Author: Nicole Harada

WHAT IF…

…we designed a theme park with physical distancing and health-safety as guiding principles?

Disney Shanghai has opened its doors at reduced capacity to allow visitors space to learn the “new norms”, such as spacing out within a queue and frequent hand sanitizing and facility wipe downs. A “mega theme park” like the Disney or Universal parks typically means an annual attendance of over 10 million people, and over 60,000 people within approximately 110 acres of guest area on a normal day.

In these mega theme parks, visitors make their way down crowded streets, pack in to get a glimpse of a passing parade, and stand together in long queues to enjoy the amazing attractions together. A general rule of thumb for theme park density is between 500 and 650 people per acre (per 0.4 Hectares).

What if we want to design a park that meets this level of capacity, and also allows for the current recommendations on physical distancing? There are many new and innovative technologies and operating methods that will be able to assist in this effort moving forward, but what would it take using the existing tools and methodologies commonly practiced today and designed a park around those needs and parameters?

Personal Space

Space is the major commodity when talking about physical distancing. During a typical summer weekend day at a theme park, visitors often find themselves walking in a crowd, frequently having to stop momentarily or making frequent course corrections to avoid bumping others. This indicates a density of 10-15 square feet, sf (1-1.4 square meters, sm) per person within the circulation space, and if there’s a parade or a sudden character appearance, that density may go down to 5 sf (0.46 sm) per person, meaning that people will be brushing into each other and their movement will be severely restricted until the gathering disperses. These factors are what drive many theme parks to create “travel lanes” around parades or performance areas to allow the movement of people to still flow, albeit still at a reduced rate. The graphic above highlights:

• Pre-COVID Personal Space   = 10-15 sf (1-1.4 sm) per person
• Post-COVID Personal Space = 140 sf (13 sm), 6 feet (1.8 meters) between individuals
• Post-COVID Group of Three = 200 sf (18.6 sm) for group and 67 sf (6.2 sm) individually

The arrival sequence at a park usually starts with a personal family vehicle, a coach-bus, or a form of public transportation such as a bus or a train. The impact of current COVID distancing recommendations will have an impact on how quickly people can arrive at the park, as well as the spatial requirements to receive them at the front gate. The expanded requirements for these spaces and arrival systems are not directly considered in this study, but because those are specific location-based factors.

Assuming people will be arriving and traveling through the park in small groups the individual space recommendations will overlap to reduce the spatial distance requirements. The space between people would include the paved areas, as well as the landscaped areas, which will further help with space planning. This does not take into account that parks are typically designed with crossing routes and plazas, which will now have to be more formally organized to create linear flows of traffic and avoid congestion. An easy way to think of this is a downtown urban grid of one-way streets, or maybe more relatable, an IKEA store which is filled with travel lanes.

Retail

Retail is a key component in the theme park program and an important asset to the visitor. Many of the modern theme park retail designs already lead visitors through a system of thematic spaces, departments, and purchasing opportunities that gently guide them through the stores. This would have to change to a more strict one-way aisle system, where displays can also act as a germ barrier between aisles. There would also need to be a greater allowance for staff positions throughout the store, as visitors would have restricted availability to touch items. Referring again to the rule of thumb, it can be assumed that 15% of the park population at any given moment is shopping, and the average allocation of space per person is 14 sf (1.3 sm), but with the COVID requirements a group of 3 will need approximately 80 sf (7.4 sm), less than walking down the street, requiring a 180% increase in parkwide retail facilities. 

Food and Beverage

Dining opportunities within the theme park will present the challenge of allowing people to sit in groups and dwell for an extended period of time while they eat. Typically, food facilities require about twice as much space as retail shops for approximately the same amount of people including dining patios, indoor seating, and kitchen areas. With the new factors, a table for four may need around 100 sf (9.2 sm) instead of just 40 sf (3.7 sm). In addition, there will need to be space accommodations for food preparation and service. These factors would require the food facilities in this new park to become approximately 150% larger than current theme parks. 

Attractions and Shows

Attractions are the big draw of theme parks; coasters, dark rides, theatrical shows, and walk-through experiences will all be impacted by increased personal space requirements. While the impact of increased personal space will vary based on the type of attraction, a show venue is one of the most densely populated attractions in a theme park. A typical show venue that seats 200 people can be 8,000 sf (740 sm) or more. A person seated in the theater takes up about 5 square feet (0.46 sm), with an additional 35 sf (3.2 sm) going toward the overall facility. Now that personal space requirement will be 67sf (6.2 sm), bringing the overall facility size to over 20,000sf (1,860 sm)—more than double the current standard for a show.

