Class Action Park Reveals the Wild History of America's Most Dangerous Amusement Park
Action Park, a New Jersey amusement park that operated from 1978 to 1996, gained notoriety for its dangerous rides and lax safety standards. At the center of this infamous attraction was Gene Mulvihill, a visionary entrepreneur with a penchant for risk-taking. Mulvihill's creation earned the nickname "Class Action Park" due to the numerous lawsuits filed against it.
Mulvihill, a former penny stockbroker, opened Action Park with the unconventional philosophy of "no rules." This approach led to the development of rides that pushed the boundaries of safety and thrilled visitors seeking an adrenaline rush. The park featured attractions like the looping water slide and the Alpine Slide, which became synonymous with the park's reputation for danger and excitement.
Despite the injuries and legal troubles, Action Park maintained a devoted following among thrill-seekers. Mulvihill's legacy is a complex one, with some viewing him as a reckless businessman and others celebrating his innovative spirit. The story of Gene Mulvihill and Action Park continues to captivate audiences, inspiring documentaries and television series that explore the park's impact on popular culture and the amusement industry.
Origin and Founding of Action Park
Gene Mulvihill, a penny stockbroker turned entrepreneur, established Action Park in Vernon, New Jersey in 1978. His vision for an unconventional amusement park with minimal rules shaped its development and launch.
The Vision of Gene Mulvihill
Gene Mulvihill sought to create a unique entertainment destination in New Jersey. He envisioned a park where guests could experience thrilling attractions with less oversight than traditional amusement parks. This concept aligned with Mulvihill's bold personality and business approach.
Mulvihill's background in real estate development and finance influenced his park design. He aimed to transform Vernon into a year-round tourist destination, seeing Action Park as a centerpiece for broader economic growth in the area.
Development and Launch
Action Park's development began in the late 1970s on the grounds of the Vernon Valley/Great Gorge ski resort. Mulvihill's company, Great American Recreation, oversaw the project.
The park officially opened in 1978, featuring water-based attractions and unique rides. Many attractions were custom-designed, reflecting Mulvihill's desire for novel experiences.
Action Park's initial layout included three distinct areas: Alpine Center, Motorworld, and Waterworld. Each section offered specialized attractions, from water slides to motorized vehicles.
The park quickly gained popularity, attracting visitors from across the region. Its reputation for intense and sometimes dangerous rides began to form shortly after opening.
Attractions and Infrastructure
Action Park's attractions pushed the boundaries of amusement park design, combining thrilling rides with innovative water features. The park gained notoriety for its unique and often risky attractions that set it apart from traditional theme parks.
Landmark Rides and Features
The Alpine Slide stood out as one of Action Park's most iconic attractions. Riders descended a concrete track on sleds with minimal safety features. The Cannonball Loop, a fully vertical water slide, became infamous for its extreme design and short-lived operation.
The Tarzan Swing allowed guests to swing from a cable and drop into a pool below. This simple yet thrilling attraction exemplified the park's hands-on approach to entertainment.
Action Park's Wave Pool, one of the first in the United States, generated large waves that challenged even strong swimmers.
Innovations and 'Firsts'
Action Park pioneered several attractions that were the first of their kind. The park introduced one of the earliest surfing pools, allowing guests to ride artificial waves on bodyboards.
The park also featured early examples of water-based go-karts and bumper boats, blending traditional amusement park rides with aquatic elements.
Action Park's snorkel lagoon offered a unique underwater experience, letting visitors explore submerged structures and artifacts while breathing through snorkels.
Waterpark and Resort Integration
Action Park integrated its attractions with the natural landscape of Vernon Valley. The park utilized the mountainous terrain for its alpine slide and other gravity-based rides.
The park expanded to include lodging options, transforming into a full-fledged resort destination. This integration allowed guests to stay on-site and enjoy multiple days of attractions.
As the park evolved, it incorporated ski facilities, creating a year-round entertainment complex. This move helped establish the area as a four-season tourist destination, later known as Mountain Creek.
The Perception of Risk and Danger
Action Park gained notoriety for its thrilling yet hazardous attractions. The park's approach to safety and risk management diverged significantly from industry norms, leading to numerous incidents and regulatory challenges.
Incidents and Injuries
Action Park's reputation as "Traction Park" stemmed from frequent injuries. Guests experienced cuts, bruises, and broken bones on various rides. The Alpine Slide, a concrete track for wheeled sleds, caused numerous abrasions. The Cannonball Loop, an enclosed water slide with a complete vertical loop, resulted in bloody noses and potential entrapment.
More severe incidents occurred as well. In 1980, an employee died on the Alpine Slide. A 1982 electrocution in the Kayak Experience led to its closure. Two drownings in 1982 and 1984 in the Tidal Wave Pool further tarnished the park's image.
These incidents contributed to Action Park's infamous reputation as "America's Most Dangerous Amusement Park."
Safety Regulations and Oversight
Gene Mulvihill's approach to safety regulations was unconventional. He often circumvented or challenged existing rules, creating a unique regulatory environment for Action Park.
The park operated with minimal safety protocols. Ride attendants, often teenagers, received limited training. Safety equipment like helmets and pads were optional on many attractions.
State inspectors faced challenges in enforcing regulations. Mulvihill's influence and the park's economic impact on the local community complicated oversight efforts. In 1984, Mulvihill pleaded guilty to insurance fraud, revealing the park's inadequate coverage.
Despite mounting concerns, Action Park continued operating until 1996. Its closure marked the end of an era that prioritized thrills over stringent safety measures.
