Beaver County Multi-use Facility What We Will Discuss

• Uses of the Facility • Strategic Planning Process • Location Analysis • Phase I Scope of Work • Funding, Costs, Revenue/Economic Benefits History of Public Investments for Quality of Life Assets

• Swimming Pools • Golf Course • Race Track • Libraries • Fairgrounds • Playgrounds • KT & Milford Gymnasiums • 2007 Beaver County Acquired the Minersville Lake Park • Beaver City & Milford City Baseball Complexes • 2001 Restaurant Tax Implemented for Equestrian Facility • Correction Facility - $2,400,000 payroll • Milford Valley Hospital USES OF THE FACILITY Multi-use Facility

What makes this a multi-use facility and not just an equine facility?

• Large Assembly 1,800+ • Large Open Space (dirt footing, mat flooring, high ceilings) • Indoor, Climate Controlled • Full Kitchen, Concessions, Restrooms • Ample Parking • Mecca for Recreation Opportunities

These specifications are compatible with many uses. Uses of Event Center

Equestrian Non-Equestrian • Barrel Racing Events • Dog Training Events • Dog Shows • Roping Events • Wrestling Tournaments • Working Cow Horse Events • Indoor Soccer Events • Local & Regional Horse 4H Events • Baseball Practice (inclement weather) • Youth Sports Events • Rodeos • Concerts • High School Rodeo Events • Tradeshows (Cars, Guns, Angling, ATV’s etc…) • Dance Events • Equestrian Training Clinics • Fair Activities (inclement weather) • Draft/Team Horse Events • Weddings • Graduations • Riding Clubs • ATV Jamboree Staging & Events • Endurance Rides • Paintball Tournaments • Equine Therapy • Motocross Events • Non-equestrian 4H Activities • AQHA Advancement Events • Family Reunions • Horse & Livestock Auctions • Business Retreat

Opens Up Possibility for Winter Events Cowboy Culture

STRATEGIC PLANNING Strategic planning is the art and science of strategic change making, in which leaders proactively invent their communities future. When done properly, it can lead to a dynamic and highly positive community life-altering experience. 3 Calls for Planning

• Call to Explore Untapped Potential • Call for Continual Adaptation • Call for Ongoing Pursuit of Excellence The cornerstones of Economic Development are investment and productivity. Both the private and public sectors make a contribution.

Investment & Productivity

VALUE

School of Business Existing Funds Quality of Life Reservoir Increased Property Private Business Activity Strategic Planning Objectives 1. Utilize the Restaurant Tax funds to meet the following objectives: • Significantly increase and improve the recreation opportunities within the County • Invest the funds into a project(s) with a measurable return on investment (ROI) strategy. Grow the pot

2. Utilize the Transient Room Tax funds to meet the following objectives: • Significantly increase and improve tourism to the County • Invest the funds into a project(s) with a measurable return on investment (ROI) strategy. Grow the pot

3. Significantly Improve the Quality of Life (QOF) for our citizens • Along with job creation and housing, organized year-round entertainment and recreation was identified as a major component of QOF. • Create quality and constructive year-round opportunities for youth Strategic Planning Objectives

4. Identify a project that can include and benefit the private industry. Public/Private Partnerships

5. Utilize as much of existing public assets and funds as possible

6. Identify a theme(s) or brand that can unite our efforts and be successfully marketed You cannot manage what you cannot measure…. Equally, you cannot measure what you have not first adequately defined.

How do we define who we are? And how do you sell that to others that leads them to action? Choosing a theme/brand or major project allows the public and private industry to unite their resources towards a common goal.

Leveraging a variety of resources towards a common goal can have an exponential growth effect.

Restaurant Tax County, City, Private Marketing

Mineral Lease Funds Private Business Energy

Lake Site/ County Property WHAT ARE WE KNOWN FOR?

When people hear of Beaver County, what are the first things that come to their mind.

