SeaWorld Parks & Entertainment and FEMA partnership

SeaWorld Parks & Entertainment 9205 South Park Loop, Suite 400 Orlando, FL 32819

MEMO Date:

Nov. 11, 2009

To:

Jim Atchison, President and Chief Operating Officer

From:

Jeremiah Chapman Director of Discovery Relations Shamu Building, Office 500 Ext. 7000 jchapman@seaworld.com

Subject:

SeaWorld Parks & Entertainment safety proposal

My team has met your challenge to find new ways to improve the SeaWorld’s reputation for safety. We want to present to you a breakthrough partnership idea with FEMA. I met with FEMA’s communications representative and after discussing the different values and strengths of our organizations, we realized that this partnership would allow FEMA to communicate safety strategies to the parks’ visitors as well as create a new unique experience for our guests using pre-existing rides. Following lengthy research and planning, my team has created a partnership proposal titled: “Escape from Disaster.” This is an extensive project that allows for new adventurous experiences within the SeaWorld and Busch Gardens locations as well as an in-depth educational initiative.

Feel free to ask me any questions about the attached proposal before our formal meeting next week. I look forward to hearing your response.

Situation Analysis This proposal focuses on crisis management of SeaWorld Parks & Entertainment as well as the company’s education initiatives.

The present crisis management threats the company faces are twofold: 1) terrorism disasters and 2) natural disasters.

Located in Virginia, Florida, California and Texas the various parks are all susceptible to possible natural disasters which would necessitate various crisis management plans. Reminders of the vulnerability of these parks include the damage caused to Busch Gardens Williamsburg from Hurricane Isabelle and the implementation of the “Peace of Mind” Hurricane Policy implemented for visitors to SeaWorld, Busch Gardens and Discovery Cove in Florida. Furthermore, being points of interest for mass groups of people, these amusement parks could be prime targets for terrorist attacks, just as Walt Disney World shut its doors periodically following the Sept. 11 attacks, so does the Busch Entertainment Corporation face such a threat.

The present education initiatives offered by Sea World are company strengths that provide inspirational family experiences. These include: -

An educational tour with behind the scenes at the Busch Gardens and SeaWorld parks The keeper-for-a-day program at the animal exhibits in Busch Gardens Tampa and “Behind-The-Scenes at Busch Gardens” which offers insight into running the 350 acre park.

A ticket package allowing attendance to both Busch Gardens Williamsburg and Colonial Williamsburg.

Furthermore, there is the purely educational, up-close experience with animals found at the Busch Gardens, SeaWorld and Discovery Cove parks. These are the same type of experiences that can be found at well-respected zoos, aquariums and museums across the nation. Also present is the My World is Green and Growing program for children at the Sesame Place park in Pennsylvania.

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Target Audiences

The forthcoming plan targets general American families who would typically visit one of the SeaWorld’s Worlds of Discovery. Parents in this group are typically middle-aged and care greatly about their safety and their children’s safety and education.

American Families The typical American family, according to the U.S. Census Bureau’s 2006-2008 American Community Survey 3-Year Estimates, has an income of about $52,175 and is made up of about three individuals. The median age of total Americans is 36.7. It is important for this proposal to note that out of the entire population who own housing units, 67.1 percent are owner-occupied housing units and 32.9 percent are Renter-occupied housing units.1 Parents Concerned with Family Safety This proposal focuses on the household leaders’ need and desire to sufficiently protect their families from harm. According to a 2003 American Red Cross poll, “…people are less confident about being prepared at work than at home; there is a greater need for Americans to translate confidence and awareness into action; and certain regions of the country are better prepared than others.” 2 The regions of the country that are best prepared include Worlds of Discovery locations. This could be due to the prevalence of natural disasters in these areas and the pressing need for families to make family safety a priority.

Parents Desiring Disaster Education for Children One of the main ways these families prepare for any natural disaster is through educational tools for their children. This tactic is promoted by specific websites created to inform children, such as FEMA for Kids. 3 Due to parent’s need for control and confidence, children are often taught safety procedures, first-aid training and CPR training at schools and community programs. They have a desire to educate their children on disaster relief and preparation.

Parents Desiring Historical Education for Children We recognize that most parents want to broaden their child’s education. Therefore, we believe this plan, which includes educational programs in history, international affairs and global culture, will appeal to most parents.

