Manager Guide

The à la carte model, and what it forces on us

Read this before you make your first judgment call. Almost every policy downstream is a consequence of it.

We have no memberships and no joining fee. A customer buys the class, the lesson, or the court they want, and pays for that. There is no annual contract holding them, and no sunk cost keeping them.

That has three consequences you will feel every week:

• Revenue is earned again every single week. A club with memberships can absorb a bad month. Here, a cancelled class is money that never arrives.
• Retention is entirely experience-driven. Nothing but the quality of the last session keeps a customer. A coach who is late, a court that is dirty, a clinic that was cancelled without a good reason: each one is a real, immediate reason not to come back.
• Fill rate decides whether the site makes money. Waitlists, withdrawals, transfers and overflow are the P&L, so treat them as core work rather than admin. → Programs & class health

What we mean by the standard

Eight areas where the difference between a good week and a hard one is small, repeatable, and almost entirely within your control.

None of this is difficult, and all of it is easy to lose on a busy day. That is why it is written down: a shared, written standard means nobody has to guess where the bar sits or carry it in their head.

Read it once now, and come back to it at your 30 and 90 day reviews. The four habits at the end are the short version: build those and most of the rest follows.

Closing the loop on a task

Every task you take on, and every task you hand to someone else.

Handover and time off

Any day off, any holiday, any stretch where someone else is covering your branch.

The courtsheet

Every call-out, resignation, approved time off, substitution and cancellation.

Profile notes

Any email to a customer about a problem, a decision, an exception, or anything the next person would need to know.

Stock and supplies TBD

Balls, drinks, snacks, paper goods, soap, and pro shop stock, at every site you cover.

This process still needs to be refined together: the count schedule per site, the trigger level for each consumable, who orders from where, and how the count is recorded. Bring what works at your site; it gets settled with you rather than handed down.

Thinking forward from a fault

When something breaks, the problem is every booking, class and lesson that was going to depend on it until it is fixed, and those all stay on the schedule unless you take them off.

Court lights go down. Emailing the City is only the start. The courts come off the sheet for the coming weeks, clinics move to lit courts, and the bookings already on those courts get moved and their players told. A ball machine breaks mid-session. Refunding the player it broke on is the easy part. Then go through the rest of today's and the coming days' reservations, call or email every one of them, and take the machine out of what can be booked.

Owning the request

Anything that lands on you from senior management, a coach, the desk, or a customer, and the inbox is most of it.

Email is a queue, and working it is the job. Two things come off the top: the priority ones, and the oldest ones. An email that has been sitting a week is the one most likely to have gone quiet on a customer, so it earns a place next to whatever is urgent today. Old labels still open in the inbox are unfinished threads: open one, find out where it stopped, and carry it to closure yourself.

Protecting the revenue

Cancellations, clinic lengths, refunds, exceptions, and anything that walks out of a closet.

Following written process

Every SOP in this guide, the Pro Handbook, and the attendance process.

The four habits that hold all of this together

Eight areas, four habits. Build these and most of the rest takes care of itself.

Definition of Done: use this literally

When you are about to mark something complete, all five have to be true.

• The outcome exists, and you have seen it with your own eyes rather than been told it exists.
• It is recorded wherever the next person will look: profile note, courtsheet, coach file, incident report, tracker.
• Everyone affected has been told: the customer, the coach, the desk, whoever else it touches.
• The person who assigned it knows it is finished, because you told them.
• Nothing is waiting on you for a follow-up that has not been scheduled.

The job in one paragraph

You are responsible for the overall success of your location: keeping programs full and well run, monitoring waitlists and clinic performance, advertising and supporting events, overseeing staff execution, and making sure daily operations run smoothly and profitably. When you are off-site, you delegate clearly and remain accountable for the result.

You do not operate in isolation. You are part of a single leadership team and you are expected to contribute across all locations when needed: covering, advising, and picking up work that is not strictly yours when the company needs it.

Pillar 1: Operations & facility

Making sure the facility runs smoothly, efficiently, and professionally at all times.

• Make sure there is full court coverage and front desk coverage.
• Oversee the Daily Facility Walkthrough Checklist. The walkthrough is delegable and should mostly sit with the desk, but walk it yourself regularly. You will see things a checklist does not ask about.
• Make sure balls are picked up and courts are clean. Day to day this is coach and front desk work, and you own that it happens.
• Report and follow up on maintenance issues. Follow up is the operative half.
• Monitor stringing needs; make sure no rackets are due.
• Monitor coach arrival times; address lateness and reliability per policy. See the Pro Handbook.
• Serve as MOC when scheduled.
• Monitor and escalate incident reports. Major events are documented immediately; notify senior management in real time when warranted, and open the escalation conversation yourself rather than waiting to be asked. Make sure every incident report is sent to JC and Jim within 24 hours of the incident.
• Manage weekend and event handoffs: camps, mixers, clinics, semesters.
• Respond to City emails professionally and promptly.
• Complete 10 monthly surveys. Process needed
  A process for this still needs to be defined: which surveys, who they go to, how they are collected, and where the results are logged.
• Update flyers and promotional materials. → Facility Flyer Updates SOP
• Keep staff current on CPR and fingerprints, handle reimbursement checks, and keep the tracking document updated.

Pillar 2: Programs, scheduling & financial oversight

The structure, health, and profitability of the programs at your site.

• Keep semester offerings matched to the master schedule. Day to day this is checking that what is on the courtsheet matches the master schedule and chasing down any mismatch. The offering itself is set centrally, and your read on it is wanted. You see the demand, the waitlists and the empty lines first, so bring what should change for next semester. → Semester offerings & the master schedule
• Manage class entry and monitor withdrawals, waitlists, overflow demand, and open spots from transfers.
• Monitor class fill rates and substitutions.
• Make sure camps and events hold the correct coach-to-player ratios. Camps normally run at 8:1. Treat that as the starting point rather than a formula:
  • Look at the age spread as well as the headcount. Eight players within a year or two of each other is one group. Eight players spanning six to twelve is a different situation, and probably needs a second coach.
  • Explore consolidation before you add a coach. Two eight-year-olds on one line and two ten-year-olds on another can be merged into one workable group instead of two thin ones. Merging protects both the experience and the margin.
  • Use common sense, then say what you decided. If you split or merge a group, record why. Ratios that change without a note are impossible to plan against next season.
• Review courtsheets for payroll on the 16th and the 1st of each month, and confirm to senior management.
• Oversee site inventory and pro shop stock, including staff equipment needs.
• Monitor expenses to maximize profitability and reduce loss.

Prevent revenue leakage

These are the four leaks worth actively watching for:

• Giving away free items.
• Improper refunds. Semester program refunds granted without approval are the classic one.
• Not shortening clinics or coaches when required.
• Poor inventory control.