• Cheese Curd • Water (Billboard) • Great pit stop • Tushar Mountain • Traffic stop • Hog Farms • Minersville • Camping in Tushars Lake • Recreation • Renewable • Agriculture Energy • Horses Which of these can be turned into a brand or theme? • Cheese Curd • Great pit stop • Traffic stop • Minersville Lake The brand or theme must be able to: • Renewable Energy • Agriculture • Be monetized. How does this bring money into • Water (Billboard) • Tushar Mountain our economy • Hog Farms • Houses • Involve or be leveraged by the private industry • Recreation • Include job creation, tourism, and a quality of life component If we do not define who we are, others will do it for us. June 27-July1, 2016 Click on or type the following link into your internet browser to watch a 4 minute video on the equestrian branding opportunity. https://www.youtube.com/watch?v=dlCSRW2eJ3k Economic Advisor Summary

• Many of the residents of Beaver County already own horses and actually live in the county because of the ability to raise, ride, and share their love of horses and western lifestyle. • We saw the ability to build on an equestrian brand - at the fairgrounds, the reservoir park, perhaps on the 80 county-owned acres near I-15 and other sites nearby I- 15, and in hundreds of miles of trails (with all types of footing) in lower and higher altitude settings. Economic Advisor Summary

• Of the brand options, the equestrian brand would be the easiest for local residents to accept and, in fact, embrace. • When it comes to revitalizing downtown Beaver and Milford, there are opportunities with this brand. The retail mix could include: • Leather shops * Western wear and footwear * Feed retailers * Tack retailers * Finer dining establishments (including western cuisine) * Supporting services including trailer and vehicle dealers and repair * veterinary services, farriers, etc. Economic Advisor Summary

• Quality of life is leading economic development (jobs are going where the talent is, or wants to be), for anyone with a love of horses, Beaver County would easily be the place to live, raise a family, and retire. Additionally, even those who don’t own horses can appreciate and enjoy living next to or having neighbors with horses and the western lifestyle. • The equestrian brand can be a benefit to increased usage of the fairgrounds and the reservoir park, and is a perfect fit for the Tushar Mountain and Mineral Mountain trails and overall experience. Economic Advisor Summary

• The equestrian brand has less impact on the environment than the extreme sports option we looked at. • Equestrian “hobbyists” (it’s more a lifestyle than a hobby) spend more money, and travel further, than other recreational or sports activities. With the right facilities, an equestrian brand would attract participants from other areas. Task Force

• Tiffany Hughes • First Meeting September 13, 2016 • Goals & Objectives • Bruce Williams • There must be a financial advantage. One aspect • Gina Williams of the Task Force will be a financial market analysis • Spencer White to determine, quantitatively, the size of the market and their spending power. • Rodney Tiechert • There must be a Community Quality of Life Asset • Drew Combs component to the analysis. In addition to being an economic driver, the Equestrian Brand has to offer • Cody Wright quality of life assets that will significantly increase • Dallon Bradshaw the quality of life for residents. • Toni Williams • The results of the analysis must indicate how pursuing the Equestrian Brand will clearly • Josh Evans differentiate the Beaver Facility as a place to visit, • Scott Albrecht live, and work, from competing locations. • Business Model Options • Anthony White Cedar City’s Festival City Story • Fred & Barbara Adams had the idea to start a Shakespearean festival in 1961 • When City Council and Chamber of Commerce were approached about the idea, Adam’s explained “It went over like a pregnant pole vaulter,” Adams likes to say. “They thought it was a dumb idea. Really dumb.” • In 2015, Festival has grown where over 100,000 ticket-holders viewed nearly 300 performances in three theatres during the eighteen-week season. The Festival is now a year-round operation with a full-time staff of thirty-five and a budget of over $7 million dollars. WHAT WERE THE RESULTS

• FESTIVAL CITY USA • WORLD WIDE DESTINATION • IMPORT OF CASH (equivalent of exporting product) • MILLIONS OF DOLLARS INTO LOCAL ECONOMY • EDUCATION OPPORTUNITIES • STATE FUNDING • COMMUNITY PRIDE What did it take?

