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Equestrian Facility & Events Center

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Equestrian Facility & Events Center 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
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