Pillar 3: Staff leadership & accountability

Training, performance, and standards. This is the part of the job that only you can do, and the part where your time returns the most.

• Manage new coach training.
• If a new coach is assigned to a 0-enrollment class for training, reassign them to train with a senior coach. They learn nothing on a court with no players.
• Pair new coaches with experienced staff.
• Monitor drill quality, clinic structure, and energy on court.
• Identify when workshops or retraining are needed.
• Give feedback early, before it becomes a complaint. By the time a problem would reach an inbox, you should already have had the conversation. If the first anyone above you hears of an issue is a customer email, the feedback came too late.
• Keep coaches in the loop. Upcoming events, schedule and policy changes, and anything happening at the site: tell them early rather than letting them find out. Then train them to talk to customers about it. A coach who can explain an event on court sells it better than any flyer on the wall.
• Manage time-off requests for coaches and front desk. Approve or decline each one in Connecteam, clear the schedule and the Book-a-Pro window in the same sitting, and keep the site covered around it. → Approving time off
• Make sure front desk and assistant managers comply with procedure.
• Oversee sexual harassment and concussion prevention training completion.

Things worth looping the management team in on

These look small enough to handle on your own, and they go better with support behind you:

• Refunds granted outside policy without approval.
• Bathrooms not being cleaned.
• Staff providing false information, to a customer or to management.
• Clinics not shortened when required.
• Customers not informed of events, or upsell opportunities not taken.
• A coach actively discouraging players from attending clinics.

Pillar 4: Culture, customer experience & standards

You set the tone, internally and externally. Staff take their cue from how you carry yourself, so what you tolerate becomes the standard.

• Maintain high customer service standards across coaches, assistant managers, and front desk.
• Make sure there is professionalism on court and at the desk.
• Coaches greet players by name, with energy. Knowing a kid’s name and being glad to see them is the most repeatable thing that makes a family come back. Coach it, and say something when you see it done well.
• The desk is warm, engaged and cheerful. Head up, greeting people as they come in, and helpful. The desk is the first and last thing a customer experiences.
• Bring your team together once a month for a location team meeting or a lunch. It is your site’s own time, and it is where a group of people who share a courtsheet turn into a team.
• Promote events to customers.
• Build a team that owns its work, includes everyone, and steps up.
• Make sure internal practice matches external messaging. If the website says we welcome everyone, the court has to.
• Improve your location’s results in ways you can measure.

How to read this table

This is the most useful page in the guide. It exists so you can act with confidence: if you are unsure what is yours to decide, the answer is here. If it is not here, tell us, because that is a gap in the table rather than a gap in you.

Staff & scheduling

Money, programs & customers

Facility & equipment

The approval window narrows as you settle in

The table above describes the steady state. For your first 30 days it is tighter on purpose, and that is normal onboarding rather than a comment on you.

• Days 1–30. Everything marked Decide + tell is treated as Approval. Talk it through before you act. The point of those conversations is to calibrate your judgement against ours.
• Days 31–90. The table applies as written.
• After 90 days. Reviewed at your 90-day check-in; several items typically move up a level based on how the first quarter went.

Escalate immediately, in real time

Pick up the phone on these. They are the moments where you should have someone alongside you rather than carry it alone.

• Any injury, medical event, or emergency services call. Notify first, then file the incident report the same day. You need to do both.
• Any safeguarding concern involving a minor.
• A serious customer incident: a threat, an altercation, conduct that could end in a ban or a complaint above your head.
• A staff conduct issue that could be terminable, including losing one's temper with a customer or colleague.
• Any element of harassment, discrimination or a threat between staff. These come straight up; you should not have to carry the mediation.
• Anything with legal, City, insurance, or press exposure.
• A coach no-show with no coverage found and a class about to start.

Running a one-on-one with a coach

Fifteen minutes, once a month, per coach. Short and regular beats long and occasional. A sit-down that only happens when there is a problem becomes a signal that there is a problem.

• Once a month per coach. That is the standing commitment. A new coach gets their first one after a few weeks rather than waiting for the calendar.
• Ladder and development conversations get their own meeting. Keep them out of the monthly check-in so the monthly slot stays something coaches look forward to. → Attendance & reliability
• Everything else is a quick chat on court. Semester changes, a new group, a schedule question: those do not wait for the monthly and do not need a meeting.
• Spend time on court watching them teach. At least fifteen minutes per coach per week. It gives the monthly check-in something real to talk about, and coaches take feedback from someone who watched.
• Protect the slot. Move it once if you have to, and hold the next one. Keeping it is one of the clearest ways to show a coach where they rank.

1. Theirs first. "What is on your mind?" If you go first you will get agreement rather than information.
2. How the classes are going. Specific groups, specific players, what is working on court.
3. Yours: one or two things, not six. Feedback or a standard to reinforce, based on something you saw yourself.
4. Close with what each of you will do before the next one, and write both down.

Giving feedback

You will give a lot of it in your first 90 days, and to a team that has not been getting much. A few things make it land.

• Name the behaviour you saw. "You interrupted twice and both times the coach stopped volunteering information" is usable. "You need to listen more" is not.
• Ask before telling. Open with their read of it. Most of the time they already know what went wrong, and having them name it produces more change than having you name it. Spend your own assessment on the gap between what they noticed and what you noticed.
• Raise the first one early. People read the room for where the standard sits, so a small correction now is heard as guidance. The same point a month later is a much harder conversation for both of you.
• Say what good looks like. Describing the finished behaviour concretely is more useful than describing the current gap. Most people are not resisting the standard; they cannot picture it.

Attendance & reliability: the manager's half

The ladder itself is in the Pro Handbook, where the reliability process lives. Open that one when you run a step rather than working from memory or from this page. What follows is what that document does not cover.

• Log the incident the day it happens. Every time, including the ones you plan to handle informally. If the early steps are written down, you can be fair to the coach at a later one.
• Check the record before the conversation. When you know what happened at steps 1 and 2, you can stay calm and specific in a step-3 sit-down.
• Mark coach call-outs on the coach file as part of the call-out SOP, not as a separate task you mean to do later.

This is the judgment-heavy conversation, and the process document only says that it should happen.

1. Book it properly. A private room and a scheduled time, rather than a corridor between classes. The setting tells them how serious it is before you say anything.
2. Open with the record, flatly. Dates and facts, no adjectives. "On the 3rd, the 11th and the 19th you arrived after your class start time." Once you have said that, wait for them to respond.
3. Ask what is going on, and mean it. Most reliability problems are logistics: a second job, a commute, childcare. Those are frequently solvable, and solving one buys you a loyal coach.
4. Be explicit that this is a step on a ladder and say what the next step is. Someone who knows where they stand has a fair chance to turn it around.
5. Agree one specific, observable change with a date. "On court, ready, ten minutes before every class, starting Monday" rather than "be more reliable."
6. Write it up the same day and send them a short summary of what you both agreed. This protects them as much as it protects us.

