TRENDING # weather_prep # backup_braking # marketing_ROI # visitor_centers # MeToo_policies # and_more
Adventure Park Insider Climbing Walls These popular attractions can make a great addition to aerial operations.
Treehouses: Do they make sense for your park?
SUMMER 2019
The Guide’s Guide Tips on talking to guests, and a road map for a career in the aerial adventure business.
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ETTER FROM THE EDITORS
Not the Same Old Thing At first glance, this issue might not seem much different from those that have preceded it. But in some important ways, it’s a milestone issue. This is the first “Summer” issue we’ve published since the magazine launched four years ago. In addition, we’ve dedicated a special section to guides, which we have cleverly named “The Guide’s Guide.” In it are three articles aimed at, well, guides, and folks in similar positions who may be interested in forging a career in this industry. Through a handful of reader surveys and countless conversations with our edit squad and other industry friends, we’ve learned that the magazine almost always winds up in the staff room, guide shack, or wherever the guides/facilitators/monitors hang out when not providing memorable experiences for guests. So why not craft a section of the magazine just for this group? This issue officially kicks off our new publishing calendar that includes four issues of Adventure Park Insider a year. That’s 25 percent more than we did before, or, one additional issue a year. Cool, right? But, print is just one of the ways we deliver content aimed at helping you be successful adventure park operators. Don’t forget to check out our “Park Beat” email newsletter, with the latest industry news and original articles you can’t find in the print issues. Also, watch for our “Spotlight On” series, in which we deep-dive topics such as digital waivers, kids activities, photo systems, and much more. There’s a final innovation of note. Our little publishing company is inviting adventure park operators to attend Summer Ops Camp in Gatlinburg, Tenn., Sept. 3-5. We have produced this annual Camp for a decade now, in conjunction with our other magazine, Ski Area Management (SAM). The Camp helps winter resorts explore how to expand into a range of summer activities. If you, too, are looking for ways to grow and diversify your business, there’s a lot to gain at this hands-on gathering where we mix demos, workshops, and networking. We’d love to see you there. Contact sarahw@saminfo.com for more information.
Thank You! Since establishing Ropes Park Equipment in 2008, we’ve seen other suppliers and equipment come and go. The adventure industry is constantly changing. And we’re right there with you, providing the latest and the proven and the best you need to build and operate your adventure course. Thank you— to all our customers who have allowed us to serve them for the past decade. Today we look forward to welcoming new ones to the world of Ropes Park Equipment. Builders, ask about our exclusive prices. Visit us online or call us today. At your service—as always.
“A world of equipment for
API associate editor Sarah Wojcik attended the grand opening of the Gatlinburg SkyBridge, built by Todd Domeck and Mandy Stewart of Experiential Resources Inc. (ERi).
The Editors
(203) 692-4644
RopesParkEquipment.com
5 Summer 2019
the world of adventure”
VOL. 5 | NO. 3 | SUMMER 2019
CONTENTS ON THE COVER The Willow and Juniper treehouses at Cypress Valley Canopy Tours in Austin, Texas, give adventurers a unique way to experience the outdoors: an overnight stay. Photo courtesy of Cypress Valley.
Living in the Trees
Connecting with Guests
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48
40 That Was A Close One! Cautionary tales of near misses. By Anonymous
56 Getting Vertical All you need to know about climbing walls. By Chris Rooney
44 New Products Four noteworthy gear introductions. By Sarah Borodaeff
60 Weather Prepper Bad things happen to good operations. Here’s how to plan for the worst. By Dave Horan and Ken Jacquot
Treehouses pair well with adventure parks. By Peter Oliver
3 Letter from the Editors Not the Same Old Thing 6 Park Briefs State regulations, a new park, and “10 Best” A Staff Report 10 The Safety Dance Choose your words carefully when describing how “safe” your park is. By Skip King 18 Maximize Your Marketing Track your efforts, and do more of what is working best. It’s easier than you may think. By Stephanie Sibille 28 A Time of Change Relations with guests and staff are evolving in the post-#MeToo world. By Laura Moriarty
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32 People, Places, & Things Human error in risk management. By Charles R. (Reb) Gregg EDITORIAL OFFICE P.O. Box 644 • Woodbury, CT 06798 Tel. 203.263.0888 / Fax 203.266.0452 Website: www.adventureparkinsider.com Publisher Olivia Rowan—olivia@adventureparkinsider.com Editor Rick Kahl—rick@adventureparkinsider.com Senior Editor Dave Meeker—dave@adventureparkinsider.com Associate Editor Sarah Wojcik—sarahW@adventureparkinsider.com Digital Editor / Project Manager Sarah Borodaeff—sarah@adventureparkinsider.com Graphic Design Consultant Joerg Dressler—joerg@dressler-design.com Production Manager Donna Jacobs—donna@adventureparkinsider.com
Special Section: The Guide’s Guide
48 Connecting with Guests See description, above. 51 Create a Career Plan A four-step process for finding your path. By Dr. José H. González 53 Find Your Way Forward An insider’s guide to the resources available for developing an aerial adventure career. By Leslie Sohl
Tips for enhancing the guest experience. By Katie Brinton
64 Emergency Stopping Braking systems are key for zip line safety. What is required, and how to achieve it? By David Saenz 68 Planning Your Visitor Center From guest service to main office and staff refuge, a well-planned visitor center can efficiently serve myriad purposes. By George Powell WAIT, THERE’S MORE!
Visit adventureparkinsider.com for industry news, articles, classifieds, and the latest edition of Park Spy.
CONTRIBUTORS Cameron Annas Moira McCarthy Scott D. Baker Peter Oliver Sarah Borodaeff Chris Rooney Katie Brinton Paul Thallner Bob Curley Morgan Tilton Skip King Dave Zook SPECIAL CONTRIBUTOR Paul Cummings ADVERTISING/MARKETING OFFICE 70 Pond Street • Natick, MA 01760 Tel. 508.655.6408 / Fax 508.655.6409 Advertising Director Sharon Walsh—sharon@adventureparkinsider.com Marketing Manager Sarah Borodaeff—sarah@adventureparkinsider.com
CIRCULATION / SUBSCRIPTIONS 70 Pond Street • Natick, MA 01760 Tel. 508.655.6409 / Fax 508.655.6409 subscriptions@adventureparkinsider.com Circulation Manager Sarah Borodaeff—sarah@adventureparkinsider.com A subscription to Adventure Park Insider is COMPLIMENTARY to adventure park industry professionals. Visit our website, www. adventureparkinsider.com, and click on “Subscribe” to get on our list to receive the publication and online content. ADVENTURE PARK INSIDER — Vol. 5, No. 3, Summer 2019, published four times a year in Winter, Spring, Summer and Fall by Beardsley Publishing Corp., 238 Woodbury Road, Washington, CT 06793. Copyright 2019 Beardsley Publishing Corp. Periodicals postage pending at Washington, CT 06793. All rights reserved. POSTMASTER: send address changes to Beardsley Publishing, P.O. Box 644, Woodbury, CT 06798.
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The committee is tasked with writing further rules and standards in addition to certifying safety inspectors. It will determine fee and penalty costs, design reports and forms, and define “serious injury.” The committee will also decide which specific ASTM F24 standards will apply to different types of amusement businesses, such as zip lines.•
A new multi-activity operation called The Adventure Park on the North Shore opened Memorial Day weekend in Silver Bay, Minn. Outdoor Venture Group designed, built, and is operating the park. It is owned by Adventure Investors Minnesota, an Opportunity Fund business based in Duluth. The Adventure Park on the North Shore occupies four acres of forested hillside. Its tree-based aerial adventure park has six different trails of various difficulty levels for ages 7 and up, and “The Adventure Playground” course for kids ages 3 to 6. Both are equipped with a smart belay system. The park also offers electric bike (e-bike) rentals with access to the 30-mile Gitchi-Gami state bike trail, and a picnic area and walking paths that non-climbers can enjoy free of charge.•
Utah Becomes 45th State to Enact Ride Safety Laws By Melanie Harmon
Beginning April 21, 2021, the state of Utah will institute a new law regulating amusement rides, including zip lines. House Bill 381, “Amusement Ride Safety,” passed in March after a two-year effort by the bill’s sponsor, Utah state Rep. Val K. Potter.
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The new law specifically includes roller coasters, whips, ferris wheels, merry-go-rounds, and zip lines. It will not include activities such as coin-operated rides, water slides/rides, and obstacle courses. Rep. Potter, who has a background in ride manufacturing, noted that Utah was one of six states that did not have amusement ride safety rules already in place. “I felt it was time for Utah to have safety inspection laws and rules to follow,” said Potter. The state reserves the right to audit any facility at any time, and there will be penalties for violations. “This legislation gets all amusement rides, both fixed site and mobile, to get on the same page,” he said. “It will also entail that owner/operators have liability insurance, as well as require them to report serious injuries in a timely manner.” Before the new legislation was enacted, Potter noted, there was simply no way for state and local governments to know about safety practices or how many and
NEWS FROM AROUND THE AERIAL ADVENTURE INDUSTRY
North Carolina Moves to Regulate Aerial Parks By Ken Jaquot, Challenge Towers, and Rick Kahl
The North Carolina legislature, prodded by Rep. Ted Davis, is moving forward on legislation that would subject aerial adventure operators to increased regulation and require them to report a wide range of injuries, from cuts that require stitches to fatalities. Top: Hillside layout of The Adventure Park on the North Shore. Bottom: (L to R) Micah Salazar, VP of operations for Outdoor Ventures; Natalie Rich, park manager for The Adventure Park on the North Shore; Bahman Azarm, Outdoor Ventures Group CEO; Jonathan Murphy, construction manager; and Robert Pearce, safety and compliance specialist, Outdoor Ventures Group. what types of injuries were occurring. According to the new law, operators will have to meet the following requirements in order to operate:
• ASTM F24 Amusement Ride Standards • required daily inspections • annual inspections (whether state certified,
third party, insurance provider, or in house if the company is more than 1,000 individuals) • provide proof of insurance to set minimum amounts • report certain injuries to the state • shut down rides after certain accidents until written authorization is provided. Among the duties specified in the bill itself are requirements for owners/operators to perform daily, in-person inspections, as well as obtain an annual permit. The new law establishes an Amusement Ride Safety Committee, which will follow standards developed by the ASTM F24 Committee on Amusement Rides and Devices. The new committee is modeled after the Utah Passenger Ropeway Safety Committee, which oversees ski lifts, and both are in the Department of Transportation.
Currently, HB 380, as it is known, has moved through the House of Representatives and is being considered by the State Senate. It is being opposed, in its current iteration, by the North Carolina Aerial Adventure Association (NCAAA). The NCAAA is advocating a series of amendments to HB 380 and supports a competing bill, HB 395, that is tied up in the House Judiciary Committee—which Rep. Davis chairs. At present, state regulations simply require operators to carry a set level of insurance. The push for regulation began in 2016, when the state legislature commissioned the Department of Labor to research the aerial adventure industry and determine what regulation was needed. The report concluded that, to a large extent, the zip line and challenge course industry was effectively self-regulating. That stemmed, in part, from recognition that insurance companies required proof of annual inspections and periodic training, as well as proof that any deficiencies exposed through the inspection process were corrected. The NCDOL study reported that injury incidents are rare, and typically caused by human error. It noted that no amount of regulation can remove all risk from aerial adventures, and concluded that existing rules for insurance and design provided adequate layers of safety for participants. However, Rep. Davis has pushed ahead with his bill nonetheless. The NCAAA points to several practical problems with HB 380. A state agency would spend significant time, resources, and money to largely duplicate activities currently performed by industry experts, NCAAA says,
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and would increase cost for operators, too. Plus, the proposed financial penalties could force small businesses, non-profits, and camps to stop providing aerial adventure facilities all together. Rep. Davis has largely rejected NCAAA’s suggested changes to HB 380, but the group hopes to find a more favorable reception in the State Senate. •
USA Today Poll: “10 Best” Aerial Adventure Parks Aerial adventure fans and friends voted Shepherd of the Hills Adventure Park in Branson, Mo., as “America’s Best Aerial Adventure Park.” The online poll was conducted by USA Today, which first asked a panel of family travel experts to nominate 20 of their favorite aerial adventure parks in the U.S. The public then selected the top ten. Voting took place online during the month of April to select the “10 Best.” The top 10, as voted by the public: 1. Shepherd of the Hills Adventure Park, Branson, Mo. 2. Kerfoot Canopy Tour, Henderson, Minn. 3. Ramblewild, Lanesborough, Mass. 4. Historic Banning Mills, Banning, Ga.
WAIT, THERE’S MORE! Check out other current and recent news of park openings, developments, and more in the “Park Briefs” pages at adventureparkinsider.com.
5. Camelback Mountain Adventures, Tannersville, Pa. 6. The Gorge, Saluda, N.C. 7. Denali Zipline Tours, Talkeetna, Alaska 8. Cocoa Beach Aerial Adventures, Cape Canaveral, Fla. 9. ArborTrek Canopy Adventures, Jeffersonville, Vt. 10. Mega Quest & Mega Zips, Louisville, Ky. It’s impossible to know exactly what put Shepherd of the Hills on top, but the entire estate, of which the Adventure Park is a part, has legions of fans. The estate has been drawing guests to Branson, Mo., for 60 years or more. Plus, the operation is wide-ranging, from its well-known outdoor theater and historic tours to a church and ATV tours. Lee Kerfoot, owner of the #2-ranked park, said, “We are so grateful to have supportive guests, cast members, and friends! We have so much gratitude for how many people helped us every day by voting for us.”•
The winners of the USA Today “10 Best” Aerial Adventure Parks Poll. Top: Shepherd of the Hills Adventure Park, Branson, Mo. Bottom left: Kerfoot Canopy Tour, Henderson, Minn. Bottom right: Ramblewild, Lanesborough, Mass.
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THE SAFETY DANCE Making promises about safety can have dire consequences. I was once deposed for a case involving a fatality at a ski area. Many of the questions were about the sort of things you’d expect—signage, warnings, snow conditions. Then, the plaintiff’s attorney produced a poster, and introduced it into evidence. It was extremely simple, created by the resort’s art director. The caption said, “Before you ski Shock Wave, White Heat, or Vortex, make sure you bring the proper equipment.” Those are the names of three steep, expert-only trails. The image was of two metallic spheres, notably yellowish-brown in color. Now, this was more than 20 years ago, when the ski industry was nearly choking on its own testosterone. You couldn’t possibly get away with a poster like that today. Back then, though, it was our top seller. I was astonished to see it. I was even more astonished when the plaintiff’s attorney started grilling me about it— especially his suggestion that the resort was essentially daring people to ski trails beyond their ability. “Brass BALLS?” he thundered. “Explain to me why that’s not enticing people. In fact, that’s not enticing them—that’s inciting them. And my client is a widow as a result!”
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The case settled before I faced that line of questioning in court. But if a lawyer could attempt to make hay out of an innocuous—if tasteless—poster, imagine what one could do with an actual broken promise, such as a promise of safety. RISK IS INHERENT In the experiential education world, challenge courses, zip lines, and other aerial elements are meant to intimidate and create the perception of risk. Properly managed, that risk is small—but in that setting, facing and accepting risk is a core purpose of the learning experience. Also: safety is presented as a shared responsibility of all participants. That, too, is a core purpose.
But the mindset of someone signing up for Outward Bound is different from that of someone getting off a cruise ship to ride a zip line. Those vacationers are more likely to perceive the experience as a thrill ride than as a learning experience. They’re there for fun, and they expect it to be safe. Are you—by means of your brochures, website, and other outreach mechanisms—promising them that it is? That’s a promise you can’t afford to make. Perhaps you think that your liability release covers the situation. It might not. Some states, such as New York, essentially hold that liability releases related to risky activities are worthless. The Supreme Court in Oregon recently opined that liability releases that effectively present the customer with a choice between signing or not participating in the activity are “unconscionable.”
You can’t guarantee anyone’s safety. Regardless, if a screen grab of your website implies safety in so many words, it’s easy for plaintiff’s counsel to compare it with a densely-written release suggesting otherwise. Aerial elements will always present some degree of risk. Gravity is ever present. Continuous belay systems are a huge improvement over, say, old-style dual-lead pelican hooks, but a guest who’s sufficiently determined can probably figure out how to trick those systems and come off belay. Each time we humans think we’ve made something foolproof, Mother Nature accepts the challenge and develops a better fool. Then there are environmental factors, such as unexpected high winds. And your best-trained, most conscientious employee could still have a moment of inattention that produces a bad result.
