One Last Thing...


Peter Martell ISI Executive Director


W


ell, here it is — likely my last column as ISI executive director. Over the last 19 years,


I‘ve written almost 100 of these articles, so you may be thrilled to no longer be subjected to my soapbox epistles. Having been in the arena management


business since 1971, I thought it might be interesting to consider what’s changed over the past 45 years — and what’s remained the same.


When I got started …


• Most rinks were comprised of sand floors with steel pipe. Today, most new rinks install concrete floors with HDPE plastic pipe.


• Te majority of American rinks used R-22 Freon as their primary refrigerant. Today, it is being phased out and many are returning to ammonia (NH30) — the predecessor to R-22.


• Nearly all rinks used metal halide or mercury vapor lighting. Today, many rinks are changing from fluorescent to LED lighting.


• Almost all were single-rink facilities. Today, the majority of new facilities include multiple sheets of ice.


• Most ice resurfacers were gasoline powered. Today, the majority sold are electric.


• A large number of arena managers just rented ice. Today, many are choosing to plan, promote and conduct their own skating and hockey programs.


• Virtually every rink offered a daily schedule of recreational, open or public skating sessions. Today, many are offering only one, two or three a week — and some none!


• Te bulk of arenas had a full-time staff that included a general manager, skating director and/or hockey director. Today, many facilities are reducing their program directors to part-time positions and some arenas are eliminating them completely by outsourcing their programming to independent companies.


While many of the aforementioned


changes to the design, construction or mechanical operation of arenas are significant improvements from years past, some of the trends in scheduling and programming are concerning. As I have often said, ice skating and


hockey are not indigenous activities in most parts of the United States. If we are going to attract the potential players or skaters of the future, we have to introduce them to the ice at an early age in a fun environment. In most areas, that means via a birthday party or at a public skating session. Consequently, when I see arenas eliminating public skating


in


lieu of hockey or figure skating sessions, I wonder who is going to fill those programs five years down the road if we have not introduced enough new participants to either sport. Likewise, when I hear about arena


owners or managers cutting or eliminating program directors to reduce costs,


I


question their wisdom. As learn-to-skate and recreational hockey and figure skating programs are among the most profitable


activities (on a per-hour basis) that an arena can conduct, it seems to me that the staff responsible for planning, promoting and conducting those programs are among the most valuable and productive in the arena. Nevertheless, one thing that has not


changed, and we must not forget, is the fact that we are in the entertainment business. As long as we ensure that we are providing skating and hockey programs that are enjoyable and rewarding, we will prosper. Only when we begin to overlook this most basic principle and ingredient of our business and, instead, start to gravitate toward the overly competitive world of select or travel hockey or elite, competitive figure skating do we fall victim to (sometimes unknowingly) eliminating the very customers that keep us in business. Lastly, another thing that has not


changed, and will not in the future, is that we professionals in this industry are extremely lucky to be employed doing something that is fun and fulfilling, and brings so much joy to others. When I began my career, I recall thinking how exciting it would be to work in an arena. Well, guess what? It was and still is. It has been an incredibly gratifying


career that has flown by. I hope that your involvement in arena management, operations or coaching is equally satisfying for you and that, at the end of the day, you can look back and say, “Yes, I’d do it all over again.” As Tomas J. Watson, Sr., chairman


and CEO of IBM once said, “You have to have your heart in the business and the business in your heart.”


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ISI EDGE SUMMER 2016


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