A coach who is underperforming on court

A different problem from attendance, and it deserves a different response. A coach who is always on time but running flat, disorganized sessions matters more to an à la carte business than one who is occasionally late, and it is usually the more fixable of the two.

• Drill quality: is there a plan, or is it improvised feeding?
• Clinic structure: warm-up, progression, live ball, a clear arc to the session.
• Energy: are the players working, and does the coach look like they want to be there?
• Court management: are all players busy, or are three standing in a line?
• Level fit: is the session pitched where the group is?

1. Watch properly, more than once. Twenty minutes of a full session, rather than a glance from the desk. Two or three sessions before you conclude anything.
2. Ask them first. "How did that one go?" A coach who says "honestly, that was flat" is a coaching problem you can solve quickly.
3. Be concrete. "In that hour, the group hit for about twenty minutes" is actionable. "The energy was low" is not.
4. Pair them. The fastest fix is usually a session alongside a strong coach, then a debrief. Cheaper and better than a lecture.
5. Escalate to retraining if two or three sessions do not move it: a workshop, a structured plan, and senior management looped in.
6. Document all of it as you go, in the coach file.

Delegation & handoff

Getting this right is most of what separates a branch that runs without you from one that does not. → The standard: handover and time off

1. Name the person. One named owner, rather than the group chat or “someone at the desk”. Until it has a name on it, it is an intention rather than a task.
2. Label it in Connecteam. Tasks live on the Connecteam board and the board has a set list of labels, so pick from it rather than inventing one. The weekly board review depends on the labels, and a labelled task can be found by anyone rather than only by whoever wrote it.
3. State the outcome, not the action. "Make sure the Pharr snack stock is above the trigger level by Friday," not "do a Costco run."
4. Give a date and a definition of done. Include both every time.
5. The task is the notification. Everyone is expected to be checking their own tasks in Connecteam, so a task assigned and labelled is a task delivered. You do not need to chase a reply to it.
6. Check before the deadline, not after. If it is due Friday, ask on Wednesday.

1. List every open item two days before you go. Everything, including the things you expect to finish.
2. Finish what you can. Most of the list will collapse under an hour of attention.
3. Assign the rest by name, in writing, with the context needed to act and not just the task title.
4. Get each one confirmed by that person before you leave. It is one message back, and it is the step that lets you switch off.
5. Tell senior management the list and who holds each item.
6. Say who is covering you, how urgent things reach them, and how they reach you.
7. Stay reachable and check in. A look at the courtsheet and your messages once a day is enough on a normal day off, and more than enough to catch a problem before it lands.
8. Pick it back up on your return. Go through the list with whoever held it rather than assuming it closed itself.

Hiring & new coach training

You run the process and recommend; the hire itself is approved above you. → Employee Onboarding SOP

• Pair them with an experienced coach from day one.
• Walk them through the Connecteam groups in their first week: which chat is for what, and what never goes in one. → Connecteam groups
• Put a new coach on a full court, not an empty one. A 0-enrollment class teaches them nothing, so reassign them to shadow a senior coach on a busy session instead.
• Watch their first three sessions properly and debrief each one.
• A one-on-one a few weeks in, then the normal monthly slot. → Running a one-on-one
• Confirm the compliance items are complete (CPR, fingerprints, background check, harassment and concussion training) and that the tracker reflects it. → Compliance

What this section covers

One surface: the courtsheet and who is on it. Approving time off, filling a gap, and setting the hours players can book are the same job seen from three angles. Hold all three together and you keep a coach on every court.

Coverage & scheduling

Coverage is the operational skill that most defines how a site feels. Done well, nothing visible happens, and that is the point.

• Every call-out gets recorded on the coach call-out sheet, covered or not. That sheet is where a reliability conversation starts later.
• Look ahead. Check tomorrow's and next week's courtsheet against approved time off, resignations, and camps. Almost every coverage emergency was visible a day earlier, and the look-ahead is where you get to solve it calmly.
• You are on the coverage list yourself. Manager-on-court is step 3 in the chain and a normal part of the job.
• Cancellation is always authorized by someone. More than two hours out, that is senior management. Under two hours, the MOC can authorize it once steps 2–5 have been worked through.
• Choose which class to cancel with care. Review every coach line on the shift, not just the line belonging to the coach who called out. Cancel the class least likely to make, and reshuffle coaches if that protects a fuller class.
• Before you add a coach to a shift, look at their whole day. Check they are not already scheduled for another shift that day, at your site or the other one. If you are giving them a double, make sure there is a break between the two shifts; a coach who goes straight from one to the next is the one who calls out next week.

Time-off requests come through Connecteam. You approve the requests from your own coaches and front desk; a normal period does not need sign-off above you. → Decision rights

1. Approve or decline it in Connecteam. Deciding there gives the coach certainty and puts the decision on the record, where a text thread cannot. Deciding promptly is the kindest part of this whole process.
2. If the coach works two sites, call the other manager before you approve. Time off you grant lands on their courtsheet as much as yours, and they may be holding the coach for a camp or a clinic you cannot see. Agree it between you, then one of you approves in Connecteam, and both of you clear the schedule at your own site.
3. Remove them from the schedule the moment you approve. Do it while the request is still in front of you: it takes seconds, and it turns an invisible gap into a visible one you can still fill.
4. Put the placeholder on the courtsheet. Assign the freed shift to the Cici placeholder profile so the gap is visible on the sheet. Every Cici line is a shift that still needs a real coach on it.
5. Clear their Book-a-Pro availability for those days too. Removing the shift does not close the window, so a player can still book a private with a coach who is away. → Private lessons
6. Work the placeholders down. Cici on a courtsheet is a to-do you can see. Fill those shifts the way you would any coverage gap, and sweep for leftover placeholder lines in the weekly look-ahead.

Private lessons: availability is the product

Players book privates themselves. Each coach has bookable windows, players see those windows in the app and choose from them. A coach with no windows set gets no lessons, however good they are. When a coach tells you privates have dried up, check their availability before you believe anything else.

• Every window is a dated row, meaning one coach, one date, one set of hours. We do not use weekly defaults: a default survives a sub or a coach change without anyone noticing, and it cannot vary week to week. A dated row can.
• Windows are per site. A coach with mornings at one club and evenings at another has separate windows at each. Setting their hours at your site does not touch the other.
• A window is a promise the coach will be there. Set it from the hours they have agreed to, rather than from the gaps on your courtsheet, so that every booking is a lesson that happens.

