Whalom Still Strong

It’s been eight years since the gates of Whalom were locked shut and its future turned form bright and cheery to dark and uncertain. The rides sat idle without care or the accompaniment of a rider’s joy. The grounds, though overgrown, thrived to show the life that had been the foundation of the long standing Trolley Park. The memories and desire of Whalom lived on. What was obvious was the spirit of Whalom was thriving.

To bring Whalom back, and succeed, a group needed to be formed. The New Whalom Park Ownership Program grew from the roots of smaller projects that were started to support the park. The foundation was built with local Enthusiasts with one thing in common, a love for amusement parks, and especially a love for Whalom. A Board of Directors was brought together adding to include professionals with the experience to help the project Succeed. Quickly the New Whalom Park Ownership program took the steps to be declared an LLC, Limited Liability Company. The group continues to move forward becoming a member of the North Central Massachusetts Chamber of Commerce. The program has also taken other steps in order to resurrect Whalom Park.

Interest in the park is as strong as ever. Bring up Whalom park to a local and you are likely to be showered with stories of joyful days and rides on the seemingly Dangerous, but safe, Comet Roller coaster. Grandparents and parents who visited Whalom look forward to introducing the next generation to their memories. The Program has opened Forums which continues to see many new member requests. The fan page opened on the Community site facebook has grown to more then 2,500 fans and counting. It stands as one of the most popular amusement park fan pages on the site. The support shown for the program and Whalom Park stands as a reminder of the task at hand and the rewards that will come when Whalom reopens its gates.

Discuse this news on our forums.

A Brief Overview of the Program

The closing of Whalom Park on Rt. 13 in Lunenburg Massachusetts saddens many people in the community. For 108 years generations went to the amusement park for old-time non-commercial fun. Families could go for the day and unwind from the long work week, while couples once went there for roller skating and dancing. Whalom was never a Disney World or Six Flags, but that's what made it home for so many.

Employees who worked there felt like they were at home away from home; now all the community has to look forward to are possible townhouses. People are upset that there is no place for families, children or people of all ages.

Portions of the community want to get involved but don't know how. Some think that Whalom Park is too far gone. However, there are many people with a small shimmer of hope, and united in the right way they could make Whalom Park shine again. A local man, Scott A. Lanciani has developed a plan for the community to get involved. Through a public ownership, called the Whalom Park Ownership Program, People can invest in the park by purchasing shares. This would be a way to win back the people in the surrounding communites; Everyone can and would be heard. Local people would own the park. Local people would run the park - A true family environment!

This community based program involves buying investment shares, and owning a piece of the park. This is not a donation program. We are a for-profit organization. All shares are voting shares, and all share holders will receive season passes to the park for as long as they own their shares. Help bring back beloved Whalom Park, for generations of today and tomorrow to enjoy!!!

If you have any questions or comments or would like more information on this program, please contact Scott A. Lanciani at (978) 697- 0289 or send us an email: whalompark at gmail dot com


'The New Whalom Park Ownership Program,LLC' : Keeping the memory of Whalom Park alive!

Technorati Tag(s):
Whalom ,
Whalom Park ,
New Whalom Park ,
amusement park ,
Emerald Place ,
Whalom Park Ownership Program ,
The New Whalom Park Ownership Program ,
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Lunenburg ,
Lunenburg Mass.

HOW TO BUILD A SUCCESFUL THEME PARK

By studying the Theme Park industry we can gain valuable insights into the design of our own new amusement park in North Central Massachusetts, created by us, the local residents. There is a lot of food for thought here.


LEARN FROM DISNEY

It difficult for a new organization to develop brand recognition, brand identification and product differentiation. We can learn a valuable lesson from Disney, who is the number one theme park operator in the world. Remember, even though a new Whalom Park would not be in the same league as Disney, most of the guidelines will still apply, and others need to be scaled down.


