Sink or swim

Public aquatic facilities face money crunch

Put two aquatic administrators together and the topic of conversation is guaranteed to focus on the financial woes of their respective facilities. The question is never "Did you lose money?" but "How much?"

The public recreation community has suddenly become aware of the constant, financially-crippling deficits being generated by its aquatic facilities. Though the message of pending fiscal doom has echoed loud and clear from commissioners and administrators alike, few districts have been able to effectively control, much less eliminate, annual deficits.

The problem is rooted in the fact that, although the complexion of the industry has changed over the years, operation and management practices have remained the same. Before positive measures can be developed and initiated to return aquatic facilities to a position of self-sufficiency, their present operation must first be identified and analyzed.

There are two major aspects of pool operations which must be reviewed. The first is operational expenses — salaries, wages, utilities, commodities and contractual services. Each of these areas must be

Although repairs were extensive at Glenview's Roosevelt Pool in 1982, the annual savings have averaged $12,000 over the past two years. The life of the pool was extended by at least 10 years. {Photo courtesy of Pioneer Press, Glenview Announcements.)

Illinois Parks and Recreation 9 July/August 1984

broken down and reviewed individually to determine if and where money can be saved. Minor or seemingly inconsequential savings shouldn't be overlooked since they can collectively amount to substantial reductions in operational expenses. Administrators may be faced with having to spend money to save money. It's important to thoroughly investigate and evaluate the potential effect that substantial improvements would have in relation to eventual savings. In many cases it will take time to realize a cost savings from those efforts. However, long lasting savings may be desirable.

Secondly, and probably most importantly, revenue-producing operations must be thoroughly reviewed. This includes such areas as swim lessons, concession operations, facility rental, season token sales and daily fees. The next step is to set obtainable financial goals for each area. For instance, administrators cannot succeed by tripling the cost of season passes and expect to retain the same level of sales.

The key to establishing fair and realistic fees and charges is to investigate surrounding agencies' prices. Success is reasonably assured by staying within this range of pricing. It may take a few seasons to bring some fees up to "market level," but sudden and substantial increases will cause enormously unfavorable reactions from the user(s).

Unfortunately, cutting costs (responsibly) and raising fees will not be an all-encompassing solution. Administrators must take the great leap from unimaginative management to an aggressive and innovative style of marketing. The traditional concept of operation that revolves around general public swimming. Red Cross lessons and the occasional rental can no longer support the rising costs of operating an aquatic facility. In addition, this type of generic programming no longer fulfills the needs and interests of the user. Our challenge is no longer how to control the users of our facility, but how to encourage them to use it. The following program innovations provide some alternatives.

Public Swimming Sessions While the majority of user hours are dedicated to this activity, little is done to make it appealing. What if approved water toys were allowed in certain areas of the pool? This practice is considered safe at a beach so why not at a pool where control is easier? Beach clothing, sun glasses, deck chairs, books and suntan lotion being allowed would make the pool facility more appealing to teens and adults. Weekly special activities such as contests, races, and games sponsored and organized by staff would give younger users something to look forward to. Imaginative and innovative activities, coupled with relaxation of old, outdated and sometimes unreasonable rules, can go a long way in boosting revenue in season passes and daily fees.

What if approved water toys were allowed in certain areas?

The Swim Lesson Program The basis of any swim lesson program is, and must be, the Bed Cross program. While the Red Cross offers a balanced, well-rounded series of lessons, it is limited by its goal to teach people swimming techniques. One of the more prominent trends in aquatics today involves the instruction of children as young as 6-months-old in water acclimation. Not only can a pre-school program create an entirely new market for the facility, but it can also serve as a feeder program for Red Cross lessons.

Great success has been experienced in many areas with an aerobic exercise program adapted to water. Aerobic watercise or aqua fit are catchy names which can help to sell the program. Programs including scuba diving, water polo and other activities can help build a well-rounded, financially successful lesson program.

The Concession Stand Most concession operations run by pool operators exist as a user service. Many operators have written off these stands as low-profit ventures which sometimes take more effort than they are worth. Several districts have leased the stand(s) to a private operator.

Again, these facilities are not being operated with imaginative marketing. Instead of selling high-cost, low-profit items like chocolate products, packaged snacks and hot dogs, operators need to introduce low-cost, high-profit items such as soft pretzels, nachos and Italian ice. Lastly, few concession stands require more than one employee other than during peak periods. A locker room employee can also serve patrons at these times.

Facility Rentals The level of private rentals can be tripled merely by offering supervised birthday parties and team parties as part of the program. If the pool is located in a park which has many requests for picnic permits, a special picnic/pool use package can be offered. Success depends on how well the existing service can be marketed.

Private rentals can be tripled merely by offering birthday and teen parties.

Contractual rentals to private summer camps can provide consistent income and utilize previously unused pool time. If a lesson program uses only half the pool, why not rent the other half to a private group?

Another successful program allows groups of 25 or more persons to use the pool at a reduced rate during public sessions. Even if rental time isn't available to a local camp, the facility could be used during normal hours by making it affordable.

Season Token Sales Season pass sales are the main source of revenue. A pool administrator's nightmare is a cold May and June, as season pass sales invariably fluctuate with the weather. If the projected sales level of passes is not reached by the end of June, it won't matter how hot it is in July or August. Increase the price of season passes after opening day by $5 to encourage people to save money by buying early no matter what the weather is like. This seemingly abrupt rise in prices can be successfully marketed by offering season passes at "last year's prices" if they are bought before the deadline date.

Statistics show a higher rate of early sales in operations where this concept is used. This helps to guarantee a certain level of income.

These examples are only a few of the marketing strategies which can be developed to help control or alleviate deficits in aquatic facilities. Each operation must develop its own marketing strategy program based on its situation, resources and goals. There is no single, "quick fix" solution to the problem. However, without significant, imaginative and constructive changes in the current management practices of pool operations, deficits will continue to mount and drain the fiscal resources of the entire recreation or park district.

ABOUT THE AUTHOR: Robert Quill graduated from Western Illinois University in 1979 with a Bachelor of Science Degree in Recreation and Parks Administration. After completing his intemship with the Glenview Park District, he accepted his first professional position with the Morion Grove Park District as a Recreation Supervisor. In 1980 he returned to Glenview to accept the position he now holds as Recreation Specialist. Robert Quill graduated from Western Illinois University in 1979 with a Bachelor of Science Degree in Recreation and Parks Administration. After completing his intemship with the Glenview Park District, he accepted his first professional position with the Morion Grove Park District as a Recreation Supervisor. In 1980 he returned to Glenview to accept the position he now holds as Recreation Specialist.

Illinois Parks and Recreation 10 July/August 1984