Occupancy + ADR + RevPAS

Occupancy gets all the attention. It is easy to understand. It sounds impressive. And if your park is 95% full, nobody at the ownership meeting is exactly frowning.

But occupancy alone can lie to you. Well, not lie. More like leave out half the story. To really understand performance, you need three numbers working together.

Start With Occupancy

Occupancy tells you how much of your available inventory you sold. If you have 100 sites and sell 80:

Simple. But now the obvious question: what did you charge? That is where ADR comes in.

ADR Tells You the Price

ADR stands for Average Daily Rate. If your 80 occupied sites generated $12,000 in site revenue:

Now we know two things. You sold 80% of your sites. And the average occupied site generated $150. Better. Still not the whole picture.

RevPAS Brings It Together

RevPAS stands for Revenue Per Available Site. It combines occupancy and ADR into one metric.

Using our example: 80% × $150 = $120 RevPAS. You can also calculate it directly:

Now we are getting somewhere. Because RevPAS tells you how effectively you monetized all your available inventory, not just the sites you sold.

Why Occupancy Alone Can Be Misleading

Consider two RV resorts.

Resort A

Resort B

Resort A is fuller. Resort B makes more revenue per available site. So which one performed better? Now you see the problem.

If you only looked at occupancy, Resort A wins. If you look at revenue efficiency, Resort B wins. That is why "we were almost sold out" is not a complete performance strategy. Sometimes being full just means you were cheap.

The Three Numbers Tell Different Stories

Think of it this way: occupancy tells you demand capture. ADR tells you pricing strength. RevPAS tells you how well you balanced the two. You need all three.

A property can have high occupancy and weak rates, strong rates and weak occupancy, or the sweet spot: healthy occupancy with strong pricing. That last one is usually where the money lives.

Market Context Still Matters

Here is the catch. Even RevPAS needs context. Let's say your park runs:

Looks pretty good. But what if your comparable market ran:

Now you know the market captured more demand and more rate. That tells you something your internal reporting alone cannot. You may have had a good month. The market had a better one.

Where OHR Fits

OHR helps operators look at occupancy, ADR, and RevPAS in market context. That matters because no single metric tells the whole story. Occupancy tells you how full you were. ADR tells you what you charged. RevPAS tells you what the combination produced. And benchmarking tells you whether that performance was actually strong. Indexes make that comparison a single number, and the OHR methodology spells out exactly which nights and revenue each metric counts.

Because 95% occupancy sounds great. Until you find out the park down the road made more money at 80%.