March 29, 2026
The Haunted Attraction Association's 2026 State of the Industry Seminar

Held annually at TransWorld's Halloween & Attractions Show, the State of the Industry Seminar brings together HAA board members, haunt owners, operators, and vendors for a candid look at the past season and the challenges ahead. Moderated by outgoing President Jim Werner (Pennhurst Asylum), this year's discussion covered the ongoing insurance crisis, AI's impact on search and operations, and a push for collaboration over competition. Read our full recap here.
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Live from transorlts Halloween Attraction Show, the twenty twenty sixth
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State of the Haunted Attraction Industry that's coming up on
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today's show.
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Welcome to the show.
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I'm Philip on the Haunted Attraction Network podcast. We bring
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you the news and information that you need to prepare
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for Halloween. The best way to follow along with everything
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in the industry is via our weekly industry newsletter. It
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comes out every Monday. It's entirely free and it covers
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all of the news that you need to know about
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the industry. You can sign up for that via the
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link in the show notes or on our website at
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Haunted Attraction Network dot com. Today, I'm giving you the live,
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unedited version of the twenty twenty six State of the
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Industry presentation given during transforlt's Halloween Attraction Show. This is
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a yearly presentation presented by the Haunt a Trash Association
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Board of Directors, and today's presentation was led by Jim Werner. So,
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without further ado, here's the presentation. Again, this is full
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and un edited, so you're going to hear the entire presentation.
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There were some questions that were asked off Mike, but
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the questions were summarized, and we got a mic running
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later in the show, so you'll hear those questions as
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they come in later.
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Enjoy more grateful to see how full this room is,
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how incredible that we have an industry that's willing to
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wake up after what I'm sure was a pretty hard
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Thursday night. So thank you guys so much for coming.
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This is our twenty twenty six State of the Industry presentation,
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presented by the Haunted Attraction Association. Thank you for coming.
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If you didn't get your coffee yet, please go get coffee.
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Our incredible sponsors, Still Beast took care of that for us,
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so they love you and they want you to love
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the coffee. So thank you. Yes, thank you. So let's
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get rolling because the most important part of this is
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the end, where we open it up and just take
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questions from everybody on everything, and that's my favorite part.
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So I want to get there as quick as we can.
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Good morning, Good morning, and welcome to a cold day
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in Saint Louis. My name is Jim Werner, and I
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will be serving as your host for the next hour.
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I will be kind of keeping things on track and
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in line, so thank you. For allowing me to do so.
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I'd like to start with this very important part of
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our state of the industry, and that is our industry
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is strong, Our industry is growing, our industry is evolving,
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and as it stands today, our industry is in a
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very strong place. We're seeing innovation, growth and some of
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the most creative work the industry has ever produced. The
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show floor is a testament to that. I don't know
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if you guys have noticed, but past COVID the big
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giant facade type structures, you know, they kin kind of
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a little not this year, My god, It's like walking
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through an amusement park down there. Everybody brought their a game,
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every booth, in every location, and it shows that that
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incredible innovation. Now, having said that, we do have to
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recognize that there are some potentially dark clouds on our horizon.
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We have things like economic unstability and uncertainty, insurance pressures,
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global instability, war, civil unrest, and these are real factors.
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We operate businesses. We operate something that is driven with
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the expendable part of your average customer's income. So for us,
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these factors hit hard. Gas prices hit hard, and it's
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only through our own awareness and our own steadfast dedication
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to performing the best that we can that we can
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truly weather these type of storms. But that's what defines
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this industry. We don't react, we adapt, we evolve, and
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we are constantly pushing forward and in that idea, we
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are strong enough to weather any storm that is ever
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on our horizon. I'd like to take a moment now
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to introduce the Haunted Attraction Association Board. These are your
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representatives at the Haunted Attraction Association. They are here for you,
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They are here for our members, but they are here
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for the industry and that means everyone in this room.
