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Burkburnett proposes admission hikes and lower season pass to pare $596,000 deficit at BoomTown Bay
Summary
City staff presented a five‑year review showing about $596,000 in operating losses at BoomTown Bay; proposed changes include higher day admissions, a lower season pass to encourage purchases, and a new private‑party pricing model intended to reduce the general‑fund subsidy while keeping regular access affordable.
City staff and the contracted operator presented commissioners with a five‑year operating review for BoomTown Bay Aquatic Center showing approximately $596,000 in cumulative losses subsidized from the general fund. Staff said the goal of proposed pricing and operational changes is not to maximize profit but to reduce ongoing subsidies while keeping the facility accessible.
Under the recommendations, resident daily admission would rise from $9 to $11, nonresident admission from $11 to $14, military admission from $8 to $10, and the season pass price would drop from $85 to $59 to encourage pre‑purchase and repeat visits. Private after‑hours events would be restructured to a per‑person model with a $15 per person price based on a 75‑guest minimum (producing an $11.25 base rate in a worked example) and a cap at 1,500 guests to avoid prohibitively high fees for very large groups.
The contractor (Jimmy Holmes) explained private‑party pricing is industry standard for renting an entire park and that the after‑hours events at prior prices often operated at a loss (staff estimated average cost per after‑hours event at about $650 and an annual loss near $25,000 on those events). Commissioners expressed concern that higher private‑party rates and increased day admission could price out local day‑care groups, churches, and families; staff said the season pass reduction and concessions revenue are expected to offset some of the impact and that the operator will refine pricing after the first season based on improved point‑of‑sale data.
Staff also reported operational changes: a new point‑of‑sale system to capture usage data, an experienced contractor to improve operations, and a restructured employee membership benefit (four designated memberships) for better accountability. Opening day was targeted for May 23 (staff noted the date is contingent on remaining contract and readiness items).
Next steps: the board asked staff to improve communication about pricing and contract details, to monitor attendance and concession revenue through the season, and to return with updated performance data; commissioners emphasized balancing affordability and fiscal stewardship.