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The Plan The purpose of this plan is to establish a partnership with the Federal Emergency Management Agency (FEMA) and integrate “disaster educational experience programs” as a part of monthly “Escape from Disaster Days” during the selected parks’ regular operating seasons. The following goals outline what this partnership would look like.

Goal: Promote national disaster preparation and reinforce the parks’ reputation of being educational along with thrilling.

Objective 1: To create real-life rescue experiences at various parks by March 30.

Tactic 1: Obtain insurance and legal permission to allow use of water rides for experiences.

Brief Description: Inspect the following rides for availability to be used without the typical rafts: Shipwreck Rapids (SeaWorld San Diego), Congo River (Busch Gardens Tampa) and Roman Rapids (Busch Gardens Williamsburg).

Deadline: December 22, 2009.

Budget: Cost included in wages.

Supervisor: Larry Giles --Vice President of Design and Engineering Busch Gardens and Water Country USA) Evaluation: The success of this tactic depends on whether or not each ride is found safe enough to allow individuals not in rafts to be in the water voluntarily.

Tactic 2: Recruit rescue workers to participate in mock rescue missions with visitors.

Brief Description: Create a media kit or summary of program to send to rescue organizations selected by FEMA to best represent typical response to a flood or hurricane disaster. Go through contract negotiations to allow for these volunteers to participate. For example, Congo River was used by Florida’s Urban Search and Rescue Task Forces to train for water-related missions this past summer.4 Deadline: January 30, 2010 Budget: Creation and postage of media kits.

Supervisor: Busch Gardens Tampa Public Relations Team Evaluation: Successful completion will depend on solidifying the participation of rescuers in each state (Florida, California, Virginia).

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Tactic 3: Promote the creation of monthly rescue events during the regular season.

Brief Description: We will create a print ad campaign promoting the new attractions to the three parks. Selected days titled: “Escape From Disaster Days,” will be chosen based off of the interest rates of the Worlds of Discovery website (shown by the following graph) 5.

Deadline: February 14, 2010 Budget: Advertisement campaign funding Supervisor: Busch Gardens Tampa Public Relations Team Evaluation: Success will be measured by the solidification of specific dates of new experience’s operation and a healthy response rate to the advertisement campaign.

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[Goal: Promote national disaster preparation and reinforce the parks’ reputation of being educational along with thrilling.]

Objective 2: Integrate FEMA disaster relief advice and information in parks.

Tactic 1: Have FEMA representatives present around select rides with related materials.

Brief Description: FEMA representatives will be at the exit of the following rides: Journey to Atlantis at the three SeaWorld parks and Escape from Pompeii in Busch Gardens Williamsburg. Communication must be made with FEMA to provide select personnel for “Disaster Days.” These representatives will provide commentary and brochures providing disaster safety strategies.

Deadline: January 30, 2010 Budget: Brochure Production Supervisor: Dan Dipiazzo--Vice President of Marketing Busch Gardens and Water Country USA Evaluation: The success of this tactic will be measured by the completion of brochures and presence of FEMA personal at all “Disaster Days” of the regular season.

Tactic 2: Create an educational video relating ride experience to possible natural disaster experiences.

Brief Description: Videos are displayed within each ride station for advertising and to address safety concerns. In addition, a video that meshes the historical context of Atlantis and Pompeii with FEMA and natural disasters will also be repeated throughout “Disaster Days.”

Deadline: February 14, 2010 Budget: Production costs; Talent included in park actors’ wages Supervisor: Dan Dipiazzo--Vice President of Marketing Busch Gardens and Water Country USA Evaluation: All that is required is the creation of a video up to the standard of visual quality typically found at Worlds of Discovery locations.

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[Goal: Promote national disaster preparation and reinforce the parks’ reputation of being educational along with thrilling.]

Objective 3: Create a natural disaster history exhibit in select parks.

Tactic 1: Create a historical exhibit within the buildings surrounding select rides.

Brief Description: Journey to Atlantis and Escape from Pompeii rides all have extensive architecture and themed scenery. Using FEMA personal as consultants, a list of important natural disasters will be compiled along with visuals and historic artifacts. Curators will be contacted to contract out the artifacts as well as company designers to lay out the floor plan of the exhibits, which will take up any available space outside or inside the ride scenery structures.

