From Democratic Party County Board Member John Collins Argues for Crystal Lake Park District Purchase of HealthBridge:
Counterpoint: The Case for Acquiring the Former Northwestern/Healthbridge Facility
The core mission of the Crystal Lake Park District is to serve public recreational and wellness needs in an equitable, cost-effective manner—not to duplicate services or expand for its own sake. Let’s look at the same facts through a different lens:
1. Community Demand Is Real and Unmet
While it’s true that Crystal Lake has private gyms, the Park District serves different users:
- Seniors, people with disabilities, and families often seek affordable, low-impact aquatic exercise and community-based programming.
- The therapy pool at Northwesteern/Healthbridge was heavily used by older adults and those with health challenges, groups often underserved by for-profit gyms.
- In surveys and petitions, hundreds of residents have expressed a desire for these services to return.
This is not about duplicating treadmills it’s about meeting the needs that the private sector hasn’t prioritized.
2. Cost Efficiency Is Exceptional
A new recreation center would likely cost $35–45 million. The Northwestern/Healthbridge property is available for less than $5 million, just over $50/sq ft, a fraction of new-build costs.
Buying this facility is not financial bloat, it’s smart resource recovery: an existing public-use structure, ready to serve residents at a price point that’s otherwise unattainable.
3. Public vs. Private: Complement, Not Compete
It’s a myth that public recreation centers automatically damage local business. In fact:
- Parks and rec facilities often boost surrounding economic activity, especially for food, retail, and services.
- The Park District can collaborate with Sage YMCA and others, offering programs that don’t overlap or that serve at-risk groups on a subsidized basis.
- Sage’s pool is public—but not necessarily affordable or accessible to all families. Having multiple public aquatic options can expand access without undermining existing institutions.
Public services should fill the gaps, not leave them just because someone else could offer them.
4. Northwestern Left for Medical, Not Market, Reasons
Northwestern’s exit was part of a broader shift away from non-core assets, not a direct statement on community need. The facility closed during COVID, like many others, and remained empty because no private buyer could make profit margins work.
But the Park District isn’t for-profit. Its goal isn’t to turn a profit, it’s to provide essential, affordable services. The public good doesn’t require private ROI.
5. Due Diligence Is Key—Not Avoidance
The Park District has every reason to proceed cautiously: with a feasibility study, stakeholder engagement, and cost analysis. That doesn’t mean it should dismiss a unique opportunity to acquire a high-quality facility at a discount, with widespread support from residents who are eager to see it put back into public use.
Final Thought
Calling this opportunity a “white elephant” ignores what it really is: a strategic chance to revive a valued facility, fulfill a long-voiced community need, and do so at a price that’s fiscally responsible. That’s not overreach. That’s what good stewardship looks like.
