johnson's ten years of maintaining his own
baseball fields as a High School and College baseball
coach couple6vith Kadis' technical knowledge
I exactl`y''what MLS needed to form the
cornerstone of its newly established "Field
Maintenance Division.
The Tractor Factor
One of Johnson's major research projects was to
examine all of the latest `tools and equipment
specifically designed for ball field maintenance.
Armediwith corporate funds, Johnson selected a John
Deere`l200 tractor outfitted with attachments
specifically designed for ball field grooming. Though
the JD 1200 was far from the least expensive option, it
was clearly the superior machine for preparing and
maintaining softball fields; thus Johnson did not
hesitate to,purchasse one for MLS, then opeh a
corporate line of credit through John Deere that made
-it possible to purchase additional JD1200s.
A Major Test For Major League Softball
Meanwhile, Major League Softball, Inc., signed a
contract with the City of Westminster td rovide
administrative, marketing, scoring a'nd umpiring
services for the city's Community
Department. The City of Westminster enlisted MLS to
expand the recently rejuvenated softball program,
starting with the 1992 spring season. Specifically, the
city wanted to double the size of its program by the
end of four seasons of play. MLS was more than equal
to the task. After but two seasons under MLS -
management, the City of Westminsver's softball
program posted a 54 percent incre'asezin'team
registrations! "
\. J
f
�c,L
TH`E NfAJOR LEAGUE ALTERNATIVE
L
The Ultimate Challenge
Buoyed by this impressive statistic and by its new
"Field Maintenance Division," MLS jumped'at the
chance to compete for its first shot as the complete
provider of a city's softball program — specifically, the
City of Pasadena's. And upon concluding a
comprehensive selection process, the City of Pasadena
chose Major League Softball, Inc., to handle the city's
entire softball operation. Thus, on July 21, 1992, with
the first pitch of the City of Pasadena's summer
season, Rich Kollen's vision had come to fruition:
MLS was managing each and every detail necessary to
provide a full- service softball program.
If such an accomplishment doesn't seem monumental,
consider that the City of Pasadena's program was
being conducted on three fields, five nights per week,
while accommodating just under 70 teams. Moreover,
MLS had to accomplish all of the following:
—create a publicity campaign and advertise the
season,
register the teams and collect fees,
• —form leagues and devise schedules,
— assemble and assign the umpiring and
Scorekeeping staffs,
—o btain the computerized scoring equipment and
game balls,
— conduct the preseason managers' meeting, and
—completely renovate all three infields.
What's more, MLS had to fulfill all of the above
functions within four weeks of being awarded the
contract—and-despite the fact the closest MLS
program wa s more.than 30 miles from Pasadena!
Instant Success 4
`Major League Softball was confident in its
administrative abilities, but was thrilled when the
` MLS Field Maintenance Division received immediate
accolades from both softball participants and the City
of Pasadena's public works staff. In fact, Pasadena
`�,City College`Athletic Director Ernie Romine, after
observing�the condition of the fields serviced by MLS,
proposed a contract for maintenance of both the
P.C.C. men's baseball and women's softball fields.
And beginning`in January 1993, Mr. Kadis' crews
maintained the diamond,used by the P.C.C. softball
team on a contractual basis.
The City of'Pasadena's next season, the fall campaign,
experienced a marked increase in team registration. A
total of 96 teams participated in the fall season, and a
significant number of weekday teams were turned
away because field space was maximized. This
positive response was most gratifying for MLS and
Director of Scorekeeping Catherine Johnson, as
increases in softball team registration from summer to
fall are rare indeed.
Thus, within six short-years, Major League Softball,
Inc., was scoring, umpiring, supervising, and
marketing programs that, combined; - served more than
700 teams each week!
�t
Welcome to the Menu!
Competition breeds excellence. And in just seven
short years, Major League Softball, Inc., became the
Number 1 contract service provider of adult softball
program related services itrthe most competitive area
in the Today, at the conclusion of its twenty -
third year, MLS now serves 28 governmental agencies
with it wide array of services. a
In fact, MLS has developed a program that is as
unique as it is successful. A program that can operate
every aspect of a softball league,- from start-up to fee
collection to field maintenance to umpire recruitment
to all administrative functions.
What's more, Major League Softball, Inc., can provide
j this entire.range of
services avan
41 -IJ incredibly `u ._
C
software and fully
field- tested
techniques, we can
provide your
organization with
the very best
Softball League —at
a very economical
price.
Speaking of
economy, we realize
that words can be
cheap. That actions
speak louder than
words. And we know our activities of the past twenty
years speak for themselves. But if you're still not'
convinced, ask our satisfied customers —like the cities
of Pasadena, Riverside and Cerritos. After all, in its
twenty -three years of existence, MLS has never failed"
in an attempt to have.a- contract renewed.
