Leadership comes to forefront of 2020

Golden Tickets recognize guiding lights during a year to remember

No matter where a person lives, there is always a particular summer or winter where the weather causes residents to say things like: “Remember the summer of __” or “The winter of __ will never be forgotten.” 2020 will unquestionably fall into that category but for different reasons. Mother Nature won’t be to blame.

As the coronavirus pandemic impacted every aspect of individuals’ daily lives — and quickly! — people banded together. The globe responded and sentiments of “We’re all in this together!” permeated the airwaves. There was strength in unity as people hunkered down and worked toward safety. The “Best of the Best” in 2020 were those people and companies who strived to be guiding lights.

Hospital workers, first responders, delivery people and grocery workers were instantly regarded as heroes. Our amusement industry also found its place in helping however it could. Disney parks, Six Flags parks and SeaWorld / Busch Gardens parks were among those that immediately began donating food. Companies such as Premier Rides, Extreme Engineering, Larson International and Daniels Wood Land were just a handful among those that helped create personal protection equipment and donated it all. State fairs stepped up to become donation and testing centers or temporary hospitals.

Airlines, hotel/hospitality, bars and restaurants, live performances, cruise ships … the brutal impacts were apparent. Among those groups was the amusement and attractions industry.

The world scrambled to gather data, analyze it and then use it for the best course of action. Fear became replaced by plans, often based on science, but sometimes not. While regulations were inconsistent from state to state, businesses muddled through baby steps to find their paths. Any day was declared a victory when one park or facility could open in some form or another.

Within this shuffle was the opportunity for all businesses to take a step back. What could be done differently? What could be done better? Amusement parks and other operators took a close look at cleanliness. Best practices soon adapted to reducing touchpoints and creating cashless opportunities. Operators began sharing data. Organizations met together though the new normal — the Zoom meeting.

The International Association of Amusement Parks and Attractions jumped into action, as did many regional associations. IAAPA, in its representation for all its members, initiated communication and recommendations to help each property steer through unnavigated waters.

“There is no other industry in the world whose sole purpose is to provide safe, fun and memorable experiences. Our passion for making people happy, combined with our industry’s ability to adapt and innovate, is a strength that will never change,” shared Hal McEvoy, president and CEO, IAAPA. “We have never before experienced a challenge like COVID-19, but I am confident we will find ways to move forward together, learning from these difficult experiences and using that knowledge to make our industry stronger than ever before.”

Through gloom and despair, the industry found innovative ways to think outside the box. Many steps entered the virtual world of doing things. Safety got ratcheted up a notch. Patience and understanding became vital.

2020 will indeed be a year remembered quite darkly, but it did present an opportunity for each facility, owner and operator to hit reset, step back and look at the big picture. Bright spots emerged along the way.

This year’s Golden Ticket Awards have worked to recognize those bright spots, those facilities and companies that have stepped forward in this time. As current events, politics and natural disasters have diverted the narrative to other things, it would be beneficial for everyone to be mindful once again: We’re all still in this together.

All stories this issue

by Tim Baldwin

unless otherwise noted

AT NOTEBOOK: John W.C. Robinson, jrobinson@amusementtoday.com

Take the lead, earn gold

No one foresaw the 2020 season playing out as it did. One moment, the industry was full steam ahead for new attraction openings and parks welcoming guests again, and — the next moment — parks were suddenly vacant and lifeless on Memorial Day and throughout June. The unexpected happens, that is for certain.

However, it is what one does in those unexpected moments that makes the difference for tomorrow. Its rides may have been motionless, but this industry never sat still.

Amusement Today was honestly concerned for a moment or two as mid-March brought excessive park closures and fair cancellations. There was an initial fear that with such limited operation, there would not be sufficient news to even remotely fill the pages of each issue. However, that brief uneasiness was quieted almost instantly — and nonstop — as the amusement industry persevered. The industry not only found ways to stay afloat and eventually open, but also to help local communities and to aid each other throughout the pandemic.

In a time when guests could not walk through the gates, parks pioneered ways to engage families at home and remind them that better times were ahead. When games and rides were not the products in demand, suppliers developed new offerings that would help facilities reopen. With no precedent to fall back on for guidance, competitors worked together and associations banded groups across state lines to develop plans of action.

Sometimes, putting on a smile and holding onto a positive attitude is all that is needed to be a leader. For others, it requires developing a whole new way of thinking and doing things to aid in piloting out of the darkness. Often, it just takes the belief, perseverance and heart to know one has to grit their teeth for a while before coming out the other side.

The Golden Ticket Awards have always celebrated the "Best of the Best." In 2020, that tradition continues as we recognize the leaders, innovators, creators and believers who have worked these past several months or more to ensure that the sun did not set completely on the 2020 amusement season.

As always, all Golden Ticket winners and Honorable Mentions will be listed on Golden TicketAwards.com.

AMUSEMENT VOICE: Tim Baldwin, Golden Ticket Awards Communications Coordinator

Bright lights in a time of darkness

I received a few communications from devoted Golden Ticket voters expressing concern that they hadn’t received a ballot this year. I’ve always been impressed and inspired by the passion of our enthusiast panel. Their support of the amusement industry is unmatched. As I communicated the perspective of altering our normal procedure, they easily understood that 2020 was an unprecedented year and most of them had a hunch that was the case. It was not a year to vote on who was the Best of the Best when so many parks were struggling to even open and find their way in uncharted territory.