Deadline: February 12, 2010 Budget: Materials for new exhibit floor plan and design; Payment to lease out artifacts; Payment to use copyrighted visuals Supervisor: Larry Giles --Vice President of Design and Engineering Busch Gardens and Water Country USA) Evaluation: The exhibit must be up to a certain educational standard so that it is more than a collection of photographs. It should have scholarly commentary on the exhibit materials as well as an organized presentation.

The successful exhibit will travel around to the three parks during the weeks of the Disaster Days.

Tactic 2: Promote the new exhibit to the target audience.

Brief Description: We will create a print ad campaign promoting new attraction to the three parks: a new museum-quality exhibit featuring the great natural disasters of human history. Also, we will create public releases and promote possible news coverage.

Deadline: February 20, 2010 Budget: Print ads included in previous advertising budget Supervisor: Busch Gardens Williamsburg Public Relations Team; Sea World Orlando Public Relations Team Evaluation: Success will be measured by the healthy response rate to the advertisement campaign.

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[Goal: Promote national disaster preparation and reinforce the parks’ reputation of being educational along with thrilling.]

Objective 4: Create a planned program for middle schools to use as educational trips.

Tactic 1: Create a schedule of events for school trips on Disaster Days.

Brief Description: A planning committee will meet to establish a plan of events for schools so that it makes the field trip process as simple as possible. Included would be the selection of certain rides and areas, description of the program and a map to be handed to each school upon park entry.

Deadline: December 1, 2009 Budget: Print costs of plan Supervisor: Joseph Couceiro-- Vice President of Sales and Marketing Evaluation: Success depends on the completion and printing of the plans for each park.

Tactic 2: Provide educated personal to direct tours.

Brief Description: The SeaWorld and FEMA will collaborate to train and hire volunteer personnel to lead each school as a tour guide of the parks during “Disaster Days.” They will be knowledgeable of the programs intentions, environmental information and capable of effective public speaking.

Deadline: February 1, 2010 Budget: FEMA will provide uniforms and trained personal.

Supervisor: Joseph Couceiro-- Vice President of Sales and Marketing Evaluation: This will be successful when sufficient staff have been hired and are able to participate during the Disaster Days.

Tactic 3: Create a media kit of new programs to send to regional schools.

Brief Description: A printed packet full of information about the “Disaster Days” will be sent out to regional middle schools surrounding the participating parks. Included in the packet is a website from which schools can easily register and purchase discounted tickets to attend the parks during the event days. A reminder letter will be sent out requesting the schools’ participation and promoting the educational initiatives.

Deadline: January 3, 2010 Budget: Paper and postage Supervisor: Joseph Couceiro-- Vice President of Sales and Marketing Evaluation: Success will be measured by having at least two schools visit each park during “Disaster Days.”

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Goal: To improve SeaWorld’s disaster crisis management plans and reputation for safety.

Objective 1: Partner with FEMA to create disaster crisis plans and grant.

Tactic 1: Make a collaborative meeting with executives of Worlds of Discovery parks and FEMA executive members to create a natural disaster crisis plan.

Brief Description: Due to the benefits of “Escape from Disaster” days to both FEMA and SeaWorld, FEMA will then also improve its and the SeaWorld’s reputation for safety by providing consultation for SeaWorld’s already existing natural disaster crisis plans. This will make the plan more credible and a positive aspect of SeaWorld from which to advertise and be nominated for any commercial awards related to the subject.

Deadline: September 10, 2010 Budget: FEMA will transport to SeaWorld headquarters.

Supervisor: Mr. Keith M. Kasen Chairman of the Board and President Evaluation: Success will be marked by the significant mark of FEMA policy and expertise on parks’ crisis plans, enough to be inducted into the PreDisaster Mitigation Grant Program run by FEMA. Tactic 2: Have a collaborative meeting with Worlds of Discovery and FEMA executives to create a terrorism crisis plan.

Brief Description: This meeting is much like the natural disaster crisis plan meeting except dealing with SeaWorld’s anti-terrorism initiatives.

Deadline: September 10, 2010 Budget: FEMA will transport to SeaWorld headquarters.

Supervisor: Mr. Keith M. Kasen Chairman of the Board and President Evaluation: Success will be marked by the significant mark of FEMA policy and expertise on parks’ crisis plans, enough to be inducted into the PreDisaster Mitigation Grant Program run by FEMA. Objective 2: Promote SeaWorld’s dedication to safety.