•
II ,DESCRIPTION OF
- ' PRESEASON MARKETING
SERVICES
Each section describes specific proposed services as
they would be performed for your Agency's Adult
Softball Program. Examples of work provided to
similar adult softball programs are available upon
request. Prior to each softball season MLS will
provideithe following preseason marketing services to
ensure that facilities allocated for Adult Softball
Program play are fully utilizedr.
and Publication of all Adult
. Program Forms and related
'ntS
MLS will produce all forms and marketing.materials,
related to Adult Softball Program, including:
f � ,
League Announcement Flyers, "League'' Rules,
( "League" rules as referenced herein are =adapted rules
that deviate from the rules prescribed by the SCMAF
rule book), Roster Addition Forms, Protest Forms,
Player Ejection Forms and multi - part-NCR forms such
as the Official Team Roster Form and Lineup Cards.
(All design work will be: submitted to the appropriate
Recreation Department staff member(s) for approval
prior to distribution.)
Mailing List Processing/Maintenance
and Bulk Mail Handling p
Initially, MLS will input and store the - Agency's
existing mailing list of softball managers: After each
mailing, MLS will compare the mailing list to current
team rosters and returned mail to ensure that the
mailing list is accurate and up -to -date.
MLS will zip code -sorted adhesive mailing
labels. In addition to printing the mailing labels, MLS
will reproduce, collate and assemble the softball
program announcement and registration information,
-which will then be inserted into envelopes and
delivered to the U.S. Postal Servicewith mailing
0
E M+ AJAR
LEAGUE? ALTERNATIVE
labels attached and first -class postage prepaid.
Undeliverable mail shall be returned to MLS
headquarters and the mailing list updated accordingly.
Press Releases, Public Relations and
Program Marketing
Upon execution of the contract, MLS will produce and
distribute press releases to various media in order to
effectively publicize the Adult Softball Program and
the unique services provided by MLS. During the
course of each season, MLS will provide local media
with current league standings and league leader
information to generate additional interest in the Adult
Softball Program.
Team Registration Process
MLS will conduct the team registration process, by
• obtaining the use of a location within the Agency's
city limits where its highly qualified personnel will
then supervise team registration. Due to the number of
hours and staff provided, MLS warrants that Adult
Softball Program participants will find team
registration to be a simple and convenient process.
During the registration process, MLS will require a
team roster and the full registration fee from each
team, then deposit all receipts into a trust account.
MLS will pay to the Agency a sum based on
agreement, within an established time frame.
Priorr to the commencement of the team registration
process, -MLS will obtain from- the- Agency's ,
Recreation Department a softball league facility
r schedule (providing the dates and -times reserved for
I �Adult'S�oftball Program play on each softball field).
MLS will`analyze the facility schedules and determine
the maximum number of teams that can play each
,day /night. 13'double- checking facility schedules prior
to;the registrauon,process, MLS will be able to apprise
teams of field availability at the time they register. In
the event that * a teamis first choice of night is filled, it
will be given the�epportunity to select an alternative
night to play. Naturally, returning teams to the Adult
Softball Program and teams with a significant number
of local residents will enjoy certain registration
advantages. Most important, each team will know
conclusively upon registering whether it has been
accepted into the Adult Softball Program and which
night it will play.
l
Team - Classification and League,'
Formation Services
MLS has developed a. mathematical means for
maximizing competition: the MLS Team
Classification System (TCS). MLS shall utilize the
TCS to determine team classification and league
formations after the initial season of the contract.
Upon the conclusion ofthe team registration process,
MLS will form leagues based on the caliber of the
teams entered.
The'TCS, a'trade secret and the sole property of Major
League Softball, Inc, uses offensive, defensive and
pitching data compiled from softball programs
throughout Southern California to- form.leagues
consisting of teams with comparable ability. As is the
case with all its current programs, MLS ensures that
the level of competition will improve markedly after
the computerized scoring'system has been used for`
one (1) season and the quantity of statistical
information grows.
i
It must be understood that MLS would not be able to
utilize the TCS to establish leagues in the first season
of the contract because of the lack of detailed
performance statistics. However, to improve first
season classifications, MLS.will use, if available,
league standings, game scores and,score sheets from
previous seasons. This information.would be used in
- conjunction with registering tearnsYself- ratings to
structure league formations for the initial season of the
contract.
If
Game Scheduling Services
After league formation is complete, MLS shall
produce all Adult Softball Program game schedules
within the parameters of the softball facility,,schedule.
MLS's proprietary scheduling software generates
game schedules with equal amounts of early, middle,
and late games,-as well as an equal number of
home /visitor.designations for each team. Each team
will receive twe4ve_(12) copies of its schedule ° iri their
• manager's packet," which will be distributed at the
preseason managers' meeting.
Preseason Managers' Meeting
Within five days of the opening day of each season,
MLS shall conductor Managers' Meeting during whic
team representatives will receive a packet which
includes game schedules, SCMAF rule books, roster
• addition forms, and league rules. Mandatory- -
n
attendance will be stressed as proper procedure and
interaction with MLS scorers will be explained and
possible rule changes and updating of Agency policy
will be discussed.
All questions or problems related to scheduling or
iules will be answered or otherwise resolved at the
Managers' Meeting. MLS shall provide no fewer than
two representatives at each preseason Managers'
Meeting to distribute all necessary mat and .
answer questions.