Conclusion

From a simple space planning perspective focusing on the physical distancing recommendations, the theme park circulation will have to increase 100%, the retail by 180%, food service by 150%, and attraction areas from 150-200%. These factors, applied to the entire theme park property, result in a 110 acre (44.5 Ha) theme park growing to over 200 acres (89 Ha) to accommodate the same daily attendance. 

Discussing this thought exercise with Entertainment + Culture Advisors, ECA, it is important to note not only the space implications, but also the cost and revenue considerations:

“Revenue for a mega park is a product of attendance and guest spend. New constraints on capacity could shift the business model to identify new premiums in guest spend. The focus will be on pricing as significant increases in retail or dining spend are unlikely if length of stay is the same or less. Pricing in the industry was already moving toward peak admission pricing tiers and express passes and this trend will accelerate if capacities are further constrained. Depending on the premiums required for the business model, the response from the market may be reduced demand that rebalances the sizing needs of new mega parks to lower attendance thresholds that serve more expensive and exclusive experiences.”

Also noted by ECA, the cost and revenue impacts for a mega theme park will not only be limited to the theme park and increased spatial requirements, but also the context of hotels, retail, and mixed-use development.  A mega theme park by definition is part of a larger development with many integrated program uses and functions.

This thought exercise purposefully does not take into consideration all of the creative thinking and innovative approaches being used by operators and designers around the world to quickly help reduce the impact of this pandemic on our opportunities for safe and enjoyable experiences but simply focuses on the potential implications of physical distancing. As the world continues to learn from this experience, a mixture of spatial planning, smart design, and new technologies will help to create a more realistic interpretation of theme park design which fits within achievable parameters while still keeping visitors safe during their time at the park.

Public venues of all kinds are re-opening to a radically different reality, as people venture out into the public space. Old ways and patterns of doing things are now different, ranging from shopping at the grocery store, to going to a theme park. The world has changed. It matters where you put your feet. How are wayfinding and operational signage adapting to a post-COVID world of public venues?

Traditional wayfinding helps people make choices for where to go and what to do. Signs are placed at key decision points, like at intersecting paths or entry points, and reduce stress by making it clear to visitors what decisions to make and where to go. 

But for public spaces like parks, museums, food & beverage and retail locations to reopen, new sign types are required. Signage for social distancing markers on the ground, wearing masks in public, directing one-way traffic flow on narrow pedestrian paths, hand sanitizer stations and instructions for guests to wait in family groups are now becoming common mandates. Guess what? That means a lot more signs.

With public spaces already filled with signage and messages of all kinds, this poses a challenge. Theme parks, museums, live events, and public spaces now grapple with both directing visitors and need to change their behavior. Activities we take for granted are now obsolete or need to change. Waiting in lines for attractions could be things of the past. Teaching people to learn new patterns of behavior requires clear directions and signage.

One danger is that guests get information overload/graphics fatigue in spaces now filled with new yellow, black, and red emergency signage. Too much info, blaring in the same key and intensity, is likely to be tuned out as people become desensitized to the “new normal.” It is visually overwhelming.

This creates a real problem of key messages being missed.

Critical information can be ignored, because our brains are wired to tune things out over time, due to repeated exposure. This happens in physical and digital landscapes, whether we read online dialogue prompts, hear audio messages, or see actual signage. Anthony Vance, the director of the Center of Cyber Security at Fox School, says, “it often has to do with memory… we saw it last time, so we don’t have to scrutinize it so much this time. Sometimes we remember something more than we actually see it.”¹

Our human tendency is to group similar patterns, colors and typography into simple schemas, which helps the mind organize information. In graphics (and psychology) it is called gestalt theory. It is a way of sorting out and classifying the information that surrounds us. While this grouping technique simplifies our life, it can make us miss the visual informational cues that help us navigate. Information that should be differentiated gets lumped in with other directional information that seems similar.

So the challenge is to create wayfinding and operational safety signs that are “sticky” and stand out in visually disruptive environments.

Here are five tips to improving important safety graphics:

1. Fear Overkill

Avoid signs looking like strident warning signs similar to hospitals, chain-link fences on government facilities and institutions or atomic labs (unless required). People get visual fatigue with signs that blare fear in red and black. Worse yet, they tune them out.

2. “Please” vs “Don’t”

Say “Please” instead of saying “DON’T”. Give a positive incentive for the desired behavior by making it more human, instead of a command. People respond to respect.