But even within the darkest of times, there are lights shining rays of accomplishment, encouragement and leadership. With Amusement Today’s core award categories temporarily placed on hold, there was still an opportunity to honor and acknowledge parks and individuals within the industry deserving of accolades for their efforts. Our staff opted to explore a new, special way to convey recognition.

In this ugly time of a global pandemic, the amusement industry banded together to work toward the greater good, even when parks, manufacturers and businesses were facing hardship. While our traditional categories may be absent in 2020, AT has introduced a special selection of Industry Leader Awards to recognize and champion the work and perseverance this industry can exhibit. Paired with the Publisher’s Picks, the 2020 Golden Ticket Awards are pleased to shine a light on the good that is still evident every day. We just need to take a moment to stop and see it.

As we take time to reset as many park seasons have come to a close — that is, for those parks that were able to open in an era of COVID-19 — be sure to check on each other and make those personal connections.

From the staff of Amusement Today, continued wishes for the industry to be safe, stay healthy and find the footing to climb higher than ever before.

Europa-Park honored with Renaissance Award for Pirates in Batavia

There are many reasons why an attraction may be brought back after a certain amount of time. It may be because of public outcry. It may be in honor of a significant anniversary. In the case of Europa-Park, it was tragedy. When a fire broke out in the spring of 2018, it destroyed the gigantic Piraten in Batavia (Pirates in Batavia) dark ride attraction and damaged the neighboring area and adjacent attractions. Grateful to firefighters and first responders that no lives were lost and no injuries occurred, park management had the daunting task of re-evaluating the future. Plans that were on the books were put on hold.

Any park could lament the loss of a popular attraction and decide to move on. The overwhelming support from the public firmly implanted on the minds of top personnel that the attraction was beloved by a wide demographic. No matter the age of the guest, fond memories of Pirates in Batavia made it a top priority to bring back.

The park soon found itself in the no-win situation of appeasing loyal fans who wanted it returned exactly as it was and meeting the demand of those who awaited something completely new. With the park having the business savvy to create the right balance, devoted fans found favorite scenes returned, while a new storyline, theming and elaborate sets brought it into the next century. An improved ride system, new effects and dramatic scenery and an engaging tale — all draped in opulence and spectacle — created something grander than before but still ultimately familiar. A long-loved attraction of the 1980s found a new reimagining in an ultra-modern 21st-century vision.

Each member of the Mack family found a merging of its two businesses, Europa-Park and Mack Rides, and made his or her contribution to the new Pirates in Batavia attraction.

Updated with state-of-the-art safety systems, the re-envisioning served as a superior example to the industry in restoring a legacy attraction to its greatest potential. Behind-the-scenes technology brought about an extraordinary guest experience built to the highest standards. Along the way, the park did not lose a day of operation owing to the fire and has since brought back to life all affected areas better than before.

By listening to its guests and embracing the support from all those outside its gates, Europa-Park’s Pirates in Batavia was brought back into existence following horrific circumstances. For its respect for its roots and commitment to the guest experience, Europa-Park is the 2020 recipient of the Golden Tickets Publisher’s Pick Renaissance Award.

Arnolds Park receives Turnstile Award for its historic enhancements

In the late 1980s, Arnolds Park, located in a town of the same name, closed for a year. In the next decade, its future was uncertain and considered tentative at best. The lakeside park on Lake Okoboji looked to be gone for good when a 1999 newspaper reported “It’s a Done Deal” as its headline. After a century of entertaining families, its replacement with ubiquitous condos and apartments seemed imminent.

After community leaders launched a “Save the Park” campaign, the groundswell of support raised more than $7 million in a mere six weeks. The park would go on.

Established as a nonprofit, the Iowa Great Lakes Maritime Museum oversaw management. In the two decades since, Arnolds Park has not only been supported by the surrounding community but embraced by it. Matching funds from caring donors have brought in a combined total of $12 million in recent years. The management changed its name to Historic Arnolds Park, Inc.

The leadership set out to make Arnolds Park a place worthy of the dedicated investment. Three museums now grace the small property. Rides preserved from other parks have found a new home and continue to delight families. In recent years, the wooden roller coaster has been fully retracked into a smooth, crowd-pleasing beauty. The Rooftop Garden, once a successful venue for big band and rock and roll, was completely rebuilt after the former was lost to fire in 1988, along with the park’s funhouse.

Arnolds Park has accented its pavilion area, now hosting weddings, and big band music returned. Also, outdoor concerts have a grander greenscape to welcome music lovers (when pandemic conditions allow).

A newly built landscaped promenade now beckons town visitors to the park and the lakefront with nine lighted arches and floral displays.

This year, a renovated boardwalk brought new splendor to those enjoying the lake from the water’s edge or catching a ride on the Queen II. A new pier has been built spotlighting the Iowa Great Lakes area within the 5,500-square-foot plaza. Dramatic lighting and artistic sculptural works bring guests to the facility whether they be parkgoers or not.

The multiyear efforts have culminated in bringing guests back time and again with a respect and love for the park and the area. As all funds are raised privately; there is no debt to pay. The park’s goal of maintaining the facilities for future generations keeps visitors returning for a multi-faceted stay in the community.

For embracing and preserving its past and instilling a new generation of family loyalty, Amusement Today is inspired and honored to recognize Arnolds Park for the Publisher's Pick Turnstile Award.

Gene Staples, Indiana Beach savior, awarded Person of the Year

It’s not everybody who has the opportunity to step into immediate greatness. People forge their successes over time, building careers and networking among people. Fate has a way of thrusting individuals into an unexpected spotlight.

