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Public swimming pools:
By David Markworth Recent studies have emphasized the popularity of swimming by stating that it continues to be the most common single activity in the leisure life style of Americans. It seems then to be a paradox that many public swimming pools are declining in popularity and running at a deficit. The solution to this problem is as multifaceted as the factors which have influenced sagging pool attendance during the last 10 years. Analyzing the problem If your park board is considering the purchase of water attractions such as a waterslide or wave pool, I suggest that you might be heading in the wrong direction, or at least not completely addressing the problem. These attractions have worked with amazing success in some places under the right conditions, but opposite results have been realized in other situations. Like any business venture, a critical analysis must be made to properly define the pool attendance problem. As part of this process, some basic questions must be answered: • What do you want to achieve with your facility? • What type of market are you interested in attracting? • What is the present demographic make-up of your community? • Do families use your swimming facilities or are participants almost exclusively young people? • Is your facility outmoded and offering the same quality public pools Illinois Parks and Recreation 12 May/June 1985 as it did 20 years ago, or are you operating at a higher level? • Does your facility offer any amenities? • Can your swimming pool compete on an even basis with other leisure opportunities such as beaches, private clubs, YMCAs and theme parks like Great America or Six Flags? In order for public pools to survive on a healthy financial basis and maintain public acceptance throughout the '80s and beyond, changes must be made. We must reevaluate our present philosophy and modernize our facilities. Otherwise, the popularity of public pools will continue to decline and we will run even larger deficits in pool operations.
An expensive program The Des Plaines Park District had faced years of declining attendance at its three outdoor swimming pools since 1970, and experienced significant growing financial deficits. Between 1970 and 1982, the combined attendance dropped from 100,000 to 54,000 swimmers, while operating deficits rose from $10,000 to $40,000. Throughout this period, many attempts were made to rejuvenate the pools. Less stringent rules were adopted to encourage more enjoyment by pool users. Special aquatic events — movie nights, races, etc. — were offered throughout the season and promotional efforts were increased. While the participants may have experienced a higher level of satisfaction than before, the trend of declining attendance continued. Operating deficits continued to climb even with cutting back non-safety personnel, reducing the length of the season and hours of operation, adjusting fees and reducing other expenses. Our district was subsidizing a program that, in fact, declined in popularity each year. Defining the causes After a careful self-evaluation and analysis of our aquatic program, we concluded that the decline in attendance was caused by four main factors: • Demographic changes that caused a significant decrease in the community's youth population. Public elementary school enrollment dropped more than 50 percent between 1970 and 1980. • A greater number of available leisure options, including more swimming pools. • A higher level of sophistication among residents than 20 years ago. The participant expects a nicer, more appealing facility than what public pools were expected to offer in the past. • An antiquated facility which was not equipped to encourage total family enjoyment and satisfaction. Following a thorough, staff-prepared feasibility study, the park board received our recommendation to renovate the district's largest and oldest (W.P.A. built — 565,000 gallon) Rand Park pool facility into a viable, attractive aquatic center which would appeal to all family members. We felt strongly that this facility must be able to offer amenities and create a positive atmosphere far beyond what had existed in the typical pool.
It was essential to provide a high quality facility which would encourage adult use on a regular basis. The central improvement in this renovation was the purchase and installation of a large two-flume fiberglass water-slide. However, we were convinced that the other amenities added to this project were equally, if not more, critical. These improvements included: • Total renovation and modernization of the shower room/locker room facility to include new fixtures, ceramic tile, and heavy use of graphic design and color. • Installation of a pool water heating system. • Relocation and construction of a new concession stand with a separate patio eating area. • Enlargement of the deck space with a 3,000-square-foot grass turf area, interior landscaping and high quality lawn furniture • Installation of a waterplay area with spray animals for tiny tots. • Installation of new exterior cedar slat fencing to create a privacy-country club atmosphere. Illinois Parks and Recreation 13 May/June 1985 Community involvement The district involved all interested residents, and particularly persons living near the pool, in the renovation process through several open meetings. While it added additional months to the project, this approach was extremely important. It gave the park district an opportunity to make the community aware of the problems it was facing. It also gave community groups an open forum to express their concerns. All community concerns were addressed in the final feasibility report to the board. The types of improvements you make at your facility will dictate how well your project is received by the public, both within and outside of your community. It will also affect the success of your project. Many communities do not want heavy use of their facilities by non-residents. Our pool solution Even with a well-defined project and positive community involvement, the political process may not be a smooth one. Throughout the decision-making process in Des Plaines, there was significant opposition from several park board members. Final project approval was only by a one-vote margin. Fortunately, the entire board subsequently supported the project despite some members' skepticism. Once completed, the success of the Rand Park pool and waterslide project was immediate and significant. Even though the renovated facility opened in June, 1983 (25 days later than its planned Memorial Day weekend opening), the pool attracted more than 80,000 users during its first summer of operation. Pool attendance in 1982 was 23,500. In 1984 attendance figures soared to 187,000 users. With pool attendance capacity in excess of 1,600 swimmers, the Rand facility is utilized by the public daily from 10 a.m. to 10 p.m. It requires a staff of more than 60 to operate. Program evaluation In evaluating any situation, careful consideration must be given to the individual characteristics