BY SKIP KING, REPUTATION STRATEGIES
CHOOSE YOUR WORDS WISELY So what should you do? Start by carefully examining all of your promotional materials, online and otherwise. Look for language that implies a promise of safety. A statement along the lines of, “You’ll have a safe, fun experience!” is asking for it. A statement that your staff undergoes twenty hours of safety training each season is better, provided that you’ve got the systems—and records— to back it up. It’s fine to say that all of your equipment is inspected daily—assuming you actually do so. But don’t back that claim with subjective blather such as “to ensure your safety and flawless performance!” Gear can break regardless of inspection. Personally, I think it’s best to be up front with your guests about the risks. Consider including an easy-to-find section of your website that specifically discusses risk factors and how you manage them—but also makes clear that participation still involves risk, however small. Extend that concept to your print materials, onsite signage, and any other means you use to communicate with the public. And make certain you create a culture of safety within your staff, from the first moment of their first training session. It’s a good idea to run all promotional materials by liability and/or risk-oriented legal counsel prior to publishing, either online or print. Alternatively, you might ask your liability underwriter to review your materials to ensure there aren’t problems with it. Remember, they’ve got skin in the game, too. Nobody wants a premises accident, and responsible operators do everything possible to minimize the likelihood. That’s great. But don’t be so proud of your efforts that you inadvertently make matters worse by bragging about it.
TREEHOUSES
LIVING IN THE TREES
A treehouse can serve many purposes at an aerial adventure park without breaking the bank.
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Treehouses are emblematic of the hurly-burly of pre-adolescence— throwbacks to an antic time of romping around in the yard, playing tag, climbing trees, building treehouses. They touch upon the bit of youthful whimsy that resides in everyone of every age. B’fer (pronounced BEE-fer) Roth, co-owner of the Treehouse Guys in Warren, Vt., gets it. The treehouses he and partner Chris Haake design and assemble eschew the rigid conformity of right angles and the familiar look of ground-based structures. “We’re getting away from the normalcy of a house on a static foundation,” he says. “A treehouse is the essence of a childlike recollection, tapping into that inner-child thing.” In short, the appeal of treehouses as a way to play in the trees is timeless and ageless. Why, then, have relatively few
adventure parks across the country incorporated treehouses into their above-ground tours as rest stations or gathering spots, or as lodging or dining options? The fun-in-the-trees fit between treehouses and aerial adventure tours seems a natural. Yet adventure-tour treehouses are still relatively few and far between.
BY PETER OLIVER
fuller recapturing of the spirit of youth can hardly be imagined. Other aerial adventure operations have seen the light, too. Matt Wood, chief operating officer at Alpine Adventures,
Those that do have treehouses, though, are thrilled with them. A STOP ON THE TOUR Of the many treehouses the Treehouse Guys have built, Roth could think of only one, at Timberline Adventures in Coeur d’Alene, Idaho, built at an adventure park. Timberline finds multiple ways to put its treehouse to use: as a midtour rest stop, as a spot to enjoy box lunches, and even as a stopover for an evening s’mores tour. The combination of a treehouse and roasted s’mores—a
Top: The Nest at Cypress Valley, Tex. Above: The multi-use treehouse at Timberline Adventures, Idaho.
Fundamentally, a treehouse is a shelter. That fact was also critical in Alpine Adventures’ decision to build its treehouse. At a year-round operation in a part of the country known for fierce winter weather, being able to sip hot chocolate in front of a small fireplace in a fully enclosed shelter has been welcome relief from the winter cold for zip-liners. In warmer weather, with air circulating through open French doors and windows and with the opportunity to relax on the deck and enjoy the views, the treehouse serves as an attractive summer rest stop between zip line segments. ELEVATED LODGING In building two treehouses at Historic Banning Mills in Georgia, co-founders Mike and Donna Holder went a step
Alpine Adventures’ treehouse boasts expansive views of New Hampshire’s White Mountains and a small woodstove to warm up winter zip-liners. further. Rather than simply being a midtour rest stop, the Historic Banning Mills treehouses are overnight lodging alternatives to the resort’s main 52-room inn. The treehouses became, says Donna, “an immediate hit,” both for guests and for the company’s bottom line. The initial investment was recouped quickly, with an ROI of just two years.
mantic,” says Beilharz, and the activity of a canopy tour may disrupt that. In other words, treehouse dwellers and tour guests represent “different user types,” he says. That might be especially true when targeting a fairly high-end lodging market, as Cypress Valley does, with nightly rates ranging from $250 to $650.
On the heels of that initial success, the Holders are planning to add a few more treehouses to the lodging mix. But Donna is so enthusiastic about the concept that she says, “We’d have a hundred if we could.”
CONSTRUCTION AND LOGISTICS
Cypress Valley in Austin, Texas, also devotes its five treehouses to lodging, and co-owner Will Beilharz has one explanation for why treehouses, at least for overnight accommodations, might not be a fit for all adventure parks. “People want something more peaceful and ro-
Of course, building any structure as much as 65 feet above the ground, as is the case with the treehouses at Historic Banning Mills, comes with inherent logistical challenges. Key among those challenges is providing a flat and stable foundation on a platform of tree trunks and limbs that inherently lack stability and conformity. More specifically, trees move, especially in gusty winds, and any treehouse siting and anchoring method has to take that movement into consideration. The treehouses at Historic Banning Mills address the challenge by avoiding the trees altogether. Elevated above the ground and into the forest canopy on utility poles, the resort’s treehouses might technically not live up to their name, but clearly resort guests are finding no reason to quibble. They get an opportunity to spend a night in a rare, natural setting, so who cares what’s underneath the treehouse floor? But
Who wants to rest their weary head among the trees? Clockwise starting bottom left: A treetop bedroom at Historic Banning Mills, Ga.; the Lofthaven Bedroom at Cypress Valley; the Juniper bedroom at Cypress Valley.
13 Summer 2019
says the New Hampshire aerial adventure operator constructed a treehouse because “we wanted something that would set us apart from the rest.” A treehouse, able to hold about 14 people at one time, and with a wrap-around deck and expansive views of the White Mountains, was a way of accomplishing that goal. It certainly provides a unique, add-on attraction. “It’s not every day that you get to spend time in a treehouse,” Wood says.
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allow, as Roth puts it, “the whole platform to hover and glide.” The Treehouse Guys work with two engineers specializing in treehouses to determine the feasibility of installing a treehouse at any particular site, and also consult Historic Banning Mills used utility poles to elevate its with an arborist treehouses into the forest canopy. to assure that any installation won’t even on utility poles, the treehouses are interfere with the continued health and subject to movement in the wind, even growth of impacted trees. if grounded guy wires provide stability. Another logistical challenge can be At Alpine Adventures, the treehouse is access. Adults might like the idea of anchored to the trees with thru-bolts. recapturing their childhood by being in The Treehouse Guys use Garnier Limbs, a treehouse, but few are apt to enjoy a treehouse bolt-and-bracket device the idea of scrambling up a tree to get developed over the past two decades to one. At Historic Banning Mills, the in the Pacific Northwest. The “limbs” treehouses are positioned on a slope,
where access from a ridgeline at close to the same elevation as the treehouses is via fairly level ramps. According to Roth, sometimes the design and construction of an access ramp, especially at shallow inclines if intended to meet ADA standards, can be more of a challenge than the design of a treehouse itself. Of course, at a rest stop on a canopy tour where guests are already at height, there would be no need for ramp building. CHOOSE YOUR STYLE Once a site has been chosen and the anchoring system and means of access determined, almost anything goes. “It’s phenomenal how much weight you can put onto several trees,” says Roth, implying that almost any structure you might build on the ground could be translated into a treehouse. That said, the Treehouse Guys like the idea of treehouses that are slightly eccentric,
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sometimes even allowing parts of a tree to pass right through the heart of the structure, in order to differentiate them from ground-based structures. The Alpine Adventures treehouse is in the style of a mountain-chalet cabin that could easily look at home on the ground. But there is also a nod to whimsy here, too, with balustrades beneath the deck railing made of rustic branches. The Historic Banning Mills treehouses also tend toward a more traditional, ground-based design. SOLID INVESTMENT It only takes a relatively modest investment to get into the treehouse game. Roth sets a price range for the Treehouse Guys starting at about $25,000 for a fairly simple structure (“a gazebo in the air,” as Roth puts it) to as much as $200,000 for a fully insulated, fully livable structure.
The building costs for the nicely appointed treehouses at Cypress Valley ranged from $75,000 to $200,000. Factor in the quick return on investment, as reported by the Holders at Historic Banning Mills, and it would seem that money, when it comes to building treehouses, is not really an object.
tweak, installing a treehouse—or two, or more—seems close to a no-brainer.
Given the obvious crossover between elevated adventure tours and treehouses, it would seem that the installation of more adventure-park treehouses is on the near horizon. “A check-in center or a welcome center—there are a lot of different ways a treehouse can be used,” says Beilharz, who also owns his own treehouse design-build company, Artistree, although he suggests a treehouse can make more sense if it is a revenue generator—lodging, food, or whatever. If such an icon of eternal youth can be had for little more than a budgetary
Lofthaven treehouse at Cypress Valley glows at night.
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MAXIMIZE YOUR MARKETING Every operator, indeed every business has second-guessed a marketing decision. Whether you’re throwing down a credit card for Google AdWords, putting together a website for the first time, or paying for a billboard on a major thoroughfare, chances are you’ve crossed your fingers and thought, “Oh please, whatever happens, I hope this works.” We’ve all had these moments. If you’re a business owner, you know that it comes with the territory. But if you’ve been running your business for a while, there are ways to avoid at least some of the pain and agony that come with spending marketing dollars. How? By testing and measuring your marketing tools. While this may sound daunting, it’s not. You don’t need a degree in finance to know which marketing tools are working best for you. All you really need is awareness, a bit of patience, and a plan.
Easy-to-use tools and tips to help make the most out of your marketing spend.
BY STEPHANIE SIBILLE, STRATEGIC ADVENTURES
time, set aside 10-15 percent of your startup budget for marketing. Too often, startup budgets get cannibalized by unforeseen construction or zoning costs. Marketing is often the first thing to go. It shouldn't be! 2. Invest in both print and digital. If you are uncertain about where to put your marketing money, start with a 50/50 split between print (including brochures, rack cards, and ads) and digital marketing. You can—and probably will—adjust your strategy once you have some data. 3. Stay committed. Once your business is established, continue to allocate 10
to 15 percent of operational expenses toward marketing. It’s not uncommon for businesses to spend money at the beginning of an endeavor, and then shy away from spending any additional money on marketing as the operation matures. Stay strong, and stay the course on your spend. Remember: You can’t collect data if you don’t first spend some money on marketing. In addition to these general rules, you should always track the following regardless of your strategy, budget, or depth of other tracking and measuring
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COMMIT TO MARKETING The concept behind testing and measuring your marketing is quite simple: find out what’s working, and do more of it. The goal is to identify how and where your customers are finding your business. It's equally important to examine marketing efforts that aren’t working so you can make tweaks, try something different, or shift more resources to tools that are performing well. Before you can start measuring a return on your marketing investment, you first need to invest in marketing. Here are some general rules that we like to follow: 1. Set a strong budget. If you are starting an adventure business for the first
Google Analytics provides a wealth of information about your digital visitor.
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you choose to do: For many business owners, the real crux of the matter • How much total money you spent on is figuring out how each marketing tool. to get the information in the first • How many customers have found place, not deciding Compare performance year-over-year to understand growth. you through each tool. what to do with it. Customers may • How much it costs to put an average ignore that “How did you find us?” field 1. Google Analytics customer through your course. in the waiver. Or they may have already If you don’t have Google Analytics set forgotten how they found out about up on your website, stop what you’re Once you have a budget and a strateyou. Or your staff may not feel comfortdoing right now, call your webmaster, gy in place—even if it is a preliminary able asking this question every time. and have him or her install it for you. Or one—you can start to put your marketdo it right after you finish reading this ing dollars to the test and track what is So, here are some of our favorite ways article. Either way, we can’t emphasize working (or not). to track which marketing tools are enough how important this is. working best for you: If you do have Google Analytics set up but haven’t used it much, it’s time to If you don’t have Google Analytics set up on your start. Google Analytics is a fantastic tool that can provide in-depth data on website, stop what you’re doing right now, call your everything from how many site visits you get in a day, to how many views webmaster, and get it installed pronto. each page gets, to how long visitors spend on any given page. >> cont.
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• Your total annual marketing budget.
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Google Analytics can help you identify your strongest acquisition tools and where visits turn into conversion. Furthermore, when you pair it with Google AdWords, your campaign manager can work with you to set up different tracking codes for specific pages, so that you know which keywords and phrases are being clicked on the most. It also helps you see the different paths visitors take to your site, and allows you to track conversions. Just be forewarned—if this is your first time diving into Google Analytics, it’s really easy to go down the rabbit hole and geek out for hours. But once you get used to it, you’ll start to see which
pages are getting the most traffic, and how many visitors are booking through your site. 2. Other Analytics Most online tools are great for providing in-depth analytics of your marketing efforts—if you know what to look for. Whether you’re using Facebook ads, Instagram, an email newsletter, or any other form of targeted online advertising, most provide detailed performance data—from what time of day someone clicked on your site to what that person had for breakfast. (OK, that last one isn’t true, but the data sure is comprehensive.)
know if it’s working?” The best way to track the return on investment for billboards is to use custom 800 numbers or landing pages on your website. Here’s how it works: If you have two billboards in different parts of town, you ask your phone service provider to set up two different 800 numbers for you. One unique number goes on each billboard, and when the calls come in,
Heck, even your booking software can tell you who clicked on what, when, and how much they spent. 3. Custom 800 numbers/urls One common question we hear about print and billboard advertising is, “How do we
Facebook provides detailed insights for your page.
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MAXIMIZE YOUR MARKETING you can track which phone number they are calling. Often, the billboard with the higher call volume stays, while the other one goes. Of course, make sure that both 800 numbers are different than the one on your website. The same strategy can be employed using custom urls and landing pages. The cost of managing unique landing pages may be lower than carrying multiple phone numbers. Of course, billboard phone numbers and urls need to be short and easy to remember. Passersby typically only have about 2-3 seconds to read what’s on your billboard. So, use 800 numbers that correlate to specific words or phrases that people will remember, such as 800-ZIPHERE. Same for a url: ziptour.com/deal. 4. Custom Coupon Codes Including a discount coupon in rack cards or brochures that folks can grab at nearby hotels and partner locations is a great way to get people in the door. An
easy way to know where they found your brochure is to create a unique coupon code for each destination where these cards are stocked. It could be a bar code, a QR code, or a unique word that they must provide (SAVE1, SAVE2, SAVE3, for example).
It’s great to have all of this data, but it’s only as good as what you do with it. Sure, the print costs may be slightly higher, but in the long run you’ll save money by knowing which locations generate the most customers. You can then dedicate more shelf space to the best-producing venues, and less to others. Remember: if you offer a discount, make sure you’re still making money on each customer that walks through your doors! 5. Ask! The most basic form of tracking is to simply ask customers how they found
out about you. This can be done on your booking form, your waiver, or a follow-up survey. While it’s not perfect, some information is better than none. Whenever and wherever you ask, make it easy for customers to answer, or they’ll just skip it. For example, a short list of options to choose from requires less reading, and it takes less time. You can also try different variations of asking people how they found out about your business, i.e., multiple choice for some, fill in the blank for others. Keep track of which version has a higher rate of completion, and stick with the one that works. KEEPING TRACK OF IT ALL It’s great to have all of this data, but it's only as good as what you do with it. For example, if you’re spending the money to have multiple 800 numbers on billboards, make sure someone is actually tracking how many calls come from each, and how many callers are booking. Even if some of these tools come with their own tracking software, you
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MAXIMIZE YOUR MARKETING still need to collect it all somewhere— and you’ll want an actual human being to get eyes on it. Recognize that it is really easy for a human being to get lost in all the data these tools provide. Often, business owners get completely bogged down analyzing the details, or they give up and completely ignore the data that is provided. To avoid either of these outcomes, choose one advertising tool, learn how to read it well, and see how it performs. Then you can expand to other channels.
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Now, understand that some of your marketing tools may not work right away, and that’s okay. Before pulling the plug completely, look not just at what isn’t working, but why it isn’t working. Is the billboard in the wrong location, or is the phone number too hard to read? Are Google AdWords not driving enough traffic to your website, or is the issue with your website itself? Are the
rack cards stocked at the rafting company down the road being ignored, or has the season just not started yet?