Enter Gene Staples.

After the terrible announcement of Indiana Beach closing for good as winter was ending, both the amusement industry and enthusiast community were rocked with such horrible news, not to mention the surrounding tourism community. The loss of any park is tragic, but Indiana Beach had a nostalgic character all its own. Positioned not only adjacent to Lake Shafer, but partially on it, the park offered charm to the many visitors who enjoyed visiting the property with its many signature attractions.

Staples had visited the park with his family in years past. A self-proclaimed park fan himself, he had seen other parks around him close down forever. Staples saw preserving Indiana Beach as much more than a business venture; it was an opportunity to save a piece of Americana.

“I have an opportunity to step in and make a difference,” he told Amusement Today in the spring.

Establishing a structured four-year plan, Staples was dedicated to making it work. Fully understanding that COVID-19 could potentially prohibit the park from opening at all this season, his perseverance moved forward, and by early July, the lights turned on at Indiana Beach once again.

With a background in real estate development, Staples boldly decided to not just patch up the holes in the infrastructure, but to invest in the property's long-range future. More than 48,000 square feet of roofing was replaced. Plumbing, painting and electrical improvements totaled in the hundreds of thousands of dollars. Trackwork on the park’s biggest coaster, Hoosier Hurricane, returned it to a rideable operational status again.

Working and partnering with the county, Staples lived up to expectations.

The park’s previous owner had sold off a few attractions, meaning Staples had to find replacement rides. In so doing, Indiana Beach welcomed visitors back with a full complement of offerings. Among those that came to enjoy the park were some first-time guests who did not want to miss out again on this lakeside gem and traveled to it from across the country.

At the park’s reopening, Staples addressed the crowd gathered: “We didn’t purchase this park to make a fortune. We did it to save the park.”

With unlimited potential as the park will continue to improve and grow and evolve in the years ahead, Amusement Today recognizes Gene Staples for his admirable dedication and vision as AT’s Publisher’s Pick for Person of the Year.

Great Coasters International continues to deliver during its 25th year

Wooden roller coasters have entertained thrill-seekers since the 19th century. The staple attraction in amusement parks worldwide is one steeped in cherished history. Along with Ferris wheels and carousels, wooden coasters capture the essence and character of an amusement park like nothing else.

Founded in December 1994, Great Coasters International, Inc. (GCII) began its first project immediately in the winter of 1995. As the company’s first project — Wildcat at Hersheypark — rose into the sky, construction captured the attention of the industry with a style and character that looked both fresh and nostalgic.

A quarter century later, GCII has made its mark on the global attractions industry with installations in England, Finland, Poland, the Netherlands, Germany, Belgium and China, in addition to numerous installations across the U.S.

To meet the needs of the compound curves in the company's designs, GCII introduced its own brand of train, the Millennium Flyer,, that once again captured the charm and character of a bygone era. The single-bench cars gracefully navigated the coaster supplier's curvaceous creations. As coaster design evolved into the new century, GCII recently introduced Infinity Flyers, a new class 5 train capable of inversions on a wooden coaster.

One of the most groundbreaking breakthroughs in coaster innovation is the use of South American ipe wood with its strength and durability. During IAAPA Expo 2019, the company revealed new steel track sections intended for high-stress areas.

“I think the new inventions that we have now — with the steel track and steel structure and the ipe — we’re going to see a pretty good future,” Co-founder and President Clair Hain, Jr., told Amusement Today. “Parks look at the maintenance needed on a wooden coaster, which is why we have come up with new features to prevent unscheduled maintenance — things we can do to solve those problems.”

The company has also made significant contributions making repairs, refurbishments and solving problems in existing rides.

In spite of the impactful coronavirus, GCII diligently worked on its 2020 project and opened Texas Stingray at SeaWorld San Antonio early enough to beat the onset of the global pandemic. It was a fitting accomplishment for the company’s 25th year.

For its innovative designs, hard-work ethic and continuous push in the evolution of the wooden coaster, Amusement Today recognizes Great Coasters International, Inc., with the Publisher’s Pick as Supplier of the Year on its 25th anniversary.

Pamela Landwirth recognized as a Golden Ticket Award Legend

When Pamela Landwirth was handed the reins of the Give Kids The World Village 25 years ago, she knew she had found her calling.

After 16 years with the Walt Disney World Company and additional consultant work with Hard Rock Café, Landwirth’s expertise boasted an acumen in human resources, strategic planning and operations management, among other talents in her skill set.

She began her career at Give Kids The World, Inc., in 1992. Inspired by the mission set in place by her husband, Henri Landwirth, she was chosen to lead the Village, located in Kissimmee, in 1995. While the couple’s marriage did not remain intact, their vision and lifelong friendship remained strong. When Henri stepped away from the board in the late 1990s, he knew Pamela would steer the Village in the direction it needed to go.

Under her leadership, Give Kids The World Village has seen exponential growth, and each expansion brings further happiness to challenged families. Growing from 32 to 84 acres, the number of family villas has increased from 56 when she stepped into the role of president and CEO in 1995 to 166 today. Eleven new venues have been added, including Julie’s Safari Theatre, Matthew’s Boundless Playground, the Amberville Train Station and Towne Hall. What she finds most rewarding is the number of families served at the facility each year, which has almost doubled under her tenure.