III DESCRIPTION - 'OF
IN- SEASON,
SERVICES
Duping the course of each softball season MLS will
provide the following services to ensure that Adult
Softball P.rogram,participants receive a level.of
service quality that-is unsurpassed:
League .Coordination
Services
MLS; will provide an on -site program`manager known
as the League Director (LD). The =LD will be
responsible for managing MLS's day to day operation "
1 of the Adult Softball Program. Prior to becoming a
candidate for a League Director position, prospective
League Directors must have two or more years
experience as a scorekeeping aif or umpiring
contractor providing services to MLS. Because MLS's
selection process is based solely on merit and
reliability, MLS can ensure that each League Director
is an accomplished professional iwho`iss extremely
familiar with every facet of the MLS system of
softball, program administration.
t
MLS offers�the Agency the option of being involved
in the LD(selection process in the event that a
tfinsition occurs during the contract term. The LDwill
h be on -site each day /evening, readily accessible to
Adult Softball Program participants and/or MLS staff.
Program participants may also contact the LD via a
dedicated telephone line known' as the "MLS Hotline."
U
In his capacity, the League Director will perform a
number of essential support functions. Specifically,
the League Director's responsibilities will include:
scorekeeping contractor assignments and evaluations,
C pickup and 'delivery of computerized scoring
equipment, team roster maintenance, and statistical
G , corrections. In addition, the LD shall record field
condition announcements and game score information
onto the dedicated MLS Hotline each evening, and
will notify all game officials of game cancellations,
scheduling changes, or rule updates.
The LD will coordinate with the City's liaison staff
prior to and during the team registration process and
will attend each preseason managers' meeting.
The LD will record and track all game cancellation
information during the course of the season. As each
season progresses, the LD will coordinate all play -off
and makeup game requests with the appropriate
Recreation Division staff member, and approximately
two weeks prior to the scheduled end of each season,
he will personally distribute makeup game notices to
• all affected teams. The LD will then coordinate the
scheduling of umpiring and scorekeeping contractors
to ensure that all play -off and/or makeup games take
place at their scheduled time(s) without difficulties.
The LD will also be readily accessible to scorekeeping
and umpiring contractors via a telecommunications
paging /cellular system. A certified scorekeeping
contractor and SCMAF certified umpire, the LD is
capable of substituting in the event of an emergency.
.The League Director's chief responsibility is the daily
quality control of the services tendered to =Adult
Softball League participants. Because the LD's will
participate in the scheduling and disciplining of all
scorekeeping and umpiring subcontractors, and they
have the authority to charge contractors that violate
MLS policy by appearing tardy for a shift or being on
of uniform, the LD has the tools necessary to maintau
the highest standards of quality.
Certified. Scorers and the MLS
A" ,.
Computerizz System
MLS will dedicate`a crew of certified scorekeeping
0
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contractors to service the Adult Softball Program. One
of these storekeeping contractors will be assigned to
every game on the Adult Softball Program Schedule.
Every scorer supplied by MLS shall be proficient with
the scorekeeping rules and procedures as defined by
Appendix D of the SCMAF Rule Book.
Each scorekeeper must pass a written examination as
well as a proficiency test on the MLS computerized
scoring system before achieving certified contractor
status. MLS will supply Agency staff with copies of
individual test results upon request.
MLS shall notify each scorekeeping contractor of any
special Agency "league" rules that have been adopted
by the Adult Softball Program. MLS will review
proper procedures for filling out Injury Report forms,
Player Ejection forms and Game Protest forms with
each scorer. Each scorekeeping contractor will be
evaluated no fewer than twice per month by the LD,
and each scorekeeping contractor shall receive
unannounced visits from a League Director no less
than once per evening. Uniformity of dress and
professional conduct shall be required of the
scorekeepers at all times.
The MLS Scoring system consists of a portable t
computer system, a portable public address system,'
printer, table, extension cord,, continuous•form paper
and two -part NCR lineup cards =all of which will be
in place at every softball field each night of scheduled
Adult Softball Program play. MLS scorers will input
the results of each play into the system and will
provide the following reports and publications at each
game:
C
1. Play -by -play Narrative I
Upon the conclusion of each game a detailed account
(one copy per team) of how the game was scored will ;
be available from the official scorer. (Sample
"Narratives" are available upon request). In the event
a participant disagrees wttli any of the data on the
statistical summaries, he or she can check the
- play -by -play detail, to resolve any disagreements.
J
2. Team Summaries �
At the conclusion of each game three (3) copies of the
single game Team Summary Report and three (3)
copies of the cumulative Team•Summary Report shall
be printed and delivered to each team by the
scorekeeper. Among other statistics, these Reports list
each player's at -bats; runs; hits; doubles; triples; home
runs; and batting, slugging, and fielding percentages.
(Sample Team Summary Reports" are available upon
request.)
3. Dugout Din Newsletter g
Team managers shall receive a copy of the latest issue
of the "Dugout Dirt" publication each week from the"
scorekeeper. The front page contains current league
standings and the Top 10 players in five
tiers, RBI, Sluggers,
Fielders and ERA.).
The back page contains a
cumulative Team
Summary Report for
every team in the league,
so every manager will
have season -to -date
information for his own
team as well as for every
player his team will face.
I I MLS will supply a
proprietary software
package titled Hitech
" - Baseball /Softball" to
each computer system.
