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• The direct spending by exhibitors and spectators were estimated to be <br />$9,856,000 when the facility reached maturity in the sixth year of operations. <br />• The total money flows attributable to the horse park in the sixth year, including <br />indirect and induced ~ffects, were $11,476,765 annually. <br />• Using the employment multiplier of 16 jobs per million dollars of direct <br />expenditures projects, 160 jobs would be created by the horse park after the <br />direct, indirect and induced effects are factored in. <br />• Starting at the sixth year, annual state impacts from out of state residents were <br />found to be $7,685,884 of direct, indirect and Induced spending. <br />• Operations of the facility would, at maturity, generate $758,912 in sales taxes, of <br />which $204,429 would be apportioned to local government coffers, and the <br />remainder would go to the State. <br />As for organizational structure, the 1998 study recommended that: <br />• The Washington State Horse Park Authority Board of Directors set up the <br />organization to be run by an experienced professional manager as a commercial <br />operation. <br />• The organization of the institution be that of a non-profit corporation, avoiding <br />designation as a State governmental entity and thus avoiding the labor and <br />procurement procedures required of State governmental units. <br />17