How to achieve aquatic excellence.

The Annual "Excellence in Aquatics" Awards recognize those communities who demonstrate excellence in planning and managing diversified aquatic services. This year's recipients have been responsive to the needs of their respective communities. They provide quality services, accessibility to all, work together to overcome challenges, and at the same time maintain a professional staff. Meet each of the award-winning agencies and see how they overcame challenges with innovation and determination.

NORTH PENINSULA, ALASKA BY KAREN A. KESTER

The North Peninsula (Alaska) Recreation Service Area's path to the 1995 "Excellence in Aquatics" award began in 1974 when the residents of Nikiski, Alaska recognized the need for a swimming pool and the many recreational opportunities associated with it. The citizens voted to assess a tax in order to make the project a reality. Now, a service area director, advisory board and full-time staff work closely with the community to provide programs that meet their needs and desires. This process is achieved through surveys, interviews, public hearings, and general information gatherings.

A decade and a half later, an aquatics audit found over 40 items that needed repair or replacement. A project to address these items would be so costly, that officials felt the only answer was a bond issue to renovate the facility. The following year, they put the bond issue on the ballot and it failed by 47 votes.

After the 1990 defeat, the challenge became one of funding. A nonprofit organization, The Nikiski Pool Foundation, was formed to solicit funds from corporations, small businesses, and government grants. This organization would educate the public about the benefits of a newly constructed swimming pool versus repairing the deteriorated existing pool. The Foundation embarked on a vigorous campaign for the pool involving citizens, neighbors and friends. Community leaders soon stepped forward and spoke in favor of the new project. In May of 1993 the bond issue ran for the second time and passed by 51 votes. Construction of a new facility began the following year.

The newly renovated aquatic center is designed to provide access for the physically challenged. A white water slide is also included to produce both revenue and fun. Along with the slide came other accessories, including a rain umbrella, bubble bench, hot tub, and diving platform. These new attractions have produced an increase in the number of users from all diverse areas. Revenues for the first year of operation tripled and there has been such an increase in use, that there are not enough rental times available to meet the demands. Instructors have been creative and have found new uses for many of the attractions. In one instance, the outwash from the water slide is used to practice swimming against currents.

Community involvement is vital to the Nikiski Pool Many local families volunteer to host students from die native village of Tyonek during their week-long visit for swimming instruction. Local businesses have lent equipment for cold water survival training, and the local Lions Club raised money to purchase wheel chairs for use in the facility. Without this type of community-wide support, before and after construction, the programs would not be successful.

THE ROCKFORD (ILLINOIS) PARK DISTRICT BY KIMM ADAMS-BAKKE

The Rockford Park District, which goes by the motto "there are no problems-only opportunities," successfully faced changing trends in the industry, compliance with ADA requirements and a changing profile of the local work force to update and create a variety of unique aquatic facilities.

Rockford Park District, owns and operates five aquatic facilities including, the largest water park in Illinois, three neighborhood aquatic facilities ranging from 30-50 years old, and a lake-front beach, located within a 130-acre park. Two of the facilities, both located in economically deprived areas, offer free admission while the remaining facilities offer reasonably priced season passes, daily admission and program fees.

By blending their resources with input from staff, the community and consultants, the District was able to tackle problems and turn them into opportunities for success. And the success shows in the number of customers. In 1990, a total of 301,728 recreational and program swimmers used the facilities, while in 1994 there were 398,750. These numbers reflect a 32% increase in general/recreational swimming and a 2696 increase in program attendance. All of this was accomplished with seven full-time staff and 328 summer/seasonal employees. An even greater accomplishment was that while the expense budget increased by 14% during that four-year period, revenues increased by 125%.

Many factors contributed to this success. The changing needs of the community were identified through participant surveys, customer satisfaction surveys taken on site throughout the season and end-of-season surveys of passholders. The results allowed staff to measure the satisfaction level and future needs of the customers. They then worked closely with neighborhood steering committees, special interest groups and consultants during the developmental stages of projects and programs. Through the partnership, the staff was able to provide the community with the desired result.

A new customer satisfaction guarantee program was developed to meet the challenge of maintaining participant satisfaction. The quality assurance program allows any customer to obtain a full refund if he or she is not satisfied with District services for any reason. The Park District also embarked on a thorough risk management program, another key factor to their success. Risk is reduced through ongoing training for all staff. This training is not only job specific but includes cultural diversity, gang awareness, and crisis management

SIOUX CITY, IOWA BY JOHN KEIZER

Three years ago Sioux City's aquatic system consisted of five outdoor pools. Two of these pools were over 65 years-old and certainly showed their age. Both attendance and revenues at these pools were showing a continual drop. The parks and recreation department conducted a user survey, which found that most residents were willing to pay for increased amenities and willing to travel to a facility of their choice. After evaluating different pool styles, the department chose the leisure concept style, which includes aquatic play areas over the standard rectangular or competition-style pool.

When the concept was presented to local legislators, the council was supportive, although they challenged recreation leaders to make the pools self-supporting without increasing admission rates. However, the council allocated $60,000 annually for facility improvements such as slides, pool heaters, active water play items, improved locker areas, lounge areas, and labor-saving equipment to enhance the existing pools.