Choose one advertising tool, learn how to read it well, and see how it performs. Then expand to other channels. The reality is: not everything is going to work, especially not right away, without some tweaking. Once you know why, though, you can make adjustments. You can’t fix a strategy if you don’t know whether or not that strategy is working. JUST DO SOMETHING If all of this seems like too much, remember that something is always better than nothing. If your first step is to simply add a line item that asks people how they found out about you, great! It’s information you didn’t have before.
If you want to venture into the world of AdWords for the first time, go for it. Just make sure you have someone keeping track of what’s working, and where the dollars are going. At the end of the day, tracking and measuring the performance of your marketing will help you make sound decisions. If all of your customers are finding you through your Google AdWords, it’s working, so spend more money there. If the promo you’re offering in partnership with the hotel down the road is sending tons of business your way, perfect! Seek out more partnerships in the area, and make sure to visit your friends at the hotel down the road to thank them for their ongoing referrals. Over time, you’ll start to notice those trends, and you’ll be able to pour more dollars into the marketing tools that work best for your business. And if you’re successful, you can stop saying, “I hope this works.” Because with the right data, you won’t have to guess, you will know what will work.
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A TIME OF CHANGE
BY LAURA MORIARTY, TAHOE TRAINING PARTNERS
In the wake of #MeToo and Time’s Up, new standards for personal behavior in outdoor environments have become “the elephant in the room.” It’s getting much harder to shock Americans today. Disturbing news stories of high-profile leaders in multiple industries engaging in inappropriate, harassing, and abusive behavior in the workplace are now common. Equally as distressing is frequent news of emboldened racism and people acting out on biases. As a result, there is heightened sensitivity for such behavior, and businesses need to respond appropriately.
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Your small business likely has some formal and informal preventative measures in place, including equal opportunity employment, anti-harassment and discrimination polices, and training to reinforce the expectation of friendly, respectful behavior toward internal and external guests. But are you doing enough? Most aerial parks, ropes courses, zip lines, and tour companies are small operations and don’t have a human resource professional on staff. Owners and managers are the de facto HR practitioners tasked with creating desirable cultures that attract and retain good people who want to build careers in outdoor pursuits. Leaders may field complaints from team members and guests in distress about conduct they feel is offensive and needs to be addressed. But what if the manager or team member is unsure, intimidated, or uncomfortable with confrontation? In many cases, the people
tasked with handling these complaints haven’t necessarily been taught how to deal with them. For management, inaction is not a solution. On the contrary, it’s condonation—essentially, management’s stamp of approval of the behavior. And that might place your business in legal jeopardy. To avoid that, first audit your existing practices and policies. Then ask, how can your business strengthen its commitment to a harassment-free environment where respect gets respect for both internal team members and external guests? HARASSMENT DEFINED Harassment is a pattern of repeated offensive behavior that appears to a reasonable observer to intentionally target a specific person or persons. Abuse can take many different forms, such as: physical or verbal maltreatment, bullying, assault, violation, rape, unjust practices, or other types of aggression. It’s also a “quid pro quo,” an exchange between a supervisor and a team member, say, such as a promise of a raise or promotion in exchange for a sexual favor (think Harvey Weinstein). To protect against such treatment, both federal and state employment laws define a protected class as a group of people who share a common characteristic and are legally protected from
discrimination based on that characteristic. Under federal law, it is illegal to discriminate due to race, color, sex (gender), age (40 and older), religion, national origin, disability, citizenship status, or genetic information. Train team members to avoid provocative behavior, and how to respond to a guest who complains of harassment. OUTDOOR ADVENTURES AND GUESTS Our guests are looking to connect with nature and enjoy an adventure. Our team members and guides are the conduit for bringing these memorable experiences to life. Most parks provide team members with thorough step-by-step protocols to ensure the safety and wellbeing of guests. In contrast, guidelines may be much less specific on how to demonstrate professionalism when in close proximity to the guest, what exactly to wear in a variety of weather conditions, and how to use good judgment when harnessing and de-harnessing. Consistent policies ensure that each guest has an enjoyable and memorable experience. Best preventative practices with guests: 1. Wear appropriate attire. Be very specific about what is permissible, especially for staff who come in physical contact with guests.
3. Don’t joke about touching. Keep comments and instruction professional. 4. Appropriate response to propositions. Tell team members that they are not expected to put up with unwelcome guest conduct, and it’s OK to tell the guest that his or her behavior is inappropriate. Identify whom onsite staff should to go to for help with an inappropriate guest’s requests or comments. OUR TEAM MEMBERS What reasonable expectations can managers have of team members to stand up to a pattern of unwelcome behavior—or just one creepy quid pro quo request from someone in a position of power? While we want team members to not engage, and speak up and tell the offender to stop, it’s up to management to notice—and act.
and privileges—and expectations due to attitudes based on the sex of an employee or group of employees.
admired trait in women. Subtle digs at a woman’s drive for success can derail a promising career.
The outdoor industry in general has predominantly male management teams, and upward mobility is more accessible for men. A notable exception to this is the environment and culture created by Sarah and Tim Bell, owners of The Gorge Zipline located near Saluda, N.C. The Bells have deliberately and systematically created a comfortable environment and culture where team members of all genders can develop and thrive.
GENDER IDENTITY
The primarily female management team encourages egalitarianism, diversity, and opportunities for growth among all team members. “We made a deliberate effort to both attract and retain the best talent, regardless of gender. We hire for attitude and train for skill. We reward and promote team members who demonstrate both the technical expertise and soft skills that keep our internal and externals guests returning again and again,” says Sara.
Gender identity is how you think about yourself. Traditionally, we have learned that there are only two gender identities, male and female, defined as “gender binary.” Now, that applies to those who identify as one or the other, regardless of the sex they were assigned at birth. But gender is a spectrum, and not limited to just two possibilities. A child could identify as both, or neither, or as another gender entirely. Agender people do not identify with any gender. Think that’s not worth consideration? Think again. In the last year, several jurisdictions—Oregon, New York, Washington, D.C., and Washington State— have recognized a non-binary option on drivers’ licenses. California became the first state to allow non-binary residents to change their gender on all relevant legal documents, including birth certificates, to a gender-neutral option.
Your business should conduct annual training for anti-harassment and bullying. Also, conduct a live, robust discussion of real-life issues that happen with both guests and employees at work. That’s much more effective than a canned, dry, impersonal legal or computer-based presentation or “quiz.”
For management, inaction is not a solution. On the contrary, it’s condonation.
What to cover in the discussion: • romantic consensual behavior (public displays of affection) at work • unwanted flirting • supervisor/employee and employee/guest relationships • cohabitation rules and sleeping assignments (if applicable) • prohibited verbal, physical and cyber behaviors • bullying • SOGIE • how to report unwelcome behavior
Why is creating gender equality in management of small businesses a challenge? Without malice, male managers may not consider spending informal time with aspiring female leaders or individual contributors because it seems inappropriate and uncomfortable to ask a woman out for a beer. Just as it’s easy and natural for women to spend time with other women, men are conditioned to hanging out with men.
UNINTENTIONAL GENDER BIAS Gender bias is defined as unequal treatment in employment opportunity—such as promotion, pay, benefits,
In the outdoor industry, we serve guests from all walks of life. We invest in team members who create memorable experiences for every demographic and psychographic. Your business strives to create a nondiscriminatory environment for all guests and team members. You need not wait for your own state to legislate additional SOGIE protection for your valued employees. HOW TO AVOID SEXISM
The Gorge owners made a strategic decision to improve gender diversity. It was hard for females to know how to behave at the management table when no one was paving the way for them. Being ambitious is not always an
Be mindful of using nonsexual and nonsexist language and teaching styles: 1. Avoid humor or remarks that demean or belittle different genders. >>
29 Summer 2019
2. Prepare the guest when harnessing or de-harnessing. Use consistent language. “May I approach you?” Explain exactly how the harness will be attached. Ask whether a parent would like to outfit his or her child with your verbal guidance.
2. Avoid using masculine terms such as “manpower,” “two-man tents,” etc. 3. Avoid stereotyping roles where leaders are assumed to be men, or women are ticket sellers. Ensure balanced gender representation. 4. Monitor your behavior. Do you treat men more seriously than women? Are you less attentive to female concerns and questions? Do you assume that all guests or employees are heterosexual? 5. Make upward mobility available to all by casting the net wide for a diverse field of applicants. 6. Have more than one gender involved in interviewing job candidates. 7. Eliminate naming park areas anything related to the female or male anatomy, or that degrade gay people or suggest physical sexual violence. DISCRIMINATION IN PAY PRACTICES
ination, creating a form of institutionalized discrimination regarding gender pay disparity. Why? Because businesses typically decide what they will pay new hires based partly or entirely on how much they earned at their last jobs. Since women are often paid less than their male colleagues, asking about past salaries nearly guarantees that the wage disparity will continue. It takes courage and commitment to audit your pay practices. Many managers ignore pay disparity and discrimination, hoping it will magically vanish.
BASIC SOGIE SEXUAL ORIENTATION is who you are physically attracted to based on their sex/gender in relation to your own. GENDER IDENTITY is how you think about yourself. GENDER EXPRESSION is how you demonstrate your gender based on traditional gender roles through the ways you act, behave, and interact.
Does your business employ an objective system to assign pay rates and to identify candidates for leadership continuity? Are you proactively sourcing and prescribing development plans for qualified candidates of all genders? You can begin by auditing your talent pipeline to create deliberate, intentional advancement of qualified women, even for male-dominated areas and departments, by providing transparent opportunities for upward mobility. DO THE RIGHT THING Consider your own business’s investigation and resolution mechanisms. How responsive are they? Have there been times when leadership was unwilling to make decisions and approve actions, even when there was a sense of urgency? Managers may have avoided launching investigations and enacting progressive corrective action procedures for certain high-performing or sacred-cow employees or managers. >> continued on page 73
Hiring practices can perpetuate discrim-
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RISK MANAGEMENT, PART I
PEOPLE, PLACES, & THINGS Stories of common and not so common causes of hurt and litigation. BY CHARLES R. (REB) GREGG, COUNSEL TO THE ASSOCIATION FOR CHALLENGE COURSE TECHNOLOGY
Many disappointments and injuries in our industry arise from the inherent risks of an adventure. Some, however, are the result of someone’s carelessness or poor judgment. These incidents deserve our scrutiny and understanding, so that we may better protect our clients and better manage our legal liability. This two-part series presents stories of injuries and other losses occurring on our challenge courses, zip lines, and canopy tours, and in our adventure and aerial parks. We’ll identify who and what might have contributed to the losses, and discuss strategies for reducing legal liability for them.
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First, note that the “State of the Industry Report” in the Spring 2019 issue of this magazine presented valuable incident statistics for our industry’s 2018 operations. Among the findings pertinent to our discussion here was the recognition that finding and managing qualified staff is the top concern of operators. Injuries, according the report, are “relatively uncommon”—more common in zip line and canopy tour programs, and less in ground-based experiential programs. A higher rate of near misses—incidents not resulting in injury—in aerial adventure courses is attributed to, possibly, more reliable reporting. The reported causes of injuries include slips and falls, pre-existing medical conditions, and staff and visitor error. In short, the cause of most incidents is people. The following stories are drawn from actual incidents as reported in the news media, litigated in courts of law, and discussed with confidence, including at conferences, among practitioners, experts, and insurance representatives. All are believed to be accurate and
valuable teaching opportunities. They reveal an array of people, places, and things that have disappointed and hurt customers and, in some circumstances, produced lawsuits. DUTY OF CARE Legal liability accrues most often when the provider of a service fails to meet the legal duty of care it owes to a client. That failure usually is asserted as negligence. The elements of a successful claim of negligence are: 1. a legal duty of care owed to the complaining party, 2. a breach of that duty, and 3. an injury or other loss caused by the breach.
The duty of care we owe to our visitors is to protect them from unreasonable risks of harm. A legal duty of care is the cornerstone of a negligence claim. If no duty was owed, there can be no negligence. The duty of care we owe to our visitors is to protect them from unreasonable risks of harm. This includes, for owners and operators, an obligation to maintain the properties, and the activities on them, in such a manner that they are as safe as they appear to be, and to remove any hazard of which the owner/ operator is, or should be, aware. There are ways for operators to reduce or eliminate the legal duty owed. For example, we have no duty to protect a party from a risk that has been express-
ly assumed (“I choose not to wear a helmet”). We are not legally obligated to eliminate an inherent risk—that is, a risk without which the activity would lose its basic character: a client on a rope swing loses his grip, or fails to lift his feet to meet an obvious rise in the terrain. Also, a legal duty can be waived or released. Hence our industry’s widespread use of waivers. However, the practical utility of waivers varies from state to state, and from one waiver form to the next. THE HUMAN ELEMENT The players in these stories are familiar: owners and operators of the premises; managers and staff; designers and builders; third-party trainers and inspectors; and issuers of credentials and standards. Actual incidents and the persons who contributed to them are described here. While places and things may contribute to an incident, there is almost always a human factor that contributes. So our focus here is on visitors and staff. Of course, we have long been aware that, in many cases, incidents have multiple contributors and contributing factors. Attorneys for potential claimants share that understanding, and it is a rare lawsuit that stops at “operator error” (either guest or staff). Let’s look more closely at the main players: VISITORS Suitability and compliance. Visitors must meet several tests. They must be “suitable” for the activity, which means they must meet requirements for age, height (or reach), and weight, as well
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PEOPLE, PLACES, AND THINGS as have some degree of emotional stability, and have no condition that would cause them to be a danger to themselves or others. Visitors must also be “compliant,” which means they must follow instructions and rules.
• failing to disclose disabilities or other issues that might cause harm. Again, staff has some responsibility for spotting such conduct and intervening. STAFF
Suitability and compliance are shared responsibilities—that is, staff must be attentive to issues of suitability, and reject or separate an unsuitable visitor who does not do so himself. In addition, the site must provide for visitors: • protocols for instruction • clearly announced rules, including warnings, and • an attentive and informed staff empowered to enforce them. Visitor errors include, among others: • dangerous conduct on a zip line or swing—e.g. facing backwards, bouncing on a line or cable, unclipping • participating while under the influence of drugs or alcohol, and
Sources of staff errors. Acts and omissions involving staff that produce bad results include: • negligent hiring, training, and retention • faulty instruction and supervision, • lapses in site and participant awareness. The inattentiveness or ignorance of staff frequently plays a role in incidents—in the State of the Industry survey, “staff error” ranks as the fourth most common cause of injury, behind slips and falls, animal and insect bites, and guest error. That’s why legal counsel for an injured visitor often will investigate the personal histories of staff and the employer’s records of incidents, outside reviews, and inspections.
Plaintiff attorneys search for evidence to support an argument that the staff member was improperly (negligently) hired, trained, or had a history of lapses. Staff training. Errors in staff performance often stem from second-generation training. This type of training occurs when staff that were trained— presumably, by outside or on-staff experts—undertake to replicate that training for new staff as they come on board. Too often, this training by trainees continues for years without reflection, though the procedures may be outdated or wrong. Teachable matters of practice and policy must be evaluated regularly by experts, and reinforced or modified as needed. Otherwise, the operation’s practices may increase the chances that staff error will contribute to incidents. Incidents that might point to inadequate staff training, or a failure to properly assess or supervise, include: • collisions on the zip line or platform
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PEOPLE, PLACES, AND THINGS • failure of staff to successfully “catch” an incoming zipper, and • miscommunications between the launching and receiving platforms. Loss of radio communication has been cited as the reason for several recent collisions resulting in serious injuries. INCIDENTS TO LEARN FROM 1. Honduran fatality. In the summer of 2018, on a Honduras zip line tour
to which cruise ship passengers were referred, a husband was killed when he collided with his wife who was “stuck” halfway down the line. The issue was miscommunication, or no communication, among staff.
and fast. Poor reflexes? Poor design? Poor instruction? While courts may observe that even the youngest child knows to pick up his or her feet when a change in elevation threatens, these incidents and injuries continue.
2. Low landing. Zippers and rope swingers may hit the edge of a platform, or the ground, failing to lift their legs as they approach. A 2015 Michigan lawsuit alleged that a zip line rider was injured when she hit the ground, landing low
3. Braking. Zippers coming into platforms too fast may be the result of a failure of a braking system. But it is more likely that the zipper failed to brake as instructed, or lacked the strength to do so, or otherwise came in at such a speed that the backup braking system was overwhelmed. Such “hot” zippers, if not properly caught, may collide with the platform structure or others on the platform. In a recent Massachusetts case, the incoming zipper apparently fainted, was unable to brake, and collided with an unpadded tree on the far side of the platform.
