August 25, 2026 | Paige Wharton

No one expects to receive a bomb threat during one of the busiest weekends of the summer.  

For Hyland Hills Parks and Recreation District, that situation became a reality when a bomb threat targeted Water World, its popular Federal Heights-based public water park. Within minutes, leadership faced an impossible question: Was the threat credible, and should thousands of guests be evacuated?  

The answer required calm decision-making under pressure, coordinated communication, and trust in a plan that had been developed long before the emergency ever occurred.  

Approximately 4,000 guests were safely evacuated from the park that day. While the threat ultimately proved to be part of a broader series of unfounded threats made to multiple water parks, Hyland Hills’s response demonstrated an important lesson for every special district: emergency preparedness isn’t built during a crisis—it is built well before one begins. 

Preparation Creates Confidence 

According to Deputy Director Bob Owens, the organization’s emergency action plan served as the foundation for every decision that followed the threat that day. Rather than reacting emotionally, executive leadership immediately shifted into a structured process. Gathering available information, they activated the district’s emergency response team, consulted with security personnel, and began putting their emergency plan into action.  

“The road ahead of us was well defined,” shared Owens.  

Because roles had already been assigned through previous planning and training, there was little uncertainty about who needed to do what. Executive leadership, human resources, communications, risk and safety personnel, and operations staff each understood their responsibilities and began carrying them out simultaneously.  

The trainings that played a crucial role in the staff’s coordinated response included extensive full-day emergency exercises conducted alongside neighboring jurisdictions, emergency responders, and other community partners. As a result, the employees became familiar with both the procedures and the people they would work alongside during an actual emergency.  

Staff Made the Difference  

Successfully evacuating approximately 4,000 guests is no small task. During the busy summer season, the district employs hundreds of seasonal staff members. Despite the pressure of the situation, leadership received no reports of panic among employees. Instead, staff put their emergency training framework into action, guiding guests safely towards exits. 

Executive Director Yvonne Fischbach credits the significant training and time spent preparing for exactly these types of situations as the reason no one froze when the threat was received. 

“I feel extremely proud of Bob [Owens] and his team...it’s a tough decision when you’ve got 4,000 people in your park, plus another 400 to 500 employees—that's a heavy load on somebody’s shoulders,” shared Fischbach. 

 Communication was Critical  

Like many emergencies, one of the biggest challenges wasn’t making the decision—it was communicating it quickly to the right people.  

While public messaging was coordinated through the district’s communication team and local communication channels, internal communication relied heavily on OnSolve, the emergency notification platform provided as a member benefit through the CSD Pool.  

With a single activation, district leaders were able to simultaneously send text messages, emails, and voice calls to employees. The platform also allowed administrators to monitor who had received the notification, providing reassurance that critical information was reaching staff during a rapidly evolving situation.  

The incident marked the district’s first real-world use of OnSolve outside of routine testing.  

“It worked really well,” noted Special Projects Manager Blake Selle, explaining that having a communication platform already configured allowed the organization to notify employees almost immediately rather than trying to build contact lists from scratch during the emergency.  

Lessons Learned  

Although the district’s response was successful, one lesson surfaced quickly: employee contact information must remain current. 

Like many organizations with seasonal staffing, employee turnover meant some phone numbers and contact information had become outdated. Following the incident, the district incorporated regular contact list updates into its administrative routines, making it easier to upload current employee information into OnSolve whenever staffing changes occur.  

Fischbach also recognized the importance of evaluating preparedness across the entire district—not just Water World.  

“We need to take this training and start pushing it out into our other facilities,” shared Fischbach as she reflected on future emergency preparation throughout the district. 

Different facilities present different challenges. An emergency response appropriate for a large outdoor venue may look different at a recreation center, golf course, or other district operation. The incident prompted conversations about expanding drills, tabletop exercises, and emergency planning district-wide.  

Partnerships Strengthen Preparedness  

One of the strongest themes to emerge from the district’s after-action review was the value of relationships.  

Throughout the incident, the district worked closely with local law enforcement and emergency responders while also communicating with neighboring agencies.  

Community partnerships also extended beyond traditional emergency responders. During the evacuation, nearby organizations reached out to offer assistance. A neighboring church offered restroom access and support for displaced guests. A business sent pizzas to the park. Small gestures became meaningful reminders that communities often rally together during difficult moments.  

Owens and Fischbach encourage other districts to establish those relationships before they need them. “Take those conversations beyond your internal team. Take them to law enforcement. Take them to community partners. Get to know the people who will help you when these things happen,” shared Owens. 

A Culture of Preparedness  

Perhaps the greatest takeaway from Hyland Hills’s experience is that preparedness is never finished.  

Following the incident, leadership reaffirmed its commitment to continued training, regular drills, and open conversations about potential emergencies across every district operation.  

For organizations balancing busy schedules and competing priorities, dedicating an entire day to emergency training can feel daunting, but as Fischbach highlighted, the cost of not preparing is far greater than the inconvenience of a day or two spent training.  

For special districts of every size, the message is simple: start the conversation. Review your emergency plans. Build relationships with law enforcement and community partners. Practice your response before you need it. And ensure your communication tools are ready to activate at a moment's notice.  

Emergencies rarely arrive with warning—but preparation can make all the difference.