1. Set each coach's hours in advance rather than week to week. Use the Pro Availability tool on the courtsheet (the calendar-and-clock circle in the Managers tray): name the coach, tick the weekdays they work with their hours, set the date range, and dry-run the first time. Rows are read back after writing, so a tick means the window is really there.
2. Pull the window when you approve time off. Connecteam time off does not remove a Book-a-Pro window. The courtsheet flags the class, but a player can still book the coach for a day they are not coming. Clear the window in the same pass as the schedule. → Approving time off
3. Move the window when the coach changes. A window belongs to whoever is working that shift. If you hand a day to another coach, the availability goes with it or you have a coach bookable on a day they are not on site.
4. Double-check the sheet. Before you tell a player who could take a lesson and when, confirm the coach’s bookable time on the courtsheet rather than working from memory.

The daily rhythm

Every day, including the busy ones. It is short by design so that it survives a busy day.

Walk the site and log it. Walking without logging does not count, because the log is what lets a pattern become visible over a month.

• Courtsheet check for today and tomorrow. Coaches, coverage, classes and blocks, and it is tomorrow's sheet that saves you.
• Coach arrivals observed. Anything off gets logged the same day, informal or not.
• Customer-facing inbox cleared, City emails included, which are answered promptly and professionally.
• Incidents filed the same day, without exception.

The weekly rhythm

• Semester program fill rates and waitlists reviewed. Which classes are weak, which have overflow demand, where a transfer has opened a spot that should be sold.
• Inventory counted against trigger levels; orders placed before anything is close to out.
• Flyers and postings checked. Anything out of date comes down. → Facility Flyer Updates SOP
• Next week's court and desk coverage confirmed against approved time off and camps, including any Cici placeholder lines still sitting uncovered.
• Task board reviewed: nothing overdue and unflagged, yours or your team's, and nothing sitting without a label.
• Events promoted to customers, with coaches briefed so they can promote them on court.
• Compliance tracker updated: CPR, fingerprints, background checks, and reimbursements.

The monthly rhythm

• Courtsheet payroll review on the 16th and the 1st. Check every line for accuracy, then confirm to Gaby that you have done it; payroll cannot close on time until she has that confirmation.
• 10 monthly surveys completed.
• Group session with the other branch managers and senior management.

Programs & class health

In an à la carte business, fill rate is the P&L. Treat this as commercial work, because it is the part of the job with the most upside.

• Fill rates per class, tracked week over week rather than judged in the moment.
• Waitlists, since a waitlist is unmet demand and money on the table.
• Open spots from transfers, easy to miss and easy to fill, so sweep for them.
• Substitutions. A steady coach keeps a class together, so watch for any line being carried by a rotating cast, whatever its fill rate says today.
• Coach-to-player ratios at camps and events. These hold, always. Re-check through the day rather than only at the start: sign-ups keep arriving, and a ratio that was comfortable at nine can be tight by noon.

Semester offerings & the master schedule

The authority is the master schedule: scheduling-b3x.pages.dev. It is to be followed, but if you see something that might benefit your location (a class, a time slot, a format), bring it to senior management rather than sitting on it.

1. Work through the master schedule for your site and compare it against the courtsheet: day, time, level, format, coach.
2. Note every mismatch, and leave the fixing until the next step.
3. For each mismatch, work out which side is wrong. There are only two possibilities:
   • The master schedule has not been updated: the program on the courtsheet is right, and the schedule needs to catch up.
   • The program on the courtsheet is wrong: it was entered incorrectly, or changed without the change being agreed.
4. Reach out and confirm which one is right before either side gets edited. One message settles it.
5. Once it is confirmed, correct the side that is wrong and say what you changed.

Inventory & pro shop TBD

Staying stocked is a planning job more than a buying one. → The standard: stock and supplies

• Count on a schedule: weekly minimum, and before every camp or event week.
• Set a trigger level for every consumable and reorder at the trigger, not at zero. The trigger is "enough to last until the next delivery," not "one left."
• Balls are the one customers notice. Treat ball stock and ball pick-up as service-quality items rather than supply items, because customers read them that way.
• Camps need their own check. Snacks and drinks for a camp week are a separate count from normal daily stock.
• Staff equipment needs are part of your inventory responsibility too.
• Control access. The storage closet stays with managers; when someone needs something, a manager fetches it for them. If the code stays with you, the count stays accurate.

Incidents & safety

This is yours to do, and yours to hold your staff to. Coaches and front desk file incident reports too, so train them on these steps, check that they follow them, and correct the first miss the day you see it.

1. Safety first. Act before you document. No approval is needed to keep someone safe.
2. Notify in real time for anything major: injury, emergency services, a serious customer or staff incident. Call while it is happening; you should have someone with you on these.
3. File the report the same day. It protects you, the staff member and the customer if anyone asks about it later, and that only works if it is filed every time.
4. File it through the form: Search → Operations → Forms, then send it on to senior management. → Incident Report SOP
5. Follow up. Check on the person, and close the loop with whoever you escalated to.
6. Then look forward. Anything broken or closed by the incident comes off the schedule, and every booking already made against it gets moved or cancelled. → Thinking forward from a fault

Compliance

Stay ahead of this one. It is the one category where the consequences are legal rather than operational, so keeping it current takes it off your mind entirely.

• CPR certification: current for every coach, with expiry dates tracked.
• Fingerprint cards: obtained during onboarding and recorded.
• Background checks and E-Verify: run by senior management once signed documents are returned. Your job is to trigger it promptly and confirm it completed.
• Sexual harassment and concussion prevention training: you oversee completion.
• Reimbursement checks for certification costs, processed and recorded.
• The tracking document, the CPR / background check file, is updated as each item completes, not in a batch at quarter end.

Serving as MOC In progress

You serve as MOC when scheduled. While you are MOC you are the decision point for anything live across the sites, not just your own.

• Cancellation authority under two hours. Less than two hours before a class, the MOC may authorize a cancellation directly, once steps 2–5 of the coverage chain have been ruled out, including merging classes and moving a coach off a slow line. More than two hours out it still needs senior management. → Coach Call-Out Coverage SOP
• Partial-credit rainouts. Front desk texts the MOC the time everyone got off court; the MOC makes the call. Front desk does not touch the extension on these. → Front desk: rainouts
• Live escalations from the desk where there is no manager on site.
• Priority email. While you are MOC, catching the emails that need a same-day answer is yours: check the inbox through your shift and either answer them or get them to the person who can. → Owning the request

• Cancellation rules are being applied correctly. A class cancelled inside the window it should not have been, or one that should have gone by now and has not, is yours to catch and fix while it can still be fixed.
• Anything out of the ordinary. Courts blocked with no title, a coach on two courts at once, a class with no coach, a block that does not match the master schedule. If it looks wrong, ask the desk before the players arrive.
• League courts carry their match note. On a league night every league reservation should carry a LEAGUE PLAYER | … note per player, full names, and every name on it has an account. A league court with no note is one where we could not reach an injured player's emergency contact, so have the desk fix it before play starts. → League Check-In & Court Notes SOP
• The next shift's classes as well as this one. Cancellations landing on classes after your handover are still yours to spot now. The next MOC inherits the courtsheet, and the only briefing they get is the one you give them. Put anything you find in the handover.