Whalom Park has one BIG ADVANTAGE: it has been around much longer than Disney (107 years vs. 56 years) and already has a solid reputation in the minds of three or four generations. The task will be to reinvent the concept of the park and educate the public on why they should visit the New Whalom Park when it opens, and more importantly RIGHT NOW, why ordinary residents should get involved with the New Whalom Park Ownership Program to make it a reality!

Disney's main strength is in its resources and in the experience in the business. The company clearly has developed a very strong and well-known "brand-name" over many years. Disney has also been able to diversify its operations and products to hedge against decreasing sales in product lines.


In recent years it has diverted into Home Video, Film, merchandise, Radio broadcasting, Network television and of course in theme parks. It has also effectively globally diversified its operations from USA to Japan and Europe. The main strengths in internal resources refer to human resources and financial stability.


Employees in the Disney studios appear to be extremely innovative and in recent years they have produced several box-office productions. A Company without new ideas is doomed in today's competitive business environment. [2]



THEME PARKS AND TOURISM [1]

The relationship of theme parks to tourism is complex and highly dependent on the park’s scale, quality, and uniqueness.


Typically, residents (from within 1.5 to 2 hours) will account for 80 percent of traditional theme park visitation. Even the tourist visitors are often in the area for other reasons (such as visiting friends and relatives). Thus, just having a theme park does not automatically insure an influx of tourism. Rather, to impact destination tourism, a theme park must:

• Be unique, a “must see” destination. This can be accomplished through character development (Mickey and his friends), architectural form, natural features, special events and programming (Opryland) or a combination thereof.


• Have large scale and a critical mass of attractions. Investment levels to impact international tourism generally must exceed U.S. $150 million.


• Combine high technology with human scale and quality service.


• Investments in the thrill hardware must be combined with a high level of service from the “hosts and hostesses” so that a unique local culture and friendly human contact is balanced to the high technology.


• Encourage overnight stays. The principal economic benefits of tourism come when overnight stays are generated. Day visitors or tourists who stay with friends and relatives generate only 20 percent of the economic impact of tourists staying in hotels and motels ($50 versus $250 per day).


• Thus, in designing a theme park for tourism, a multiple attraction destination (with experiences that can occupy two or three days) is more likely to have the desired impact. Tie-ups with the local Chamber of Commerce are very important in creating packages for tourists, networking with travel agents who market your destination to customers nationwide/worldwide, and


• Have complementary destination activities. Tourist-oriented theme parks should be part of a mix of recreation and leisure activities. A true tourist destination would also have supporting recreation uses such as high quality hotels, convention and conference facilities, resorts, recreational shopping and dining experiences, and sports activities including golf, tennis, and water-related activities, and excursions into nearby local tourism areas.


• Support media (TV) coverage and exposure. Like most other things in life, future theme parks must be designed for television. The use of theme parks and resorts as backdrops for variety programs, celebrity games, sports competition, and convention/conference broadcasting is increasing rapidly and the resultant TV exposure is very important in creating awareness in tourism markets.

Themed to country/region

New parks will have stronger theming tied to the country or local region. Theme parks are increasingly becoming a symbol and showcase for regional pride, culture, and technological achievement. The danger here, of course, is that by being too serious about “cultural” tourism the parks can cease to be fun. The primary purpose should be first and foremost; entertainment!


Part of larger mixed-use destination projects

In the urban/suburban context, we now see theme parks and large scale attractions being designed into regional and specialty shopping complexes, mixed-use waterfront developments, and even some multi-use office buildings.


In more rural settings, additional components often include destination resorts, bungalow parks, shopping/restaurant villages, and special events centers/trade expositions.


Greater visitor participation and interaction

New attractions are being designed to provide greater participant control and encourage interplay between the visitor and his environment. This is a natural outgrowth of both available technology and the demonstrated appeal of such involvement at places like the San Francisco Exploratorium.


New thrill rides are being offered where the rider can individually control the experience and intensity of the ride. Future thematic concepts will be based more on participative activities (sports, music) that relate to the audience rather than comic book characterizations.