“Pam never asks anyone to do something she wouldn’t do herself,” said Susie Storey, director, global communications, IAAPA. “It’s not unusual to see Pam making pizzas for families, working alongside volunteers or assisting the housekeeping team. Pam’s heart and soul is at Give Kids The World and she works to inspire her team while giving hope to the wish families who stay there.”

Each year, as IAAPA Expo begins, Landwirth is one of the principal speakers addressing the industry during the Kick-Off Event. Her poise and smile exemplify the welcome to industry attendees who have traveled from around the world. Serving on numerous nonprofit boards, she is a highly sought-after speaker in the nonprofit world.

“Pam’s leadership through this difficult year has been essential to the Village,” said Development Director Steven Amos, Give Kids The World Village. “Her positivity and ingenuity has kept hope alive for wish children waiting for their wishes, our staff and volunteers. She continues to innovate, thinking of new and creative ways to inspire hope for our families through her Boxes of Hope, personal FaceTime calls and postcards. We’re honored to have her leading our team through this time.”

Contrary to many typical CEOs, there is no job Landwirth will not do. Her unfailing dedication serves as inspiration not only to her staff and corps of volunteers (which have quadrupled under her direction), but to the industry at large. For her exemplary dedication in sharing the amusement industry to families so desperately in need of it, coupled with her leadership through the most trying of circumstances, Amusement Today honors Pamela Landwirth as a Golden Ticket Award Legend.

Food events bring Golden Ticket Award to Knott's Berry Farm

Shutting down was harsh. Being forced to stay closed was agonizingly infuriating, even though the scope of the pandemic painted in broad strokes a clear picture of why restrictions were in place. Of the regulations in the U.S., California’s were among the strictest.

Unable to open as a park, Knott’s Berry Farm and its team worked at bringing in guests within acceptable boundaries. Food events brought in revenue while also delivering a morale boost to staff and residents eager to be out of their homes and feel a hint of normalcy.

Called Taste of Calico, the first food event took place in a limited area of the park. Despite its sold-out popularity, attendance was set so that spacious distancing was still attainable. Safety practices were skillfully implemented, and between the food event and merchandise sales in the Marketplace and Ghost Town areas, revenue — limited as it may be — was a welcome sight. In conjunction with the food events, the Knott’s Berry Farm Hotel began welcoming guests again, many checking in for the dining event packages.

Taste of Calico was followed by Taste of Knott’s. The expanded event included the Boardwalk area and spotlighted the boysenberry flavors celebrated by the park’s Boysenberry Festival.

“We’ve received a lot of positive feedback from our guests stating how wonderful it is to be able to step out of their homes safely and in a controlled environment,” said Kevin Wynne, vice president of sales and marketing. “Guests have also graciously shared that Taste of Calico made them feel a sense of normalcy — but above all, it made them feel closer to our theme park.”

This was a dual win for both the park and the public. In conjunction with the events, it brought further foot traffic to the resort’s Marketplace. Even within mandated guidelines, shopping while attending the events expanded the revenue streams and offered patrons another layer of normalcy in a region that was starved for diversions.

Continuing on this success, more is to come. Through October, Knott’s introduces a new food and retail event: Taste of Fall-O-Ween. In a year when numerous Halloween activities are heavily restricted, the event will offer guests a place to immerse themselves in Halloween and harvest décor, and engage in activities such as a trick-or-treat trail, an “Into the Fog” art show and a local crafters’ exhibition of their wares.

Although the rides were silent, visitors were still able to enjoy Knott’s Berry Farm despite restrictions — and will continue to do so in the future. Looking for solutions in challenging times, the park satisfied the demand of people needing entertainment out but did so in a safe and creative environment that met government and health guidelines. Amusement Today recognizes Knott’s Berry Farm as the Industry Leader: Park for its creative solutions and work within the community.

Honorable Mentions

Gatorland (Orlando, Fla.)

Throughout the almost 10-week pandemic shutdown, the park maintained its employee payroll and benefits at 100%, issuing no layoffs. Additionally, during the closure, the park’s social media team created an educational and fun online video series, “School of Croc,” for children and the young at heart. Staying true to its brand, Gatorland created a Social Distancing Skunk Ape to remind guests to stay six feet apart. Most importantly, park leadership lobbied the state to quickly create and issue the necessary health and safety requirements for reopening. By their preparation, management was able to open Gatorland within 24 hours of being granted state approval. The Orlando facility was one of the first major attractions in the U.S. to return to business.

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San Antonio Zoo (San Antonio, Texas)

Expecting to be among the first facilities to reopen because of being outdoors and spacious for social distancing, the San Antonio Zoo was denied approval. As a nonprofit not funded by the city, management quickly put their minds to work to produce a solution. In a creative move, the facility introduced Drive Thru Zoo as a special event. It immediately sold out. The popularity of the event continued and helped provide an operational revenue stream to the nonprofit operator in both attendance and sales opportunities. The move was so influential that other zoo operators came to investigate and implement the process. Even after restrictions were lifted, the Texas facility offered the event periodically as a safe alternative for family fun out for those who had to continue to be particularly cautious because of underlying health conditions.

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Kentucky Kingdom (Louisville, Ky.)

As the pandemic rocked the nation, Kentucky Kingdom led the way in actively forming a plan toward reopening. To entice patronage, the park lowered admission prices for the abbreviated 2020 season even prior to having an opening date. The park campaigned vigorously in the state of Kentucky to be able to open and worked with the state government. Through its efforts, it was one of the first parks in the country to reopen with clear safety protocols established and communicated.