Said software package is
a trade secret of Hitech Sports, and may not be copied
or reproduced by any person, firm or corporation in
whole or in any part the express written
consent of MLS. It is understood that MLS shall
reserve all rights to the statistical information captured
• using said software package.
MLS Umpiring Services
4'
The following 'set of umpiring - related services will be
provided to the Adult Softball Program:
Director of Umpiring Operations
MLS umpiring operations are managed on a day to
day basis by a full time Director of Umpiring
Operations (DUO) in each geographic area. (See MLS
Organizational Chart.) The DUO is responsible for the
recruitment, training, S.C.M.A.F. certification, and
on- goitig evaluation of all umpiring officials.
t
The Director maintains a file containing each
umpiring official's pertinent information in the event
that,ihere is a question or concern related to an
umpire's certification and training background, test
scores, and evaluation history.
The Direcd f Umpiring Operations presides over a
monthly umpire scheduling meeting. The DUOworks
in conjunction with each League Director to assign
MLS umpiring contractors to specific dates and
leagues.,'
Moreover, the Director will be directly accessible to
the Agency's liaison staff members and will provide
research, documentation, and assistance pertaining to
ejections, protests, or requests by either Recreation
Division Staff or Adult Softball Program participants.
As previously stated, the DUO shall attend preseason
Managers' meetings and will be available to attend_
any or all program organization meetings.
t
MLS Training and Certification
Program" ^s
MLS has.been authorized by SCMAF to conduct its 41
own:training and certification classes. In fact, umpires
from all,ovei Southern California are referred to MLS
for"certification because of its comprehensive
classroom and on -field training program. Though
MLS does certify each of its officials with SCMAF, in
orde,r_to receive game assignments from MLS, each
official must successfully complete a comprehensive
three -part training process with accompanying
_J
n
L
T H" E
0
O'I2 L.E>A
examinations administered by the Director of
Umpiring Operations and his staff of Senior Umpiring
Instructors.
The - Director personally conducts each classroom
training session and on -field clinic for umpires of all
skill and experience levels. In addition to the SCMAF
Rule Book and Umpires' Mechanics Guide, The
Major League Softball Umpire Training Course is
now a published textbook used for beginning,
intermediate and advanced umpire instruction. (A
copy of the MLS Umpire Training Course can be
obtained from MLS by request only. We feel the
information contained in the publication is somewhat
proprietary and therefore it is not made available to
the general public.)
Each beginning umpiring student is placed in
simulated game situations prior to umpiring in an
actual league game. This way, no umpiring official is
allowed to work "for real" until they are truly ready to
perform at a high level of competence.
• MLS is extremely proud of its intermediate and
advanced umpire development programs. MLS
strongly believes that it is simply not enough for
umpiring contractors to recertify on a yearly basis.
RNA
I
Director of Umpire Operations dedicates his week
night work schedule to the ongoing evaluation and
follow up training of already certified umpiring
contractors. It is this feature of the MLS Umpiring
Service that sets Major League Softball, Inc., apart
from every other umpiring organization in Southern
California. Though the recruitment and training of
new umpires is an important function, it is our opinion
that the constant improvement and education of our
existing crew members is of paramount importance,
therefore, substantial corporate resources are
dedicated to this function.
"Local Crew" of MLS /SCMAF Certified
Officials
MLS will accept all umpiring assignments for league
games in accordance with Adult Softball Program
game schedules. Every umpiring official supplied by
MLS shall be MLS /SCMAF certified and shall display
proof of said certification on his or her uniform.
Umpires are scheduled such that they are rotated no
less than every two weeks. MLS has found that,this t
method eliminates problems related to "familiarity an d-
contempt between teams and umpires. F
MLS will dedicate a crew.of -ML'S /SCMAF certified _
•
cases where an umpiring official is not present ten
In the unlikely event that more thanone (1) "On Call'
(10) minutes prior to game time. The MLS Emergency
official is needed, the "Quarterback" will contact the
Backup Support System functions as follows:
- Director of Umpiring Operations and the D.U.O. wil:
'- dispatch another local official or will personally
1) Each umpiring official is required to sign a
relieve the LD himself.
contract each month'which defines his/her
e 11
umpiring obligations for the month. (Samples
This system provides no fewer than three (3) layers of
of individual umpiri ng contracts are available
backup support beyond the originally scheduled
upon request` -) " 3
official. This plan ensures that every scheduled
softball game is played, with more than 9 5 percentof
2) Each program has a dedicated "On Call"
them started "on time ".
official scheduled on'every night of league
play.. Officials accepting -'On Call" shifts are
GameMaterials '
required to stay in contact with the DUO
i \
throughout the day and evening of the shift.
MLS will provide one (1) new game ball and one (1)
good used ball for each game. The Agency and MLS
3) In the event that an umpiring contractor is not
shall`mutually agree upon acceptable manufacturer(s)
present ten (10) minutes prior to the scheduled
and�model(s) of game balls to be used in the Adult
game time, the assigned scorekeeper will
Softball Program. MLS will supply a set of bases and
contact MLS's dedicated ` uarterback"
„, �
- a'SCMAF- approved home plate extension for each
who mans a specific "Quarterback Hotline"
field. MLS -staff will be responsible for the`installatioi
beginning one hour prior to the first scheduled
and removal of the•bases and home plate extensions
game time. (Scorekeepers are.required•to
_,each night as well - as any manual operation of lighting
arrive no fewer than 30 minutes prior to the
systems.
first scheduled game time. LD's check their
-
first field approximately 30 minutes before
Awards Design, Procurement &
game time and have made a complete sweep
of their fields by the first scheduled game
Distributional
time.)