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These people have dedicated their time without any compensation, to
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the pursuit of the betterment of our industry, very selflessly,
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without any I mean most of them completely ignore what's
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in their best interest to put in more time to
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do great things for the people in this room and
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the greater industry. So at this time, we're going to
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start over here. And mister, do we have a mic yet? Okay? Oh,
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we started on that side. Sorry, Now we're going to
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try to make this work and then we need to
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go under. Sorry, just a little tech problem. You guys
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are familiar with that right, guys. It's five thirty Friday night,
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September twenty ninth. Things are gonna.
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Break check one too.
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I can yell it.
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Brett Mollingterer Fort Wayne, Indiana, Hysterium, Hunted Asylum.
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Travis Road, Reapers Revenge in Scranton, Pennsylvania. My gosh, I'm
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trying my best here.
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Aaron Smith, Nile's Screen Park in Niles, Michigan.
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I guess I'll set the trend so everybody can see
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Dale Little or a Haunted House Illinois, More Pure Illinois.
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Todd Patten, tread Hollow, Tennessee.
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Lee, Jordan Winfield, West Virginia, Fear on the.
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Farm, Ashley Long Fright, Night's West Virginia.
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Anthony Barbosa, Nightmare Acre, South Windsor, Connecticut.
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Some Wins, Peggy McLaurin was the Terror Greensboro, North.
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Carolina, Rob Winfield, Run At Virginia, Brittany.
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Hummel's Cinema of Whores, Kelso Washington.
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Bart Butler Erie, Colorado, Tear in the Corn.
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And I'd now like to introduce your executive board for
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twenty twenty six. Well, they're going to introduce themselves.
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I'm not doing it, shyey mudget fear PDX Portland organ.
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Treasure Mike Quell from Feartown Haunted House and Factory at
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Taror Houtted House, both in Massachusetts.
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And I'm the vice president, Ben Gane from Thirteenth Hour
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in Indianapolis as well as Scare Supply in Indianapolis. President
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that one, you can.
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Keep it, keep it. And I'd also like to introduce
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who is not here today, and that is Christa Bauer,
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our secretary. She wasn't able to make it to Transworld
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this year to do some personal issues. We miss her dearly,
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but she is the one who keeps the notes. So
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we're doing our best up here. Oh and yeah, we
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don't have Ben here either. Ben Bates is also a
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new board member, not here today, but he is going
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to be a major major player on the board moving
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things forward for you. Sorry, I had it written, but
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they turned my page. I should be sorry, all right,
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So jumping in, We're gonna jump right into the meat
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and potatoes. And that is the biggest news that we have.
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The Haunted Attraction Association for years has operated on the
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under the idea that we are constantly trying to move
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forward and to organize that movement we have always fashioned
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it into what we call our strategic plans. The strategic
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plan is a culmination of information and data that is
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used to direct where we should be going and what
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we should be focusing on. This way, we're not just
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doing tangents. We're focusing on real things that have real
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impact to our industry. The strategic plan starts as a
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industry survey. We put out our industry survey this year
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in the end of December. We got a massive amount
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of response across the board. It was really a very
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successful data retrieval. We got questions answered from every size
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Haunt and also from every level of our Haunted community.
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We had makeup sections, we had sections focusing on actors,
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and of course we had our operational sectors and as well.
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This data was turned into a very conclusive plan for
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the next three years of the direction of our association.
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This plan wasn't built in a vacuum. Our board spent
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a large amount of time working, refining and making sure
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that this plan is something that not only looks good
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on paper, but is absolutely actionable. It will allow true
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positive change in our industry. Sorry, I changed playing. So
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the foundation of this plan is really three pillars, as
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you all know, promote, protect, and educate are the guiding
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principles of this association. It's our mission, it's what we do.
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The strategic plan breaks that down and allows us to
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focus on each one of those mission statements in a really,
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really great way. If you guys follow along. I do
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have the strategic plan up. I am going to surmise
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a lot because we have a lot to cover, but
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the complete strategic plan will be available via QR code
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at our booth. You could literally just say, hey, Jim,
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send it to me and I'll send it to you.
