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Report to the Arizona Legislature
By the Auditor General
November 1995
Report # 95- 12
November 15,1995
Members of the Arizona Legislature
The Honorable Fife Symington, Governor
Mr. Rudy Serino, Director
Arizona Department of Administration
Transmitted herewith are the Sunset Factors for the Department of Administration. This
report summarizes and presents information from the six performance audits conducted on
the Department along with specific information provided by the Department These factors
are presented in response to the requirements of A. R. S. 541- 2954, which direct the
Legislature to consider whether the Department of Administration should be continued or
My staff and I will be pleased to discuss or clarify items in the report
Tlus report will be released to the public on November 16, 1995.
f*?~!!! D ugl s . Norton
Table of Contents
Introduction and Background ............................................................. 1
Sunset Factors ................................................................................. 5
Agency Response
The Office of the Auditor General has prepared sunset factors for the Department of Ad-ministration
( DOA) in response to a December 13,1991, resolution of the Joint Legislative
Oversight Committee, and a May 5,1993, resolution of the Joint Legislative Audit Com-mittee.
These sunset factors were prepared as a part of the sunset review set forth in
Arizona Revised Statutes ( A. R. S.) 5541- 2951 through 41- 2957.
The Department of Administration was established in 1972 for the purpose of providing
centralized support services to state government. The 1972 legislation merged the De-partment
of Library and Archives, the Department of Public Building Maintenance, the
Department of Finance, the State Surplus Property Agency, the State Personnel Commis-sion,
the Board of History and Archives, and the Historical Advisory Commission into
one agency - the DOA. Although the DOA has been reorganized over the years, the
types of centralized services it provides have remained relatively consistent.
Today, the DOA provides support services in the areas of automation, finance, personnel
administration, public buildings maintenance, surplus property, and risk management.
Under the direction of a director and deputy director, the DOA is currently organized
into five divisions:
General Services Division - This Division's major responsibilities include manag-ing
and maintaining state- owned buildings, operating the State's print shop, fleet
management office, and surplus property program, and providing design and con-struction
services for state construction projects.
Information Services Division - This Division operates an Information Processing
Center that provides operations support to state agencies that use mainframe and mini-computers.
It also designs and develops computer applications and tracks trends and
opportunities in new technologies. This Division is also responsible for coordinating
statewide information technology and telecommunications.
Financial Services Division - This Division has several diverse responsibilities in-cluding
maintaining the statewide automated financial system, conducting and main-taining
statewide payroll, developing and maintaining statewide procurement poli-cies
and procedures, and providing procurement services. In addition, the Division
administers the State's risk management program.
W Personnel Services Division - This Division provides personnel management and
consultation services through on- site personnel offices at some larger agencies and
serves the remaining 86 state agencies at its Capitol Mall Personnel Office ( CA. M. P.).
It also administers the State's employee benefit plans, and recruits, evaluates, and
refers job candidates to state agencies for employment consideration.
W Management Services Division - This Division provides accounting and purchas-ing
services for the DOA. It is also responsible for preparing the DOA's annual budget
request, and monitoring this budget. Further responsibilities include administering
the travel reduction and rideshare programs, operating the Arizona Office for Ameri-cans
with Disabilities, and assisting the Governor's Regulatory Review Council.
Staffing and Budget
The DOA has nearly 1,100 full- time equivalent ( FTE) positions to provide the services
outlined above. In fiscal year 1995, the DOA received an estimated $ 348,039,800 from
both appropriated and nonappropriated funds. Only a small percentage of the DOA's
annual funding, approximately 7 percent, comes from General Fund appropriations.
Additional revenue, approximately 25 percent, is from other appropriated funds such as
the Personnel Fund, the Risk Management Revolving Fund, and the Automation Fund.
Finally, the DOA receives approximately 68 percent of its funding from nonappropriated
funds. The DOA has 14 nonappropriated funds which include, among others, the Motor
Pool Revolving Fund, the Special Employee Health Insurance Trust Fund, the Surplus
Property Fund, and the Telecommunications Fund.