• 55 Years in the making………1961 – 2016 • Passionate Champion(s) • Vision for the Future (Big Dreamer) • Hard Work, Sacrifice, Risk Taking • Partnerships between Festival, City, County, Community. Original Brainstorming Session September 2016

Brainstorming Take Aways

• There is ample variety and diverse opportunities within the Equine industry – enough to build a brand around. • No one in the state of Utah has claimed this brand. • Pursuing the equine brand would allow more competitive and professional opportunities for youth and adult riders and is not confined to just a traditional use of equine to work cattle. • It is possible to form public private partnerships – the equine brand can not only be a tourism driver but a job creator. • This is a brand that we can grow into slowly over time. It doesn’t have to be all or nothing. • For the brand to be sustainable and successful there must be proper infrastructure – infrastructure of professional quality in order to attract outside interest and confidence. • It will require a year round component and not just a seasonal window. PLANNING MODEL

• Western Lifestyle Culture • World Renowned Recognition – Wrights/Bradshaw • Spectacular scenery • Strategic location • Successful Event Recruiter/Promoter • County owned property • Niche Markets • Adequate Funding • Focused Marketing

(Current Assets + Future Assets) x Targeted Opportunities = Successful Strategy

• Facilities • Attractions / Amenities Beginning Questions

• Where will the facility be located • What is the size of the facility • How many people will it seat • How will it be designed • What aspects are crucial for a successful facility The Task Force and County thought it • Where will the water come from prudent to determine some answers to • What will be done with the waste water these questions before the project was • How much parking is needed presented to the public. • How much will it cost • How will we pay for it • What are the O&M costs Otherwise the most common answer to • Will this benefit the private industry these question would be, “I don’t know?” • How will this effect our economy • Can we get private donations • What activities will take place at the facility LOCATION ANALYSIS 6 Location Selection Criteria

• Economics – what location(s) would allow the County to monetize the facility in order to benefit the economy? • Distinguishable – what location(s) would set this facility a part from other similar facilities. What location(s) would add to the facilities unique selling proposition? • Compatibility – what location(s) has surrounding zoning and existing uses that are compatible with the facility both short and long term? • Accessibility – what location(s) allow for ease of access? • Size – what location(s) provide adequate acreage for current and potential future phases for the facility? • Cost – what location(s) are most feasible in regards to land acquisition and building costs? • Buildable – what location(s) posses the proper slope and soils The 6 Location Selection Criteria should be considered objectively without any bias or preconceived notions. It should be a fact and data driven process (as much as possible) and not an emotional or subjective process.

To accomplish this we hired three professional firms to evaluate different locations within the County based upon the 6 criteria.

Economic Advisory Firm – Landscape Architect – Structural Architect Planning Model

Business Model and Site Analysis Beaver West I-15

Final Analysis Site #1: Beaver City, south of jail, near west side of freeway • Areas intended to be developed into RV Campsites Pros would benefit from natural amenities, such as trees and waterways. Neither Site #1 nor Site #2 include • Excellent visibility from Interstate-15 these natural amenities. • Minimal slope • Good proximity to existing Utilities • City-owned • The sewer ponds kill that site from working. It only Cons takes one or two bad reviews to kill the site’s potential. • Odors from sewer settling ponds It would be a great industrial park site as originally • Lack of convenient trail riding opportunities thought. • Lack of easy access to other Beaver County equestrian resources • This site is not recommended due to the proximity to • Lack of nearby natural amenities for RV Campers the sewer ponds, potential acquisition costs and • Lack of proximity to other equestrian facilities intended use as an industrial subdivision. • On and Off freeway access. Minimized benefits for downtowns Final Analysis Beaver East I-15 • Sewer odors we smelled at Site #1 would only have to happen once for the venue to develop a reputation that would drive participants and Site #2: Beaver City, east side of freeway across from and spectators away. slightly to the south of Site #1 • Areas intended to be developed into RV Pros Campsites would benefit from natural amenities, • Excellent visibility from Interstate-15 such as trees and waterways. Neither Site #1 nor • Minimal slope Site #2 include these natural amenities. • Possible availability of some utilities • The cost of acquiring private land could add ten • Proximity to and potential access to foothills and trails to fifteen percent to the cost of the first phase of • Broad expanse of land the might be available for purchase the project. This consideration represents a Cons significant drawback to Sites #2. • Cost and uncertainty of acquiring privately-owned land • While this requires land acquisition, it’s the only • Cost of extending some utilities one of the three Beaver sites that makes any • Lack of easy access to other Beaver County equestrian sense for a larger scale horse-park, with room to resources grow, and with access to the mountains and BLM • Lack of natural amenities for RV Campers in the land. immediate area • This site is not recommended due to potential • Lack of proximity to other equestrian facilities acquisition costs, utility infrastructure costs, and • On and Off freeway access. Minimized benefits for incompatibility with existing industrial uses in the downtowns area…. crushing pits. Beaver Canyon