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Quassy Amusement Park (Middlebury, Conn.)

Quassy was the first park to actively engage guests during the COVID-19 shutdown. It used coloring pages, constant press teases and information about a new attraction arriving to keep its audience involved even when guests were not permitted to walk through the gates. The park’s efforts kept pushing a positive and uplifting reminder to families throughout the shutdown via its social media channels and news releases.

Urban Air Adventure's steady direction wins Leadership: FEC award

Reaction. That’s what Michael Browning, CEO of Urban Air Adventure Parks, was focused on when the COVID-19 pandemic struck.

At the beginning of the shutdown, Urban Air executives immediately took a pay decrease to continue to employ as many personnel as possible. Browning didn’t take a salary for a few months. He enrolled everyone on his team in a smart money program to help them adjust to using their salaries more efficiently in uncharted times. As a result, even in the midst of the pandemic and a pay cut, his team had collectively paid down personal debt by $20,000 thanks to the smart money initiatives.

“My view and strategy on it was we’re all going to have to suffer a little, so that no one person — whether it be a guest, franchisee, team member or shareholder — has to suffer a lot,” Browning said. “We tried to lessen the burden across everyone. There is no playbook.”

Browning felt the direction was to be quick and swift with decision making. With information on the virus moving so quickly, he felt confidence moving forward was the right thing. Using an analogy of a squirrel running into the middle of the street and hesitating if it should go back, he didn’t want to be a “flat squirrel. We’re just going to go.” From there, they could approach the next day from a different direction if needed.

The swift reaction included listening to safety protocols from experts in the time of shutdown, making the right moves to shore up the company’s liquidity and not being afraid to be wrong.

Looking at the perspective of the customers, Browning knew that emotional attachments are a part of the FEC experience. “Do what’s right from the beginning,” he said. Birthday parties were either rescheduled or fully refunded, knowing families needed that money. According to Browning, 14% of new memberships being signed since reopening are from guests who had previously canceled but appreciated how the situation had been handled. When doors were closed, he did not want kids to feel forgotten, so the company implemented a program where hundreds of children were called per day wishing them Happy Birthday. As that initiative grew, a service allowed Urban Air to wish tens of thousands of kids uplifting wishes during the COVID shutdown.

Appetize was a new touch-free system installed that minimized touch points. This was a result of guest surveys and listening to concerns families had. Once facilities reopened, they drove cleaning and sanitizing activities through periodic songs and activities. The results were exemplary net promoter scores on follow-up surveys.

“We’re not without our battle scars,” he told Amusement Today. “We’re bullish on the industry as a whole for the future. We're built and designed as human beings to have relationships and experiences.”

Amusement Today recognizes Urban Air Adventure Parks as the Industry Leader: FEC for its swift commitment to families and safe entertainment.

Honorable Mentions

Scene75 Entertainment Centers (Dayton, Ohio)

Scene75 locations closed willingly prior to government-mandated shutdowns but retained full-time staff as long as possible. Scene75 was one of the first large FEC chains to reopen with more stringent precautions and set the “gold standard” for FEC operation during the COVID-era with its Stay Safe Playbook. To encourage guest spending, the chain introduced a Gold Member program.

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Funplex (East Hanover, N.J.)

Despite the industry-wide shutdown and struggles to reopen as an FEC in New Jersey, Funplex announced that a new location in Myrtle Beach, South Carolina, from the chain would be on its way in 2021. While many chains — of all kinds — pulled back on expansion plans, Funplex moved forward with its grandest yet.

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Funspot (Laconia, N.H.)

As the largest arcade in the world, Funspot used the shutdown time to install upgrades at its facility and rebuild attractions on its property. Among other enhancements, the facility painted a new mural and deep-cleaned many games and activities.

Gateway Ticketing's webinar series lands company a Golden Ticket

When Gilbertsville, Pennsylvania-based global ticketing software solutions company Gateway Ticketing Systems, Inc., attended a conference in Los Angeles hosted by the International Association of Amusement Parks and Attractions (IAAPA), the business of fun was on the cusp of capsizing.

On March 11, the first day of the three-day summit, the World Health Organization officially declared the novel coronavirus outbreak a pandemic. Two days later, President Donald J. Trump announced a national emergency in the U.S. Within seven days, California and its many parks and attractions would be on lockdown, with others elsewhere following suit.

“That was the week where I really felt that the world changed,” said Randy Josselyn, principal, wildlife and conservation, at Gateway.

While Josselyn and Matthew Hoenstine, principal, destinations, at Gateway, were not expecting a shutdown of the U.S. economy, they were not completely caught off-guard by the news that rattled the IAAPA conference. Since early winter, the colleagues had been monitoring the outbreak’s overseas impacts.

“Because parks in Asia had already begun to shutter, we started to understand their needs,” Hoenstine said. “Being onsite with attractions in California that week enabled us to help them with some things that they would need to wrap up to effect a closure.”

Before departing the conference, the Gateway team powwowed on a formal plan to communicate what it had already learned about coping with the coronavirus in a business environment to attraction operators comprising its clientele.

A live-streamed, 90-minute weekly webinar was the chosen format. And just days later, on March 18, Gateway’s Webinar Wednesdays series was launched — with industry veterans Josselyn and Hoenstine hosting remotely. The interactive crisis-management series proved internationally popular at the outset and has continued biweekly.

“Our customers were really receptive to this opportunity to share,” Josselyn said. “After our first webinar, we said, ‘Let’s open this up to everybody.’”