Scope of Current Audits
The current series of audits was conducted as a sunset review of the Department of Ad-ministration
under the direction of the former Joint Legislative Oversight Committee and
the Joint Legislative Audit Committee. The following five reports discuss the six audits
that were completed as a part of this review.
W The Personnel Division ( Performance Audit Report 93- 6) - This report focuses on
the services provided by the Department's Personnel Division. Our review identified
numerous problems with the manner in which personnel services are provided. In the
most important service areas - hiring, classification, compensation, and benefits -
our report indicated that Arizona's current personnel system does not respond to its
users' needs, and must be reformed.
The Building and Planning Services Section and Construction Services Section ( Per-formance
Audit Report 93- 9) - This report centers on two sections within the General
Services Division. These two sections provide several building oversight, planning,
and construction management services. Our review found that a lack of funding and
inefficient management have rendered many state buildings in need of major repair.
Further, our review identified the need for the DOA to improve services to agencies
involved in relocations.
H The General Services Division ( Performance Audit Report 94- 5) - This report con-tains
information from two separate audits that were combined for reporting pur-poses.
This audit reviews the Tenant Services Office and the Fleet Management Office
( Motor Pool) within the General Services Division. Although the DOA serves directly
as the property manager for $ 177 million worth of property, it has almost no preven-tative
maintenance programs. DOA also pays too much and receives too little for cus-todial
services. Finally, DOA does not link its rental rates to the cost of operating its
Our work in the Fleet Management Office identified that management of the state
vehicle fleet is fragmented. Over 80 percent of the State's vehicle fleet is outside of
DOA's control. In addition, the taxi fleet is often not used cost- effectively.
H The Financial Services Division ( Performance Audit Report 95- 11) - This report
reviews the General Accounting Office, and the Risk Management Section.(') Our re-view
of the General Accounting Office found that because of inadequacies with the
uniform statewide accounting system ( USAS), public monies are vulnerable to impro-prieties.
Moreover, USAS currently does not meet Arizona's financial management
needs. Further, the report identified the need for a Chief Financial Officer to ensure
strong financial management in the State. Our review of the Risk Management Section's
Property and Liability Unit identified numerous claims management problems that
expose the State to unnecessary expenditures and limit the Risk Management Section's
ability to adequately safeguard state monies set aside for the risk management pro-gram.
Further, our report identified the need for the Risk Management Section to pro-vide
agencies with stronger incentives to control loss costs and exposures through the
use of deductibles and premium credits.
H The Information Services Division ( Performance Audit Report 95- 9) - This report
focuses on the DOA's Information Services Division ( ISD). Our review indicated that
despite spending nearly $ 200 million annually on information resources, Arizona has
no central authority managing this important investment. Further, the State does not
invest in technology resources with statewide priorities, benefits, and long- term costs
in mind. Specific to ISD's operational effectiveness, ISD has made limited efforts to
(') We did not review the State Procurement Office ( SPO). During our audit the SPO had completed a
study of its operations that recommends substantial change to its processes. Given the magnitude of
expected changes in that Office, we did not believe it would be cost- effective to conduct a review at
this time.
provide newer technology services to its customers due to its dependence on older
technology revenues ( i. e., fees generated from use of mainframe computers). Finally,
ISD's services lack a customer focus and are inadequately planned.
This report addresses the 12 statutory sunset factors. In addressing these factors, we use
information from the current series of audits as well as information provided by the De-partment.
This information is summarized and presented in the various sunset factors, as
This audit was conducted in accordance with government auditing standards.
The Auditor General and staff express appreciation to the Director and staff of the De-partment
of Administration for their cooperation and assistance throughout all the au-dits.
In accordance with A. R. S. 541- 2954! the Legislature should consider the following 12 fac-tors
in determining whether the Department of Administration should be continued or
1. The objective and purpose in establishing the Department.
The Department of Administration ( DOA) was created by the Legislature in 1972
per A. R. S. 541- 701 by merging seven previously established agencies to provide
more centralized support services to state government. Some of the original ser-vices
provided by the DOA, such as library and archives, have since been removed.
