Maximizing Your Pool Space
Volume 4 Issue 3 (2001)
Caryn Murray, San Jose State University

Aquatic personnel examine programming and water activity related elements when attempting to create a balance between maximizing pool space and scheduling activities at an aquatic facility. Two elements that affect this balance the greatest are recreational-based programs and contracted client programs. Both programs can be organized in a way that maximizes your pool space.

Many park and recreation departments provide community programs such as swim lessons, water aerobics, lap swim, and general water activity. The aquatic coordinator assesses the needs of the community to create and develop programs that best meet the users’ needs of the demographic area they serve and the facility business plan. To best determine which specific programs to develop and implement at the aquatic facility, the recreation department may survey the users, add a questionnaire in the department’s activity guide, or develop community-based focus groups.

Other activities provided in aquatic facilities include contracted client programs. Contracted client programs require management, organization, and facilitation. Clients may include local U.S. Swimming, intercollegiate and high school aquatic teams, synchronized swimming, scuba diving, and diverse clients such as underwater hockey teams.

Aquatic coordinators prioritize the pool’s schedule to both maximize the pool space and generate revenue to meet the facility’s budget goals. The aquatic coordinator must define the available pool areas for the variety of recreational and contracted facility requests that will be submitted. The recreation department establishes a facility request deadline date for both community users and clients who contract pool space. Once the requests are submitted, an analysis of pool space and activity times is performed. Also, the aquatic coordinator must prioritize the activities. Annual or unique special events that generate revenue may take precedence over other programs.

Next a preliminary activity schedule is developed to ensure the needs of the all pool users are being met. In order for aquatic management to forecast and plan for the months ahead, the preliminary activity schedule is developed in calendar form. The aquatic coordinator consults with each facilities pool manager on the activity schedule. After discussing with each pool manager the activity schedule, the aquatic coordinator finalizes the aquatic activity for the upcoming season.

To ensure proper management of all the pool’s activities during the calendar year, the aquatic coordinator assesses staffing needs based on the daily, weekly, monthly, and special event requests. It is recommended that a pool supervisor or head lifeguard be scheduled every hour of the day to assist with the activities. Recreation program and contract client’s needs are analyzed, and a communication tree is established for the purpose of staff and pool user education. The aquatic coordinator conducts special meetings for both the aquatic staff and contracted client users to present the activity schedule for the season. At the meetings, the aquatic coordinator discusses management expectations regarding the use of the available pool area. The expectations include tools for communicating among coaches, which can include applying pool covers and team/class participant behavior. These meetings provide an opportunity for both staff and clients to meet one another and discuss potential water space conflicts. For example, the synchronized swim and the springboard dive teams may not understand how the same pool area may be collaboratively used while conducting their practices simultaneously. In the case of a pool-space conflict, the aquatic coordinator discusses with each coach separately the issues that are occurring and encourages the coaches to negotiate and find a solution. In most cases, both coaches will discuss their water space needs and eventually come to a compromise.

The aquatic coordinator also provides training for the pool staff and clients. Training may include lane line positioning, instructions on applying the pool cover, and the proper use of starting blocks and diving boards. The recreation pool use is made available through the department’s activity guide or posted on the department’s web site. The recreational pool staff’s training will include teaching tips for swim lessons, lifeguarding techniques, and basic pool maintenance. Special event training includes emergency procedures, crowd control, and lifeguard rotation. Announcements of the facility’s upcoming season activity schedule, special events, pool closures and changes to the open swim hours should be posted at the front doors and in the locker rooms of the aquatic facility.

All terms of facility usage should be specified in a written facility rental agreement for contracted clients. Items of the agreement should include the following: dates and times, special equipment needs the name and signature of the responsible party, and proof of the organization’s or individual’s liability insurance. It is typical to receive an advance payment of the first month’s rental fees. It is advisable to collect the agreement, insurance, and advance rental fees prior to the client using the facility.

Maximizing your aquatic facility’s water space through multiple activity scheduling increases the challenges that aquatic staff and management face in maintaining a successful operation and a high level of client satisfaction. However, by establishing and following an efficient schedule and effective operational procedures, you can potentially generate additional revenue and accommodate a greater diversity of clients and programs in your aquatic facility.