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4. Untethered staff. Staff members were seriously injured (Tennessee, 2010) or killed (Utah, 2015) when they fell while trying to catch or retrieve incoming zippers. In an attempted retrieval on a Hawaiian zip line in 2014, a staff member was pulled off the platform while holding onto the incoming zipper. She held on as long as she was able, and finally fell to her death. According to reports, in none of these cases was the staff member tethered to the platform. 5. Kids. An adult and child recently stalled for some time on a zip line 40 feet over a crocodile pond at an Orlando, Fla., park. The cause, according to the operator, was “wind gusts.” A Michigan court earlier this year (2019) denied summary judgment (disposition of the case before trial) sought by an owner/ operator whose staff, a leave replacement supervising 24 children, failed to properly instruct a young child on the use of the playground zip line and how to break a fall. 6. Failure to supervise. Some programs advise their visitors that they should not assume that they are being supervised or even observed while on a tour. And yet we know that participants may do foolish things, even unclip, without warning and for a variety of reasons. In a 2016 Michigan lawsuit, a staff member who provided a harness to
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PEOPLE, PLACES, AND THINGS an indoor wall climber and allegedly watched as it was put on was sued for recklessness when the climber fell from height and was badly injured. The harness was put on backwards.
riders have been injured in recent years when they struck a ladder or movable platform inadvertently left in the path of the line or swing after it was used to access the element.
7. Lack of awareness. Issues of visitor and site awareness include inattention to the condition of the course and obstacles on it. In 2016, a zipper at a Utah resort was killed when she collided with a tree that was falling, or had fallen, onto the line. Zip line and giant swing
8. Unique dangers. A course may have unique characteristics that require special attention and training. Lawsuits have sought compensation for injuries resulting from a confusion of cables or ropes, causing zip line and swing riders to fall. Examples:
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• In a case arbitrated in New York in late 2018, staff confused two ropes attached to the harness of a giant swing rider, who, untethered to the cable, fell 30 feet to the ground. The arbitrator found fault with the design of the swing, although the supplier forcefully argued operator error. • At a North Carolina camp in 2015, staff clipped a 12-year-old girl into one of two zip lines, installed side by side and in close enough proximity to each other to, allegedly, confuse staff. Staff ran the tether from one zip line over the other, and then to the rider’s harness. Soon after launch the lines separated, the tether supporting the rider was severed by friction, and she fell to her death. • A few years ago, in a Vermont park, an elderly gentleman on a self-belayed course mistook a guy wire for a zip line, clipped onto it, rode it to the ground and was injured. • In 2015, an 18-year-old on a zip line in Tennessee died from a fall after his neck became entangled in the double lanyard system on his harness. • And finally, in 2003, a staff member of four years’ experience, setting up an “aerial slide” teambuilding element in a U.K. park, strangled in her harness only a few feet above the ground. According to the newspaper account, the organization observed: “Something might have failed.” Indeed: Something, or someone, failed. WHO’S AT FAULT?
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Visitors and staff are clearly implicated in the events and bad outcomes described here. Deficiencies can be found in staff training and in the management of course conditions, gear, and visitors.
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While visitors and staff are most prominent in these accounts, we know that other factors are also present. Part II of this series will revisit some of these incidents, introduce others, and discuss contributing factors of design, construction, terrain, and gear. Part II will conclude with a discussion of legal strategies for protection from liability, including for the carelessness of others.
LESSONS IN SAFETY
“THAT WAS A CLOSE ONE!” Near misses can become valuable learning experiences for staff. We’ve all been there, standing on a platform when you notice something that makes you say, “Oh, no!” It could be an incorrect connection point, a loose harness—any incident that, if it played out just a little differently, could have led to an incident resulting in an injury.
We can learn a lot from these near-miss scenarios. The first step in that learning is to acknowledge that near misses do happen, even to the best of us. This column will share some real stories from aerial adventure pros about near misses they’ve encountered. The goal is to learn from them so other staff don’t make the same mistakes.
Certain details, such as names and other identifying information, have been omitted or changed to protect the identity of those who submitted a story about a near miss.
MISSED CONNECTIONS
After John spent some time encouraging her, the woman decided that she was too afraid, and asked to be unclipped from the free fall. John did exactly as she asked, and unclipped the carabiner from the free fall device—but he did so before reattaching her lanyards to the platform lifeline.
platform lifeline. John saw what I was doing and realized his mistake instantly, and moved the second lanyard over to the lifeline.
I was standing on the platform, talking with the guests on our tour, while John, my co-guide, hooked each of them up in turn to the free fall and sent them to the ground. Approximately three or four guests in, John connected a woman to the free fall and led her to the edge of the platform. There she froze, too afraid to jump.
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BY ANONYMOUS
I noticed right away, and reached out for her lanyard to reattach her to the
Do you have a near miss to share? Email sarah@adventureparkinsider. com.
How did this go wrong? As a new guide, John had recently been through training. Even so, he was flustered after a long day of tours, and had been intently focused on the process of the free fall. So, when the guest asked to be unclipped
LESSONS IN SAFETY from the free fall device, he did not think it through completely, and skipped the step of returning the woman’s lanyards to the lifeline. The lesson: Following this near miss, as a team we reviewed the incident and what was done wrong along with how to avoid it in the future. It may seem like a simple thing, but sometimes— especially when you are distracted by something out of the normal routine— those are the easiest steps to miss. It is important to slow down and try and focus on the task at hand, especially when the situation changes. BRAKE LINE TANGLE The brake system on our multi-line canopy tour includes a brake shuttle that automatically resets. Standard operating procedure is to catch a guest at the end of the zip line, attach them to the platform lifeline, and then remove the trolley from the cable. That releases the brake shuttle and allows it to reset.
It may seem like a simple thing, but sometimes those are the easiest steps to miss. Prior to clearing the line, we are supposed to watch the brake reset, to ensure that it has done so properly and is not tangled in any way, as part of our ongoing inspection of the course. A guest zipped in and I attached him to the platform, releasing the brake shuttle and allowing it to reset. The brake shuttle slid out on the cable and appeared to be in the correct position, so I began to communicate with the other guide to send the next guest. During this process I happened to look up, and noticed that the brake rope, which is attached to the brake shuttle, was tangled around a carabiner used to help keep that rope in position. I immediately called to the other guide to hold the next guest. Then I climbed up
to untangle the rope. Had I not looked up when I did, and the next guest had been sent, the tangled line may have prevented the brake from operating properly, and that could have led to an injury. While I did end up noticing the line in the end, the fact that I did not notice it when I was doing my inspection of the brake shuttle could have been catastrophic. The upshot: As a result of this near miss, all staff trained for this position went out for some additional training, and practiced climbing up to untangle the retrieval rope. Our hope is that training the process of how to fix this issue will reinforce the need for guides to quickly inspect the entire brake assembly prior to clearing the line.
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BY SARAH BORODAEFF
We present a few new products designed for both operations and guest use. 1. KOALA SWITCH 2.0
2. CHALLENGE ACCESS CIDJAY HARNESS
The Koala Switch 2.0 is a continuous belay transfer system that allows for continuity onto vertical and swinging features, such as ladders, free falls, or giant swings, when used with a fall arrester. This updated version of the Switch has a more ergonomic design, making it easier for participants to slide their Pouliz continuous belay trolley onto the Switch station, and then lift the station so the trolley can slide across the lock onto the shuttle. The participant can then make his or her way through the obstacle before repeating the process in reverse on the other end, using the Switch to transfer the Pouliz trolley from the shuttle back onto the continuous belay lifeline. www.koala-equipment.com
The CIDJAY Harness from Challenge Access is designed specifically for comfort and security on aerial adventure courses and zip lines. The design makes gearup simple; it has an attachment strap that goes up over the head and buckles in the back. The CIDJAY’s “comfort folds” at the neck and thigh, and elastic thigh straps, provide additional support when fully extended. An optional, patent-pending phone pocket securely carries mobile devices. The CIDJAY is manufactured and tested to Sport EN norms. It is available in two adult sizes and a children’s model. www.challenge-access.com
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Back
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3. SKYLOTEC DEUS 7300 AUTOMATIC DESCENDER The Skylotec Deus 7300 automatic descender allows for hands-free, everyday use. The Deus 7300 is designed to replace manual repel systems, working in both directions to automatically reset after each participant. The patented “Soft Engagement Technology” provides a gentle transition to prevent possible shock loads that could lead to injury. The speed-limited device is equipped with four redundant brakes for maximum flexibility and control. The Deus 7300 is designed for participants weighing between 66 and 310 pounds. It has a maximum descent speed of two meters per second, and maximum descent height of 590 feet. www.skylotec.com
The SPS Filets Jump Mattress is designed for use in conjunction with free fall devices and belay systems to soften the landing when participants reach the ground. It consists of a foam mat with a density of 20 kg/m3, same as that used in several other SPS Filets padding products, and a PVC tarpaulin cover. The mattress has eight fixed eyelets used to secure it to the ground. The dimensions of the mattress are 2 m x 2 m x .2 m (6.6 ft. x 6.6 ft. x 8 in.). It can be deployed flat, or folded in half to 2 m x 1 m x .4 m (6.6 ft. x 3.3 ft. x 16 in.) for an even softer landing. The cover has a “bulls-eye” design as a landing target, and is available in green, blue, red, orange, and yellow. www.spsfilets.com
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CONNECTING WITH GUESTS Turn a good aerial adventure into a great one by adopting the dos and don’ts of positive guest communication.
BY KATIE BRINTON We perform hundreds of activities on autopilot—making coffee, vacuuming the house, hitting “next episode” on Netflix—but guiding an aerial adventure shouldn’t be one of them. The temptation is high, though. As a zip line or challenge course facilitator, you spend your days leading groups through the exact same motions. But autopilot doesn’t make for a very memorable (or safe) guest experience. So, as a guide, how do you stick to your local operating procedure (LOP) and provide killer customer service?
1. ORIENTATION
It’s all about making great guest connections. In the participant lifecycle, there are four major opportunities for positive—or negative—guest interaction: orientation, gear-up, on the course, and wrapup. How you engage with your participants at each and every point during this lifecycle can make or break their day.
Act in a way that is going to empower people and make them feel good.
Here are some dos and don’ts to keep in mind.
First impressions are important. As soon as participants arrive at your site, “people get out of their cars and are immediately judging the scene in front of them,” says Kevin Trump, training manager at Synergo, an ACCT accredited vendor that offers guide training and certification. The tone you set as you greet guests, collect paperwork, and deliver the participant briefing will have a lasting impact on the day.
Don’t forget guests are always watching and listening. Keep conversations with co-workers workplace appropriate. If I’m a guest, “I don’t need to hear how many beers you were drinking at your
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All photos courtesy of 7Roots Creative
local establishment last night, because that is going to make me question whether you are ready to take care of me and my family today,” says Trump. Do take the sunglasses off. “Participants want to know that there is a real person behind the sunglasses,” says Trump. Make eye contact throughout the orientation and gear-up. Do “mind your pacing,” says Alex Moore, Synergo’s director of training. Guides know the briefing information inside out,
but for most participants it will be their first time on the course. Slow down your delivery, and leave space for questions. Don’t “fall into the habit of just listing information without checking for understanding,” says Trump. Ask your participants questions and get verbal affirmatives and negatives. Do “read your audience,” says Bruce “Coach” Brown, director of training for Royal Gorge and Castle Rock Zip Line Tours. A riled-up bachelor party might need you to bring a calmer energy to the group. A group of two families who don’t know each other probably needs you to break the ice and stoke their enthusiasm.
Eye contact helps establish trust in the guide.
Do play a name game. “If the group doesn’t learn each others’ names, that can be a real barrier to the experience,” says Moore.
Do use “we” language if there will be other facilitators on the course. “It helps participants to feel that the whole team out on the course is there to help them,” says Moore.
2. GEAR-UP During the gear-up, you have an opportunity to talk one-on-one with guests as you help them into harnesses and helmets. If you take this opportunity to check in with participants, “gear time can be used as a really effective tool to mitigate emotional risk,” says MacKenzie Smith, Synergo’s programming manager. Do “create an opportunity for the participants to let the guide know any pertinent information,” advises Trump. Confessing fears or pre-existing conditions in front of a group of 12 people can be intimidating for guests. Ask participants
to share need-to-know info when they are one-on-one during the gear up.
feel more at ease and to ensure you haven’t forgotten anything important.
Don’t inundate participants with information. “That can become overwhelming,” says Brown. Prioritize key information and consider other opportunities to share relevant but lower-priority info. “Most courses have a low and slow first few lines,” says Brown. “You can take those few lines to reinforce ideas or introduce new ones from ground school.”
3. ON THE COURSE
Do “find out some information about people,” says Moore. “If you are in the zip line world and are stuck waiting on a platform, this moment in the gear up might give you something to connect with the guest on later down the line.” Don’t use the gear up time to try out your new stand-up routine. “There are plenty of times to be funny and create rapport,” says Brown, “but ground school is also the guide’s final opportunity to decide if each participant can handle the course.” Do have a verbal checklist, suggests Smith. Talking through your gear-up checklist out loud is a good way to make your guests
Guides wear many hats out on the course: safety facilitator, coach, hypeman, and photographer, among others. Catering to the different needs of a group of participants can be a real challenge. One guest might want to talk local flora and fauna, while another might be on the verge of vertigo-induced panic. “You need to have multiple approaches to guest interaction and delivery,” says Brown. Do encourage participants, but don’t coerce them. “You want to act in a way that is going to empower people and make them feel good rather than make them feel forced,” Moore says. Don’t be a “just one more step!” cheerleader. “If I am cheerleading you up there, we are going to ‘one more step’ someone into their panic zone,” says Trump. “The whole idea of the ‘one more step’ is kind of a lie to the participant anyway,” he adds. >> continued
49 Summer 2019
Don’t harp on the scariest features when you describe the course, advises Brown: “A guide can make someone miserable for 11 lines by dwelling too much on one 1.5-second experience” at the end.
THE GUIDE’S GUIDE
Guides have an opportunity to connect with guests during gear-up and assess fears and risks.
CONNECTING WITH GUESTS Do “meet people where they are,” says Smith. Validate a participant’s experience by acknowledging when something is hard or scary instead of trying to push them past their fear. Don’t goof around on the first lines. “You can always lighten up,” says Brown, “but it is very difficult to rein a group in.” Start with a more serious tone, “and then, as groups demonstrate they have the ability to handle the course, you can create opportunities to play around.”
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Don’t “joke about or with people’s safety,” says Smith. “Like when someone steps off a platform and a guide jokingly calls out, ‘Oh I forgot to do—’. That’s 30 seconds where that person is sinking deep into their panic zone.”
says Moore, “which is really awkward because it shows that you weren’t listening the first time.”
word whip. “Maybe that then opens up an opportunity for organic conversation between participants,” says Trump.
Do know your course stats (longest line, top speed, etc.) and some facts about the area (the name of that mountain peak, the species of that tree, etc.). These can be easy and interesting conversation starters.
Don’t talk tips—unless guests ask, says Brown. “If they ask about tips—‘can we tip you guys?’—you can say, ‘sure, thank you very much.’” Otherwise, says Brown, “don’t moan about it.”
But don’t make stuff up. “Admit when you don’t know things,” says Brown. If you lie, “someone will Google it,” he warns, “and then they’ll wonder what else they can’t trust you about.”
4. Wrapup Sometimes, the only time you have for your wrapup is the walk back up from the last line, so you have to make it count.
But do have some “dad jokes” in your back pocket. “There are definitely jokes that will always make you crack up,” says Trump. Good jokes are the ones where everyone laughs with each other and not at one person.
Do ask guests to share their takeaways from the day. “Sometimes we think of the commercial realm as just pay to play, but people can be changed from the experience,” says Moore.
Don’t ask questions if you aren’t interested in the answer. “I’ve seen guides ask the same questions of the same participant on a different platform,”
One way to guide reflection: ask everyone to think of one word to describe their experience, then have them quickly rattle that word off in a one-
Do thank your guests. “And that should be a sincere thing, not a lip-service thing,” says Brown. “Even if you felt like it was a rough tour group, you can’t know what the impact was on the guests.” Aim to shake everyone’s hand and look them all in the eye. “Once you’re done, everyone, no matter how much fun they’ve had, is excited to get out of their gear,” Brown acknowledges. So, the wrapup often gets overlooked. But skipping or rushing this last opportunity to connect with participants is a mistake as far as creating a positive guest experience goes. From start to finish, a guide plays the biggest role in the experience, says Smith. “Remember, when you are in that position as a guide or facilitator, everything you say and do can change the experience of the participants.”