No later than the fifth week of each season, MLS will
submit art work to be approved,by the appropriate
4) U�on receiving the scorekeeper's call, the
Quarterback will immediately contact the
Agency staff membcr(s). Upon approval, MLS will
appropriate LD (via cellular telephone /pager)
order a sponsor /team award for both the first and
- and direct -the LD to the field where the assigned
second place teams, and 15 individual awards for the
members of each first place team.
umpire is not present. The LD, a certified
umpire, will then conduct the pregame meeting MLS will provide various awards options during each
With the team managers and start the first game
such that the teams are not inconvenienced in Managers' Meeting and allow team representatives to
vote for their preferences. (MLS will'provide samples
any way. f t I d d d fa turd nd
5)' Meanwhile, the Quarterback dispatches
theassigned - "On Call" official to the field
where the LD has started the first game`.
6) Upon the arrival ofthe "On Call" official, the
( LD will then return to his /her League
I Directing duties. The LD will continue to
• officiate the game until the "On Call" official
arrives.
o ac ua awar s esigne , manu c e a
distributed to teams in similar adult softball programs;
popular choices are "mock" turtleneck sweaters, "crew
neck" sweatshirts, embroidered hats and bat bags that
read" "City "Champions ".) MLS will distribute awards
on the fields on the final night of each league's
season. MLS has found that softball teams are
extremely appreciative of this service because of the
-- - , convenience and the added enjoyment received from
celebrating their success with awards in hand.
T H`E 'Af A J O` R L E: A G U E
ALTER'NATFVE
In addition to league championship awards, the league set of conditions that requires special attention.
leaders in three selected categories will receive a Therefore, the Major League Softball SBDMS
special MLS "League Leader Award." Such awards consists of two distinct elements: Periodic Repair
will vary from season to season and will be available Services and the Daily Maintenance Program.
I within one week of the final game of each season.
[ IV BALL FIELD
MAINTENANCE SERVICES
Before, during and after each softball season MLS will
provide the following services:
The MLS Standard Ball Diamond
Maintenance System (SBDMS)
The MLS Field Maintenance Division is managed by
MLS's Director of Maintenance Operations, Patrick
May (hereafter "DFM ") and his staff. The DFM has
integrated his own innovative techniques along with
proven maintenance procedures to create a
comprehensive maintenance system that renders ball
• field conditions that have proven both safe and
enjoyable for program participants.
The most remarkable benefit of the MLS Standard
Ball Diamond Maintenance System (SBDMS) is that
it affords program administrators the opportunity to
resume league play immediately after inclement
weather. The SBDMS eliminates the need to wait
multiple days for ball fields to dry after a heavy rain;
this feature has significantly reduced the number of
rained -out games and the resulting rescheduling
burden. MLS-warrants that the SBDMS will enable it
to schedule
and complete
_four (4)
softball
i seasons per
year,
regardless of
the amount o
rainfall.
By their very
nature, every
softball field
has a unique
Periodic Field Repair Services
To the extent that adult softball play impacts the fields
allocated for league use, the following repair services
will be performed on each field programmed for adult
softball:
1) Survey the traction (infield) area each season to
evaluate the existing grade and decide which
equipment and grading method should be
employed to bring the infield(s) to the proper
grade. See Paragraph #3 below for specific
details regarding grading equipment and
methods.
2) After surveying the traction area of each infield,
obtain and provide whatever amount of traction
material ( "Angel Mix ", decomposed'granite, 1..,
etc.) is necessary to build up the infield(s). {hat
have suffered significant material.displaeemefit,
—if additional traction.material is- needed to
create a level-graqc it rmisf be clearly
understo4thafthe SBDMS traction material
replacement feature is limited to replacing only
those quantities of material that have been lost
or displaced due to adult softball use. The
SBDMS will not include replacement of traction
material when such material loss or
displacement is caused by weather and/or athletic uses
such as baseball, youth softball, soccer, school
programming or any field uses other than adult
softball.
3) On three (3) occasions per year, grade the
'traction area of eaell infield using a skip loader
and Gannon':' grading box. Traction aterial
will be added ,vhere "necessary during the
grading process. Traction material purchases
will be prorated suchlthat MLS will pay for
traction material only,to the the extent of the
SBDMS material replacement feature defined in
Paragraph 2 above and the City will pay for the
portion of each traction material purchase that is
needed due to non -adult softball uses and/or
weather. To ensure optimal drainage, safety and
playability on each infield 'allocated for adult
softball league play, MLS strongly recommends
that each infield is laser leveled on one (1) ` - --
occasion per year. MLS will invoice the City the
sum of $500.00 per infield after rendering -laser
leveling services.