Added Hoenstine: “We wanted to use all of our learnings and make sure everyone in the industry had all the tools they might need.”

In addition to providing key takeaways from seasoned industry panelists, the webinars, which the company is archiving at gatewayticketing.com, have served a valuable moral support function. Topics have run the gamut: strategizing reopening, transitioning to a capacity-managed attraction, generating revenue outside the box, managing pass updates, analyzing consumer surveys and more.

For both showcasing and embodying the industry’s spirit of service, innovation and resilience, Gateway Ticketing Systems takes the Golden Ticket for Industry Leader: Supplier

—Dean Lamanna

Honorable Mentions

Embed (Dallas, Texas)

Because of safety concerns of touch points during the pandemic, Embed provided its new service “Mobile Wallet,” a money management system, free to the industry to help reduce contact for customers and staffing. The company developed its own line of cleaning products, Hygiene Defence, which it promoted as being stronger than harsh industrial cleaners without the toxic effects and health risks. Embed has taken a proactive leadership role throughout crisis, which included offering webinars and industry tips.

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Zamperla (Altavilla Vicentina, Italy)

In order to increase capacity, the ride supplier designed distancing plexiglass dividers on its biggest-seller lineup and continues to design such enhancements for its portfolio. Zamperla offered these safety and capacity improvements free of charge. They were designed for easy installation so that parks felt comfortable in installing them, but the company also provided the service if needed. Customer service was improved with remote assistance service using augmented, mixed and virtual reality to meet clients’ needs when travel restrictions became problematic. Zamperla developed no-touch maintenance assistance and coaster wash to sanitize rides.

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Bob’s Space Racers (Holly Hill, Fla.)

Bob’s Space Racers worked to develop affordable and comprehensive hand-sanitizing stations for parks, turning a major negative of the pandemic into a chance to create a new and viable product.

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Firestone Financial (Needham, Mass.)

Firestone Financial improved terms and helped industry members trying to survive 2020. The company initially offered a three-month deferral on existing loans for all who contacted them requesting assistance due to the effects of COVID-19 on their businesses.

Talley Amusements emerges as a leader, receives Golden Ticket

With the cancellation of the majority of fairs this year, outdoor entertainment suffered major blows.

Coming from a long line of generational amusement ride operators dating back to the 1990s, Tom and Mary Talley’s families have more than 200 years of combined experience. Their children serve as a fifth generation within the family business.

Talley Amusements was one of many carnival providers drastically impacted by the global pandemic. The Ohio State Fair and the State Fair of Texas were two of the operator’s largest sites. Talley Amusements operates the Texas Star, one of the largest Ferris wheels in North America. It has been owned by the Talley/Brown family since it debuted in 1985 and is the most popular ride on the midway. After fairs were suspended, Mary Talley sought out alternatives to the scheduled dates that were unfortunately canceled.

“In the span of just a few short weeks, the ability to earn a livelihood in the fair and outdoor entertainment industry has completely vanished,” Talley stated earlier in the summer.

She released an open letter urging government officials to re-analyze and re-evaluate restrictions prohibiting operators to reopen and for the fairs to take place. Her open letter speaking out on behalf of the industry helped rally support. In it, Talley encouraged all her colleagues — while competitors — to join together and let their collective voices be a unified front. Talley’s article made it to Greg Abbott, the governor of Texas. By working with his policy advisors, the outdoor entertainment industry gained some traction.

Talley Amusements opened carnival rides in Texas independently, placing her employees and attractions on a local tour to keep operating. Beginning June 19, Talley sent rides and staff on the road, utilizing malls, shopping centers and privately-owned venues to create a Plan B.

Part of the success of this endeavor is owed to the comprehensive COVID-19 plan in place that addressed safety protocols. Handwashing stations positioned on the midways, social distancing markings and signage addressed safety concerns to both officials and visiting families. Sanitization of rides became routine.

“We had very little negative pushback from the public,” said Talley.

For her perseverance in representing the value and importance of carnival operators, Amusement Today recognizes Talley Amusements as an Industry Leader: Outdoor Entertainment.

Honorable Mentions

Sky Eye/Biggest Wheel, LLC (Winter Park, Fla.)

Since its debut in 2016, the Sky Eye has toured under the claim “North America’s Largest Traveling Ferris Wheel” at 46 meters. Trimper's Rides kept Sky Eye/Biggest Wheel, LLC, turning safely during the ongoing global situation when touring was not possible. The traveling wheel found a temporary home at Trimper's and operators used forward-thinking sanitization protocols to clean, disinfect and test.

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Rides 4 U (Somerville, N.J.)

As the crisis hit the country and began to evolve, Rides 4 U maintained its delivery of new attractions to midway operators. The compnay sent its own staff out to assure rides could be set up in a timely manner, with no issues, so that when operators were given the green light they would be ready.

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Rocken Graphics (Riverview, Fla.)

Rocken Graphics developed affordable spray stencils for social distancing as an alternative to the standard stickers, providing a perfect solution for traveling shows. It was implemented by multiple operators as they conducted business under the recent COVID-19 protocols.

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Delaware State Fair (Harrington, Del.)

In a year when almost all fairs were canceled because of the COVID-19 pandemic, the Delaware State Fair opened and operated safely. Featuring wider midways and social distancing, other state fairs sent representatives to the operation to observe protocols and procedures as they evaluated their own plans.

