Reflections on the future of aquatic centers: challenges and management strategies - By Nicolas Foll

The theme discussed at the 32nd National Symposium on Tomorrow's Swimming Pools proved to be particularly dense, rich, and complex.
The presentations, delivered by high-caliber speakers, were nevertheless constrained by the time allotted to each. This is why I wish to offer additional reflections here, focusing on the discussions from the last round table concerning the future of aquatic centers over the next ten years.

Shared Observations on the State of Facilities

I largely concur with the observations made during the interviews, particularly regarding the dilapidation of facilities, the obsolescence of technical components, and the challenges related to the thematic aspect of the equipment. These factors represent major concerns for managers and local authorities.

Interest in New Management Models

Projects for virtuous, sustainable, and systemic pool models greatly interest me. However, while awaiting the evolution of legal frameworks that would allow for new equipment modeling, it is essential to consider the management of existing facilities.

Some Management Principles to Recall

As an operator of several aquatic centers, I wish to reiterate certain essential concepts rooted in common sense and responsible management, inspired by the principle of 'good stewardship' and Breton rural wisdom.

Breakdown of Operating Costs

According to the OFGL source, 'Focus on the Operating Cost of Municipal and Inter-municipal Swimming Pools' (October 2021), the breakdown of operating costs is as follows:

• 60% for human resources costs,
• 23% to 30% for energy and utilities (with a significant increase observed in 2022 due to the energy crisis),
• between 10% and 17% for other costs.

Variability and Analysis of Swimming Pool Operating Revenues

The distribution of swimming pool operating revenues shows significant variability, directly influenced by the pricing policy adopted, the nature of the territory concerned, and the type of facilities in place. This diversity complicates any attempt at generalization and requires a nuanced and contextualized approach for each structure.

According to a study conducted by AFIGESE and OFGL in partnership with Angers Loire Métropole, titled 'Local Authority Swimming Pools and Aquatic Centers… How Much Do They Cost?', a collective benchmarking project has been launched:

In total, these local authorities encompass thirty-nine swimming pools with diverse configurations and varied management methods: thirty-four are managed directly by the public sector (régie directe) and five under public service delegation (DSP).

Analysis of the revenue generated by this sample of swimming pools reveals that it helps reduce their gross cost per visit (including depreciation) by highly variable proportions, ranging from 4% to 56%.

In monetary terms, this reduction is equivalent to an amount ranging from less than €1 up to more than €5 per visit, depending on the facilities.

Areas for Improvement in Aquatic Facilities

In light of the various observations mentioned, it is clear that aquatic facilities have significant room for improvement. The professional experience gained highlights three main levers for strengthening the management and performance of aquatic centers.

1. Optimization of Utility and Energy Costs

Controlling the consumption of utilities and energy is a fundamental lever for limiting the impact of rising energy prices and reducing the environmental footprint of aquatic centers, particularly regarding water consumption and the carbon footprint (tertiary sector decree).

At Aquatis, since 2013, constant efforts have led to a 50% reduction in annual water consumption, decreasing from 28,000 m³ to 14,500 m³.

Similarly, electricity consumption has been halved, decreasing from 1.6 GWh to 800 MWh.

Furthermore, heat energy consumption decreased by 30%, from 4.5 GWh to 3.2 GWh, with the latter being adjusted according to the value of unified degree-days (DJU).

These improvements were made possible by a total investment of €320,000 (BACS decrees), for a cumulative total exceeding €2.3 million since 2013.

2. Human Resources Workload Optimization

The reorganization of the three departments – technical, pool, and reception – facilitates optimizing the human resources workload.

Discontinuing outsourced maintenance and technical oversight in favor of hiring a technical manager allowed for the transfer of costs from chapter 611 (€100,000/year) to chapter 12 (€50,000/year), representing a 50% reduction, complemented by the energy optimization achieved since 2013.

Furthermore, revising job descriptions and integrating BNSSA for weekend supervision allows for repositioning ETAPS MNS to focus on teaching missions and aqua fitness activities, as well as swimming lessons for children and adults, adapted sports, health sports, etc.

This reorganization has allowed for doubling activity revenues, from €113,000 in 2012 to €230,000 in 2024.

Finally, the expansion of the reception team's duties – HR management, sales, advice, communication – contributes to a more efficient organization and improved overall effectiveness.

3. Enhancing the facility's appeal

To enhance the facility's appeal, it is essential to improve comfort and the quality of the welcome, particularly through

• maintaining an appropriate pool temperature (31.5°C in the leisure pool),
• developing CRM tools,
• increasing the number and diversity of activities,
• as well as modernizing deferred payment methods, such as direct debit, subscriptions, sports vouchers, holiday vouchers, and online sales and booking.

The service strategy relies on agile adaptation of annual activities, the elimination of waiting lists, and the implementation of recurring activities and events to boost attendance and user satisfaction.

Nicolas FOLL
Director of the Sports and Health Hub for Fougères Agglomération and Aquatis
5-star Public Pool Label

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