Final Analysis Site #3: Beaver City, northwest of and slightly uphill from • If the feasibility or development costs come down to racetrack and golf course building a nice indoor arena and perhaps a covered Pros outdoor arena, with limited stalls, and camping • Proximity to Beaver City racetrack and other facilities, the mid-town site near the golf course might equestrian facilities work. BUT the site is far too small to build an • Potential for public/private partnership to extend equestrian center that would allow for larger events. Parking is critical. existing private campground. • Established natural amenities (mature tree canopy) for • The likelihood of residential subdivisions cropping up RV Campers around the site calls the project’s potential for • Established, high quality restaurant located at the expansion into question and is thus a serious highway near the campground entry drawback of site #3. • Immediate connection to foothills and trails • The acquisition costs of private property may prove to Cons prohibit the project. • Cost and uncertainty of acquiring sufficient privately- • This site is not recommended due to acquisition owned land costs/risk, acreage restraints, and potential • Strong possibility that residential subdivisions would incompatibility with future residential plans. be built up around venue, blocking potential expansion • Need for careful grading in order to create level arena and building pads Fairgrounds

FAIRGROUNDS Final Analysis Site #5: County Fairgrounds, just east of Minersville Pros • While this option would make maximum use of existing county assets, the footprint of • Immediate connection to trails along river. the buildable fairgrounds land (28 acres) • Established mature trees would both restrict the optional • Good proximity to existing Utilities configurations of the assets, and ultimately • County-owned would restrict further development on the • Use of Existing Assets site in future years. Cons • Minimal available areas for new facilities and RV Campground • This site is unsuitable for the project without substantial grading. due to the limited buildable acres • Site constraints that reduce the opportunity to co-locate livestock handling and back-of-house facilities so that they serve two or more arenas. • Access to area needed south of parking area (across the river) requires a vehicle bridge designed for heavy RV/horse trailers. Reservoir Final Analysis

• The Reservoir would provide a unique horse facility in all of Utah—one that is on a Site #4: Minersville Reservoir, in and around the campground recreational lake, and surrounded by a and recreation site natural, green environment as well as Pros landscaped spaces, and connected to horse • Immediate connection to trails along river. trails around the lake. This would provide a • Available alternative (non-equestrian) amenities (fishing, distinctly different environment than boating, swimming, bouldering) competitive horse parks in Utah, which are • Large existing campground that can be extended to utilitarian in nature, and surrounded by provide RV Camping gravel and asphalt. • Established mature shoreline trees • The top site would be the reservoir due to • Minimal slope the availability of enough property to grow • Good proximity to existing Utilities the park over time. The fairgrounds could be • County-owned a “sister site” for certain events, or • Not possible for residential subdivisions to be built up complementary activities. around venue. • This site is recommended for the project • All roads to the arena lead through all three due to the existing infrastructure, compatible community downtowns complimentary amenities and activates and Cons ample buildable acreage. • Lack of direct proximity to other Beaver County equestrian resources PHASE I SCOPE OF WORK Scope of Work

• Indoor Free span Area 130’ x 240’ • Outdoor uncovered arena • Full Functioning Bucking Chutes and Livestock System • Seating for 1,800 • Restrooms • Kitchen / Concession Stands • 100 Covered Stalls • Landscaping, Improved Trails, Parking Area Master Plan

Building Design

Existing Water System

RV park • Well – 5 Horse-power submersible pump currently capable of producing approximately 50 – 60(gpm) • Water Rights – 10.0 acre-feet • Water Storage – 21,000 gallons • Distribution System – Two 62gpm booster pumps, 1” to 2” pipe, 6 hydro-pnuematic tanks • Fire protection - None Culinary Water System Improvements • Well improvements will include a vertical turbine or submersible pump capable of producing 250gpm during peak day demands. • Storage – Gravity Driven vs. Pumps vs. Water Tower Proposed Culinary Water System

