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• The largest faclllties generally run the largest deficits. • The fatal flaw of large facility failures usually involves overly ambitious ancillary activities such as administration facilities; restaurants, meeting rooms, etc. • Converting to a year-round operation sometimes increases costs without substantially Increasing revenues. • It is necessary to book multiple events. • Multi-day events should be targeted. • Equestrian events should be marketed in conjunction with other community attractions and activities. • Non-equestrian events pay higher fees and are critically important generators of revenue. • Non-equestrian events are far less labor intensive. • Horse ~roups are highly supportive fn the formation process, but often balk at fees later on. • Most facilities make excru·sive food concession contracts. • Retail concessions are generally left up to event promoters. • . ~anagement wiU tell event promoters security requirements, but do not require the use of the facility's security personnel. • · Eight of the twelve facillties contacted use private contractors for disposal of manure and shavings. • The more successful facilities minimize full time staff and rely on part-timers· for events. • Eight of the ten facilities we _re multi_ple use. • Most facilities require a certificate of Insurance with one millfon· dollars bodily injury and 50 thousand to one million dollar damage minimums. • Public boarding often conflicts with show management. • Motels and restaurants are primary among local business beneficiaries. • Minimum stabling size Is 400 horses. • There is a burgeoning of horse parks across the country. Most managers felt 22