Use of simulation experiences and virtual reality

Perhaps one of the most exciting areas of development is in the area of simulation. Advances in technology have allowed attractions designers to realistically duplicate virtually any natural or special effects experience. By combining extremely high quality visual imagery with seats that are programmed to move with the action, visitors can realistically enjoy experiences that were previously unavailable in a theme park environment.


Greater water orientation

A greater use of water related activities, attractions and landscaping is occurring in theme park design as well as in nearly all forms of real estate development. Several parks (Ocean Park, Hong Kong; Dreamland, Australia; Walibi, Belgium) combine an active water park with more traditional themed rides and amusements.


Performance parks such as Sea World are still popular but future expansion will be limited by restrictions on capturing and displaying aquatic mammals. We see a continuing acceptance of new, high technology aquariums using acrylic tunnel concepts which combine a scuba diver’s view of the undersea world with a ride experience. Some of these will be developed in the open ocean.


Design for all-weather operation/artificial environments

New theme parks are designed to have more covered attractions as well as climate controlled walkways and rest areas. This allows for shorter amortization of high capital investment and fixed cost components. New theme parks are being designed with a greater degree of weather protection in order to enable a longer operating season and longer operating hours per day.


* * * * *
Now let's move on to more specific recommendations, keeping in mind the demographics, local culture, economy and climate of North Central Massachusetts.

MARKET AREA

Key to a successful theme park is an adequate market within 100 to 200 miles, consisting of a population with adequate disposable income to afford the required expenditures. The bulk of the attendees at theme parks are day-trippers and, in fact, successful theme parks require repeat business, which is most likely to come from day-trippers. Disneyland and Disneyworld are exceptions to this distance requirement in that each has either broad regional or national and in the case of Disneyworld, international--appeal.


SITE

An adequate site is critical. A site of 100 acres or more (smaller for a new Whalom) is necessary to provide not only the attraction itself, but also parking, buffer zones and expansion. (If a resort is planned, of course, more land is required.) The land should be rolling to permit attractive landscaping and changes in elevation to mask exhibits and rides, although level sites, with proper inward-looking design, can work as well.


SITE ACCESS

Access to the site is important because of the need to tap markets from which attendees can arrive by express highways, with minimum delay to arrive at the site. Some attractions (e.g., Busch Gardens, Williamsburg, Six Flags over Georgia in Atlanta and Opryland, U.S.A.) have been able to acquire direct access from the highway, thus alleviating traffic congestion.


ZONING

Appropriate zoning of the site is critical. A long drawn-out battle to change zoning classification is highly undesirable. The theme park developer has no interest in becoming involved in a battle for zoning change.


PART-TIME LABOR POOL

The availability of a large pool of part-time labor is a real asset for a locality hoping to land a destination attraction. College students, spouses of military personnel, and housewives seeking temporary or part-time employment are key sources. Location near a college or a military base is particularly desirable.


WEATHER

Weather has a direct bearing on the number of days a theme park can operate and, hence, on its potential profitability. Initially theme parks were designed to operate year round, but now many can be successful with 140-150 days of operation. Warm, rain-free weather is most desirable, particularly during the period April 1 to November 1.


[1] http://www.hotel-online.com/Trends/ERA/ERARoleThemeParks.html
[2] http://iir-hp.wu-wien.ac.at/neurus/braun.pdf

TOURISM : Good or Bad

In general, increased tourism is economically beneficial to the residents of an area. However, there are some important factors to consider.

A HUGE INDUSTRY




According to Smith [2], travel and tourism is the largest industry in the world in terms of employment, and ranks in the top two or three industries in almost every country by nearly every measure.



For example:

• Travel and tourism employs 101 million people around the globe - one of every 16 workers.

• Travel and tourism employment, investment and value-added exceed those of such major industries as steel, automobiles, textiles, and electronics in virtually every country.

• Consumers in developed countries spend as much on travel and tourism as on clothing or health care.

BENEFITS OF INCREASED TOURISM




In well-developed areas, tourism enriches the community by providing additional shops, theaters and restaurants, and the permanent resident is offered options which were previously unavailable.