Start with a serious tone and introduce playfulness once the group has shown they can handle the course.
CAREER BUILDING, PART 1
Develop a path to follow and build a career. BY DR. JOSÉ H. GONZÁLEZ
How might you fit into this expanding world? To provide you with some direction, develop a career plan. Here’s how to put one together. The steps required for planning your career are straightforward: 1. Start with a self-assessment of your knowledge, experience, and skills (KES). 2. Get information about the careers that you are interested in obtaining. 3. Seek out experience and opportunities for professional development. 4. Keep records and document your professional experiences.
A career plan not only defines what success looks like in your chosen career, but it also gives you a map to get there. Plus, a career plan helps you explore opportunities and develop new skills along the way. It’s important to understand that in a growing and changing industry, a career path might not be linear. The linear path, which many have taken, moves from guide, to supervisor, to manager/director. But there are other possibilities. You
might start as a guide or office staff, then you can express your personality in move on to become a builder or training the workplace, the higher your career specialist, for example. The graphics here satisfaction is going to be. suggest two different possibilities. The linear path: The non- linear path:
Self-Assessment. The self-assessment is a key step. It should include your KES, your interests, your personality, your abilities, and the lifestyle that you would like to have. For example, do you have woodworking skills that can be applied to make challenge course elements and platforms? Do you have accounting skills or an accounting degree that qualify you to run the financial aspects of the business? Do you like to work with people and see them grow in a challenging environment? Do
With this understanding in mind, you can proceed to the next steps with clear purpose.
you want to have an outdoor lifestyle? Identifying your interests is key in crafting a career plan.
The adventure guide for an aerial adventure park, canopy tour, or zip line tour is responsible for leading a group of guests on a series of zip lines going from point A to point B to point C.
In John Holland’s book, Theory of Career Choice, he maintains that most people are one of six different personality types. He created an instrument to help identify those personality types, which in turn can help people identify a work environment or path that fits their type. Holland’s theory states that the more
Career Paths Three main job categories are: 1. Facilitator, Guide, Trainer. This is the entry-level position for most staff, and includes some supervisory staff as well. The course facilitator in a challenge course is responsible for facilitating a transformative experience to a group using initiatives and low and high elements. This person uses the challenge course as the vehicle for delivering a transformative experience.
The trainer is an experienced facilitator or guide who trains the new facilitators or guides. The trainer has advanced technical knowledge of equipment, knots, rescues, etc., and should also have interpersonal skills and the ability
51 Summer 2019
The industry has experienced a transformation in the last 15 years—from ropes courses built for programs like Outward Bound and zip line and canopy tours that started in Costa Rica, to aerial adventure parks in many major cities in the U.S. (and the world). The U.S. Department of Labor forecasts a nine-percent growth in employment for recreation workers from 2016 to 2026. Our industry will likely experience greater growth than that. Consider: The number of aerial adventure parks has doubled in the past five years, and growth remains strong.
THE GUIDE’S GUIDE
CREATE A CAREER PLAN
CREATE A CAREER PLAN to teach soft skills (i.e. communication skills, customer service, etc.).
costly and hard to maintain due to the expiration dates (1-3 years.). On the other hand, a qualified person might not have a current certification, but possess the skills to perform the duties required.
Typical compensation: $11-$15/hour, depending on the park location and size of the operation. Trainers and leads typically earn a bit more than those they train or supervise.
A designer is the person responsible for designing an aerial adventure park, canopy tour, zip line tour, or challenge course. This person should have experience with different course elements
2. Operations Manager, Program Manager, Administrator. This person is responsible for the day-to-day operations of the course—from doing the morning inspection to hiring and training the guides. Also, managers have the fiscal responsibility of the park. Duties may include managing the budget, with responsibility for profit and loss, balance sheets, and revenue forecasting. Ordering supplies and paying independent contractors might also be part of the job as well.
Create benchmarks to stay on track and make yourself accountable.
Often, this also includes the safety management aspects of the whole park. Some larger operations have a safety manager who is responsible for the overall risk and safety management of the park or facility. Some operations may divide the management duties into two positions: a program manager, focused on the programmatic aspects, and an operational manager focused on the day-today operation of the park including the equipment, integrity of the course, etc. Compensation for these positions is often in an annual salary range of $35,000 to $45,000, depending on experience. For larger, high-volume organizations or those where the cost of living is high, the salary range may be higher.
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An installer, typically, has carpentry skills and can build platforms, install elements, and make repairs, among other things.
3. Inspector, Installer, Designer. These support services roles include a wide range of options. Inspectors are certified by an organization such as ACCT. The main job is to visit aerial adventure operations and inspect every cable, every bolt, and every tree or pole in an objective way, and write a report that catalogs what criteria a park is meeting, and what criteria it is not meeting.
and know how they flow and interact with each other. The designer may also be the builder of the course. Typically, most inspectors, designers, and installers work for a company; some then go out on their own. Becoming a certified inspector requires hours of documented experience prior to taking the certification test, and this experience is most easily gained through working with an established company. Salaries vary greatly, depending on many factors including experience, location, and client base. For example, in a recent job posting for a builder lead, the pay was $25/hour. A listing for a construction superintendent said it paid $55,000 to $76,000.
Professional development Professional development can take several directions: a higher education degree, immersion training, a certification, or learning from a mentor to gain the skills and knowledge needed to advance your career. In this industry, we have a longstanding debate over the merits of being certified versus qualified. Both have their advantages and limitations. (Note that ACCT standards require certified individuals for certain jobs and qualified individuals for others.) Certification presents a valid way to verify your competencies based on industry standards. The certification states that on that day the person had these set of skills. Certifications are
Study job descriptions for positions that align with your career goals, and note any certifications that are required and
the years of experience needed. Then define the skills needed and/or certification to be incorporated into your career plan. Note that there are industry certifications for practitioners, managers, and inspectors, among others. Medical certifications such as first aid and CPR or Wilderness First Responder are also required in many operations. Keep records. Create a log or a portfolio where you keep track of all the times that you have taken a training, delivered a training, have attended a conference, and so on. This is a place to showcase your experience in this industry. There are different organizations that have templates to make this process easier, but a simple spreadsheet is a good tool to start with.
Final Thoughts In summary, make a career plan and put it in writing. Start by creating a list of organizations or people that you would like to interview or talk with about a career in this industry. Find job listings that you would like to have, but are not qualified for yet. Create a map or a path to get the professional development needed to fill the KES gaps. Also, if you haven’t already, start your portfolio, curriculum vitae, or log with all the trainings that you have taken and/or delivered to others. Create benchmarks along the way to make sure you stay on track. Make yourself accountable, and seek out the experience that you need to achieve your career goals.
CAREER BUILDING, PART 2
Training and education resources to craft a career in the aerial adventure industry.
BY LESLIE SOHL, TECHNICAL SPECIALIST, COLORADO DIVISION OF OIL AND PUBLIC SAFETY
Professionals join the adventure park and challenge course/zip line industry in lots of ways: through a job at a summer camp, work in construction, climbing, or looking for ways to engage students outside of the classroom. You might be an engineer, a hospitality specialist, an employee at a state park, or a college student looking for something fun to do with your summer.
BE A LEARNER If you are looking to advance your career, there are a variety of ways to go about it. Ask any industry professional, “How did you get to where you are?” Rarely in this industry will two people give the same answer, even if they have the same job. That said, many of us went through some sort of initial training or orientation to start working in the industry, and then we got hands-on experience. So, now what? Start with the self-assessment José Gonzalez described in Part 1. Consider: • What do you want to do? • What is your skill set, interest, strengths? • What do you want to learn? • What parts of the industry do you enjoy? • What sort of compensation or perks are you looking for in a career?
Your answers may help you decide your next steps. If you don’t have the answers, don’t fret—a desire to learn will allow you to take advantage of opportunities. Be open-minded. I once had a college professor who said, “You never know where life and your career might end up. Therefore, you should diversify your knowledge and never consider an experience irrelevant, because there is always a useful takeaway that could be applied to the next opportunity.” With that in mind, the answer to “now what?” often includes being open-minded, especially to learning something new. Learning opportunities—also known as “ongoing education”—can take many forms, and can be formal or informal. A formal type of learning can include attending a training, whereas an informal learning opportunity can include reading an article from an industry magazine. Both allow you to gain new information. The difference is that formalized training has more intention and (typically) the ability to review skills and demonstrate competency. Both can enhance your résumé, meet a specific job requirement, or help obtain and maintain certification(s). When you begin to explore learning opportunities, first find out what resources the company you currently work for—or would like to work for—will provide, such as internal classes or access to external trainings.
Remember, though, companies typically invest in those staff who are committed to the organization—they may be less willing to spend money on furthering your knowledge if you don’t plan to use the skills learned to help the business reach its goals.
BROADEN YOUR SCOPE Be proactive. One way to start the conversation is to ask your boss what gaps exist at the company—what skills does he wish staff had, what tasks does she want accomplished? I once asked this when my primary job was working on the ropes course. As it turned out, there was a need at the waterfront, so I was offered a chance to become a lifeguard. That training gave me the ability to teach our part-time summer staff without having to outsource, and it provided me with valuable experience in delivering staff training. Working as an American Red Cross Instructor also expanded my understanding of how certifications were managed from a certifying body. And it gave me the ability to teach CPR & First Aid for the Professional, which lots of organizations want. >> continued
First aid teacher certifications can be helpful for training or managerial roles.
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Some people are professionals that love adventures, and others are adventure professionals. The two are distinguished by different intention. The rules and expectations that govern a person enjoying the outdoors on their own are often different than for employees in an industry. Understanding this difference is important, and may be a part of what helps you decide to make this industry your career.
THE GUIDE’S GUIDE
FIND YOUR WAY FORWARD
FIND YOUR WAY FORWARD Later in my career, a staff person asked me the same question. I said that we needed bus drivers to help transport guests, and to my surprise, she got her commercial drivers license (CDL). She was then eligible for more types of work, and her effort showed us how committed she was to the success of the company. In exchange, we prioritized her on the schedule. And she was able to find work she enjoyed after our program closed for the season. Be multi-skilled. Having skills in another industry can be important if you want to pursue your passions. Colorado, for example, is full of top notch “veteran” seasonal professionals who work in more than one industry. Throughout the adventure park and challenge course/zip line industry, staff with speciality skills tend to excel. Whether you have your Wilderness First Responder (WFR) certification, CDL, or are a trained carpenter, a company will appreciate what you bring to the table. Even if something seems unrelated to the industry—such as plumbing skills or having a degree in English—you can find your niche. There are leaky sinks and antiquated documentation in most offices that could use your attention.
Seek Resources Once you’ve decided what type of ongoing education you want to pursue, you
will need to find the resources to gain that knowledge. When choosing what certification(s) to obtain, consider the environment in which, and how much, you will use the skills. For example, becoming a paramedic takes a lot of work, and may not be necessary for the job you want.
(ACCT) deliver a variety of different training and certification courses. ACCT maintains a calendar of events for many of these trainings. There are companies in the industry other than PVMs that offer trainings and certifications, but finding these classes can be a challenge.
It is equally important to consider which organization to pursue certification or licensure with. In all cases, some of the considerations include: logistical feasibility to attend, prerequisites, course cost, length of certification
NETWORKING
When opportunities present themselves, take advantage, because you may find you have unrealized skills and interests. (before expiration), and the organization’s reputation. I would recommend that you discuss your intentions with any training organization you consider: Are you looking to take a class simply to learn information, or do you want to become certified? One key resource: Professional Vendor Members (PVMs) of the Association for Challenge Course Technology Ropes access training is a valued experience.
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A great way to learn about available opportunities is to contact the vendors already working with your program. The outside companies that support the
inspection, maintenance, and training at your course(s), as well as the original equipment and device manufacturers, may all offer ongoing educational opportunities and trainings, or they may have a recommendation. Reach out to your local department of labor, or the like, to see what your options are. I recently began working for the State of Colorado’s Department of Labor and Employment, in the Division of Oil and Public Safety. I am continuously learning more about trainings, professional development opportunities, and funding available to private companies and staff to help individuals further their careers. Also, many qualified professionals in the industry volunteer their time to give ongoing education classes at conferences. If you have not yet joined any trade associations, consider doing so— not only to stay informed of industry changes and trends, but also to take advantage of various trainings and certifications they offer.
There are many directions you can go: If you work with participants, you might want to attend a Level 1 or Level 2 Practitioner training, which can include certification testing. “ACCT Certification” is used as a shorthand in the industry and is actually delivered by a PVM of ACCT. These trainings have been vetted in a peer review process to teach you skills, and then potentially certify you, to work on challenge courses, zip lines, adventure parks, and the like. If you work as a manager, or want to learn more about that role, consider a Challenge Course Manager (CCM) training course through a PVM. Many PVMs offer additional courses in facilitation—aka “soft skills”— as well as technical skills and course maintenance. To move into management or work as a trainer, you might consider ongoing education related to adult education, personnel management/human resources, operating procedures, and industry standards. Many local colleges and universities offer business management classes, and auditing them as a non-credit course can be a way to gain the knowledge, and in some cases save money.
Climbers/riggers might consider professional rope access certifications. Examples of trade organizations that offer classes include the Society of
Depending on your course’s construction, there are learning opportunities with arborists, wood pole inspectors, and welders. If you want to work with a designer, knowing some of the drafting software in the industry helps. Colleges are a great resource. If your program is regulated, talk to your AHJ (authority having jurisdiction); they can be a great resource, too. Skills you might already have, or could pursue training in, include: communication (for public speaking and/or public relations), education, hospitality, marketing, photography, technical writing, government relations, and accounting/finance, to name a few. On the formal education front, there are associate’s, bachelor’s, and even master’s degrees you can pursue in the outdoor, adventure, experiential education, recreation, and leisure industries. There are insurance companies and lawyers doing a lot of work in this field, and some may even be hiring. And for those of us that have found our dream jobs, ongoing education and training is important in mitigating complacency.
THE FUTURE IS WIDE OPEN
Regardless of what is next for you, consider yourself a student of life—it’s the one job title we Midline rescue training, such as this session at Royal all share. When opportunities Gorge Adventures, Colo., teaches practical skills. present themselves, take adTo work in the installation, invantage, because you may find spection, and/or maintenance you have unrealized skills and of courses, consider sitting in on ACCT Professional Rope Access Technicians interests. Plus, you never know when conference sessions for inspectors; (SPRAT) and the Industrial Rope Access that knowledge might come in handy. in-house or professional certification is Trade Association (IRATA). also available. Also, OSHA (OccupationLeslie Sohl is a technical specialist for the al Safety and Health Administration) OTHER AVENUES State of Colorado’s Department of Labor classes focused on construction can be and Employment, Division of Oil and Pubuseful. While they may not be tailored Many people think that the industry is lic Safety. She earned her Master’s Degree specifically to this industry, the laws solely made up of designers/builders, from Indiana University in Recreation and principles are often transferable. inspectors, trainers, and operators. Administration. She has been working in You can also take classes on OSHA These jobs are critical in the industry, of the industry for 15 years in a variety of caregulations. OSHA classes are offered in course, but there are other opportunipacities; her favorite part has always been person and online, and vary in length. ties, too. her interactions with fellow humans. All U.S. companies that employ staff—
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yes, all companies—must abide by the applicable OSHA laws, so it’s good to know them.
THE GUIDE’S GUIDE
TRAINING, CERTIFICATION, EDUCATION
GETTING VERTICAL Climbing walls can be a smart addition to many aerial adventure parks. For the past few years, the popularity of rock climbing has grown wildly, and that growth shows no signs of slowing down. In the past year we’ve seen rock climbing join the ranks of Olympic sports, and even win an Oscar. According to Climbing Business Journal’s 2018 Gyms and Trends report, the climbing gym industry had its most successful year ever in 2018, with 50 new commercial gyms opening in the U.S.—growth of nearly 12 percent.
While the report only takes into account commercial rock climbing gyms and doesn’t include other applications such as climbing walls and elements in other settings, it reflects the increasing popularity of the sport—and adventure park operators are paying attention.