• 4) 6n a seasonal basis, survey o
the utfield (sodded)
area to determine which areas are wom or
damaged due to adult softball use. It must be
clearly understood that this SBDMS sod
r eplacement feature is limited to damage or
wear that is specifically caused by adult softball
use only. Worn or damaged areas of a softball
outfield that have been caused by other activities
or athletic uses such as soccer, rugby or football
will not be considered part of the outfield area
w that will lie repaired by the SBDMS.
5) When necessary, obtain and provide whatever
type of sod that is currently used as outfield turf
(i.e. bermuda, perennial rye, etc.) MLS will
supply enough sod to completely fill those areas
which are heavily impacted by softball league,
play. MLS will use proper sod cutting
equipment to remove damaged, worn or
diseased sod and replace it with healthy 3' by I'
lengths. During the - planting process, MLS will
add.all.neces"sary_amendments (recipe to be
mutually agreed"upon between the appropriate
City staff member(s) and the DFM) to ensure
• proper mending and growth.
6) /Measure the distances from home plate, between
base anchors, and to the pitcher's plate (rubber)
to ensure,that they fall within the specifications
set forth in the SCMAF rule book. At this time,
a .. c
all base anchors, home plates and pitcfiers' plates will
be thoroughly checked for excessive wear ordefects;
and a written status report maybe submitted to the
appropriate city staff member(s).
7) Using a light meter, MLS will test the candle
foot power (lux) for each infield and outfield. In
the event that an existing candle foot reading-
does not comply with the State of California's
minimum standard for ball e fiel&use, a written
diagram illustrating the location and quantity of
each reading will be provided to the appropriate
city staff member(s). 1
8) When necessary, the perimeter border edge (the
line where infield traction material meets
outfield into will receive special attention to
eliminate any berm or ridge that develops from
frequent use. MLS will de- thatch, scalp and
water blast the perimeter edge such that it will
_remain free of infield mix buildup. It must be
clearly understood that this infield perimeter
border edge repair feature is limited to repair of
0
T11 k 'M'AJOR
L E A G U E A L T E R N A T IN E
damage caused by adult softball use only. The
SBDMS will not provide repair of perimeter border
edges when such repairs are caused by weather and/or
'aihletic uses such as baseball, youth softball, soccer,
school programming or any field uses other than adult
softball.
MLS will evaluate the existing conditions on each
softball field allocated for adult softball program use
prior to commencement of a contract. If the existing
conditions on each softball field do not meet industry
standards then MLS will prepare a written estimate of
proposed renovation services with MLS's customary
charges for such services. In such situations, the City
agrees to either accept MLS's proposal and pay MLS
to renovate said softball fields or the City will bear the
responsibility for bringing said fields up to industry
standards for safety and playability.
Periodic Repair Services are provided to ensure that
all playing surfaces are kept available for use. It is
mutually understood that the City has its own, separate
• parks maintenance staff and/or parks maintenance
program. The SBDMS is not a parks maintenance
Infield Treatment Program
After necessary Periodic Repair Services have been
completed, each softball field will be ready for the
opening day of the season. Beginning on opening day,
MLS's Field Maintenance staff will perform an Infield
Treatment on each field scheduled for league play.
The Infield Treatment Program takes into account that
specific locations (referred to as "high- impact areas ")
on each softball diamond endure heavy use and thus
require special attention. High- impact areas such as
batter's boxes, catcher's and umpire's places behind
home plate, the pitcher's mound, the base paths, and
the sliding areas around the base anchors will receive
additional watering and scarifying on a daily basis;
and traction material will be added when needed. A
Daily Infield Treatment consists of the following steps
that are performed on each day a field is scheduled for
league play:
1) Large quantities of displaced material from
high- impact areas will be bank =filled using the,
front scoop of a John Deere 1200 ball field I
conditioner.
2) The entire traction area watered, with j
additional quantities applied to high- impact
areas.
3) _ As needed, the entire traction area will be
scarified using a variety of depth settings,
depending on the'existing condition of the field.
MLS staff uses scarifiers that come as standard
attachments on John Deere•1200,ball field
conditioners. The,JD-1200 scarifier is,54 inches
wide and can ^be set to depths rangingl`from one
to six inches -Extra care will be exercised when
scarifying next'to.perimeter edges, base anchors,
home plates, pitcher's plates; backstops and
chain link fencing. (Experience has shown that
this process renders a consistent infield texture
that significantly reduces the number of injuries
related to bad bounces and sliding on hard or
unlevel surfaces.)
4
t
4) The JD 1200 grading/leveling attachment and a
"screen" drag will then be employed to evenly
distribute traction material over the entire traction area
surface of the infield leaving a smooth surface.
5) Finally, the field shall'be lined,as prescribed by
the SCMAF rule book. Using a box
template and string, MLS staff will set down the
batter's boxes; -foul lines, coaches' boxes, first
base running line, andlon -deck circles.
Appropriate city staff inember(s) will be
consulted, so that MLS,will use only field
marking materials that have been approved by
the City's Parks Maintenance Division.