As a service industry, tourism is able to create a large number of jobs in a short period of time for little cost. The general logic behind local government initiatives to promote their region as a tourism center is lying on the assumption that local residents will benefit from the employment, income, and tax revenue generated from tourism.









TOO MUCH TOURISM

The other side of the coin is that too much tourism can have negative effects: over-commercialization might lead to frustration and resentment. There are limits to the tolerance of local residents to the negative externalities imposed by the tourism industry. Increased tourism may result in overcrowding and congestion on streets and highways, parking lots, public transit, shopping facilities, amusement, entertainment, and sports venues, and other attractions.




A PARK FOR THE LOCAL PEOPLE / DESIGNED BY LOCAL PEOPLE




Successful tourism development must focus on balancing the level of tourism activity,
which produces maximum revenue against the costs (both financial and emotional) generated by the tourism effort.




In other words,   we must design a park that satisfies the needs of the permanent residents while at the same time attracts the outside tourist dollar which, if it remains in the local economy, will act as a stimulant.




HOW OUTSIDE TOURISM APPLIED TO WHALOM IN THE PAST




When I worked at Whalom Park in the early 1980’s on a typical summer weekday my boss at the Penny Arcade, Roger Perkins, would go to the park office and enquire how many busses would be arriving that day for a company picnic, or just coming for a day trip from the Boston area (city kids on a summer program) for a recreational outing.




The park would be empty, but when the busses (usually between five and eight, but sometimes a record FOURTEEN!) began arriving, our arcade would suddenly experience a real rush. This was because they usually arrived before the rides opened and needed a place to spend their money (besides, the Penny Arcade was air-conditioned).




Most of the tourist dollars on these days came from outside of the local area. At the end of the day, the 'city kids' and company employees got back on the busses and left. They never did any local shopping, or interacted with the local residents.




Weekday evenings and weekends certainly were different; there were many more familiar faces from the area, and people would make the drive down from neighboring communities for a night at Whalom Park. Nobody stayed overnight, of course – but sometimes they would go to Searstown or a local restaurant; so they were injecting ‘foreign dollars’ into the local economy.




WHAT ARE WE TRYING TO SAY?




The point is: A new amusement park would benefit the residents of Central Massachusetts. The advantages far outweigh the disadvantages.






References:




[1] The economic impact of theme parks on regions, 1999/2000, Michael Braun, Available [Online] http://iir-hp.wu-wien.ac.at/neurus/braun.pdf




[2] Smith, Alan D. (1998): “Tourism – The Underestimated World’s Industry”, published
by: Beckman Company, Chicago.






Ted Ollikkala

Amusement Parks vs. 'Theme Parks'

Before we talk too much about creating a new Whalom Park in North Central Massachusetts, we must first ask ourselves   "What type of park are we going to build?".






ALL PARKS ARE NOT CREATED EQUAL

The distinctions between the various types of parks may not be very obvious. Some people will automatically conjure up visions of California and Florida style parks that they have been to (Busch Gardens, Disneyworld, etc).



Let's look briefly at the background of the U.S. Theme Park industry and the current state of affairs.




The U.S. THEME PARK INDUSTRY[1]



The U.S. theme park industry is by far the largest in the world, and it dominates the world in respects to scale, product innovation, marketing savvy, and operating knowledge. The Theme park industry in the U.S. is mature. Growth has been steady for the past 15 years, with about half of it coming from the addition of new parks and not from attendance increases in existing parks.



The majority of U.S. markets capable of supporting large-scale, outdoor theme parks already have them. It is unlikely that a significant number of major regional theme parks will be developed in the future. Growth in this industry has stabilized, and there should not be any huge fluctuations in attendance or development activity.



However, there are opportunities for adjusting product to suit changing markets and to effectively compete with other entertainment for consumers' leisure time and expenditures.



Typical for a maturing industry, there have been numerous changes in theme park
ownership over the last several years. This indicates a strong consolidation trend. Now, major corporate owners in the industry consolidating control are found: Disney, Time Warner (Six Flags), Universal Studios, Anheuser-Busch (Sea World), Paramount (Kings Entertainment).