Senior management to add: the MOC rota and how it is published; the hours the shift covers and what happens overnight; the phone number or channel the desk uses to reach the MOC; what the MOC is expected to check at the start and end of a shift; the full escalation ladder while on MOC; and the rest of the League MOC Guidelines, either inline or linked (the check-in and court-note half is in: League Check-In & Court Notes SOP).

Rainy days: the MOC owns the weather call

When rain is in the forecast for your shift, the weather call is yours, and so is the channel it gets made in. Nobody at the desk or on court should be guessing whether a class is on.

• Make a group chat for that shift with every coach and every front desk person working it, across all the sites you are covering. One chat per shift. A standing chat with the whole roster goes stale and people mute it.
• Say in the first message that you are MOC, that you will make the weather calls, and roughly when to expect them for each class block.
• All calls go in that chat, in writing. A call made by phone to one coach is a call the desk does not know about. The desk relays to players from the chat; the coaches act from the chat.

• Early classes are the exception and get decided the night before. Anything starting up to 7:30am is cancelled overnight if the forecast gives more than 50% chance of rain across two continuous hours over that start time. Nobody should be driving in at 6:30am to find out.
• Post it in the shift chat that night, the same as any other weather call, so the coaches and the desk wake up to a decision rather than a question.
• If the forecast is borderline, ask the team before you call it. An overnight cancellation is the one call nobody can walk back in the morning, and a second opinion costs a message.

The service standard

You set it. Coaches, assistant managers and front desk will land somewhere near wherever you land.

• Answer fast. Customer-facing email is cleared daily, so a question about tomorrow gets an answer today. The one exception is an upset email: hold off on that one for a while so the customer has time to settle before they read your reply.
• Answer completely. One full reply saves three follow-ups, for them and for you.
• Reviews get a reply, then get archived. When a review notification arrives in the inbox, respond to it (thank a good one; take a poor one seriously and give a path forward), then archive the email so the inbox only holds what is still open.
• Promote events and upsell. Telling customers what is coming up is a service as much as a sale. Keep coaches informed so they can share it on court too.
• Tone: warm, lead with empathy, close with a path forward, meaning what they can do next rather than what went wrong. → The customer tone we use

Handling a complaint

1. Acknowledge quickly, even before you have the answer. "I'm looking into this and will come back to you today" resolves most of the heat.
2. Get the facts from our side (courtsheet, roster, notes, the coach) before you respond substantively.
3. Answer the actual complaint, not the easiest part of it.
4. Fix the underlying thing if there is one. A complaint is free information about a process that is not working.
5. Add the profile note before you close the tab. The request, the decision, and the follow-up.
6. Tell senior management if it is serious, involves conduct, or is likely to escalate above you.

• Anything involving injury, safeguarding, a minor, or a threat.
• Any request for a refund or exception outside written policy.
• Anything about a coach's conduct as opposed to their coaching.
• Anyone threatening legal action, a chargeback, or public complaint.
• Repeat complaints from the same customer, where the pattern is the issue.

Refunds & credits

• Inside written policy: yours to process. Do it promptly; a slow credit generates a second complaint.
• Outside written policy: approval, at any amount, and semester program refunds are the most common case. The approval is there so the call is not sitting on you alone.
• Semester (ASP/JSP) drops and transfers go to manager@rippnertennis.com, since they are handled centrally rather than at your level or the desk's. Always get the request in an email, even when the customer asks in person or by phone: the email is the record, and there is no record without one.
• Weather and cancellation credits: yours, same day, per the SOP. Credit everyone affected, including partial rainouts.
• Level placement refunds follow their own existing logic, so check it rather than deciding fresh.
• Check before you promise. “Let me confirm and come straight back to you” buys you everything, and a slightly slower answer always beats one you have to walk back.

Profile notes: the discipline

The smallest habit on the list, and the one that saves the most rework. → The standard: profile notes

• You email a customer about a problem, a decision, or an exception.
• A complaint is made, resolved, or partially resolved.
• A refund, credit, transfer, or makeup is granted, or refused.
• Anything happens that the next person to speak to this customer would need to know.
• A customer interaction turns difficult. Especially then, because the note protects whoever meets them next.

Make it a habit after every email and every conversation to ask yourself: is there anything about this customer that would help the next person to know? Notes are not only for rude customers. The regular who always brings a friend, the parent who prefers a phone call, the player working back from an injury: those are worth a line too, and they are the ones that make a customer feel known when they come back.

• Use the standardized categories. If nothing fits, use Other. Free-text categories make the notes unsearchable.
• Write it at the time. Same sitting as the email, while it is all still in your head; it takes a fraction of the time it would tomorrow.
• Write it for a stranger. The reader is a front desk person at 7pm on a Saturday who was not there.

Code of conduct situations

• Immediate safety first. Separate people, stop play, remove the risk, and settle the situation before you discuss it.
• Document at the time: what happened, who saw it, what was said, what you did.
• Any formal action against a customer needs approval. Warnings, suspensions, bans, refusal of service.
• Leave sanctions to the people authorized to give them. "I'm escalating this and someone will contact you" is always available to you, and it is always the right answer.
• Support your staff visibly in the moment, and debrief privately afterwards.

How to use the SOPs

Nine procedures, written out so you never have to hold the details in your head. Open the one you need and the thinking is already done for you.

• Open the SOP and work down it, however many times you have run it. It takes a minute, it frees you from having to remember a procedure you last used in March, and it means the result is right the first time.
• Every step exists for a reason, including the ones that feel like box-ticking. The recording steps are usually the ones people skip and always the ones that cost us later.
• If an SOP is wrong, out of date, or could simply be better, say so and get it changed. Recommendations are encouraged. The people running a procedure are the ones who see how to refine it, and that is how these systems improve. The SOP is the floor: keep following it as written until the change is agreed, then the SOP changes and so does the way you work. Changing what you do without saying so is a different thing entirely.

Employee Onboarding SOP

From accepted offer to a coach who is set up, compliant, and welcomed.

1. Duplicate the offer letter template from the master directory, rename it, and fill in the necessary information. Work in the copy so the original template stays clean for the next hire.
2. Send the completed offer letter, W4 and I9 forms (also from the master directory). Also ask for a Driver's License or Passport.

1. Create a new folder in the employee files folder on Drive, named after the new employee.
2. Upload the received documents to the new employee's folder on Drive.
3. Add a line for the new employee in the CPR / background check file.

1. Set up the new employee in Connecteam, with site and role filled in on the profile so the smart groups place them in the right chats and schedule. → Connecteam groups
2. Senior management will set up the new employee in ADP.
3. Set up the new employee in Play by Point, including pay rate.
4. Once the new employee returns the signed offer letter and completed W4 and I9, notify senior management to run the background check and E-Verify.