While the SBDMS is quite comprehensive, it does not
include the following landscape and parks
maintenance tasks: seeding, aeration, fertilization,
mowing, watering of outfield areas, irrigation system
repair, or infield mix replacement that becomes --
facilities allocated by the City for adult softball play,
regardless of whether such claims involve program
participants, program spectators or members of the
'general public.
V STAN FINANCIAL
STRUCTURES & TERMS
r�
.f
Major League Softball, 'Inc., will provide any or all of
the services described herein on a modular, "the client
chooses "� basis. Naturally, the scope of services
selected ;will directly affect the'fees°charged and the
manner in which MLS will collect or` invoice its fees.
i
Though MLS will negotiate an "Agreement" that
meets the needs of the individual client, MLS's
contractual arrangements typically fall into 'one (1) of
three (3) categories:
necessary due to weather or uses other than adult
t
softball. However, the MLS Field Maintenance--. -
1) Oper 1 ngServiceAgreements
Divisioniis capable bf providing maintenance- 'services -.
-,In this type of arrangement MLS will collect and
• well beyond the scope of the Standard Ball•Diamond
deposit all adult, softball program leag'ue,fees -into a
Maintenance System. If such maintenance services are
dedicated checking account. MLS will re`taima'fixed
desired; a separate contract concerning these
amount of revenue per team as its "Retained Fees" for
maintenance services may be negotiated.
services. The number of dollars that MLS.retams
I
from each team registration is dependent upon the
City Responsibilities
specific set of services selected bythe Agency.
The City to maintain in safe condition all park
fixtures such as: poles, light fixtures, light bulbs,
"Operating Services Agreements" specify that the
bleachers /seating apparatus, playground equipment,
Agency must provide written approval for decisions
ehainlink fencing (including but not limited to
relating to League Fees, ball field allocations and the
"dugout ", "backstop ", "out of play" and
number of seasons programmed for"adult softball.
"outfield/home run "fences), base anchors, home
league play. Due to the substantial investment
plates and pitcher's rubbers. MLS will not be held
required, most Operating Services Agreements are
responsible to defend or indemnify the City against
negotiated forterms of two (2) years or more.
-any claims for personal injury, death or property
( f�
damage that in any way arise from or relate to (i) the
2) Specific Program Service Agreements
condition of said park fixtures, or (ii) the design
Agencies that wish to utilize a more narrow scope of
and/or construction of park facilities allocated by the
service may negotiate a contract whereby MLS will
City for adult softball play, regardless of whether such
invoice on a per game basis for specific selected
claims involve program participants, program
services: The fee charged per game will vary
spectators or members of the general public.
depending upon the scope of service rendered. MLS
.
will look to invoice for such services on a
The City agrees to-defend and indemnify MLS against
semi - monthly basis.
all claims and liabilities arising out of or in any way
relating to (i) the condition of the aforesaid park , - - -'
MLS offers its program services on a modular basis
• fixtures or , (ii) the design and/or construction of park
,.,
such that an Agency may select one (1) service or
I _,_, ___ 1
4
THE M'AJO'R LEAGUE ALTEWNATI'VE
0
groups of services which are packaged. Specific
Program Services Agreements range from one (1) to
three (3) years in duration.
IY 3),..- -Ball Field Maintenance Service Agreements
Similar to the previously described arrangements,
i MLS will provide specific ball field maintenance
" services as selected by the Agency. Routine infield
treatment programs are invoiced on a per treatment
basis and periodic renovation work is negotiated on a
time and materials basis and/or by project.
Ongoing maintenance services will be invoiced
semi - monthly and the per treatment price will be
dependent upon the specific scope of services
selected. Specific Ball Field Maintenance Service
Agreements range from one (1) to three (3) years in
duration.
VI INSURANCE COVERAGES,
INDEMNITY, AND
AGENCY
RESPONSIBILITIES
Prior to commencement of services, MLS shall
provide proof of a comprehensive liability insurance
policy with a policy limit of $1,000,000 naming the
Agency, its officials, employees, representatives, and
volunteers as additionally insured parties. MLS'
current liability insurance policy is renewed in
December of - each .year and,has a one (1) year term.
MLS will supply to the persons and/or - departments of
the Agency's choice, appropriate documentation
evidencing,this insurance coverage. MLS's coverage
'extends to program participants as well as spectators
and members of the general public.
.In additio to its comprehensive liability insurance
,policy; MLS backed by a Commerial Crime and
E" loyee,Dishonesty policy in the amount of
$25,000. In programs where MLS collects and handles
Adult Softbail6Program monies, the policy will protect
the Agency from a loss up to $25,000.00. The Agency
will be named on
'�the policy as the "loss payee" and
1 the Agency will have the sole right to file a claim.
l
MLS is willing to increase the limit of the policy if the
sums of money handled warrant such an increase.
MLS utilizes the services of Independent Contractors
for umpiring and storekeeping functions. (Copies of
the Service Agreements entered into by MLS and its
Storekeeping and Umpiring Contractors are available
upon request.) Independent Contractors are
responsible for the reporting and payment of payroll
taxes as well as providing their own Workers'
Compensation Insurance.
Currently, in each of its programs MLS requires each
player to sign a "Release, Hold Harmless and
Indemnity Agreement." MLS warrants that such a
requirement will be enforced in the Adult Softball
Program with a similar legal document that is
approved by the Agency's Risk Management
Department.