Hodgdon steers NEAAPA through crisis, earns Leadership award

As the nation was brought to its knees in a matter of mere days and the world was put on lockdown, the New England Association of Amusement Parks and Attractions (NEAAPA) leapt into action. It was not a time to hole up and get lost and swept away in the deluge of ever-changing information.

Almost immediately, there were weekly NEAAPA Zoom meetings connecting parks not only in the New England states, but also neighboring ones like New Jersey, New York and Pennsylvania. The networking video calls built bridges between an array of members — theme park chains, family-run parks, water parks, suppliers, casinos, FECs, zoos and more. It was about communication and working together to find best practices.

“Anyone in the industry anywhere was always welcome to call in and participate,” said Eric Anderson, president, Quassy Amusement Park and NEAAPA president. “New England is branching out a little bit because of that. It was a lot of collaboration and a lot of good ideas.”

Captaining the ship of video conferencing was NEAAPA Secretary Ed Hodgdon of Funtown Splashtown USA. In addition to setting up, organizing and moderating the meetings, Hodgdon shared information weekly following the scheduled Zoom meetings, consistently updating members. People gathered information and began formulating their own plans in finding a path through the crisis.

“Ed was close friends with Alan Ramsay before his untimely passing. After that, Ed made it his mission to continue the extensive work Alan had begun in the NEAAPA Secretary's office. There is so much more to the job than just taking meeting notes, and Ed had excelled in the role,” said General Manager Cory Hutchinson, Funtown Splashtown USA. This was highlighted this last spring as the COVID-19 pandemic swept across the world and throughout the industry. “The hours spent coordinating Zoom calls, setting up contact between members with questions and those with the answers — and so much more — was incredible. Ed’s attention to detail and time management skills were key in making difficult and confusing times something manageable.”

“During the spring and summer of 2020 COVID-19 crisis, as secretary of NEAAPA, Ed Hodgdon organized weekly conferences for our members and the entire amusements industry to discuss the industry’s reaction and response to the many challenges with which we were, and continue to be, faced,” said Paul Cavanaugh, director, Daly Cavanaugh, LLP. “These meetings, thanks to Ed, NEAAPA and the many participants, were invaluable to the industry as it worked on coping with how to respond to the crisis.”

“He is a truly genuine individual who cares for every aspect of the New England Association of Amusement Parks and Attractions,” said Christian Gainer, general manager, Santa’s Village. “Ed is always there to listen … and eager to offer comfort and advice. His warm personality makes him the perfect leader to bring different individuals and groups together for NEAAPA.” 

In late spring, when certain states were granting permission for businesses to reopen, participants on the calls commented that they felt NEAAPA members were ahead of the curve because of the collaborative efforts that had been ongoing for several weeks.

“Despite the fact that Ed’s own park and family were facing the same fears and challenges as other members, Ed stood up and became the calm, pragmatic leader who could still convey hope and optimism,” said Sara Seay, director of marketing, Premier Rides. “He coordinated regular email communications, coordinated an array of guest speakers and set up a committee to draft reopening guidelines.”   

“Ed is such an easy guy to work with,” added Anderson. “There’s no doubt NEAAPA is stronger because of Ed’s efforts. [They] go way beyond his secretary duties. He’s a historian of everything in the past, so we don’t [repeat] mistakes. He helps board members as they come on board. He’s an all-around great leader for the organization. He is so valuable to the association, it’s almost a lifetime position as no one ever wants to see Ed move on.”

“Ed puts everything he has into everything he does,” said Erik Beard, managing member, International Ride Training. He is one of the hardest working and most dedicated individuals I have the pleasure of knowing and working with. Ask Ed to do anything and you will get everything he’s got. Every time. With a smile and genuine concern. In the midst of the unprecedented challenges this year, Ed has worked tirelessly to keep the industry informed, support the reopening effort both in New England and across the country, and inspire optimism even during the hardest times. Simply put, he’s the very top of the top-notch.” 

“It has been an absolute pleasure working alongside Ed for the past two decades at Funtown Splashtown USA,” said Hutcinson. “Watching his growth and development from a teenaged cashier to a vital part of the organization has been amazing. Aside from his title as groups sales and marketing key team member, Ed is our go-to-guy for anything office related. From front office reception, to all tasks I.T., to helping run the cash office, Ed does it all. The best part is he does it with knowledge, efficiency, effectiveness and, most importantly, with a smile.”

“The good thing about the New England [Association] is that in addition to all the members, you have a lot of manufacturers involved, too,” said Anderson. “It’s important for the connection with all of them, and that’s where Ed really shines getting all those people together to share ideas. They offer a wealth of knowledge, too. We have a lot of New York members that were reaching out. Ed spearheaded that to help them get open. He went down to Coney Island to meet with the press.”

“Even before the pandemic hit, he has demonstrated years of dedication, volunteering countless hours of his time to support NEAAPA [and IAAPA] members,” said Seay. “Ed’s passion for the industry and for the members of NEAAPA is an inspiration.”

Numerous regional associations worked to help their members through challenging times. Amusement Today applauds the concentrated efforts of the New England Association of Amusement Parks and Attractions for blazing a trail. AT recognizes NEAAPA and Ed Hodgdon with a Golden Ticket Award for Industry Leader: Association.

Innovation of the Year split in tie vote — Six Flags takes dual win

Introduced last year as an industry-voted category, Innovation of the Year allowed forward-thinking decisions to share some of the spotlight, recognizing advances in the world of attractions.