1. Obtain CPR certification.
2. Complete sexual harassment training and concussion training.
3. Obtain the Fingerprint Card.

1. Print a copy of the coaches handbook from the master directory.
2. Give the handbook to the new employee.

1. Create a new chat group for management, including the new employee.
2. Send a welcome message to the new employee.

Free Trial Sign-Up SOP

Free trials are for first-time users who are Austin residents. Everything starts with the form, and nobody is signed up without it. → front desk side: Free Trial & Level Ratings

1. The customer fills out the Free Trial Class Form. NO customer is signed up without filling in the form first.
2. Check whether the customer has signed up for a clinic in the past. If they have, we do NOT give a free trial. We will give a trial if they have done a maximum of one private.
3. If the customer asks to be added to anything above a 3.0, double-check their stated experience in the form responses.

1. The customer receives an automated email with instructions to create a Club Automation account and reply with their preferred clinic.

1. Apply the free trial credit to the customer's account.
2. Register the customer for their chosen clinic using the free credit.

1. Reply to the customer's email to confirm registration.
2. Include the key details: date and time of the clinic, and the location.

1. Open the Free Trial Responses Sheet.
2. Enter the clinic the customer was signed up for in Column J.

1. Add a note in the Notes section: Free trial – [Clinic Name]

Day Cancellation: weather closure SOP

Run in this order. The classes that made are handled differently from the ones that did not, and the credits go out before anything is shortened.

1. Lock each 0-registration class in Club Automation.
2. Remove the assigned coaches from these classes.
3. Shorten the classes.

1. Lock these classes in Club Automation.
2. Credit all registered players for the affected classes.
3. Send a closure and credit notification email to all impacted players.
4. After credits and communication are complete, shorten the classes and remove the assigned coaches.

1. Post an Instagram Story announcing the weather closure.
2. Create a Club Automation announcement about the closure, including: dates affected, locations affected, and the credit policy reference if applicable.

1. Block all affected courts on the court sheet.
2. Title the block clearly as Weather Closure.
3. Apply the Blue colour to all weather closure blocks, for visual consistency.

Coach Call-Out Coverage SOP

Work the chain in order. There are five things to try first, and cancellation waits at step 6.

If the coach calls out and arranges their own coverage, the chain below is not needed. Put the “Coach call out (coverage found)” button on the coach call-out sheet so the call-out is still recorded.

1. Check when the coach's next class starts and how much lead time remains.
2. Text managers about the situation.

1. Post the open shift in the coach group chats.
2. Text individual coaches directly who might be able to cover.
3. If a coach picks it up, coverage is found. Stop here.
4. If no coach responds quickly, proceed to Step 3.

1. If no coach can cover, check whether senior management, Eli, or any other manager not currently on desk can take the shift.
2. If yes, coverage is found. Stop here.
3. If no manager is free, proceed to Step 4.

1. If no manager is free to go directly on court, check whether someone scheduled on desk can coach, with a salaried manager covering the front desk.
2. If yes, the person currently on desk shifts to court coverage.
3. If front desk coverage is unavailable, proceed to Step 5.

1. Merge classes that can honestly be merged. Two thin classes at the same time, close enough in level and age, can run as one on a single coach. Say so clearly when you notify. A combined class the players were told about is a fine outcome; one they walk into unannounced is a complaint.
2. Merge only across a gap you would happily coach across. If the combined group would work on court, it is a real solution; if a beginner group folded into an advanced one would leave both halves short, keep looking.
3. Pull a coach off a slow line instead of losing a full one. A weekend evening line with three players, or a thin morning group, is the cheapest thing on the shift to move. Shifting that coach onto the uncovered class and cancelling the slow line protects the revenue and the fuller roster.
4. Protect the classes that make. Work down from the least valuable line, not across from the coach who called out. A high-registration class should be the last thing standing on the shift.
5. If reshaping covers it, coverage is found. Stop here, and still record the call-out. If it does not, proceed to Step 6.

1. More than 2 hours out: escalate to senior management for cancellation approval, and wait for the yes before you cancel.
2. Less than 2 hours out: the MOC may authorize cancellation directly, once Steps 2–5 have been ruled out.
3. If cancellation is denied, senior management will determine emergency on-court staging. If approved, proceed to Step 7.

1. Once cancellation is authorized, review every coach line on the shift, not just the calling-out coach's line.
2. Cancel the classes least likely to make: lowest registration, weakest fill history.
3. Rearrange coach assignments where useful. Moving a fuller class to a covering coach and cancelling a weaker class on a different line often minimizes impact better than cancelling the absent coach's line directly. The same applies when there are two 0-registration classes at the same time: cancel the one less likely to make based on class history, not necessarily the one belonging to the coach who called out.

1. Send a cancellation notification email to impacted players.
2. Credit all registered players for the cancelled classes.
3. Remove the assigned coaches and remove the affected classes from the court sheet.
4. Mark the coach call-out on the coach file.

Player Evaluation & level approval SOP

How a player gets access to 4.0+ clinics. Start by identifying which of the four request types you are looking at.

Evaluations and approvals are tracked in the level approvals app.

1. Open the email from the player.
2. Asking for approval for the first time → Step 2.
3. A previously approved 4.0–4.5 or 4.5 player → Step 5.
4. A 4.5–5.0 player replying to the auto-approval email → Step 6.

1. Reply letting them know their options: join a 4.0 class, book a private lesson, or send a screenshot of their 4.5C/T computer rating or a 100% reliable UTR (7 for women, 8 for men).
2. If they send a qualifying screenshot → Step 3.
3. If they join a 4.0 class or book a private → Step 4.

1. Adjust the player's rating in Club Automation.
2. If they want access to clinics on or after August 17: ask them to create a Play by Point account if they do not have one, and adjust their rating in PBP.
3. Go to manage list in the app and enter the password.
4. Click 4.5 computer rating - auto-approve + USTA 4.5C badge.
5. Reply letting them know they are good to go. Note in the reply that the 4.5C/T rating or UTR grants immediate access, but ongoing approval is up to our coaches. Stop here.

1. Go to manage list in the app and enter the password.
2. Add the player's name and select First Evaluation (clears after 1 coach).
3. A coach logs their evaluation through the app.
4. Approved, access needed before August 17 only: adjust their rating in Club Automation and reply letting them know they are good to go. Stop here.
5. Approved, access needed on or after August 17: adjust their rating in Club Automation, ask them to create a Play by Point account if needed, and adjust their rating in PBP. Reply, and move their name in the app accordingly. Stop here.
6. Denied: reply letting the player know we recommend they continue developing at their current level. Stop here.

