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*The largest facilities generally run the largest deficits. <br />*The fatal flaw of large facility failures usually involves overly ambitious ancillary <br />activities such as administration facilities,restaurants,meeting rooms,etc. <br />*Converting to a year-round operation sometimesincreases costs without <br />substantiallyincreasing revenues. <br />#It is necessary to book multiple events. <br />*Multi-day events should be targeted. <br />*Equestrian events should be marketed in conjunction with other community <br />attractions and activities. <br />*Non-equestrian events pay higher fees and are critically important generators of <br />revenue. <br />#Non-equestrian events are far less labor intensive. <br />*Horse groups are highly supportive in the formation process,but often balk at <br />fees later on. <br />*Most facilities make exclusive food concession contracts. <br />*Retail concessions are generally left up to event promoters. <br />*Managementwill tell event promoters security requirements,but do not require <br />the use of the facility's security personnel. <br />*Eight of the twelve facilities contacted use private contractors for disposal of <br />manure and shavings. <br />*The more successful facilities minimizefull time staff and rely on part-timers for <br />events. <br />*Eight of the ten facilities were multiple use. <br />*Most facilities require a certificate of insurance with one million dollars bodily <br />injury and 50 thousandto one million dollar damageminimums. <br />*Public boarding often conflicts with show management. <br />*Motels and restaurantsare primary among focal business beneficiaries. <br />*Minimum stabling size is 400 horses. <br />*There is a burgeoning of horse parks across the country.Most managers felt <br />22