With COVID-19 placing shackles on the feasibility of traditional Golden Ticket voting, the Amusement Today staff offered observations for 2020 they felt demonstrated innovative thinking. After team discussion of the pros and cons of each, votes were cast. The results were a tie — and both were related to Six Flags.

With two unique advancements benefitting the industry, Amusement Today agreed to honor both innovations.

Six Flags Over Texas — Trash Reduction System

By the close of 2019, Six Flags Over Texas began investigating a new system supplied by U.K.-based Advetec that reduces trash and waste by up to 90% with a safe, clean process of simple natural-occurring bacteria breaking down the garbage and transforming it into a new state that can be repurposed as a fuel source. Even if the new material is not sold, the sheer reduction in trash and waste is a win. Couple that with the savings the park enjoys by not having to pay for the necessity of the trash to be hauled away, and it is a dual win.

The compact machine employs numerous safety procedures, is enclosed and can be remotely monitored 24/7 from around the globe. Six Flags personnel and Advetec officials are able to make any adjustments that sensors indicate are needed. The park began reaping benefits following the first day of installation.

The park jokes that no matter what trash they put in, the end result smells like fruitcake.

“We had been looking for ways to cut the rising costs of waste removal and, at the same time, reduce our carbon footprint,” said Park President Steve Martindale. “In low-volume tests, this system so far has checked all the right boxes. Our next step is determining the true scalability that will hopefully enable us to channel all of our waste through this very environmentally friendly and cost-efficient system.”

“I hope what we’ve done inspires more companies to look for alternatives to help our planet,” said Matt Hughey, park operations manager, Six Flags Over Texas. “I’m still surprised by the amount of trash it holds before it gets full enough to discharge. With a 75% to 90% reduction on what goes in versus what comes out, it is still very impressive.”

“Our park has historically been at the forefront when it comes to innovation,” said Sharon Parker, public relations manager. “We’re thrilled to be leading the way with this unique and environmentally conscious effort.”

Six Flags Theme Parks — Entrance

Improvements Initiative

Operating a park in the world today, there are specific safety protocols and procedures that must be implemented. Under the direction of new CEO Michael Spanos, Six Flags Entertainment is taking new steps to improve the guest experience. The first fruits of these efforts are now in play.

“Even before the pandemic, we were looking for ways to streamline our operations to allow guests to enter the park efficiently and as unobtrusively as possible, but still protecting the patrons and team members. None were as efficient as the one we chose,” said VP of Safety, Security, Health and Environmental, First Aid, Safety and Risk Management Jason Freeman. “The equipment we chose is ‘one-stop shopping,’ if you will. It covers both metal detection and x-ray in one sweeping move.” 

Evolv Technology provided the metal detection. With the arrival of the global pandemic, temperature screening became a necessity and Unified Command supplied a rapid temperature detection unit. In so doing, guests go through multiple screenings just by walking through a tunnel, eliminating the need to remove phones and other metal objects, as well as hand-held temperature checks.

“You can just walk through,” Freeman said, praising the initiative. “We were looking for A-I intelligent, which means it figures out what’s a cell phone compared to an item we don’t want in the park. Evolv has been around since 9/11 and this system had everything we wanted. Unless the system identifies something, they just keep on moving. We can put through 7,000 people an hour.”

Even with the COVID-19 pandemic, entrance to the parks is currently faster and more efficient than in previous times using older systems for metal detection. No longer needing to remove articles has reduced serious pinch points.

“With or without COVID, this all started with Mike Spanos and the arrival experience. How can we get guests through the front gate as quickly as possible to get in and enjoy their day?” said Chris Baker, director of operations, Six Flags Over Texas. “Metal detection and security screening is certainly a bottleneck, so there was a desire to address that from the beginning.”

Six Flags Over Texas is so pleased by the efficiency that the park is looking to double its capacity to prepare for heavier attendance days once capacity restrictions are lifted.

“We made the investment for walk-through temperature scanning,” Freeman said. “We wanted ease for entrance for our guests, but also we don’t know where the world will lead us after COVID. We are strategically ready if temperature scans don’t go away.”

Safety videos were released to the media prior to the park's reopening so that guests would know what to expect with the new safety protocols.

“First and foremost, we want our guests and team members to know and feel that Six Flags is safe,” Freeman told AT. “We wanted the public to know what was put in place when they come visit us or work for us.”

Honorable Mentions

Embed (Dallas, Texas):

Mobile Wallet

The mobile wallet system from Embed allows guests at FECs to play games and activities without the need to use cash, touch any card machines or download apps. Visitors simply use their phones to load money onto their account and then check balances and redeem tickets strictly through the system, typically using QR codes. Parents can add money to their children’s cards if those individuals do not own phones.

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Ralph S. Alberts (Montoursville, Pa.):

Bactiblock

Ralph S. Alberts Company introduced a virus-fighting product, BactiBlock. The product is designed for long-term application on restraints and grab bars.

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Chance Rides (Wichita, Kan.):

Plexiglass dividers for C.P. Huntington

Chance Rides provided plexiglass dividers for its C.P. Huntington trains. These additions allowed for greater capacity during the pandemic on the facilities' existing trains.

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Zamperla (Altavilla Vicentina, Italy):

Coaster wash

Zamperla designed a coaster wash system that sprays coaster trains periodically. It can even be done while passengers are on the brake run, sanitizing them as well. The “tunnel” can also be used as a cooling tunnel. In addition, the company designed plexiglass dividers for its most popular rides to allow for full capacity.