Each of the facilities offers innovative programs to include a wide range of ages and activities. Staff works with local radio stations to host young adult nights at the aquatic center with music, giveaways and food, all underwritten by a community business sponsor. The department also conducts an inner city swim program, where fourth graders are transported to the pools for lessons.

Partnership efforts include working with local group homes to provide an adapted aquatics program in cooperation with a local college; Emergency Medical Service (EMS) personnel train in the pools and a local parachute jump club uses the pools for emergency release practice in water. This diverse use of aquatic facilities has enhanced the revenue and broaden awareness of the facilities throughout the city.

In 1994 the local school district decided to permanently close two of the three high school pools. Considering this a tremendous loss to the community, staff stepped forward with a proposal to operate the pools for the school. Run under a joint agreement, the recreation department's program began in September 1994, and ended its first season in the black. This cooperative program involving the school district, the city and two private swim clubs gives the citizens of Sioux City greater access to the indoor pools and enables the school district to keep swim teams at each of its three high schools as well as offering elementary swimming and water orientation classes.

Low income admission rates are offered to keep the facilities accessible to all citizens regardless of economic issues. Community businesses provide sponsorships by donating to a fund that underwrites lessons, admissions, and other program expenses for underprivileged youth.

Since 1992, Sioux City's aquatic's system has grown from five to eight pools. One facility was upgraded to a complete aquatic center at a cost of $2.1 million. This facility has proven to be popular throughout the community in addition to making a profit for its first two years. Future plans for the department include replacing the one remaining 65-year-old pool with a leisure aquatic facility and adding a third leisure aquatic facility. Working with the business community, local swim clubs and the school district, Sioux City is developing an outstanding and unique aquatic system for the enjoyment of its citizens.

MARYLAND-NATIONAL CAPITAL PARK AND PLANNING COMMISSION BY NANCY WEIMAN

Just to the east of Washington, D.C., in Prince George's County, the Maryland-National Capital Park and Planning Commission (MNCPPC), owns and operates nine aquatic facilities, including a new indoor spray, play and swim pool that opened last month. The remaining facilities include the standard 25-yard indoor and outdoor pools, a complex with indoor pools and three outdoor pools to a state-of-the-art indoor 50-meter pool with moveable floor and bulkheads, and a new outdoor pool with slides, sprays, and beach entry. In addition, a very popular swim lesson program is offered in the local community college pool that MNCPPC supported with capital funds.

In addition to offering a wide range of aquatic facilities and diversified programs available to the community, several aspects of MNCPPC's operations make them unique and innovative. Aquatic facility managers, along with staff, run the facilities as small businesses. For consistency, major policy direction is coordinated between the facilities. Beyond that, the managers have the autonomy to work within their line item budgets to expand on facilities and Programs. With a maximum of three full-time personnel at each indoor facility, the managers work with part-time staff to cover all phases of the operation including programming, staffing, marketing, maintenance, financial management, and health requirements.

Training and safety are both very important to the operation of each facility. Each manager prepares and uses checklists for facility maintenance and safety inspections. Training is continual and documented. Staff goes beyond the certification training to work on skills, endurance and customer service.

MNCPPC strongly believes in customer service. Staff works toward guest/customer excellence, knowing that without them, there would be no jobs. Customers are continually asked to critique the programs and facilities and let staff know how they feel--a simple, but reliable methods of getting feedback on customer needs, desires, concerns, and likes.

Aquatic operations and maintenance staff are integral parts in the facility and program planning process, from the time the idea is conceived to the completed project. Community members are also involved in the process. The result is a facility that is not just an architectural treasure, but operationally functional, and well received by the community.

MNCPPC staff continually strives to make improvements, recognizing that nothing is ever perfect. They have learned that a very popular program that has had no change, will stagnate over time. They continually test new programs, special events and even new titles, while keeping abreast of developments and trends in the profession. In a nutshell, MNCPPC does not stay static. It continually strives to make its facilities the best for the community.

GLEN ELLYN (ILLINOIS) PARK DISTRICT BY JAN LANGFORD

The Glen Ellyn Park District Aquatic's program has truly come full circle in the past several years. In 1990, the District faced the tremendous challenge of providing a quality program in a deteriorating facility. Then it experienced the exhilaration of a successful referendum campaign in 1992. In the meantime, District staff grappled with the almost insurmountable challenge of maintaining a competitive swimming and swim lesson program in alternate locations while the new pool was under construction. And finally, the eagerly anticipated first operating season for the new pool in 1994.

The board, staff and residents worked closely and tirelessly to ensure that the aquatic needs of the community were met. Open communication and cooperation between the various groups helped generate solutions to every problem faced at the facility. Staff felt that they should be responsive to patrons' needs and suggestions. This action generated public confidence in our ability to effectively manage the pool.

Through hard work and perseverance, staff met the challenges of program growth and the development/improvement of the facility. Through it all, they remained responsive to the community and promoted water safety throughout the county.