Fire Protections • Scenario 1 will include automatic fire sprinklers for the entire building footprint with 1000 -1500gpm available at fire hydrants • Scenario 2 will include limited automatic fire sprinklers for the entire building footprints with 1000-1500gpm available at fire hydrants Water Rights • An additional 23.4 acre-feet for Phase 1 and 15.3 for Phase 2 Onsite Wastewater (Septic) System Feasibility Estimated Wastewater Flows and Area Equestrian Center (1,800 people at 3 gallons per day) 5,400 gpd Recreational Vehicle Park (200 RV units at 50 gallons per day) 10,00 gpd Total Daily Wastewater Flow (gallons per day) 15,400 gpd Total Absorption System Area Required (square feet) 42,000 ft2 Large Underground Wastewater Disposal (LUWD) System • Systems larger than 15,000 gpd require pretreatment • System will be pressurized • Flow > 5,000 gpd considered LUWD System • Divide absorption system into multiple areas Onsite Wastewater (Septic) System Feasibility Location of Drinking Water Source Protection Zones Locate septic system outside Zone 2 (250-day travel area) Increasing pump rate of Minersville Lake Well will increase size of source protection zone Additional Considerations Meet setbacks from buildings, reservoirs, washes, etc. (Utah Rule R317-4 Table 3) Evaluate affect on public and nonpublic water sources within 1-mile radius Source Protection Plan Overview Map Source Protection Plan Site Map FUNDING Funding Breakdown – By the Source

A. Ongoing Current & Secure Funding • Restaurant Tax $105,000 • Transient Room Tax $105,000 • Mineral Lease Funds A $100,000 • Mineral Lease Funds B $100,000 • Reservoir Surplus $ 15,000 Total $425,000 Restaurant Tax

• Implemented in 2001 for the purpose of building an equine multi- purpose facility • 1% tax placed on all prepared foods • Generates approximately $105,000 per year • State statute requires the funds to be spent on recreation and tourism related projects. • Been used to fund ball fields, playgrounds, advertising, etc. • A portion of the funds have always been saved and recently the majority of funds have been saved for the purpose of building this type of facility • No programs or purchases will be discontinued as a result of using these funds for this facility. Transient Room Tax

• A 4.25% tax is placed on hotel room stays • Generates approximately $200,000 per year • State statute requires the funds to be spent on tourism related projects • The County and Travel Council have a Return on Investment (ROI) policy as it relates to spending these funds • Used on a variety of projects. Most notably the Crusher in the Tushar Bike race, Baseball Tournaments, Eagle Point Advertising Partnership, and Advertising Mediams such as billboards, radio ads, etc… • Some projects will not be funded as a result of using $100,000 of TRT money on the facility. The Travel Council Board and Tourism Director will recommend which projects get funding. Those projects with the greatest ROI will be considered first. Mineral Lease Funds A • A federal royalty is assessed to mineral extraction projects located on Federal property. The royalty is paid to the Federal Government and they reallocate a portion of the funds back to States and Counties based upon a complex formula. • Beaver County produces very little royalties. Most mining operations are on state or private property. • We receive $230,000 in mineral lease funding – more than we produce. • As of 2010 the County set up a Special Service District and allocated $130,000 of these funds to this District with the intent to purchase road equipment to get our road department caught up. • $30,000 of mineral lease funding will remain in the District to fund lease programs. An additional $70,000 is allocated to the District. These funds are known as Secure Rural School Funds. The District will have $100,000 annually to continue to purchase/lease road equipment. • Now that the road department is caught up with equipment, they can maintain their equipment with their regular budget and will not require the $100,000 that will be used for the facility. Mineral Lease Funds B • A federal royalty is assessed to mineral extraction projects located on Federal property. The royalty is paid to the Federal Government and they reallocate a portion of the funds back to States and Counties based upon a complex formula. • Beaver County produces very little royalties. Most mining operations are on state or private property. • We receive $230,000 in mineral lease funding – more than we produce. • $100,000 of these funds were allocated to the Waste Management District as start up funding to help them get established. • Based upon a review of their audit and publicly available financial information, all indicators show that the District should not have to raise fees in order to fund normal operations. The contributions to their closure fund and savings account will be less (optional financial management decisions) , but operations and maintenance can be funded through revenue not related to the mineral lease funds. • The District is operated by an independent board. The County cannot predict the future decision of the District. Funding Breakdown – By the Payer