Additionally, services such as risk management and automation have subsequently
been added. Currently, as stated in statute, the DOA provides support services in
the areas of automation, finance, personnel administration, public buildings main-tenance,
surplus property, and risk management. While the type of services of-fered
has remained fairly consistent, the DOA has recently changed its focus. De-partment
officials state the DOA " has evolved from a control focused organization
to one that is customer- service driven." This change is reflected in the DOA's cur-rent
vision, mission, and values statements. For example, the DOA mission state-ment
" To provide high quality support services to governnzent agencies, the public,
and state enlployees to enhance our customers' ability to achieve their goals."
2. The effectiveness with which the Department has met its objective and purpose
and the efficiency with which it has operated.
The Department measures its effectiveness and efficiency by conducting customer
satisfaction surveys, and by using performance standards, benchmarks, and cost
comparisons. The DOA feels, in large part, that it has been successful in meeting its
objectives. For example, in 1994 the DOA issued a customer satisfaction survey
focusing on 70 services it provides to state agencies. Respondents of this survey
indicated that with the exception of one activity ( Flag Administration), all of the 70
services were important. However, respondents further indicated they were dis-satisfied
with 20 of the 70 services, suggesting room for further improvement.
DOA states that financial resource issues such as lagging pay rates, lack of funding
in automation, and physical plant limitations have adversely impacted its efficiency.
Our reviews also identify several areas where the DOA can improve its effective-ness
and efficiency in fulfilling its statutory responsibilities. For example:
Our audit work in the Personnel Division indicated that the Department falls
far short in fulfilling its responsibilities in the areas of hiring, classification,
compensation, and benefits ( Performance Audit Report 93- 6).
Our review of the Building and Planning Services and Construction Services
Sections indicated that a lack of funding and inefficient management have ren-dered
many state buildings in need of major repairs and that the DOA can
improve its handling of agency relocations ( Performance Audit Report 93- 9).
Our review of the General Services Division found that although the DOA serves
directly as the property manager for $ 177 million worth of property, it has al-most
no preventative maintenance programs, pays too much and receives too
little for custodial services, and does not link its rental rates to the cost of oper-ating
its buildings. Our work also indicated that management of the State's
vehicle fleet is fragmented and the taxi fleet is often not used cost- effectively
( Performance Audit Report 94- 5).
In our most recent audits the need for strong financial management, improved
property and liability claims management, and statewide direction over infor-mation
technology expenditures was identified ( Performance Audit Reports
95- 11, and 95- 9).
The extent to which the Department has operated within the public interest.
Although the Department's operations primarily affect state agencies and employ-ees,
some areas such as personnel administration, public building maintenance,
risk management, and procurement can indirectly impact the general public. For
example, if rendered properly, the DOA operates in the public's interest by per-forming
the following functions:
Hiring qualified personnel who in many instances provide direct services to
Maintaining the State's buildings and grounds;
Providing risk management services designed to prevent or reduce losses; and
Achieving savings through cost- effective procurement of goods and services.
4. The extent to which rules and regulations promulgated by the Department are
consistent with the legislative mandate.
The DOA feels it has sufficient authority to promulgate rules and regulations. Fur-ther,
it believes that all the necessary rules have been promulgated with the excep-tion
of some automation rules which are in process. The DOA states that it is cur-rently
developing several information resource management ( IRM) policies and
technology standards. However, to ensure the DOA's rules and regulations are
consistent with the legislative mandate, our reviews suggest the need to revise or
develop additional rules in the following areas:
W The Risk Management Section ( RMS) should consider increasing its use of
deductibles and implementing premium credits to help increase agencies' ef-forts
to control loss costs and exposures. The State currently has a $ 100 disap-pearing
deductible.(') If the RMS increases the amount of the deductible, it would
need to revise rule R2- 10- 106 ( Audit Report 95- 11); and
The DOA Personnel Division should begin a comprehensive reform of the
state hiring system, including redrafting the personnel rules. Our report states
major rule revision is needed because some of these rules limit the State's abil-ity
to respond creatively to its diverse hiring needs. For example, the personnel
rules require that applicants must be state residents and hiring lists are limited
to seven candidates ( Performance Audit Report 93- 6).