Gene Mulvihill's Business Practices
Gene Mulvihill, the owner of Action Park, employed controversial business practices that often skirted legal and ethical boundaries. His approach to insurance and risk management led to numerous legal challenges and litigation over the years.
Approach to Insurance and Risk
Mulvihill took an unorthodox approach to insurance for Action Park. He created his own insurance company, London and World Assurance, to provide coverage for the park. This allowed him to avoid scrutiny from traditional insurers who might have balked at the park's high-risk attractions.
The company was later revealed to be fraudulent. Mulvihill had no actual backing from legitimate insurers. This left Action Park without proper coverage for accidents and injuries.
Mulvihill's risk management strategy was equally unconventional. He often prioritized thrills over safety, creating rides that pushed the boundaries of acceptable risk.
Legal Challenges and Litigation
Mulvihill's business practices led to numerous legal issues. In 1984, he pleaded guilty to fraud, theft, and conspiracy charges related to the fake insurance scheme.
The park faced frequent lawsuits from injured guests. Mulvihill often fought these cases aggressively, sometimes attempting to intimidate plaintiffs.
His legal troubles extended beyond personal injury cases. The park struggled with regulatory compliance and faced fines for safety violations.
Despite these challenges, Mulvihill managed to keep Action Park operational for years. He used bankruptcy filings and corporate restructuring to shield assets and continue operations.
Media and Cultural Impact
Action Park's notorious reputation and legacy have captured widespread attention in popular media. Its controversial history has been explored through documentaries and remains a subject of nostalgic fascination for many.
Documentaries and Coverage
HBO Max released the documentary "Class Action Park" in 2020, examining Gene Mulvihill's creation and its impact. The film delves into the park's dangerous rides and lax safety standards. It features interviews with former employees and patrons, providing firsthand accounts of the park's wild atmosphere.
Other media outlets have covered Action Park's story. The New Yorker published an article detailing Mulvihill's background as a penny-stock trader and his unconventional approach to park management. These pieces often highlight the park's "anything goes" mentality and the resulting injuries.
Action Park in Popular Memory
Action Park holds a unique place in cultural memory, evoking a mix of nostalgia and horror. Former visitors often recount their experiences with a blend of fondness and disbelief. The park's nickname "Traction Park" reflects its reputation for injuries.
Social media and online forums frequently feature discussions about Action Park. Many share personal stories or debate the ethics of the park's operations. This ongoing interest led to a brief revival of the Action Park name in 2014, though with significantly improved safety measures.
The park's legacy continues to influence discussions about risk, liability, and the changing nature of entertainment. It serves as a cautionary tale while simultaneously representing a bygone era of less regulated attractions.
Legacy and Continuation
Gene Mulvihill's impact on Action Park extended beyond his lifetime, shaping the park's future and influencing its transformation. The park underwent significant changes after Mulvihill's era, adapting to new safety standards and operational practices.
Post-Mulvihill Era Changes
After Gene Mulvihill's passing in 2012, Action Park entered a new phase. The park's management implemented stricter safety measures and modernized attractions. Some of the more dangerous rides were removed or redesigned to meet updated regulations.
The park's reputation began to shift from its "anything goes" past to a more family-friendly destination. New attractions were added that balanced thrill with improved safety features. Employee training programs were enhanced to ensure better oversight and response to potential incidents.
Despite these changes, the park continued to face challenges related to its controversial history. Legal issues and public perception remained ongoing concerns for the new management team.
Mountain Creek Waterpark
In 2014, Action Park was rebranded as Mountain Creek Waterpark. This change marked a significant departure from its previous identity and operational philosophy. The new name aimed to distance the park from its notorious past and present a fresh image to visitors.
Mountain Creek Waterpark retained some of the original attractions but focused on creating a more controlled and secure environment. New water slides and family-oriented areas were introduced to appeal to a broader audience. The park's layout was redesigned to improve traffic flow and enhance the overall guest experience.
Under new ownership, Mountain Creek invested in modern technology and infrastructure upgrades. These improvements helped address long-standing issues with water quality and ride maintenance. The park also expanded its offerings to include year-round activities, leveraging its location in the Vernon Valley/Great Gorge area.
Personalities and Leadership
Gene Mulvihill's leadership style and entrepreneurial spirit shaped Action Park's unique culture. His approach influenced employee experiences and the park's management practices.
Profile of Gene Mulvihill
Gene Mulvihill was a bold entrepreneur known for his unconventional ideas. He founded Action Park in 1978, envisioning an amusement park where guests could control their own experiences. Mulvihill's background in Wall Street finance informed his risk-taking approach to business.
He prioritized innovation over safety regulations, often testing rides himself. This led to the creation of attractions like the infamous Cannonball Loop. Mulvihill's charisma and confidence attracted investors and allowed him to expand the park rapidly.
His leadership style was hands-on and direct. He made quick decisions and encouraged a culture of experimentation. This approach sometimes clashed with local authorities and safety inspectors.
Management and Employee Experiences
Action Park's management structure reflected Mulvihill's unconventional approach. The park often hired local teenagers, creating a casual work environment. Employees were given significant responsibility, sometimes operating rides with minimal training.
Many workers viewed their time at Action Park as exciting and empowering. They were encouraged to test rides and provide feedback. This fostered a sense of ownership among staff members.
The management style led to unique employee experiences. Some reported feeling unprepared for emergencies. Others praised the trust placed in them by leadership. The park's environment created strong bonds among workers, who often faced challenging situations together.
Andy Mulvihill, Gene's son, worked various roles at the park. His experiences provided insight into the family-run nature of the business and its impact on employees.