These major corporations control the dominant share of attendance and revenues in the industry. Re-investment is, of course, a key factor in the operation of a park.




Several current trends can be seen:

• The "Arms Race" continues whereby parks must build the biggest, highest, fastest,
steepest, most complicated roller coasters.


• Another factor is the aging of the population, which suggests the need for a more balanced entertainment offering, with emphasis on shows and lighter entertainment compared to hard rides.


• New technology will be a powerful force in the theme park industry. New products
will include high-definition film, ride simulators, and virtual reality. Not all these techniques are fully developed yet, but we can expect them to be important in the near future (ERA 1998a, p7).

TYPES OF PARKS




1. A Theme Park is a specialised type of amusement park. In fact, some theme parks are actually multiple parks; each having it's own theme (Adventureland, Fantasyland, etc). Theme Parks are an attraction unto themselves, with visitors coming worldwide to spend several days or a week on-site. Therefore, these parks usually try to be 'self-contained'; offering on-site shopping, accomodation, food, movie theatres, etc.



2. An Amusement Park is a park containing 'rides'; hard rides - like a rollercoaster, ferris wheel, carousel, etc. and 'soft rides', which are computer simulated, holographic, or multimedia enhanced. Also offers games, concessions, and entertainment. People usually visit on day trips and therefore no on-site lodging is offered, but there will certainly be nearby hotels and restaurants that cater to the park-goers.



3. A Resort is a special place in a natural setting, offering outdoor activities such as camping, hiking, skiing, scenic views, or water-sports. Resorts are usually in remote locations and therefore offer specially built 'on-site' accomodations (lodges or hotels). Special effort is required to balance the impact of visitors on the preservation of the environment.



4. The Zoological / Botanic Park features animals and plants in simulated natural habitats as the attraction.







COMBINATION PARKS:




Other specialty parks can be created by merging different types of parks:

• Resort Park with Amusements

• Zoological Park with Amusements (like the former Benson's Animal Farm)

WHERE DO WE GO FROM HERE?



The residents of North Central Massachusetts have the unique opportunity to create the best type of park that will:

• enhance the quality of life in our area for people of all ages and backgrounds

• provide us with a prestigious identity to attract more tourist dollars

• enrich the region economically; creating jobs and strengthening the local infrastructure without being a burden

I would like to acknowledge Michael Braun's outstandingly relevant report as inspiration for this article:




[1] The economic impact of theme parks on regions, 1999/2000, Michael Braun, Available [Online] http://iir-hp.wu-wien.ac.at/neurus/braun.pdf






Ted Ollikkala

F.A.Q. regarding SHARE PURCHASES

The New Whalom Park Ownership Program and their shareholders are in the process of locating and purchasing a suitable site in central Massachusetts on which to plan, build, and manage an improved version of our beloved Whalom Park.

Local support is rapidly increasing and various special interest groups are already involved. Regular meetings are being held in the Fitchburg area. Shares are expected to sell quickly once the groundwork is finalised and this one-time only offering is made to the public.

We are pleased to present this FAQ (Frequently Asked Questions) for people in the community who are interested in purchasing shares in our for-profit company.

Q: How many shares are available?

A: The program is to sell three thousand ownership shares.

Q: How much does it cost to purchase a share?

A: The price will be announced when a price is set.

Q: How many shares can I buy?

A: A person can purchase more than one share. It still needs to be worked out what the maximum limit will be. The point is that no one person or developer would ever gain controlling interest, which is what essentially happened to the original Whalom Park.

Q: Will my share make any profit?

A: The share holders could receive a monetary return in the form of a dividend.

Q: What other reason is there for owning a share?

A: A person would technically own a piece of The New Whalom Park.

They could also include: voting rights on shares. People would have a say on mostly everything that goes on in the park. Each of the share holders could receive a season pass for one of more years.

Q: What happens when the initial sale of 3000 shares are sold out?

