Assessing COVID-19’s Impact on Water Parks and How They Recovered
The COVID-19 pandemic slashed overall attendance at water parks by 62% in 2020 compared to 2019, with revenues dropping by $3.7 billion. These startling numbers were released by moderator David J. Sangree, president of Hotel & Leisure Advisors, during the IAAPA Expo session “Water Parks: Impact from COVID-19 Pandemic in 2020 and Recovery in 2021.”
But it’s not all bad news, according to Sangree.
“We’re forecasting that attendance will return to 2019 levels by 2023, assuming that the COVID pandemic continues to recede,” he said, adding, “Customers will be willing to pay higher admission prices to water parks in 2022 and beyond, [thanks to] the constant talk about inflation [in the media].”
Having set the stage for the session, Sangree turned the microphone over to four water park operators.
Typhoon Texas took the COVID-19 pandemic as a learning experience, using its lessons to identify operational inefficiencies and streamline its operations. The company also worked to boost staff morale, improve guest services, and increase per-hour revenues for the days they were able to open. Going into 2021, Evan Barnett, president of Typhoon Texas Water Park, said that one of the big cost-savers has been reducing hours and days the park is open and maximizing each day.
Great Wolf Lodge coped with reopening its resorts and water parks on a state-by-state basis, due to differences in the states’ respective COVID-19 regulations.
“Labor is the big issue,” said Catie Christner, Great Wolf Lodge’s corporate risk and aquatics manager. “If there’s a water park out here that’s figured out labor, just replace me right now at the podium.”
Nick Scott Sr., president and owner of Scott Enterprises, said its revenues fell 38% in 2020, along with a 21% drop in attendance and per capita guest spending going down 30%.
“It was a real bomb going off,” Scott told the audience. Scott Enterprises rebounded by increasing its arcade size, improving amenities, reducing hours, and incentivizing its smaller staff to do more on the job.
Dameon Nelson, senior director of corporate operations at Six Flags Entertainment, closed the presentation by explaining how his company saw COVID-19 as a chance to fix its problems. For example, Six Flags is now dealing with the staffing challenge by boosting wage rates, paying for uniforms and certifications, and adding incentives.
“If you worked through a certain date, you received a payout bonus,” he said. The company is allocating staff to rides and aquatics first, and everything else after.
“Our brand is excitement,” Nelson said. “If we can’t provide that for guests, we’re failing.”