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WHY BUILD A WALL? Rock climbing is among the most popular “adventure” activities in the public imagination at a time when people increasingly seek experiences over material possessions. The popularity of climbing walls in particular is due to their accessibility—the very young to the very experienced can enjoy an exciting and gratifying adventure activity. That makes it an effective addition to adventure parks that aim to welcome more multi-generational families.
“Climbing is something that I think the public understands,” says Carson Rivers, vice president at High Gravity Adventures in Blowing Rock, N.C. “People who aren’t in the industry don’t really understand the term ‘aerial adventure park.’ From a marketing perspective, climbing and zip lines are things the public understands.” But integrating a climbing wall into an adventure park comes with various considerations, including format, design, costs, staffing, and operations, as well as how to most effectively fit one into the overall guest experience. Who will it serve? The first, and broadest, question operators should consider is: what purpose will a climbing element serve in my park? Answering this will help address a number of future concerns and inform decisions around building the element. For example, do you need a climbing wall to help attract additional customers who might not be able to use a traditional zip line or ropes course, or to add off-season activities? Aspen Snowmass, Colo., checked both those boxes when it included the Rugged Ascent climbing wall in its Lost Forest Mountain Adventure Center, which also features a mountain coaster, multi-level challenge course, zip line canopy tour, and more. “We wanted to have something for the smaller kids to be able to do,” says Dave Gray, director of guest services at Snowmass. “With climbing walls, there’s a lower weight limit and lower height
limits, so any kid who can walk and meet those limits can do it.” In addition, climbing is a more family-friendly, less risky summer activity, so it broadens the market of paying customers. Package pricing. Such separate climbing features allow parks to sell climbing walls differently than other activities, with various packages available based on the experiences the guests want to have. “People can just go from one [activity] to another, and we sell it as a package deal,” says Gray. “So people can buy the basic experience, which includes the climbing wall and the mountain coaster. Most of the families with smaller kids do this because they’re too small to go on the challenge course.”
WHERE TO BUILD A WALL? Sometimes there are more rules to consider when adding a climbing wall. According to Christina Frain, director of marketing at Eldorado Climbing Walls, “Forest Service regulation is a big concern” for parks on the national forest. Those rules say that climbing walls should integrate aesthetically into the surrounding landscape. Natural-looking climbing walls fit that bill, and a reputable climbing wall builder can educate operators around these considerations. That’s why Eldorado sees many more full walls being built at ski areas: “First, they’re a logical adventure feature. And second, on property leased from the Forest Service, they need activities that look like they belong, so a realistic rock climbing structure [like the one at Aspen Snowmass] works well within those parameters.” >> continued
Opposite page: The elaborate indoor Klettercentrum in Innsbruck, Austria, built by Walltopia. This page: Eldorado Climbing Walls built the Rugged Ascent outdoor climbing wall at Snowmass, Colo.
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BY CHRIS ROONEY
GETTING VERTICAL A climbing wall can serve as an added attraction during busy days, too. “Climbing walls frequently serve as a holding pen, as well as a destination feature with high throughput,” Frain says. “While waiting for lower-throughput ropes courses, for example, [climbing] is something quick that individuals can do.” Walls vs. stairs. Other parks use climbing as an “instance” activity. This type of climbing integration serves a more specific end, such as a multi-level aerial adventure park that needs to take guests economically—financially and time-wise—from one level to another. Climbing walls may serve an important purpose for permitting as well, since stairs must meet more rigorous international standards that can boost the cost of building the entire park. “If you’re putting in a stair system to access a course, that’s typically going to be more expensive than putting together a small, simple wall to elevate a short distance like that,” Rivers says. “Sometimes having something that is another challenge element vs. a more recognizable set of stairs might also simplify some of your inspections.”
GO BIG OR GO SMALL
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Some parks want to create totally unique experiences, and climbing walls can play a role in that. Ivaylo Sotirov, CEO of climbing wall manufacturer Walltopia USA, asks his clients first what kind of experience they want their guests to have on a Walltopia wall. “Some will say they want a climbing wall for six people at a time, which is a simple cookie-cutter wall,” Sotirov says. But other clients want to translate a sense of adventure to their climbing structures, and this has become a new trend in climbing, according to Sotirov. “Clients will say: ‘I love the Grand Canyon. I love the adventure, the hiking, and want to bring that indoor to my facility,’” he says. “So when we talk to them, we want to work with those unique situations.”
Understanding costs. But, of course, it eventually comes down to cost. “We’ll get plenty of people that call and say, ‘budget’s not everything.’ But by the end of the day, we discover it’s kind of everything,” says Rivers. When it comes down to it, operators need to make money. So they want to know what it will cost to build, maintain, and staff climbing elements, as well as how long it will take to recoup the costs through in-season operation. Multiple factors contribute to the cost of installing a climbing element. What materials were chosen for construction of the wall? Is the location convenient for transporting materials—say, at ground level for a ropes course, versus at the top of a chairlift? For material, a Walltopia wall starts at about $178 per square meter, plus transportation and construction that rely on the local market for contractors, as well as visa costs for Walltopia supervisors for custom projects. Depending on how elaborate the climbing wall is, total cost for a finished product can range from $200,000 to more than $1 million. Eldorado lists prices that start at $30,000 for small climbing boulders, and $60,000 for modular climbing walls. Custom walls through Eldorado start at $100,000, and costs rise from there. An ROI calculator on Eldorado’s website uses the cost of the wall, number of days open, and ticket prices to produce a target for number of climbers per day over a set number of years to recoup the costs of the wall. Plug in some numbers, and it’s clear a return can be realized in relatively short order. Do it right the first time. While upfront costs like these may seem steep (no pun intended), Challenge Towers considers construction costs a tradeoff: With a higher budget up front, a park may need to spend less on maintenance in the long run. A budget build may spread its total cost throughout the life of the product via higher maintenance and repair expenses.
Top to bottom: Walltopia-built Sender One climbing facility; Creative wall by Challenge Towers; Head Rush TRUBLUE auto belays in a neon-themed Clip n’ Climb installation and an Eldorado Climbing Walls wall at Crooked Creek Ranch in Fraser, Colo.
There are several types of walls to choose from. For a more supplemental, “holding pen” type element, builders can create small, naturalistic boulders with fixed holds (i.e., holds that cannot be reset into new routes). For many uses, a wall with auto belay systems fits nicely. Staff can bolt the climbing holds into customized arrangements, or routes, in a range of difficulty levels. These walls range in height, reaching up to about 40 feet; most builders will work to create a wall to suit your needs.
GO AUTO BELAY Construction costs and maintenance aren’t the only financial factors involved when adding a climbing wall to your park. Auto belays are a key implement for any adventure-park-based climbing feature as well. There are two good arguments in their favor. First, most guests climbing on walls at adventure parks are not experienced rock climbers familiar with how to properly belay. And second, manually belaying guests slows throughput. That’s where auto-belay devices—such as the Head Rush Technologies TRUBLUE— come into play. These devices allow inexperienced climbers to scramble up a wall, safely tethered in, with no risk of serious falling if they lose grip or release from the wall. And, of course, they also allow for increased throughput. Manpower savings. “It saves on the manpower front. You can have five or six lanes with one monitor who makes sure people are clipped in, versus belayers for each—moving it toward more of a lifeguard approach for climbing,” says Head Rush senior director of sales and marketing Bill Carlson. Auto belays are an initial investment Multi-lane, multi-sided, naturallooking outdoor wall from Eldorado Climbing Walls.
that will save staffing costs in the long run, as well as make the element viable financially in the first place. According to Chris Koske, director of marketing at Head Rush, “fun” climbing doesn’t exist without auto belay devices. “Five or six years ago, at a YMCA, you had a climbing wall with no auto belay, which was a dead element—nobody used it,” Koske says. ”But when five auto belays can replace five belayers, the math starts working out in your favor.”
WALL PEOPLE The biggest ongoing concerns for a climbing wall, beyond the initial investments in construction and equipment, are the staff—their hiring, training, and interactions with the guests—and the overall operation of the feature. Key points: Personable and passionate. As with any other guest-facing position, climbing wall staff need to be personable. “The experience of the guest depends very much on their interactions with operators and staff,” Sotirov says. “You want to hire someone who is passionate about this. If they’re passionate, it’ll show with customers.”
is spent explaining how the auto belay systems work, and that when guests get to the top, they more or less just need to jump off or jump backwards or let go.” Training. When it comes to training staff, there are third-party opportunities to do so. “In terms of how staff interact with clients,” Frain says, “we recommend that they take a climbing wall instructor course and have the team properly trained for that.” The American Mountain Guides Association offers a climbing-wall instructor certification course, which certifies guides in the professional and safe operation of climbing walls. The course costs up to $350 per guide. These considerations, and more, factor into deciding to incorporate climbing wall features into a park. Cost, design, maintenance, staffing, operations, and training all require thought into how the feature will flow into the overall design, and what specific purpose it serves the park’s operation. But for guests? That purpose is just another great adventure at your park.
Enhancing the experience. While lean staffing is an operational benefit of climbing walls, for some operators it’s more important to enhance the experience than to operate with minimum staff. At Aspen Snowmass’s Lost Forest, for example, there are three guides for sixty feet of wall, each responsible for his or her section. These guides, according to Gray, monitor and train guests in the activity. “They’re harnessing people up, they’re introducing them to how to climb,” Gray says. “A lot of time 59 Summer 2019
It’s a question that’s important to bring to your builders: “What’s the upfront cost going to be, and what are the maintenance costs going to be over time? People who haven’t ever approached it before want to understand that,” Rivers says.
The Cherry Point Marine Confidence Course in North Carolina was damaged when Hurricane Florence ripped through the region in 2018. Photo: Challenge Towers.
WEATHER PREPPER Mother Nature really knows how to put adventure into outdoor operations. It pays to get ready for whatever she sends your way. BY DAVE HORAN, ADVENTURE DEVELOPMENT TEAM, AND KEN JACQUOT, CHALLENGE TOWERS
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We can’t control the weather, but we can prepare for it. No matter where your aerial adventure operation is located, foul weather is a factor that can and will interrupt operations at some point. How well you prepare for the worst will determine how quickly you can recover, and how costly it will be. There are steps you should take to plan and prepare for when extreme weather hits your operation, for both an existing business as well as one still in the initial planning stages, especially in areas prone to such extremes. Of course, there are a variety of natural disasters and other events that put your operation at risk. The steps outlined here apply to planning and preparing for just about any of these. But we’re going to focus on weather-related perils here.
The planning process consists of three steps: 1. Identify your risks 2. Develop a plan 3. Take action Spend deliberate time on each part of this plan. Analyze each risk factor and its possible impact given your property location, landscape, type of trees, terrain, drainage, and elevation. This helps determine which risk factors require your greatest attention. You will not be able to eliminate all the risk, of course. Your aim is to limit it as much as possible. STEP 1: IDENTIFY YOUR RISKS Weather issues come in several forms, with wind, rain, and flooding chief among them. Location largely determines the types of threats you are most
likely to face. For example, hurricanes shouldn’t be a risk for operations in Colorado, but wildfires and high winds could be. Review historical weather extremes for your location. This can include: • 100-year flooding and storm surge data • historic high winds • scope of damage from previous hurricanes and extreme weather events. Take into consideration the high water marks (so to speak) of all your risk factors. Then increase your estimates for the future, to account for the reality that our weather systems are becoming larger and fiercer. Plan and design with the future in mind. Consider, for example, the worst-case scenario that North Carolina experi-
Evaluate your support structures. While poles and towers are meant to be static and can be reinforced for higher wind loads, trees are dynamic. They can be guyed to counteract the forces imposed by zip lines, but it’s not easy to counteract the forces of high winds. To assess the strengths and limits of your trees, consult with a licensed arborist at least annually. Healthy trees are more likely to survive a severe storm. Consider cabling and bracing multi-stemmed trees, even if they aren’t part of the course. Every tree within striking distance of your course should get the same attention and treatment as those supporting the course.
this information stored in a computer when the electricity goes out. Store the binders in an accessible place and make sure all the right people know where to find them.
If a hurricane is coming, you should block new reservations and call anyone who has an existing reservation to offer them a rain check. Add a notice to your website and post information on your social media accounts. 2. Rebuilding. Assess the abilities of your staff when it comes to maintenance projects. To what extent can they help with repairs and rebuilding? Next, ask your builder: • How many crew members do you have? • How available are they at the last minute? • Do you charge differently depending on the time of year or for emergency work? • What is your policy on charging for travel expenses? Pricing repairs or rebuilds can be a moving target, at least until the builder or inspector can assess the situation on-site.
Remember, rebuilding a portion of your course, or STEP 2: DEVELOP A PLAN replacing a tree with a pole, is For existing operations, start Hurricane Florence toppled this tree-based platform at the considered a major modificaby assigning tasks to key tion under the Association for Marine Confidence Course at Cherry Creek Marine Corps employees based on your asChallenge Course Technology’s Air Station in North Carolina. Photo: Challenge Towers. sessment of risks. Developing standards. Major modifications the business continuity plan require an acceptance inspecshould be a team effort. There should Your plan will include several sections: tion and commissioning procedures. be budgets and due dates assigned for Talk to your vendors about scheduling developing the plan. 1. Emergency procedures. Your procethat third-party inspection, and make dures depend on the hazard. sure your builder is providing you with FEMA has developed a workbook to all the documents required. help with this. (For details and to get A derecho or a severe thunderstorm a copy, see the bracketed information might force you to close a full tour 3. Materials. Coordinate with your on the next page.) Per FEMA, your plan or park and perform well-rehearsed builder to determine a list of approshould include action items regardcourse evacuation procedures. If a priate materials and equipment to ing your staff, surroundings, space, storm forces course evacuation, Lori keep on-site for future repairs. Wire systems, structures, and service. Among Pingle at ZipZone in Columbus, Ohio, rope, some rigging hardware, and even the considerations: What does it take to suggests having guests enter the office utility poles are relatively inexpensive secure your property? How will you proone or two groups at a time to re-book. and easy to store. Utility poles can be tect your IT systems? What will it take to This prevents everyone from wanting a a key item to have on hand: 45-foot reopen the facilities after the weather refund if, for example, one group is only utility poles can be in short supply a passes? How will you communicate with in town for a short visit and won’t be week after a major hurricane, when the guests throughout? able to reschedule. power companies are trying to replace hundreds of poles. Complete your plan by identifying all Pingle notes that after closing for a the necessary actions you must take. storm, a thorough course inspection 4. Funding a closure. If a major event Print out the plan and put it in some must be performed before reopening to forces you to close your park and three-ring binders—you don’t want ensure nothing was damaged. rebuild, how will you pay for it with no
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enced in 2018 with Hurricane Florence and Hurricane Michael hitting just a month apart. It was a terrible 1-2 punch, with Florence pouring more than three feet of rain on Elizabethton, N.C., in a very short amount of time.
cash coming in? After hurricane Irma came through and damaged TreeHoppers Aerial Adventure Park in Florida in 2017, owner Benjamin Nagengast says the biggest surprise he encountered was the need to keep his staff working, and paid, while the park was closed and being rebuilt. Thankfully, he had a cash reserve that helped cover the cost of payroll and rebuilding. Most of his staff kept busy cleaning up debris and branches and helping the building crew. 5. Communications. After a weather event like a hurricane, keep your followers updated on social media so people know you’re open, or working to get open. And promote your opening aggressively: Nagengast opened half his park at half price, and advertised it well when he did.
disaster will require great fortitude. So, remember that if you lose power, you can fill your washing machine with ice and beer. Yes, it’s one more step, but you’ll thank yourself later. BUILD FOR THE WORST WEATHER
and challenge courses, especially if the elements have plenty of surface area to catch wind forces. The surface area of structures and elements can be troublesome—think cargo netting in regions where icing can occur. Climbing walls and enclosed platforms also are prime structures for adding lots of additional wind forces.