Questions regarding MLS' insurance or bonding
should be directed to David R. Johnson at the address
and/or telephone numbers printed above:
Limited Scope Of Indemnity
Due to insurance considerations, as well -as equitable
business principles,-it -i"s MLS's to indemnify
the Agency against; btdonly against, all claims and
liabilities arising from the negligence or intentional
misconduct of Major League Softball, Inc., its
employees and/or agents. MLS is not in a position to
indemnify the Agency against negligence or
intentional misconduct'of the Agency or its employees
or agents, or any other third parties. Accordingly, any
definitive contract for services,mu§t include the
concept of "comparat (i.e , MLS will
indemnify the Agency only "TO THE EXTENT OF"
MLS's negligence -or misconduct.)
It maybe legally permissible for`ML toat ndertake a
broader scope of indemnity. However, inasmuch as
this will affect the insurance premiums paid by MLS,
the fees payable to MLS will have to be adjusted .
accordingly. Any such assumption of additional
indemnity must be specified and agreed to in writing
and signed by a Corporate Officer of Major League
Softball, Inc.
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Agency Responsibilities
The Agency agrees to maintain in safe condition all
park fixtures such as: poles, light fixtures, light bulbs,
bleachers /seating apparatus, - playground equipment,
chainlink fencing (including but not limited to
"dugout ", "backstop ", "out of play','_ and
"outfieldihome run" fences), base anchors, home
plates and pitcher's rubbers. MLS will'not be held
responsible to defend or indemnify the Agency against - --
any claims for personal injury, death or property
damage that in any way arise from or relate to (i) the 4 ,.
condition of said park fixtures, or (ii) the design ; y
and/or construction of park facilities allocated by the
Agency for adult softball play, regardless of whether I
such claims involve program participants, program
spectators or members of the general public;
The Agency agrees to defend and indemnify MLS"
against all claims and liabilities arising out of or in �.
any way relining to (i) the condition of the aforesaid
park fi xtures or, o'(ii) the design and/or construction
of park facilities allocated by the Agency for adultTM�
• softball play, regardless of whether such claims
involve program participants, program spectators or
members of the general 'public. y'
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VII PROFESSIONAL
REFERENCES
The following is an alphabetized list of references:
Mitch Assuma, Senior Recreation Supervisor
City of San Bernardino
547 North Sierra Way
San Bernardino, CA 92410
(909) 384 -5132
John Banks, Recreation Supervisor
City of Laguna Niguel
29751 Crown Valley Parkway
Laguna Niguel, California 92677
(949) 362 -4350
Marc Gutfeld, Adult Sports Supervisor
City of Long Beach
4700 Deukmejian Drive
• Long Beach, California 90804
(562) 570 -1731
Amy Hall -Mc Grade, Parks and Recreation Director
City of Covina
1250 N. Hollenbeck
Covina, California 91722
(626) 858 -7269
Bonnie Hagan, Leisure Services Superintendent
City of Orange
326 East Almond Avenue' -
'Orange, Califomia 92666
(714) 744 -7287
1 ` -Kevin
City o
H i l l
Ellis Recreation Supervisor
Downey, Califc
`(562)'904 -72
i z tix f . _
Felipe Zambran
City of Placenti
401 E. Chapma.
' Placentia, Calif
ok (714) 993 -8227
Avenue
is 90241 -7016
Dianna Kuka, Recreation Supervisor
City of Westminster
8200 Westminster Boulevard
Westminster, California 92683
(714) 895 -5860, Extension 8561
Michael Brandt, Recreation Specialist -Adult Sports
City of Anaheim
200 South Anaheim Boulevard
Anaheim, California 92805
(714) 765 -5265
Dennis Chiotti, Public Works Supervisor
City of Irvine
P.O. Box 19575
Irvine, California 92623 -9575
(949) 724 -7619
Pat Me Ardle, Manager, Recreation Services
City of Chino
13220 Central Avenue
Chino, California 91710
(909) 591 -9834
Carlos Espinosa, Recreation Supervisor t /
City of Cerritos
18025 Bloomfield
'Cerritos, California 90703`-x" "°
'(562) 916 -1262 t "�
Robin Metz, Recreation Superintendent
City of Riverside
3936 Chestnut St.
Riverside, California 91770
(951) 826- 2050aa��
Cesar Monsalve, Recreation Supervisor
City of Duarte r
1600 East Huntington Drive 1
Duarte, California 91 -010
(626) 357 -7931 �1,
Judy Peterson, Community Services Manager
on Services Manager City of Fullerton
801 West Valencia Avenue
Fullerton, California 92632
70 (714) 738 -6390
. -, —
A: J .R` 7L .
1.
J ose Rico, Sports Coordinator
City of Pico Rivera
6767 Passons Boulevard
Pico Rivera, California 90660
(562) 801 -4439
Reno Bellamy, Recreation Supervisor."
City of Corona
815 W. 6th Street r
Corona, California 92882
(951) 279 -3781 )
Darrell Walker, Recreation Supervisor
City of Pasadena
2575 Paloma Street
Pasadena, California 91107
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(626) 794 -4656 ..
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