While the DOA has made several changes to its personnel rules, these changes are
not extensive enough to address the concerns noted in our report. For example,
the DOA has revised at least 17 rules since July 1994. However, these revisions
deal with issues such as including parents in the family group for which an em-ployee
may use accrued sick leave, lowering the number of hours of suspension
for which a grievance can be filed, and broadening the categories of " relative" for
which an employee may take bereavement leave. These rule revisions, although
most assuredly important, do not consider the more significant issue of allowing
agencies the flexibility to respond to their diverse hiring needs.
Under the $ 100 disappearing " deductible," the agency covers any property losses up to $ 100. When
a loss exceeds $ 100 ( even $ 101), the deductible disappears and the RMS pays for the entire claim.
5. The extent to which the Department has encouraged input from the public be-fore
promulgating its rules and regulations and the extent to which it has in-formed
the public as to its actions and their expected impact on the public.
Documentation provided by the DOA shows that it informs the public of its pro-posed
rules by filing notice with the Secretary of State, publishing a notice in the
Arizona Administrative Register, sending copies of proposed rules to all agency heads,
and holding public hearings at various locations throughout the State. Further, the
DOA communicates its activities through various publications, such as quarterly
newsletters and pamphlets. For example, the Information Services Division pub-lishes
a quarterly newsletter - Info Trends, and the Management Services Division
publishes pamphlets on Capitol Rideshare.
6. The extent to which the Department has been able to investigate and resolve
complaints that are within its jurisdiction.
Because the DOA is not a regulatory agency, this factor does not apply.
7. The extent to which the Attorney General or any other applicable agency of
state government has the authority to prosecute actions under enabling legisla-tion.
This factor does not apply to the DOA because it is not a regulatory agency.
8. The extent to which the Department has addressed deficiencies in the enabling
statutes which prevent it from fulfilling its statutory mandate.
The DOA has proposed approximately 24 pieces of legislation over the last 5 years.
For example, the Department has proposed legislation dealing with flexible work
hours, health insurance premiums, risk management insurance, state employees'
travel authorizations, and procurement evaluator disclosure statements. Examples
of recently enacted legislation include:
SB 1033 - Public Employees - Out- of- State Travel - Policies and Procedures
( 1994). This legislation amends A. R. S. 538- 626 allowing agency heads or uni-versity
presidents to countersign out- of- state travel orders rather than the Gov-ernor.
It also directs the DOA to adopt policies and procedures dealing with
the approval of out- of- state travel orders, and to disseminate and perform com-pliance
reviews of these policies.
SB 1156 - Arizona Procurement - Less Than $ 10,000, Construction Contract
Exemption, and Simplified Construction Procurement Program - Effective
Dates ( 1995). This 1995 legislation extends the applicability of laws 1993, Chap-ter
135, section 7 and 8 until 1997. Prior to the 1993 legislation, all procurements
in excess of $ 10,000 required formal bidding procedures. Currently, the thresh-old
is $ 25,000.
9. The extent to which changes are necessary in the laws of the Department to
adequately comply with the factors listed in the sunset laws.
The DOA does not believe any changes in its laws are necessary. However, our
reviews found the following statutory changes are needed to achieve a more effec-tive
hiring system:
The DOA may need to revise A. R. S. 541- 783.5 to allow it the ability to list can-didates
for state employment ( when it is more efficient or valid) as either " quali-fied
or " unqualified" rather than " in order of relative excellence."
The DOA may need to revise A. R. S. 538- 492 which requires the awarding of
preference points to veterans and handicapped candidates. This statute may be
adversely impacting State Affirmative Action goals and workforce diversity by
causing many hiring lists to be dominated by veterans.