To some extent, your course design is the first step in preparing for weather extremes. A challenge course or zip tour is typically built to handle the maximum The following factors also come into play: wind loads expected for a particular location. • the height of the structure • the basic wind speed of the region • whether the structural members are round or flat • the local topography (nearby hills Planning Resources or escarpments can increase the wind effect) To help you asses your business’s risks and develop a preparedness and mitigation plan, there’s a great checklist and other resources in the Ready Business Hurricane Toolkit on the FEMA website (www.fema.gov)
STEP 3: TAKE ACTION 1. Once you have your plan organized and agreed upon, make sure everyone knows where to There are also helpful resources at ready.gov find it. that provide outlines and planning help for 2. Practice key steps to speed extreme events ranging from earthquakes to your reaction time and ensure hurricanes to terrorism. successful completion. 3. Make sure that backup systems, such as gas generators, are maintained and operational. Design wind speeds, which are used 4. After an extreme event, evaluate to calculate wind load, vary from up your performance and make imto 110 mph on the West Coast to 170 provements for the next event. What mph near the Gulf Coast and up to 225 went right? What didn’t? mph in certain places in Colorado and the Midwest. These wind speeds often One final piece of advice: dealing with a govern the design of adventure parks
As a result of these factors, the cost of building the same course in different parts of the country can vary widely depending on the local conditions. An engineer should review any proposed site and help determine what factors will come into play. COASTAL CONSIDERATIONS Coastal locations are prime for building an aerial adventure park, but they are also susceptible to some of the most extreme weather in Mother Nature’s repertoire—destructive hurricanes— especially along the Gulf of Mexico and Atlantic Ocean. So consider the impacts weather can have on your entire property, not just the installation itself.
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Site Selection. When choosing a property to build your coastal aerial adventure course, consider the following: • course design and style of course • support system: trees or poles • elements: removable or permanent • location—the higher above sea level, the better • lightning protection • machine and material access • emergency access
Cape Fearless Extreme adventure park in North Carolina suffered extensive tree damage as a result of a severe storm. Photo: Ron England
That said, trees are still a perfectly viable option, and can withstand a remarkable amount of abuse from the elements. Many trees have withstood the test of time along the coast. In most cases, a tree course is most at risk when a storm is Category 3 or higher, because the winds will create significant movement, causing cables to buckle up and down, and this cycle loading is what can break things. Precautions for trees. Some general considerations for your tree-based site include: • Have an arborist assess and develop a care plan for your trees. • Remove all dead limbs and cut out or cut back trees that are too close to your course or zip corridors. • Remove weak or problematic trees. • Consider guying trees that might need structural support from the loads created from the course or zip lines. • Evaluate the soil conditions to ensure the trees are in stable footing. • Choose species of trees that are better suited for these applications and are hardier in hurricane-prone areas. These include loblolly pine, live oak, and Southern yellow pine. Avoid softer species such as coastal poplar, pine, and sweet gum. Preparing your pole-based site for extreme weather: • Make sure your guy lines are snug and slack is removed. • Make sure ground anchors are secure. • There should be minimal slack in your cable systems to minimize movement in high winds.
• As an extra precaution, remove large nets and climbing structures, if possible. • Remove any suspect trees that are close to your course, especially along your zip line corridors. INSURANCE: THE FINAL LINE OF DEFENSE Robert Monaghan of Hibbs-Hallmark, a major insurer for the aerial adventure industry, says insurance coverage options can help cover your costs and lost income. He advises owners to insure their property for its full replacement cost. His main message: understand what coverage you have available and the limits of that coverage.
Understand what insurance coverage you have available, and the limits of that coverage, so repairs can be performed quickly following severe damage, like this at the Marine Confidence Course in North Carolina. Photo: Challenge Towers.
Property policies are typically written to cover real property, such as buildings and business personal property (furniture, equipment, etc.). The policy can be modified to cover other property, such as cables, platforms, and anchors, for example. However, the trees that the cables attach to are generally not covered, because it’s difficult to apply a monetary value to a tree. Perhaps it’s the cost of replacing it with a pole, or the cost to “re-route” the zip line? Discuss these things with your insurance agent. Insurance policies specifically define perils that are or are not covered, such as flood, fire, theft, etc. The exclusions may vary depending on your location. For example: according to Monaghan, if you live near the coast, wind and hail are often excluded perils under your standard property policy. Some insurance companies will offer coverage for wind and hail, but with a higher deductible. It’s possible that your only option is to purchase coverage through your state’s wind pool. Business interruption insurance can be valuable. This covers income lost during the period of restoration, and can also
include coverage for extra expenses incurred related to continuing your operations to minimize business income loss during the period of restoration. Property insurance only covers property owned by the named insured—not rented or leased equipment. Inform your insurer if you have property of others in your care, custody, and control. An “inland marine” policy, also known as contractor’s equipment or miscellaneous equipment floaters, can cover equipment that tends to be used all over the property or off premises, such as ATVs, radios, computers, lawn equipment, etc. Monaghan recommends fully documenting everything you own and insure, no matter what policy it’s covered under. At the time of a loss, you need to prove your claim by providing documentation for the items you have lost. Take a video of the entire course or structure, all your equipment, the computers, and office space. Do this regularly, and keep your records off site, so they are not lost in a disaster along with other park assets.
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Poles or Trees? When planning your course or tour anywhere near coastal regions, the simple fact is, poles are more resilient than trees. Pole courses withstand the winds and water better and are easier to repair from storm damage. Trees are wonderful from a design and guest experience perspective, and are often less expensive to build in, but they can be uprooted, break apart, and die.
EMERGENCY STOPPING BY DAVID SAENZ, LIVEWIRE CONSULTING
IT TAKES A CAREFULLY DESIGNED SYSTEM, NOT JUST A WELL DESIGNED DEVICE, TO PROVIDE APPROPRIATE AND SAFE ZIP LINE BRAKING.
Photo: Bonsai Design
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Zip line design is focused on going bigger, longer, and faster, and the task of keeping riders safe grows more complex. The popularity of zip lines continues to fuel growth in both quantity of operating sites and general volume of participants. That means the industry is faced with an escalation of risk. And that risk culminates in one small aspect of the zip line: the brake system. It takes a carefully designed system, not just a well-designed device, to provide appropriate and safe zip line braking. This is a vital distinction that is fundamental to the safety of participants on a zip line, and helps start the conversation of why EADs (emergency brakes) have become such a hot topic in the industry.
It's 3:00 a.m. and the sky is pitch black except for the neon lights reflecting off the clouds. My heart is in my throat and my mind is racing through checklist after checklist to make sure every
item is in place. At this point, we have one task to complete: the EAD test. Everyone has been cleared from the deck minus a few essential individuals, who are aware of and educated on the risks and potential consequences of this test. There's tension in the air, a mixture of fear and anxious anticipation. I send out the command with almost instant regret, "Landing to launch deck, you are clear for launch on line one." Now it is just a matter of waiting...
So, what is an EAD? The term is specific to zip lines and is an acronym for “Emergency Arrest Device.” These are also called backup brakes, secondary braking systems or assists, and emergency brakes. The term first appeared as a brake-system product manufactured by Bonsai Designs and in the first Head Rush Technologies zipSTOP manual published cir-
ca March 2012. Both uses represent the same concept: an independent brake system designed to protect against operator error and third-party equipment failures. Head Rush also describes an EAD as an apparatus that stops a rider to prevent injury or death in instances where the primary brake does not perform as designed.
It’s hard to determine where the test dummy is when looking out over the zip line, with lights flashing and odd shadows being cast. We can finally see it when it's about 500 feet out: a 300-pound test dummy hurtling toward us at 35 mph. The last couple hundred feet of cable bag the speed out a little, but we are still pushing 31 mph at arrival. This one is going to hurt. My shoulders tense up, I'm holding my breath, and I am conflicted between watching and looking away. Of course, that impact is why this test is an absolute necessity. A bit of pain
here (mostly for the test dummy) is worth the ability to sleep peacefully, knowing that no matter what, the guests on this zip line will be protected if the primary brake fails...
failure within the ride, the result of all such failures, and what the designer/engineer has done to mitigate the risk of the failure or prevent unsafe conditions resulting from it.
What do ACCT and ASTM have to say about EADs? That is what really matters at the end of the day, as the standards of these organizations have been, or are being, adopted by more and more jurisdictions.
It is within this failure analysis that a designer/engineer will most likely determine that the main brake system can, in fact, fail, and that an independent, second brake system is required to provide safe braking conditions in the case of a failure.
Within ASTM F2959-18, there are two applicable statements. First, it states that: “…If the failure of the braking systems results in an unsafe condition, then the braking system shall be failsafe.” That means if the brake system can fail in any way, and the result is unsafe for the patron, then the ride (zip line) must have a fail-safe brake. This leaves us in a bit of limbo, because that definition never says EAD or anything even close. Perhaps the following line from ASTM will help a bit: “Brakes shall be selected and designed to meet the needs of the aerial adventure course analysis and perform as required under any designer/engineer specified conditions and use.” This adds more confusion to the conversation, because ASTM still does not mention EAD or any of its synonymous terms. Let’s break it down a bit. What is fail safe? ASTM provides a definition: “… component [of an amusement ride], that is designed such that the normal and expected failure mode results in a safe condition.” In other words, if everything fails in the way the designer has anticipated, the guest is still safe. Think of a gravity-stop zip line in that, outside of a catastrophic incident like an earthquake or gravity ceasing to exist, the guest is going to be just fine. ASTM does not define or utilize the term EAD or its associated synonyms. However, it does state that it is the designer/ engineer’s responsibility to determine an appropriate deceleration system by performing a failure analysis. This is a document describing every possible
WHAT ACCT SAYS What about the Association for Challenge Course Technology (ACCT) standard? It is, after all, arguably more popular and prevalent in North America right now. Fortunately, this one is a bit more straightforward. The ACCT standard requires that an emergency brake be completely separate from the primary brake system or be an integrated backup feature of the primary brake. In addition, an emergency brake is required if the primary brake fails and “the participant arrives at the zip line landing area at a speed in excess of 6 mph (10 kph)” and “the participant experiences unintended and/or harmful contact with terrain, objects, or people in the zip line landing area.” With these requirements, ACCT is plainly defining what an emergency brake is, what it must do, and how to determine when it is required.
At the end, when all the tests and data have been compiled and analyzed, “Both systems must arrest the rider in a controlled safe manner without putting undue strain or forces on the rider,” or the ride fails. To sum it up, ASTM and ACCT have very different approaches to the issue, but both agree on one key point: They require that brake systems bring the participant to a safe stop, even in the case of a complete primary brake failure.
After days and hours leading up to the test and then heightened seconds of nervous anticipation, the test dummy hurtles into the EAD at 31 mph. It's not possible to convey the horrific noise of the EAD cycling above 100 percent; it was felt at the core of everyone in the direct vicinity. A massive sine wave shot up and down the zip line. My worst fears had been confirmed: The EAD was terribly insufficient. » cont.
Hackwell Innovations’ Zipkea being used as the primary brake, and Autoprusik being used as the EAD.
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WHAT ASTM SAYS
Some jurisdictions have defined their own brake system criteria above and beyond the two existing standards. For example, Brian Lenihan of Clark County, Nev., explains that the County requires the manufacturer to “submit a test plan to evaluate the ride’s dynamic design characteristics to ensure safe performance,” and then perform independent tests of the primary brake and the EAD at the minimum and maximum ends of the design weight range, with accelerometers onboard the test dummies.
EMERGENCY STOPPING Everyone on the deck silently exchanged looks; no one wanted to speak first. Yes, all the equipment held up, nothing was destroyed, and the test dummy was still intact—but the stopping force it experienced was well outside the allowable amount. We did not need an accelerometer to tell us the obvious. The test was probably survivable, but that was the best we could say about it…
IT STARTS WITH DESIGN With dozens if not hundreds of builders, installers, designers, consultants, and engineers involved in the aerial adventure industry, there are many options for EAD systems, as well as many variables to consider when selecting an EAD. Valdo Lallemand, owner of Aerial Designs, lists five considerations—landing zone entry speed, zip line length, primary brake compatibility, manufacturer requirements, and landing deck length—as the most important variables in his company's EAD design process. These variables help his team understand the energy that must be absorbed by the EAD, therefore allowing them to properly design a sufficient system. Understanding this energy, and designing specifically for it, are far more important than what Lallemand terms the traditional approach: designing for ease of operation, and then trying to design and implement an EAD that fits in.
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POPULAR PRODUCTS There are several popular options for EADs. Their suitability depends heavily on the characteristics of each particular zip line, so it's essential to consult your designer/engineer on the systems prior to modifying your zip line. Some choices include: • Head Rush zipSTOP. This must be installed as a completely independent brake, meaning in normal operation, a guest must not activate it (this rings true for almost all EADs, but Head Rush is very serious about this). A testing program is provided and required.
• Spring Packs. Available from multiple manufacturers, springs are a very simple and reliable solution. The downside is the amount of space required for an acceptable brake. • Bonsai EAD System. This is essentially a large cylindrical pad below the cable designed for impact. Must be used with Bonsai’s ecosystem of components, including trolley. A twin-line version is also available for dual cable systems. This system may require a manual reset, so it may not meet regulation requirements in all jurisdictions. • Bonsai Zip E-Brake. Designed specifically for dual cable systems, the brake is activated independently from the primary brake system. An auto-reset option is available for install. • Hackwell Innovations Zipkea. Like the zipSTOP solution, this is a redundant primary-brake-style EAD. The Zipkea, by design, requires a manual reset, so it may not meet regulation requirements in all jurisdictions.
• Prusik Knot or Hackwell Innovations Autoprusik. Normally recommended in more traditional setups for lower entry speeds, prusiks are often seen in canopy tours. Prusiks (and the Autoprusik) require a manual reset, so they may not meet regulation requirements in all jurisdictions. • Gravity. This works every time! Gravity brakes are an example of a failsafe brake system, but they must be designed for the purpose and tested accordingly. Generally, gravity systems are reserved for lower-throughput operations. What's best? Rich Reynolds of Head Rush Technologies believes that “The best EAD on the market is an EAD that has been tested on the zip line with the primary brake disengaged for the operational envelope (speed, weight, environmental conditions, etc.), and does not allow serious injuries on the participants.” That sums up the conversation well. There is no single perfect solution. Every
Opposite page, clockwise from top: Complete Head Rush ZipSTOP system; Bonsai Design’s Zip E-brake; Hackwell Innovations Zipkea primary brake with spring brake EAD. This page: (top) Bonsai Design’s single line EAD system coupled with a Head Rush zipSTOP primary brake; Hackwell Innovations Autoprusik EAD.
the best choice. Since there is no perfect product for every zip line (that I could find at least), here's a guide to selecting the best EAD for your system so you can sleep at night knowing your guests have the greatest possible level of protection. 1. Talk with your designer/engineer. If you are unsure or uncomfortable with your current setup, contact a third-party company that specializes in your style of operation. ACCT’s PVM (Professional Vendor Member) program is a great way to prequalify companies, but there are many great independent consultants, too. Remember to check their references! 2. Talk to other operators who have installed the EADs you are considering. Get their honest opinion and feedback, not just a sales pitch. 3. Verify a product's use as an EAD with the device manufacturer. Make sure the implementation is within the intended scope, design, and operation of the device. Speeds, weights, and other operational parameters may limit use of some devices. This may also be relevant in systems utilizing offthe-shelf devices from related industries, such as an SRL (Self-Retracting Lifeline).
We went back to the drawing board, redesigned the EAD system, and re-tested a week later with all changes implemented. This time, though I was still filled with fear and anxious anticipation, I was far more confident in the system, because we had designed it with more facts and test data. Once again, we were testing in the black of night, faced with the task of sending the test dummy down the zip
line. My heart was still in my throat as the speed gun read 31 mph, the same as last time, and I began questioning every aspect of the system. This time, however, our work paid off and we came out with a very different result. Though the braking experience was rougher than the standard braking system, it was obvious on the video and in the data that we had a truly sufficient EAD. There was a collective sigh from everyone on the deck. We all knew we could finally rest easy and move forward with the ride …
HOW TO CHOOSE AN EAD With all the various standards, regulations, options, and opinions, it can be difficult to decide on a solution and feel confident that your operation is making
5. Inspect and maintain your EADs in accordance with the requirements and recommendations provided by the device and zip line manufacturer(s). After spending all this time and money, you want to maintain your assets.
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installation is just a little bit different, so the needs can change across a vast range. Darryl Hore of Caliber Engineering notes that the spring pack option is a favorite within his firm when dealing with higher entry speeds, but the company recognizes this is not the ideal solution for every installation.
4. Test, test, test! This is where your fears will first max out and then be put to rest. It is important to follow the testing programs of the EAD device supplier and the ride manufacturer, assuming they have provided one. If one was not provided by either company, contact your designer/engineer to determine the best program for your site. Then, take videos and document these tests. This step is important for new and existing installations. If your primary braking system and EAD system were never tested and accompanied with documentation, it is wise to do so sooner rather than later.
PLANNING YOUR VISITOR CENTER
Your center of operations is a multi-function facility for guests and staff, and it requires
BY GEORGE POWELL, SKY HIGH HURDLES/HIGHLANDS AERIAL PARK
a well-thought-out plan.