A: No further (new) shares will be created or offered. The ownership will be a fixed group of shareholders.

Q: Will I be able to transfer my shares?

A: It still needs to be worked out how transfer of a shareholder's shares would be accomplished; for example if someone wanted to pass his shares to his children.

IF YOU HAVE OTHER QUESTIONS ABOUT THE SHARES THAT WERE NOT ANSWERED IN THIS FAQ, PLEASE WRITE TO US

thank you for reading!

Support from WOODCOASTER

The 'New Whalom Park Ownership Plan' has many forms of support. The Wood
Coaster Fan Club based in New Jersey is one of them. This influential organisation has 150 members, most of whom

are people in the amusement industry, including charter members who are wooden coaster engineers and designers responsible for some of today's most popular wooden coasters.




As it says on their website, Woodcoaster.org:

"We are a dedicated group of roller coaster enthusiasts who possess a specific passion for the classic wooden rollercoaster. We foster the promotion, education, and preservation of wooden rollercoasters for future generations to enjoy".

Who could have better friends than that!

Support from GLOBAL PROPERTY DEVELOPERS CORPORATION

The New Whalom Park Ownership Program is working closely with Mr. Carl Pearson, Vice-President of Global Property Developers Corporation, Bridgewater Ma., the owners of the curent site in Lunenburg, Emerald Place.

Indeed, once a suitable site has been located and purchased, the saved artifacts from the original Whalom Park will be moved. We are very fortunate to have the support of Global Property Developers Corporation, who have been of great assistance in helping us with saving the artifacts.

A count has been taken of the supports and many photographs of the Flyer Comet and a saved portion of the track. These might possibly be used in a replicated version of the classic wooden roller coaster, the Flyer Comet someday! We have also contacted Philadelphia Toboggan Coasters Inc. of Hatfield PA., the original builders of the coaster about securing the blueprints.

We may have the Bouncer seats, and possibly the original Flyer Comet cars from the site. We have found the Tumble bug and may purchase it soon. A good start!

Check back for further updates as they happen (under NEWS)

Achieving Commercial Support

COMMERCIAL SUPPORT FOR THE PROGRAM

The New Whalom Park Ownership Program has adopted a two-sided approach. In addition to establishing a core group of public shareholders who hold a deciding voice in the management and operation of the new park, the other side of the coin is catering to business and corporate funding, encouraging sponsorship support and leasing commercial space in the new park.




Prospective tenants for the new Whalom Park look at business plans with an eye for profit. They will quickly realize that this is a stable, low-risk venture – indeed it is completely unique because the ‘anchor tenants’ will have a hand in designing their commercial space themselves.

Prospective Commercial Tenents

There are several special interest groups that are the focus of this publicity and recruiting campaign and this is the most strategic part of the business plan.




Special Interest Groups:

1. Food and Beverage (concessions)




i) A national franchise such as Burger King or McDonald’s may want to operate a permanent outlet in the new park

ii) Other restaurants, snack bars

iii) Provide access to these food vendors outside of park hours as the park may not operate daily, depending on the season, or the weather (i.e. – the park is closed but the restaurants and shops are open)

iv) Encouraging local entrepreneurship – allow small concessionaires to operate booths, stalls, carts, tents to sell their food on a short lease (monthly or weekly, depending on the service needed). This will encourage small or personal enterprise to take on a low risk – if they don’t make a profit they are not committed

v) Is a liquor license available or even wanted? Would the new park allow bars and pubs, clubs, dancing and dining experience, etc.?