3. Humor

Humor can attract attention and be sticky, but needs to be tempered with the seriousness of the message. A sign should leave the reader with a smile and still show a sense of care for the topic. Keep calm and carry on.

4. Don’t Cry Wolf

Warning signs can create bad choices when it overstates the risk. “A warning sign can increase danger when it overstates the danger – meaning we take less precautions if our experience and subjective perception is that the danger is usually less than stated on the sign.”^²

5. Branded vs. Off-The-Shelf

One-size-fits-all solutions from code required sign catalogs all look the same. If you need a signage solution in a branded customer facing space, design the sign for that space. Use your brand colors, fonts and imagery, (where possible) to show that this is a deliberate response, not an imposed reaction.

The right next steps:
Creating wayfinding signage as a tool to inform safety decisions is key. If you want to impact behaviors, you will need the right strategy. Assess how your clients, customers, and guests interact with the space, and see what works in similar venues. This will help you to develop a signage plan that will be visible, easy to understand, and differentiated from other competing messages.

If you need our consulting or signage design services, contact Thinkwell’s team of experienced wayfinding and location-based graphics professionals. We are skilled in developing signage solutions customized to your unique needs.

References

1. Megan Alt , Tuning out Security Warnings, Temple University Fox School of Business, January 28, 2020
2. Dr Robert Long – PhD, Why Do We Ignore Safety and Warning Signs – Sometimes With Tragic Results? safetyrisk.net

It wasn’t long ago we were packing stadiums for concerts, or filling every theater seat for the opening weekend of a blockbuster movie. Guests would line parade routes at theme parks to catch a glimpse of their favorite princess, or to sing along with a marching band blasting a popular song. Theater makers were innovating new tactics to market traditional plays and musicals, to “get butts in seats,” as the old adage goes. And meanwhile, a new crop of artists were pushing boundaries, blurring the lines between audiences and performers, immersing visitors in the action of a play, haunted house, or escape room.

It seems like, in the blink of an eye, the entire live entertainment and performance industry has changed. The novel coronavirus has shuttered venues from Broadway’s largest houses to the tiniest Chicago storefront theaters. High capacity stadiums and small capacity escape rooms all went dark. But like the ghost light that remains lit on any stage, artists are finding their way through the dark to figure out how to bring entertainment to the world despite the restrictions and guidelines that dominate our new normal.

The internet became an immediate resource: artistic powerhouses like National Theater London started airing superstar performances, available on YouTube (for free) for limited runs. Other companies tinkered with paywall options to stream content that was (thankfully) recorded before the virus shut them down. Here in Los Angeles, the experimental opera company, The Industry, had to shutter their immersive, multi-path, wildly innovative Sweet Land well before its scheduled closing date. The company was able to think quickly and film the entire show, offering folks who missed out on the live event (yours truly included) a chance to watch from the safety of our laptops.

These are all great options. Pivots. Adjustments. But as shelter-in-place drags on, and restlessness sets in, performers and producers are beginning to think about how long term solutions can produce not just adjustments, but new inventions and fantastic innovations to the live events industry.

Here at Thinkwell, we’ve been brainstorming this head-scratcher using one of the basic tenets of our charrette (creative development work session) process. We’re assessing the parameters of our unfortunate situation: we assess CDC guidelines, think about how humans are going to respond to the “reopening” of their world, and understand guest expectations and wants for live entertainment. Then, we create the “box,” or the set of given circumstances that creates our creative sandbox. Personally, I love understanding the limitations of a creative conundrum! I think that knowing the walls and barriers of a task actually yields more creative solutions than “the sky’s the limit” thinking. 

And our creative sandbox has yielded exciting results! We are coming up with all kinds of ways to flip the switch on how to put live entertainment on the “stage of life,” so that we keep audience members safe. We want to produce parades-in-reverse, in which audience members drive past entertainment. We want to deliver immersive, content-driven shows that wind their way through neighborhoods, across the country, creating surprise and delight moments far beyond what happens when kids hear the “Turkey and the Straw” of an ice cream truck. We are tinkering with the idea of delivering neighborhood “walk-in” live shows or movies, utilizing park space or parking lots for communities to catch the newest blockbuster or a kids’ puppet show, all while staying socially distant. 

Storytelling, from a performer to an audience, has existed since time began. This virus won’t stop storytellers from putting on a good show. Thinkwell is ready to dream big about solutions to bring the show to our audiences.