Source Amount % of overall % of Source % of overall Dollar budget paid by locals budget paid Amount paid by locals by locals Restaurant Tax $100,000 24.10% 15% 3.75% $15,562.5

Transient $100,000 24.10% 0% 0% $0 Room Tax

Mineral Lease $200,000 49.19% Negligible 0% $0 Funds A&B

Reservoir $15,000 3.61% 50% 1.81% $7,500 Totals $415,000 100% 5.42% $22,500 B. Other Sources of Variable Ongoing Funding • Facility Revenues $30K - $100K These revenue • RDA Allocation $30,000 sources are not being used to fund • Sponsorships $20,000 the baseline Total $80K - $180K operations and maintenance or bond payment.

These funding sources could be used for a variety of purposes Doing so helps to • Could be used to offset the amount of Restaurant, Transient Room, further de-risk the or Mineral Lease money we would use. project of having a • Could be pooled in an account and used for future large potential revenue maintenance needs. shortage based • Could be invested back in to the Facility for further improvements. upon variable revenue. C. Cash/Grant Sources – One Time • Restaurant & TRT Savings $500,000 - secured • Naming Rights $100,000 - $200,000 – not yet secured • Grants $ 2.5 Million – secured • Donations (tax write offs) $ 50K - $150K – not yet secured Total $ 3.25 Million – 3.55 Million Possible Funding Sources A. Ongoing Current & Secure Funding B. Other Sources of Variable Ongoing Funding • Restaurant Tax* $100,000 • Facility Revenues $30K - $100K • Transient Room Tax* $100,000 • Mineral Lease Funds A* • RDA Allocation $30,000 $100,000 • Sponsorships $20,000 • Mineral Lease Funds B $100,000 Total $80K - $180K • Reservoir Surplus* $ 15,000 Total $415,000

C. Cash/Grant Sources – One Time • The more C we get the less we • Restaurant & TRT Savings $750,000 will need in a loan. Therefore the • Naming Rights $100,000 - less A we will need for bond $200,000 repayment. • Grants $ 2.5 Million • The more B we get, the less A we need. • Donations (tax write offs) $ 50K - $150K • Even if we don’t get any B, the Total $ 3.25 Million – 3.55 costs are covered with A. Million COSTS & BUDGETS Targeted Project Cash Grant Loan Cost $7,500,000 $500,000 2,500,000 $4,500,000

Operations & Bond Payment Annual Budget Maintenance $225,000 $200,000 $425,000

Cost Estimating Performed by Tushar Contracting Staffing

• The budget includes funds for a ¾ time event/program coordinator. This is based upon the already funded Tourism and Recreation Director acting as the program director. The ¾ time funding would include a performance based compensation plan and either contracted or part time help. The Commission may have the Recreation Director act as the program director, or they may hire a new person for the position. • The budget also includes money for part time maintenance and event staffing. • Existing reservoir and fairgrounds maintenance staff would also be utilized. REVENUE ECONOMIC BENEFITS How Does this Benefit our Economy?

POSITIVE EXTERNALITY ECONOMIC MODEL

A positive externality is a benefit that is enjoyed by a third- party as a result of an economic transaction. Third-parties include any individual, organization, property owner, or resource that is indirectly affected. Positive Externality Illustration

$ $ $ Small Economic Large Transaction Economic Transactions Potential Economic Benefit Scenario Average Economic Benefit Scenario 1 & 5 year Prospectus Crusher in the Tushar – by the numbers

• 600 Event Participants • 150 Out of Town Spectators • 751 Attendees • 2 nights • 1,200 Overnight Stays Baseball Tournaments – by the numbers Beaver Bash • 50 Teams @ 12 Players Per Team = 600 • 3.5 Attendees pr/player = 2,100 • 1 Night Stay • 75% stay in Hotels • 450 Hotel Stays Baseball Tournaments – by the numbers Summer Smash • 25 Teams @ 12 Players Per Team = 300 • 3.5 Attendees pr/player = 1,050 • 1 Night Stay • 75% stay in Hotels • 225 Hotel Stays

The events that we have been able to host have been very numerous, covering many different types for all sorts of interests. Rodeo and equestrian events have been our focus because of the amount of money that it brings into our complex and mostly our community. The indirect dollar has been amazing, and has benefited the business in our community. I have received many calls from our local business asking for our schedule so they can adjust their work staff for our events. The greatest call I received was from a tire store asking when our next rodeo was. He said to me, do you know how many tires those people buy?! One that I hadn’t thought about. As I mentioned the number of events we have held has been great ranging from Wrestling tournaments to home shows and everything in between.

