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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 sometimes increases costs without <br />substantially increasing 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 />Mon -equestrian events pay higher fees and are critically important generators of <br />revenue. <br />i� 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 />Mail concessions are generally left up to event promoters. <br />0 Management wai tell event promoters security requirements, but do not require <br />the use of the facility's security personnel. <br />0 Eight of the twelve facilities contacted use primate contractors for disposal of <br />manure and shavings. <br />The more successful facilities minimize full 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 thousand to one million dollar damage minimums. <br />Public hoarding often conflicts with show management. <br />Motels and restaurants are primary among local 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 <br />