2. Merchandising (retail vendors, small business owners)






• Items (i – v) above also apply to commercial shops selling any variety of products who would be attracted by the type of patrons likely to visit the new Whalom Park

o Permanent, anchor shops

o Leased tenents

o Extended opening hours and public access





• Specialty shops

o Watersports, swimwear– if any water facilities are attractions are planned for the new park (waterslide, pool, boating)

o Bowling

o Clothing Outlets (seasonal non-Whalom branded clothing) – note: not considered souvenirs as this falls under a separate category

o Souvenir Company – One company to bid for exclusive rights to sell licensed Whalom Park products ranging from t-shirts, backpacks, hats, mugs, keychains, photos, etc. These products can also be offered for sale through select locations on a wholesale or commission basis. (example: Walmart)

o Flea Market on weekends (need available space and parking)

o other





• Whalom Museum and Souvenir Shop, includes small movie theater and gallery space that can be rented out to local artists







3. Entertainment





• Movie theater (IMAX or Cinema)


• Arcade (video and pinball machines, pool)


• Game Operators (need both types below)

o Private, Individually operated games (ring toss, shoot ‘em up, etc) run by local entrepreneurs on a short lease contract

o A Service Company is needed to provide their own management of various games operated throughout the park in permanent facilities. To operate on a long term renewable contract





• Pool / Snooker (or this could be in the pub, if there is one)


• Live Shows / Concerts / Special Events (Celebrities)

o (Indoors) Need a permanent indoor facility to seat ___ patrons, with an acoustically designed stage

o (Outdoors) Can share the Flea Market area. Grass seating and open stage/ amphitheater





• Leasing the outdoor stage for local bookings; Aerobic Classes, Dog Show, etc.


• Leasing the indoor stage for private functions, weddings, reunions, etc.


• Branded ‘Whalom’ entertainment: Mascots, permanent live shows at regularly scheduled intervals during park hours. Clowns, acrobats, puppets, circus acts


• Sporting Events, Demonstrations, etc.



o BMX competition

o Roller blading

o Artists

o other






4. Attraction Operators



• Permanent Rides (roller coaster, carousel, ferris wheel, etc.)

• Leased attractions (smaller, movable, and will give patrons reason to come back because of the opportunity to try something new)






5. Corporate Sponsors (advertising clients)





• National franchises would provide funding in exchange for displaying their branded promotions in a high traffic commercial zone. They would sponsor special events (Celebrity Concerts, Sporting Competitions). On a permanent basis, they would sponsor an attraction (buy a new ride) or sponsor a selected part of the park - to paint all the rubbish bins with the McDonald’s logo, for example.

AGREE? DISAGREE? WANT TO JOIN US?




Please post your comment or send us an email

Achieving Public Support

PUBLIC SUPPORT FOR THE PROGRAM

As mentioned, the primary focus of the ‘New Whalom Park Ownership Program’ is to gain popular public support for the program and provide the public with tangible means of envisioning the new park and investing attention. The park will be a visible reality for them as ‘shareholders, as their status of holding ownership shares will grant them admission priviledges, season pass holder, etc. Indeed, these people will decide how the park is to be run and operated.




The first step is the establishment of The New Whalom Park Ownership Program’ website.

The purpose of this website is to provide:

• a tangible means for the public to clearly see and accept the prospect of having a new park.





• a showcase of design plans, concepts, proposals, and advance information for the planned attractions.





• a regular flow of high-profile information of interest to the media as the park development unfolds in stages.





• regular and timely announcements of meetings and noteworthy park related information such as: new shops, new rides, new entertainment, restaurants, etc.

Development Phases

RECOMMENDATIONS FOR THE NEW WHALOM PARK

THE NEW PARK : DEVELOPMENT STAGES




The reality of opening a New Whalom Park in Central Massachusetts, cannot be achieved without successful completion of the following three phases of development:

1. The primary focus of the program is to raise funds, gain shareholder support, and generate public support with an eye for securing locally zoned commercial property.




2. The second phase will involve detailed planning, layout of the new park with sensitivity for safety, easing traffic congestion, and convenience. At the same, time sponsors and business partners will be invited to submit their proposals for space requirements and operation within the park.




3. Thirdly, a set of guidelines, operating procedures and standard regulations such as admission charges, hours of operation, seasonal changes, parking rates and season pass requirements will be drawn up by the representatives of the ‘New Whalom Park Ownership Program’ membership committee.

AGREE? DISAGREE? WANT TO JOIN US?

Please post your comment or send us an email