RACE PROGRAMS
THE NEED FOR SPEED Race programs can add to revenue, boost a resort’s image, and help develop lifelong skiers.
By Peter Oliver
Left: A junior racer at Granite Peak, Wis., navigates a gate during training. Above: Okemo, Vt., commits one of its 121 trails to race training, which limits disruption for other guests.
race program from—the activities of the general skiing public. Racing and race training can obviously put stress on man- aging skier traffic safely on the hill, but they can also cause base-lodge conges- tion and parking problems. When clubs or other organizations are involved, there is the challenge of figuring out a fair way to divvy up costs and revenues as well as logistical responsibilities. Still, resort operators say that the benefits of hosting a race program far outweigh the negatives. They have arrived at that consensus, however, often by learning the hard way in devel- oping strategies to mitigate potential problems—by doing things wrong as a prelude to figuring out how to do things right. Big Program, Little Hill The race program at Mount Southing- ton Ski Area in central Connecticut is a prominent example of a program run the in-house way. “Racing has always been an important part of our business model,” says Mount Southington general manager Jay Dougherty. The area has more than 100 kids in its regular race program and another 60 to 100 kids in an intro-to-racing program, says Dougherty. But the numbers swell when the mountain hosts races, often on
training generate more than 20 percent of the area’s overall revenue. Here, we’ll look at some of the logis- tical considerations that any well-run program must manage. Variations on a Theme There are essentially three variations of race programs: those run in-house, manned by resort staff and coaches; pro- grams run by local clubs, ski academies, and/or other organizations, which pay fees to resorts for use of the hill; and pro- grams that are hybrids, merging the two. The choice is determined by a variety of factors, including ski-area size, budget, available staff, and legacy, given that many race programs have existed under the auspices of local clubs for years, often as ski-area ownership has changed hands numerous times. Regardless of how a race program is structured and managed, challenges do arise. Many are related to integrating a race program with—or segregating a
Great ski racing careers typically begin at the pipsqueak stage. A pre- school kid takes an interest in speed and competition and enters the local race program, fueling dreams, per- haps, of Olympic or World Cup glory. Even if those dreams prove quickly to be chimerical, the child is gaining something valuable—an enduring love of the sport and an appreciation for the technical precision required to make fast, efficient turns. In other words, local racing pro- grams aren’t just breeding grounds for future all-stars; they are incubators for the development of future, life-long ski- ers. If for no other reason, hosting race programs makes good sense. But hosting a race program isn’t just about nurturing the overall well-being of the sport; a ski area stands to gain mate- rially as well. A well-run program can produce a substantial shot in the arm financially. One general manager inter- viewed by SAM said that racing and race
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