1. Look up the player in the level app.
2. If they are not yet in the app: go to manage list, enter the password, add their name, and select Re-Approval (clears after 2 coaches).
3. If only one evaluation is complete: check in with coaches for a second approval. Skip and come back once both are logged.
4. One approval and one denial → Step 7. Stop here.
5. Both coaches deny: reply letting the player know we recommend they continue developing at their current level. Stop here.
6. Both approve: ask them to create a Play by Point account if needed, adjust their rating in PBP, and reply. Stop here.

1. If the player confirms their PBP account: change their rating in Play by Point and reply letting them know they are good to go. Stop here.
2. If they reply without a PBP account yet: ask them to create one and let us know once they have. Stop here.

1. Where a player received one approval and one denial in Step 5, request input from a third coach.
2. Third coach approves: ask them to create a Play by Point account if needed, adjust their rating in PBP, and reply. Stop here.
3. Third coach denies: reply letting the player know we recommend they continue developing at their current level. Stop here.

Facility Flyer Updates SOP

The posters on the walls sell programs. An out-of-date wall tells customers we are not paying attention.

1. Walk the facility and note which upcoming semesters, events and announcements are already posted.
2. Identify gaps: any upcoming semester program, event or announcement missing from the walls, for example the switch to PBP, or updated court policies.

• Semester Program folder
• Events / Camps 2026 folder
• Pretty Printouts / Announcement folder

1. For any missing poster, reach out to Jacob and create a task for it, labelled like any other. → Brand colours and type
2. Jacob designs the poster in Canva.
3. Jacob sends the draft to senior management for approval before it moves to print.

1. Once approved, Jacob exports the poster from Canva.
2. Semester program poster: save in the Semester Program folder, inside the respective season.
3. Event poster: save in the Events / Camps 2026 folder, inside a new folder named after the event.
4. Announcement poster: save in the Pretty Printouts / Announcement folder.

1. Print approved posters at SATC.
2. Laminate at SATC.
3. Distribute laminated posters to Pharr and WILCO.
4. Post at each facility. Remove and discard any outdated flyers.

Safe Drop SOP

Cash handling. Follow it exactly, because the whole point is a record nobody can misread.

1. Drop any checks and any bills larger than $10, meaning $20, $50 and $100 bills.

1. Clearly write your name, the date, your shift, the store location, and the total amount in the bag.

1. Make sure all information is readable and correct.

1. Pull the adhesive seal tab firmly until the bag locks.

1. Insert the sealed bag fully into the slot of the drop box, so that it falls completely inside.

Semester makeup token SOP

A player tells us ahead of time that they will miss a semester class. Because we were notified in advance, they are owed a makeup: they attend another class of the same program at no charge. Front desk never runs this; it lands in manager@rippnertennis.com.

1. Open the player's profile and add the standardized makeup note, naming both the class they are missing and the class they are attending.
2. On the courtsheet, open the semester class they are missing and add the standardized Not Attending note. Do not click No Show and do not remove them from the roster.
3. Schedule them into the class they asked for, selecting Comp so they are not charged.
4. Email the customer back to confirm both classes.

1. Open the player's profile and add the standardized makeup note with the class they are missing. Leave the makeup class blank for now.
2. On the courtsheet, open the semester class they are missing and add the standardized Not Attending note for that day. Do not click No Show and do not remove them from the roster.
3. Reply asking which class they want, then wait for their answer. The note stays open until they reply.
4. Once they reply, schedule them into the class they picked, selecting Comp.
5. Go back and complete the profile note with the makeup class.
6. Email the customer back to confirm.

League Check-In & Court Notes SOP

Purpose: 100% compliance with the liability waiver and our insurance requirements, and a real-time record of exactly which players are on which court, so that in a medical emergency the desk reaches a player's emergency contact and waiver in seconds. The desk runs it every league night (front desk guide → Leagues); you own making sure it holds.

• No player is on any court or hitting wall without an active account. The signed waiver and the emergency contact live on the account; without it we have neither.
• League-only players are exempt from two things: no credit card on file required, and no marketing opt-in required. Nothing else is waived.

1. Search every player on arrival, at every location.
2. No account → one gets created before they go on court. The player creates it and signs the waiver themselves (the desk walks them through it, same as any other account); a waiver accepted on someone's behalf does not cover them.

1. Open the league reservation on the courtsheet.
2. Standardized note, one per player, full names: League player → LEAGUE PLAYER | Jane Smith.
3. Every player on the court gets a note (two for singles, four for doubles); a substitute gets their own note.

• Walk the league courts on a league night (or pull up the courtsheet if you are MOC off site): every league reservation has a LEAGUE PLAYER | note for each player on it, and the names are full names.
• Spot-check accounts. Pick a name off a court note and search it. No account behind a name on a court is the failure this SOP exists to stop. Fix it that night and find out with the desk how it got through.
• The first missing note gets a conversation rather than a write-up. Explain the emergency-contact reason behind the rule: a desk that knows why does it when no one is watching.

Incident Report SOP

Anything that could be asked about later: an injury, a medical event, an emergency services call, property damage, or a serious customer or staff incident. Front desk files these too; you own making sure it happened and that it went up the chain.

1. Act first. Make the person safe and call emergency services if there is any doubt. You never need approval to keep someone safe.
2. Notify senior management in real time for anything major. Do not let the form be the first they hear of it.

1. Go to the Search page on the nav bar.
2. Scroll down to the Operations category.
3. Select Forms, and the incident report opens.

1. Complete the information: what happened, when and where, who was involved, and what was done about it.
2. Write it factually and completely. This is the record the club will rely on months from now.

1. Click Send the same day, every time.

1. Once the report is submitted, send it over to JC and Jim at JC.Bernal@austintexas.gov and Jim.Kotick@austintexas.gov. The form records the incident; this email is the escalation.
2. Add the standardized profile note where a customer is involved.
3. Follow up: check on the person, and close the loop with whoever you escalated to.

The stack, and what you own in each

Kept thin on purpose. Click-paths go stale fastest, and the Play by Point migration is live, so ask rather than assume.

Connecteam groups: how they work and how to use them In progress

Setting up a new hire, making a chat for a shift, or wondering why someone never saw a message. Every chat, schedule, task and time-off flow in Connecteam is pointed at a group, so understand groups once and the rest follows.

• A group is a list of people the rest of the app points at. When you create a chat, publish a schedule, assign a task or a form, you pick a group rather than ticking names one by one. Assign something to the group and every member has it.
• Membership comes from the profile. A smart group fills itself from a rule on the user profile (site is Pharr, role is coach) and updates itself whenever a profile changes. A group can also be a hand-picked list of selected users, which changes only when someone edits it.
• Join the group, get everything; leave it, lose everything. Someone whose profile moves them into a smart group is added to every chat, schedule and form assigned to it, all at once. Someone who leaves it is removed from all of them. So when membership looks wrong, fix the profile and the chat corrects itself.
• Groups also decide what a manager sees. An admin set to manage one site's group sees only those people across scheduling and the time clock. The All users group overrides that, which is why it stays with senior management.