Finally, additional legislation is needed to ensure the Personnel Board is subject to
a sunset review. During our review of the DOA Personnel Division, it was discov-ered
that the State Personnel Board was not encompassed in the DOA's sunset
review because it is a separate agency from the DOA. It was also learned, however,
that the Personnel Board, which hears and reviews appeals relating to personnel
actions, does not have a sunset date. Because the Personnel Board plays an impor-tant
role in the State's personnel system by hearing appeals of disciplinary actions,
additional legislation is needed to ensure this board is reviewed in the future.
10. The extent to which the termination of the Department would significantly harm
the public health, safety or welfare.
Termination of the Department could harm state employees and the public due to
the disruption of the many centralized services the DOA provides. For example,
state employees and vendors would not be paid, many of the State's buildings and
grounds would not be cleaned or maintained, and the State would be without
property, liability, and workers' compensation insurance. While many of the DOA's
functions could be performed separately by each agency, it may not be efficient or
cost- effective to operate in that manner.
11. The extent to which the level of regulation exercised by the Department is ap-propriate
and whether less or more stringent levels of regulation would be ap-propriate.
Because the DOA is not a regulatory agency this factor is not applicable.
12. The extent to which the Department has used private contractors in the peifor-mance
of its duties and how effective use of private contractors could be ac-complished.
The DOA utilizes private contractors in some areas as it believes certain private
sector services are more cost- effective. For example, it contracts with private ven-dors
for certain automotive repairs, specialized claims adjusting needs, and for
consulting in employee compensation and benefits. Because the private sector of-fers
many comparable services, the DOA will need to continuously assess the cost-effectiveness
of these outside services. For example, in the DOA General Services
audit, our review found the DOA could save nearly $ 700,000 annually by contract-ing
with the private sector for custodial services alone. The DOA is currently study-ing
this recommendation. Additionally, our Information Services Division ( ISD)
Report recommends that ISD analyze the economic viability of the services it pro-vides
and consider the possibility of outsourcing some services to the private sec-tor.
Agency Response
Governor m
October 30, 1995
Mr. Douglas Norton
Auditor General
2910 N. 44th Street, Suite 410
Phoenix, Arizona 85018
Dear Mr. Norton:
We have received the October 4, 1995, draft sunset audit of
the Department of Administration and have reviewed your
comments with interest.
We are taking this opportunity to provide you with an update
regarding progress and activities in the areas of General
Services ( 93- 9 and 94- 5) as well as Human Resources ( formerly
Personnel, 93- 6).
On behalf of our agency, I would like to thank you for your
cooperation during these audits.
Rudy Serino
I. Human Resources Section ( 93- 6)
" Our audit work in the Personnel Division indicated that the Department falls far short in fulfilling
its responsibilities in the areas of hiring, classification, compensation, and benefits."
One of our first steps was the completion of a five- year strategic plan which was used as a guide in
making some of the changes we have implemented, including changes in the hiring system,
classification, compensation, and benefits areas. The changes implemented over the past two years
A. Hiring
The successful partnering relationships with six agencies for staffing and employment
functions. These partnerships formed the basis for open communication and involvement
by agencies to a greater extent than before, as well as providing the Division with important
lessons in the development of our new hiring process.
The establishment of a Job Service link to improve communication and provide applicants
with better access to the state service system through the services and resources of the
Department of Economic Security's Job Service Offices statewide.
The development of a method for applicants to file for multiple jobs on a single application
form, a change from the previous requirement for an application for each position.
The significant reduction of turnaround time for production of hiring lists.
B . Classification
The classification project is well underway and will result in the recommended
implementation of a new classification system for state service. The development of
classification descriptions is almost completed, the external market survey has been
completed and funding and implementation options are being developed. The report and
recommendation will be included in the Annual Recommendation to the Legislature on
1213 1195.