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But it is a good, very good plan. This year,
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we are very excited for this plan. So, as I said,
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the promotion of this plan is three pillars. Promote means
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we're elevating the visibility uponted attractions. We're going to start
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providing marketing tools and education and build stronger collaboration between haunts.
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It's a big part of our industry. We have to
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remember that we're no longer just competing against each other.
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We are competing against a mountain of alternative things to
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do during the fall season. There was a time when
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Haunted Houses was really the October activity. That time has passed,
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and it's very important that we recognize that as we
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move forward our protect mission, establish stronger safety standards across
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the industry, develop certification programs, and improve insurance positioning. This
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is crucial. You have to remember it's not so much
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that the insurance companies are fleeing, it's that we and
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our actions may be pushing some of them away. And
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there are great things that we can employ within our
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own industry and within our own attractions to make ourselves
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infinitely more attractive to the insurance market that will result
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in lower insurance payments as well as more consistent insurance coverage.
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And then educate, which is one of my personal favorite parts.
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Expanding our training and our year round education. We have
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a digital library of online classes that I'm very excited
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that in the next six months is going to triple
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in size, very very exciting. We're going to grow our
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safety Chaos program. Chaos is recognized as one of the
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most consistent and effective Haunt safety programs that you can
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engage in. I know we're still working on making sure
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that every inspector in the nation knows about us, but
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once they are aware of what we do and the
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training we're providing. They are very happy with the product
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and that's a big win, so we're hoping to very
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much expand that. And then we want to also remember
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that our industry is comprised of multiple levels. Actors and
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makeup artists have a lot of needs. They could benefit
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from strong safety and training programs, and who better than
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the Haunted Attraction Association to start providing those things on
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a more nationwide level as opposed to you can only
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get it one day a year. So we're very excited
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to start offering those sorts of courses and mixers to
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open that up. So this is a three year vision.
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This isn't we're going to do this in a month,
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and it's certainly we're not going to do it in
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ten years because it'll be done way before that. This
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is not a one year fix, so it's not a
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one year plan. This is structured as a three year rollout.
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Year one, on all three of these tenants, we will
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focus on the foundational items, building up everything that needs
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to be built up to make sure that each part
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of the plan is successful. The implementation is going to
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be year two. This is where we turn it all
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on and we start troubleshooting it, we make sure it
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works for you, and then finally we set our industry benchmarks.
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Yeah it works, Yeah it's up and people are using it,
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but how do we know it's actually effective. The after
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process of gathering data to make sure that what we're
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presenting and what we're doing for you is working is
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just important as the implementation itself, all right, And then
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of course there's a huge accountability and that is the
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onus of the entire board. We have to make sure
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that this plan is not just words on paper. These
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are actions. We're going to make sure we're reviewing all
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steps annually. We're going to provide industry surveys every year
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to get your feedback to make sure that we are
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on the right track and in the correct direction. We
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are going to make sure that our results are publicly reported, transparent,
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ready to see, ready to read, ready to understand. And
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then we're always going to be prepared to continuously adapt.
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Today's problems are not tomorrow's problems. We are prepared to
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change those for tomorrow. Gonna go through a little bit here,
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I can't see the thing, yep, yep. So once again,
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the industry plan, the strategic plan, is not a complicated document.
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It is not some book that it's going to require
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you to sit down and read for hours. In its
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current form, I think it's fourteen slides. What's that? It's
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fourteen slides. And the reason it's kept simple in its
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verbiage is because it needs to be understandable and executable.
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But it outlines exactly what we're doing. Our board members
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are going to spearhead individual Well, you know what, can
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you guys still see because I'm just gonna keep going
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trying to work the lights? Here is danger, but this
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guy did it? Do you work? Hey? All right, I
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know you guys are fine with the darkness. Come on,
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We're good. But once again, the strategic plan is built
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