• Three kinds of conversation. A 1:1. A group chat, where everyone in it can post. A channel, which is one-way: admins post, nobody replies. Use a channel for a notice you want read rather than buried. In a group chat the switch is one setting, Allow members to send messages: on for a conversation, off for announcements.
• A chat built on a smart group stays in step with it. A coach whose profile moves to another site drops out of the old site's chat on its own. A chat built from a hand-picked list changes only when a person edits it. Both have their place: the standing chats belong on smart groups; a shift chat is hand-picked.
• New members see the whole history. Whatever went into a standing chat last year is readable by whoever joins it today, so write with that reader in mind.
• Managers make the group chats. Whether staff can start their own team chats is one account-wide switch, held by senior management. Work on the basis that a chat the team needs is one you create, and that you create it on the right group.

Time off is not in this table because it never goes through chat. It goes through the time-off request, where it is approved or declined on the record. Neither are tasks, which live on the board with an owner and a label. → Approving time off · Delegation

1. Put them in the right groups before their first shift. Fill in the profile, site and role, and let the smart groups place them. Then open each chat they will need and check they are in it. A coach who cannot see the shift chat on a rainy morning finds out the hard way.
2. Walk them through each chat, one line per chat. The table above is the script: this one is for open shifts, this one is for weather calls on the day, this one is yours to reach any of us. It takes five minutes and saves a month of messages landing in the wrong place.
3. Show them the two things that are not chat. A task on the board, and a time-off request. Have them find both on their own phone while you watch, so you know they can.
4. Spell out the reading expectation. On shift, the site chat and the shift chat get read. Say what you expect between shifts, and keep the standing chats quiet enough that nobody needs to mute them.
5. Say what never goes in a group chat before they have had the chance to do it: a player's name, a complaint about a colleague, anything about pay. One clear mention on day one is enough.
6. Then watch for a week and correct the first miss privately and kindly. The second message in the wrong chat is the one that sets a habit.

• New hire: profile first, then check the chats. → Employee Onboarding SOP
• Leaver, or a coach who has moved site: change the profile, or archive the user. That removes them from everything at once. Removing them from chats one by one always misses one.
• Once a month, open each group and check it against the roster: nobody missing, nobody who has left, no shift chat still running, no chat that has turned into a task list.
• Someone has muted an operational chat? Find out why before you ask them to unmute. It is almost always because the chat got noisy. Fix the noise and the mute fixes itself.

Senior management to add: the exact group names as they appear in the app, and which are smart groups; whether the front desk has its own site group and whether there is an all-staff channel for announcements; and whether staff can create their own team chats.

How the Drive is structured

The Drive's main page holds folders and the Master Directory and nothing else. Every other file lives inside the folder it belongs to. If you find a loose file at the top level, file it; if you are about to save one there, stop and pick its folder first.

Manager actions in Play by Point TBD

The things a manager can do in PBP that the front desk cannot. Everything the desk does is already in the Front Desk Reference; this covers only the manager-level actions on top of it.

Senior management to add, one short click-path each: issuing refunds and credits, and the limit a branch manager can act within; overriding or waiving a cancellation policy; editing or removing a booking the desk cannot; changing a player rating or level; creating, locking and unlocking classes; adjusting a roster or waitlist; editing coach assignments on the courtsheet; and running the reports used for the 1st and 16th payroll review. Mark each one as yours, needs approval, or senior management only.

The brand: colours and type

Anything a customer sees that you make or approve: posters, signage, whiteboards, printed notices, slides, emails.

These are the only colours we use. A poster coming back from Canva should already be in them. If one is not, say so before it goes to print rather than after.

• Inter is the brand typeface, everywhere. If it is not available, a plain system sans, never a decorative or script font.
• Headings run large with a navy word or two carrying the emphasis, against neutral text.
• Slogans are set in capitals with mid-dot separators: HEALTH · COMMUNITY · COMPETITION.
• The tone matches the guide and the website: warm, plain, benefit-led. Austin’s Home for Tennis, no memberships, everyone welcome.

One-on-one agenda Manager

COACH:                        DATE:

THEIRS FIRST
  What is on your mind?
  Notes:

CLASSES
  Which group is hardest right now?  What is working?
  Notes:

MINE: one or two things, not six
  Feedback / standard to reinforce:

BEFORE NEXT TIME
  They will:
  I will:

LAST MONTH
  Committed:                   Done? Y / N

Shadowing observation sheet Manager

Filled in before and after every stage-1 or stage-2 observation.

OBSERVING:                    DATE:

BEFORE
  What do you expect to happen?

DURING, note:
  How did it open?
  What questions were asked?
  Where did the other person do most of the talking?
  What was committed to, and by whom?
  What was left unsaid on purpose?
  How did it close?

AFTER
  What surprised you?
  What would you have done differently?
  What will you try when you run this yourself?

Abbreviations

• PBP: Play by Point, the club management app we are migrating to.
• CA: Club Automation, the legacy platform still in use.
• MOC: Manager on Call.
• ASP / JSP: Adult Semester Program / Junior Semester Program.
• COF: Card on File.
• POS: Point of Sale.
• SATC: the South Austin site, 1000 Cumberland Rd. Printing and laminating happen here.
• Pharr: the Pharr Tennis Center site.
• WILCO: the Williamson County site.
• UTR: Universal Tennis Rating. Qualifying thresholds for level approval: 7 for women, 8 for men, at 100% reliability.
• 4.5C / 4.5T: USTA 4.5 computer / tournament rating.
• Master directory: the Drive location holding templates, the handbook, and the CPR / background check file.
• Courtsheet: the source of truth for coaches, courts and classes.

Contacts & locations

• Main site: 1000 Cumberland Rd, Austin TX 78704 (South Austin / SATC).
• Other sites: Pharr and Williamson County.
• Phone: 512-222-7260
• General: info@rippnertennis.com
• Management decisions: manager@rippnertennis.com
• Incident reports go to: JC.Bernal@austintexas.gov · Jim.Kotick@austintexas.gov (see Incident Report SOP)
• Website: rippnertennis.com · Program policies: rippnertennis.com/program-policies · Court reservations: rippnertennis.com/court-reservations
• Instagram: @rippner_tennis_atx · Facebook: rippnertennis

Related documents

• Front Desk Reference: everything the desk does. You are responsible for knowing it.
• Pro Handbook: coach-facing rules and the new hire checklist. Master directory.
• Attendance reliability process: the ladder itself, included in the Pro Handbook. Open it rather than working from memory.
• Daily Facility Walkthrough Checklist: the daily operational check.
• CPR / background check file: compliance tracking.