Tactic 1: Advertise SeaWorld’s commitment to safety and expertise in disaster preparation on internal publications.

Brief Description: Statements certifying the collaboration between FEMA and SeaWorld will be featured in employee newsletters and in training materials used for the hiring processes.

Deadline: November 1, 2010 Budget: Print expenses Supervisor: Joseph Couceiro-- Vice President of Sales and Marketing Evaluation: This will be successful when every employee feels confident that the company has secure disaster crisis plans and are above the norm in safety preparation.

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Tactic 2: Create a press release to be featured on the Worlds of Discovery website and sent to news outlets by April 15, 2011.

Brief Description: A press release will be written focusing on SeaWorld’s partnership with FEMA in the Escape from Disaster strategic plan and in SeaWorld’s crisis management plan development.

Deadline: April 15, 2011 Budget: Print and postage expenses Supervisor: Joseph Couceiro-- Vice President of Sales and Marketing Evaluation: The success of the press release will depend on if a major news outlet picked up the story and created a feature article or news package on the effectiveness of the partnership.

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Timetable

December 1, 2009

Goal 1; Objective 4; Tactic 1

Events schedule for school trips

December 22, 2009

Goal 1; Objective 1; Tactic 1

Permission for water ride use

January 3, 2010

Goal 1; Objective 4; Tactic 3

Media kit for regional schools

January 30, 2010

Goal 1; Objective 1; Tactic 2

Recruit rescue workers

January 30, 2010

Goal 1; Objective 2; Tactic 1

FEMA representatives

February 1, 2010

Goal 1; Objective 4; Tactic 2

Tour personnel

February 12, 2010

Goal 1; Objective 3; Tactic 1

Historical exhibit

February 14, 2010

Goal 1; Objective 1; Tactic 3

Print ad campaign

February 14, 2010

Goal 1; Objective 2; Tactic 2

Educational video

February 20, 2010

Goal 1; Objective 3; Tactic 2

Promote new exhibit

September 10, 2010

Goal 2; Objective 1; Tactic 1

Meet with FEMA: natural

September 10, 2010

Goal 2; Objective 1; Tactic 2

Meet with FEMA: terrorism

November 1, 2010

Goal 2; Objective 2; Tactic 1

Advertise safety commitment

April 15, 2011

Goal 2; Objective 2; Tactic 2

Press Release

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Challenges Challenge:

It may be extremely difficult to get insurance coverage that allows for park visitors to experience being rescued out of Shipwreck Rapids, Congo River and Roman Rapids.

Refutation:

In order to participate in the experience, participants will have to sign a liability form, placing all of the insurance responsibility upon themselves (much like participating in whitewater rafting). Furthermore, participants will wear a lifejacket and will only experience a selected section of the ride. This will minimize the potential for accidents.

Challenge:

Finding sufficient enough material to have a historical exhibit that is deemed worthwhile to visit.

Refutation:

We will make use of the large database of photography of natural disasters found through museums, libraries and online. A specific number of artifacts will tour around to the participating parks. These artifacts will be leased from credible museums and therefore worthwhile to see. The exhibit will be more of an experience of awe-inspiring photography and useful information rather than a museum.

Challenge:

Having enough FEMA volunteers to participate in each “Disaster Day.�

Refutation:

Because this is a partnership, the initiatives of this proposal are also supported financially and personnel-wise by FEMA. This will be extremely beneficial for both parties. Therefore, in accordance to partnership responsibility, the provision of volunteers will be handled by FEMA, allowing the BEC to focus on its responsibilities.

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Brief Conclusion This is an extremely adventurous proposal. However, SeaWorld is an adventurous company. We open up worlds to discover, places that provide awe-inspiring experiences for the entire family.

Therefore, what better way for the SeaWorld to best serve the interests of its consumers than by paying attention to their major concern: family safety.

Partnering with FEMA will allow us to create credible, educational and practical ways for families to prepare for natural disasters. This will create trust between us and our consumer. Once that relationship has developed, we will have successfully established loyal customers who will be a part of creating an entirely new community that looks out for the interests of its members.

Financial needs for our company and volunteer needs for our animal conservation initiatives will be a thing of the past.

With this proposal, we will be trusted by our consumers and respected by our peers because we represent what it looks like for a company to genuinely care about all aspects of its consumer base.

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