of each facility and the community it serves. If you want to attract the whole family, you need to upgrade facilities, improve your public image and create a better atmosphere. Too often, the "Disney" image is looked at as an ideal and out of reach of the public sector. However, I don't believe so. Each of the following areas was critical to the development and implementation of the Des Plaines project. These also need to be addressed by any agency considering a similar improvement. Financial The total cost for renovations at the Rand Park pool was $650,000. Of that amount, $350,000 covered the slide purchase and installation, and required pool modifications. This portion of the project was financed through a contract purchase agreement with a local financial institution. The remaining $300,000 of general pool improvements were financed through non-referendum general obligation bonds as part of the district's capital improvement program. Several other similar projects in Illinois have been financed through lease-concessionaire agreements. Staffing support If you intend to operate a large aquatic center as a major revenue producer, your district and staff must be large enough to logistically support its operation. The time of several professional staff members will be dominated by this attraction, as will that of the maintenance and accounting support staff. Facility capabilities Family and adult usage of the Des Plaines Park District's aquatic facility has increased from less than 5 percent of general admission sales in 1982 to more than 30 percent during the past two years. However, this shift has caused other logistic and support pressures. Parking became a major concern. The existing 75-car capacity parking lot could not accommodate the needs of 225 cars. Additional parking lot attendants were hired and new parking areas were utilized. Lines of people formed to gain access to the new facility at peak periods. Two additional admission gates with cashier stations were added. The food sales concession also grew in the new facility. From a small isolated stand operated by two retirees with annual sales of $7,500, the remodeled operation now has a full-time manager, a staff of five and sales in excess of $75,000. This new concession stand operation creates a bright, clean and service-oriented appearance. Designed to give the impression of a clean fast-food restaurant, the walls are marlite and all counters and cabinets are kitchen quality. Further improvements The Des Plaines Park District is not going to let community interest in the Rand Park facility fade in future years. Aggressive marketing approaches, which include advertising and various promotions, are planned again this year. Major improvements to the facility will continue. This summer will see the opening of a new upper level, 3,100-square-foot observation/sun deck area with landscape planters, additional chaise lounge chairs and a portable concession area. Future improvements under consideration include additional expansion of the grass deck area with a playground area; removal of the diving boards and installation of a large rock formation complete with low dive, cliff dive, waterfall and rope swing, and development of an adult hot tub area.
Image building While some of these expenditures may not be feasible to your community, there are some things you can do to your pool facility which can impact the image that it projects. These can include a clean and safe pool; a personalized approach involving a logo, colorful staff uniforms and personalized name tags; and a cheerful atmosphere with chaise lounge chairs, colorful tents or umbrellas, clean dressing areas, interior landscaping and a separate eating concession area. The pool staff is also an important part of this image building process. We must be more than just concerned about getting our pool open and staffed safely prior to opening day. Each of us needs to provide in-service programs for all summer staff on courtesy, cheerfulness and positive image building. While many agencies are looking at buying a small 100- to 150-foot waterslide for their pools, that alone will not do much to add significant adult usage. Other amenities are needed to update the image of your facility. If it is not feasible to add a separate wading pool, what about adding a spray lion or porpoise for the young children in the shallow pool area? Even most of the smaller waterslides and wave pools have limited appeal to children ages two through six. Do we provide something for them? If we don't, a certain segment of the adult market will look elsewhere for its aquatic leisure experience. Have you ever considered building a concrete rock formation like Disney's and replacing your old diving boards with a cliff dive or waterfall? These can be built commercially by the same contractors who provide rock formations for zoos and shopping malls. Does your facility have an activity area within your pool complex where swimmers can relax by playing volleyball, using playground equipment or sitting in a hot tub? Are all these ideas too "far out" to be practical in the public sector? I don't believe so. If we do not make strong efforts now to change the image of our pool facilities, we will only experience the continued decline in popularity of our swimming facilities. While it is essential that you obtain qualified architectural and planning services for some of these improvements, much can, and rightfully should, be done by the administrative staff. This educates them about the many options available in today's market. Those of us in the public sector have an obligation to learn from our peers and, in particular, the commercial recreation industry. In many respects that industry is ten years ahead of the public sector in its approach to these types of revenue facilities. Go to Great America and Wisconsin Dells and take a critical look at the good operators and how they provide for their customers. Final thoughts I hardly touched on the revenue aspect of the successful Des Plaines Park District project. While the profits are there, the real success in Des Plaines is the overall community response to the dramatic improvement in service. That is the intangible that can never be shown on a balance sheet, but is what we really are all about. The revitalized operation has financially met its operating budget. This includes the loan payment for the waterslide installation and the elimination of the deficit which all three pools previously produced. There can be no finer reward than the public's positive response to a revitalized program or facility. However, if you only hastily and superficially plan or foolishly spend money to inadequately improve something, the opposite could be the result. ABOUT THE AUTHOR: David L. Markworth has been with the Des Plaines Park District for 16 years, serving as director for the past nine years. He holds a bachelor's degree from Valparaiso University and a master's degree from Indiana University.
Illinois Parks and Recreation 14 May/June 1985 |
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