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The visitor center at an aerial adventure operation serves a variety of functions, many of which the visitor is never actually aware of. Before constructing a visitor center, or renovating an existing one, the importance of proper planning cannot be overstated—from the general layout to the exact locations of electrical outlets, and everything in between. As the old carpenter’s rule says: measure twice, cut once. This applies to planning your visitor center. Here, we’ll provide some tips to help you get it right the first time, and help avoid finding costly and time-consuming mistakes after the project is done. GENERAL PRINCIPLES Whether you are adapting an existing space, building from scratch, or utiliz-
and staff considerations when planning your visitor center. ing a modular system, the basics are the same. Efficiently allocating space for each of the center’s several functions is essential. Those functions include guest reception, retail concession, restrooms, tour staging/gear up area, business office, staff lounge, gear storage, supply shelving, and bulk warehouse. The amount of space dedicated to each area depends on the volume of traffic expected at peak periods. If all of the functions can be under one roof, the expense is generally less than having multiple structures. Even more cost efficiencies are realized if the facility has multiple levels. The following advice assumes a multi-level facility with everything under one roof, but regardless of the structure, the same principles apply. You have to balance space allocation, traffic flow, system efficiency, participant comfort, asset protection,
Parking. While not part of the visitor center structure, having enough parking for peak periods is an important consideration because all space—land or structure—has a cost, so prudent use of space is critical. One formula estimates 2.5 guests per car. A three-hour attraction that can turn over three times per day averages 7-8 guests per parking space. If you anticipate a maximum of 200 guests per day, you’ll need a minimum of 30 guest parking spaces, plus spaces to meet ADA requirements. In addition, you’ll need to accommodate staff vehicles either on site, or off site and shuttle them in. Guest access. The visitor-center access should be inviting and easy to find. Here, traffic flow becomes a primary consideration. Upon entering, the
Opposite page: The welcome center at Royal Gorge Bridge & Park, Colo. Above: The visitor center at Anakeesta in Gatlinburg, Tenn., is inviting with an easy-to-navigate arrival experience. All Royal Gorge photos: courtesy of Eve Nagode, FoxRunArt.
Once registered, guests will need an incentive to move on from the reception desk to reduce congestion. A fire pit, game area, short nature trail, observation deck, video wall, or point of interest should be planned to move the guest away from the check-in/out space. Retail. The retail display area should be visible from the reception desk, but located where it doesn’t block guest flow or access to the other activities. Restrooms. First, restrooms should be intelligently located. For example, if guests need to walk through the retail display to get to the restrooms, it increases exposure of the merchandise
Don’t forget parking in your plans. Aerial view of Royal Gorge lot.
offered. Unisex or family-designated use reduces lines, and is also less expensive to build and maintain. Tour prep area. The area where guests get harnesses and gear should be a designated quiet area away from crowds, so instructions can be heard and distractions kept to a minimum. Multiple stations may be necessary depending on the number of participants. Each station should have convenient access to the gear storage room to facilitate staging the gear pre-tour, and returning to storage at the completion of the activity. Ideally, both the guest access and the gear storage room are on the same floor of the building, preferably at ground level. Make your gear-up space big enough for spectators to observe the process. Often, non-participants (think parents and grandparents) want to watch and hear the guide instructions/ ground school. Business office. If possible, the business office should have visibility and quick stairway access to the main floor, to react to situations requiring supervisor attention. The visibility requirement
suggests this would be on the second floor or a mezzanine. Storage space for office supplies and other daily replenishment items should be a part of, or close to, the office. Staff lounge. This space can be on the lower level, but should have separate outside access from that which the public uses. It should have enough space for seating, a table, and lockers or cubbies where staff can store their stuff. It should also have sufficient electrical and shelving for conveniences such as a refrigerator, microwave, and perhaps a hot plate. A sink is also helpful. Bulk storage. You’re going to need a dry, accessible place to store the things that you may not need every day, but take up a fair amount of room. This area can be located on the lower floor. SPECIFIC NEEDS AND CONSIDERATIONS Once space has been allocated, planning within that space is critical to efficiency. Wiring and electronics. The reception area will house many systems requiring both space and wiring. Guest check-in and -out is usually performed in the same area, with the same staff utilizing the same equipment. Computers, credit card processors, Wi-Fi modems, telephone systems, cash drawers, electronic scales, printer, scanner, video player, and TV remotes along with supplies and other essential accessories will all be in
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check-in counter or kiosk where participants register, execute the waiver, and are weighed should be easily accessible, with plenty of space in front of or around it.
PLANNING YOUR VISITOR CENTER an 8- to 12-foot counter or kiosk. Most will require wiring and electrical outlets. The business office, staff lounge, and storage rooms will have their own specific wiring needs, with a security system, floor and wall outlets, interior and exterior lighting, HVAC requirements, and battery chargers. The location of the breaker box itself should be finalized prior to contacting an electrician for completion. Retailing 101. At a minimum, the visitor center retail area should sell discretionary souvenirs such as t-shirts, photos, and logo items that help guests document and remember the experience. Sunscreen, sunglasses, bug spray, and other personal care items should be available, too, and merchandised close to the cash register.
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Another merchandising tip: offer souvenirs that range in price, but put higher-priced items in prominent locations. Grandma is likely to buy something, so would you rather she buy a $2 keychain
or a $40 hoodie? If grandma has a cheap and easy option, she may take it, so make it easier to decide on something of more value. Plan your assortment and placement of merchandise wisely. Food service. The level of food service you offer requires some thought and analysis. Refreshments, both drinks and snacks, are expected. Packaged food, vending machines, drink and ice cream coolers can address the basic needs of your guests without complicating the situation.
For new operations, it’s prudent to delay that decision a year or two, or until experience dictates the direction you should take. If the core business is adventure, stick to the knitting until you are confident food and beverage service will be successful. Brown bagging. Guests may also bring their own food and beverages, and use
If your facility already has dining with appropriate kitchen facilities, it’s a desirable amenity. If it does not, take a long, hard look before adding it. Do you want to add the health department to the other regulatory agencies you will be dealing with? In addition to the space needed for food service, consider the other requirements: refrigeration, sterilization, waste disposal, inventory management, and service format (table service, buffet, grab and go). Above: Retail space at Royal Gorge has souvenirs, snacks, and essentials. Below: The dining area at Royal Gorge is large, scenic, and invites visitors to sit and take in the view.
Climate control. Another consideration for the public areas is climate control. The more open the public area, the better. If the interior is more comfortable than the exterior, no one will go outside, and the reception area will be jammed. The office staff may discreetly use fans and heaters as needed and dress for the season.
Great Outdoors Trading Company retail space at Anakeesta.
a picnic area if there is one. If you offer only basic snacks and drinks, you can always encourage guests to bring their own sandwiches, etc. Determine a policy on alcoholic beverages. First, check with local and state authorities to see if there are rules you must adhere to, even if you aren’t serving/selling alcohol. Of course, the
number one rule for participants is no consumption prior to or during participation. If state and local rules allow, it’s up to you if alcohol is permissible for non-participating guests and guests who have completed the activity. Limiting alcoholic beverages to a designated area makes sense, whatever your policy.
Restrooms. Restrooms are most versatile when limited to one commode, sink, mirror, wastebasket, air freshener, coat hooks, ceiling light with exhaust fan, soap, and towel dispenser. The floor should be an easily cleaned artificial surface, no wood floors. Decorate the walls with photos of the park, but no people. Privacy locks on the inside of the door. Inspect frequently for cleanliness and to replace supplies. Gear room. The gear room should be adjacent to the prep station. Trolleys, harnesses, and other gear must be stored in a way that rotates the use. Well-anchored cables strong enough to support the considerable weight of the gear are a good method. One system
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By lightly pulling on the rope, with the help of a motor; the tandem seat ascends the length of the tower.
PLANNING YOUR VISITOR CENTER that works well: Returned gear is hung at one end of the cable, and current gear is retrieved from the other end. A dehumidifying system is needed in the gear room to dry out sanitized gear. Store ropes and other such materials in rodent-proof containers. Office, staff needs. The business office requires a lockable file cabinet big enough to store personnel files and other important documents. Two desks with chairs are essential. One will serve as the primary workstation, with phone and computer for reservations, payroll reporting, schedule production, record retention, etc. The second desk may be used for a variety of things. One or two walls should be shelved for supply storage. The staff lounge should be properly stocked. It may have a microwave, refrigerator, hot plate, hot-water dispenser, and table with chairs for a
The Adventure Outpost at Anakeesta is the launch pad for many activities. quick lunch. Lockers would be nice, but cubbyholes more likely. The lounge is a potential morale disaster, with some appreciating it while others abuse it. Management should monitor daily. Bulk storage and seasonal decorations will require dry space wherever it can
be found. If vehicles are used, a barn or garage will prolong their useful life. Fuel storage can be in the same location. George Powell always welcomes questions and comments. Direct them to George@ skyhighhurdles.com.
FOR SALE
Adventure Park • Very busy and profitable Adventure Park • Suburban location in Mid-Atlantic
Contact Greg Caruso gcaruso@harvestbusiness.com
72 [www.adventureparkinsider.com]
or
609-664-7955
This space is used by the leading suppliers of services to the aerial adventure park industry. • • • Siri Salonen
Engineers Planners Designers
• • •
Builders Trainers Consultants
This is where the industry looks for the expertise it needs. Shouldn’t your service be here, too?
Contact Sharon Walsh, Advertising Director (508) 655-6408 or sharon@adventureparkinsider.com
>> A Time of Change continued from page 30 Imagine this scenario. A trusted highperforming male employee complains repeatedly about an angry manager with an explosive temper who yells only at female employees. This long-tenured manager is highly valued for his operations expertise. The owner wants to retain this male employee even though there has been plenty of incidents and rationale to separate him for just cause. When legal counsel advised that they separate him with a severance agreement, they chose not to reveal any of the complaints against him. There’s plenty wrong with this scenario. It might take less time to ask what went right. Did you catch it? It was the male employee standing up for his female colleagues. This is the kind of action that changes dysfunctional norms. This action can take several forms: Witnesses call out bad behavior. Men don’t let other men get away with “locker room talk” or blatant bullying. Women don’t diminish the sensitivities of other women.
There’s a further unhappy aspect of this scenario: For the angry manager’s next employer, the management team and their unsuspecting employees will be exposed to the same destructive, uncorrected behaviors. FOUR MANAGEMENT MUSTS Change is often difficult. The following steps can hasten and ease the process. 1. Train managers, especially front-line supervisors, to keep a finger on the pulse of their team members. It’s up to owners and management to look into rumors of inappropriate behavior, thoughtfully listen to concerns, and address them swiftly. 2. Keep up to date on HR practices and emerging laws. Small businesses can often make human resource blunders that hurt profits and keep them from growing. Federal, state, and local government regulations, laws and reporting requirements change constantly. Consider becoming a member of the Society for Human Resource Manage-
ment (SHRM). Anyone who is involved in HR, supervises the HR function, or otherwise has an interest in HR is invited to join. www.shrm.org 3. Owners should take the lead on investigations in a timely manner to get to the truth. They must consistently enforce policies for reporting, investigating, and resolving complaints of bullying, harassment, and discrimination. 4. Managers should audit physical environments such as locker rooms, kitchens, and male-centric areas where offensive items might be displayed. Supervisors must understand it is their responsibility to notice and report behaviors even when team members don’t complain. When leaders choose to champion and adopt these practical suggestions as strategic initiatives, their businesses— and the industry—can become a collective beacon for fairness and practical progress. Reach Laura Moriarty at www.tahoetrainingpartners.com.
Deimos Zip Harness 16193 - 10A Ave. Surrey, BC Canada, V4A 9R6 604-418-7328 info@zip-harness.com
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F E E D BAC K TO E N H A N C E T HE GUEST E XP E RI E NCE W W W.GU ESTRESE A RC H .CO M
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CEO - Tom Clark
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ISC ����������������������������������������������������������������������������������23 www.iscwales.com 216.276.1581
Challenge Design Innovations ���������������������������������������8 www.challengedesign.com 828.727.6850
Kanopeo GmbH �������������������������������������������������������������25 www.kanopeo.com +41 79 285 66 38
CLIMB Works Design ����������������������������������������2nd Cover www.climbworksdesign.com 615.418.3785
Koala Equipment �����������������������������������������������������������37 www.koala-equipment.com +33 4 50 97 50 18
Deimos ���������������������������������������������������������������������������73 www.zip-harness.com 604.418.7328
KristallTurm ������������������������������������������������������������������16 www.kristallturm.com 785.551.8272
Experiential Systems, Inc. ������������������������������� 4th Cover www.experientialsystems.com 877.206.8967
OmniProGear Inc. ���������������������������������������������������������73 www.omniprogear.com 303.587.2540
Fareharbor ���������������������������������������������������������������������26 www.fareharbor.com 808.495.0244
Outplay Adventures ������������������������������������������������������39 www.outplayadventures.com 201.446.1146
Fehr Bros Industries, Inc. ���������������������������������������������38 www.fehr.com 800.431.3095, ext 219
OZMOY ���������������������������������������������������������������������������42 www.ozmoy.com 844.560.7399
FrenchCreek Fall Safety ������������������������������������������������34 www.frenchcreekproduction.com 877.228.9327
Peak Trading �����������������������������������������������������������������46 www.peaktrading.com 845.338.1325
Granite Insurance ���������������������������������������������������������11 www.graniteinsurance.com 828.212.4552
PicThrive ������������������������������������������������������������������������20 www.picthrive.com 866.706.9005
Guest Research �������������������������������������������������������������73 www.guestresearch.com 303.488.9808
Ropes Courses Inc. ��������������������������������������������������������35 www.ropescoursesinc.com 877.203.0557
Hackwell Innovations �����������������������������������������������������5 www.hackwellinnovations.com 615.997.0070
Ropes Park Equipment ���������������������������������������������������3 www.ropesparkequipment.com 203.260.4111
SE Group ������������������������������������������������������������������������72 www.segroup.com 970.668.3398
Signature Research Inc. ������������������������������������������������14 www.signatureresearch.com 770.577.8048
Singenuity ��������������������������������������������������������� 3rd Cover www.singenuity.com hello@singenuity.com
Star Lifts Summer World ����������������������������������������������71 www.starlifts.com 603.863.0241
Strategic Adventures ����������������������������������������������������30 www.strategic-adventures.com 888.553.0167
Synergo ��������������������������������������������������������������������� 33, 43 www.teamsynergo.com 503.746.6646
Terra Nova LLC of Utah ������������������������������������������������27 www.ziprider.com 435.336.8800
The Flybook �������������������������������������������������������������������45 www.theflybook.com 855.909.2665
Tree-Mendous Aerial Adventures ��������������������������������24 www.tree-mendous.net 518.288.2920
Tube Pro �������������������������������������������������������������������������36 www.tubeproinc.com 1.866.882.3776
Wherewolf ���������������������������������������������������������������������47 www.getwherewolf.com 970.236.1561
Wiegand Sports USA ������������������������������������������������������41 www.wiegandsportsusa.com 866.377.2169
Worldwide Enterprises, Inc. �����������������������������������������22 www.wwewirerope.com 888.297.3900
All-in-one software for tours & activities
SIMPLIFY YOUR ZIPLINE OR ADVENTURE PARK BY USING ONE SOFTWARE FOR YOUR BOOKINGS, WAIVERS, PHOTOS, AND POINT-OF-SALE.
ONLINE BOOKING
DIGITAL WAIVERS
RESERVATION MANAGEMENT
MERCHANDISE TRACKING
COMPLETE PHOTO SYSTEM
FULL POINT-OF-SALE
DESIGNED MOBILE-FIRST
WITH SELF-SERVICE KIOSK
SEAMLESS CHECK-IN PROCESS
INTEGRATED WITH SQUARE
hello@singenuity.com | singenuity.com
We take inspections and maintenance seriously. Lives depend on it. When it comes to the safety and reliability of your adventure park, you need a team you can trust. ESI has the knowledge and expertise you can count on. Our inspectors stay up to date on the current safety standards. And with over 30 years of experience, we are a leader in the industry. We provide quality inspections on zip lines, aerial adventure parks, challenge courses and climbing structures. Protect your participants and safeguard your investment by hiring one of our certified inspectors today.
• • • • • •
Book your next inspection!
877-206-8967
www.experientialsystems.com
Annual Inspections Third Party Inspections Maintenance and Repairs Skills Verification NAARSO and ACCT Certified 30 Years Experience