I would say it has been a great asset to our community get behind it and support it. Your business will benefit and the public will also.

Best of luck

Jon Provost – Heber Valley Event Center The Triple C Arena was built in 2000 by Garfield County and Panguitch City. The operational costs and maintenance are shared equally. I believe it has been an asset to the City and the County. In addition to the events that bring in additional sales, resort, restaurant and transient room taxes, it is used for the county fair, numerous county and city events and meetings, civic events, and private family events. It remains an important part of our community.

Camille Moore – Garfield County Auditor/Clerk I feel the park has been a success for our community.

The Washington County Legacy Park is a place anyone in the area can come to ride their horses and enjoy our beautiful groomed arenas. We have a large outdoor arena that is 200' x 300' with seating for 4,000. The indoor arena is a little smaller 120' x 200' and seats almost 2,000. The covered arena is 140' x 250' with seating for approximately 400. If there isn't an event scheduled everyone is welcome to come ride.

The Legacy Park has been a real asset to the County by bringing people in from outside our community to attend events held here where they stay in our hotels, eat in our restaurants then shop in our stores and gas up their vehicles contributing a great deal to the economic impact of the County. I feel there's an absolute need to have a place for people to go to ride their horses and enjoy our beautiful southern Utah scenery.

Thank you, Ginger Hall – Legacy Park, Washington County There is an event at the arena almost every weekend including wrestling, concerts, BMX, group meetings, corporate events, etc., all in addition to equestrian events. The result is a flow of visitors to local restaurants, hotels, gas stations, specialty stores, and general shopping. Major upgrades and additions have increased the arena's capacity and therefore the size of events it can hosts. We are currently looking at some additional facility improvements in the next year.

The arena has diversified our tourism mix and allows us to market our county to an entirely different category of visitors.

Malcom Nash – Sevier County Economic Development – Blackhawk Arena Benefits

I. Benefits of the event center a. Increase in sales for local merchants, restaurants, and hotels b. Consistent traffic through all three community downtowns c. Recruitment Opp. for multiple day events d. Quality of Life Asset – workforce and resident attractions e. Quality of Life Asset – heritage of equine and agriculture. We can preserve and build upon that heritage or let it die. This facility will play a major role in preserving that heritage. f. Quality of Life Asset - Much like baseball fields, swimming pools, and playgrounds increase the enjoyment and quality of life of citizens, this facility will do the same g. Quality of Life Asset – Year round, large assembly recreation and entertainment opportunities A facility that can be used by many organizations – School District, Sports, City Recreation Dpts., County Fair, Tourism Dpt., etc…… What we are asking our communities, businesses, and government organizations?

• Take a long term strategic vision • Consider the positive potential of such a project • Believe that we can be successful and influence our own future • Partner in creating ideas and projects that can utilize the facility to better our communities and our economy • For Service District’s to allow our communities to progress through this project while maintaining a high level of service What we are NOT asking our communities, businesses, and government organizations?

• For new money to pursue this project • For use of a significant amount of County citizen generated taxes • To take a risk that has not been calculated and mitigated • For future tax increases to fund this project Natalie Gochnour – Associate Dean of David Eccles School of Business

Vision drives progress. As the good book says, “without vision the people perish.”

We believe rural economic development requires bold action. Whatever we’ve done in the past has not been sufficient...we must do more.

Progress will take significant investment. Economic development occurs when you take a lower value input and create a higher value output. We do this through investing in human capital and physical capital, and supporting policies that increase productivity.

Our challenge is to think big, be bold, and be visionary

Revitalization must transcend political boundaries. Economies do not follow county lines. Communities must work together to contribute to regional economies. Contact Your Commissioners

Mike Dalton (435)310-0114

Mark Whitney (435)691-9448

Tammy Pearson (435)691-2409