C . Compensation
The implementation of changes suggested by the Auditor General and others in last year's
Annual Recommendation, including an expanded information base, comparison of the
average state salary to the market, employee distribution by grade, total compensation, and
a state compensation philosophy.
• The expansion of the Joint Governmental Salary Survey ( JGSS) to include more state jobs
and more survey participants to provide broader scope and a broader base.
D. Benefits
• The formulation of the Employee Benefits Advisory Committee ( EBAC) was in the early
stages of development two years age. Since that time, the EBAC has met monthly and has
taken an active role in helping us formulate the state's benefits package.
• The provision of the opportunity to review and comment on proposals for new or enhanced
benefits to the legislative benefits Oversight Committee.
• The monitoring of claims experience for all carriers and continuous seeking of employee
input on their satisfaction level through Pulse Taker surveys.
• The installation of Benefits Information Tracking System ( BITS), allowing us to track and
monitor employee participation and reduce unnecessary losses to the state.
• The mailing of an annual benefits statement to each employee. The first statement was
issued in early 1994, the second in early 1995, and we plan to continue providing
employees with this important information.
a The issuance of a monthly newsletter, For Your Health and Benefit, to all employees.
". . . To ensure the DOA's rules and regulations are consistent with the legislative mandate, our
reviews suggest the need to revise or develop additional rules in the following areas:
The DOA Personnel Division should begin a comprehensive reform of the state hiring system,
including redrafting the personnel rules. Our report states major rule revision is needed because
some of these rules limit the State's ability to respond creatively to its diverse hiring needs. For
example, the personnel rules require that applicants must be state residents and hiring lists are
limited to seven candidates.
While the DOA has made several changes to its personnel rules, these changes are not extensive
enough to address the concerns noted in our report. For example, the DOA has revised at least 17
rules since July 1994. However, these revisions deal with issues such as including parents in the
family group for which an employee may use accrued sick leave, lowering the number of hours of
suspension for which a grievance can be filed, and broadening the categories of " relative" for
which an employee may take bereavement leave. These rule revisions, although most assuredly
important, do not consider the more significant issue of allowing agencies the flexibility to respond
to their diverse hiring needs."
The Auditor General recommended certain changes to the Personnel Rules, addressed below:
• Rule R2- 5- 303: The requirement that the salaries of current employees " performing in the
same job class" be raised when an employee received a special entrance rate or special
promotion rate was removed, effective September 15, 1994.
The Personnel Rules applicable to the three issues listed below, along with other rules
applicable to employment issues, are under review and will be part of a future package of
rule changes anticipated for submission in early 1996.
- Rule R2- 5- 203. B. ( residency requirement): The State Service system was designed
to provide employment opportunities for Arizona residents. However, residency
waivers have been and continue to be granted upon agency request.
- Rule R2- 5- 204 ( registers): The decision whether to fill a vacant position through an
internal promotion or outside recruitment is a decision that can be made at the
supervisor, management or agency head level. Some agencies have opted to
develop and use internal registers because it was felt such registers would provide
faster recruitment. When internal promotions are handled under the Resumix
system, internal promotional lists will be provided as quickly as external lists
( within three working days).
- Rule R2- 5- 205 ( certification and selection): As a result of Resumix, the seven
candidate limit has been expanded.
• Rule R2- 5- 304 ( examinations): Human Resources partnered with state agencies to provide
delegated authority for a wide range of employment functions, based on the agency's
ability to staff the functions, including candidate evaluations. Other candidate evaluations
are permitted as long as such evaluations are job related and meet the Uniform Guidelines.
No rule change is considered necessary in this area.
The Auditor General also recommended two statutory changes, addressed below:
A. R. S. 41- 783.5, requiring the listing of candidates in order of relative qualifications: The
Auditor General recommended that an option of issuing lists indicating candidates were
" qualified" or " unqualified" be available. We do not see the advantage of or need to include
" unqualified" candidates on hiring lists. Under Resumix, we provide lists of candidates in
order of relative qualifications under the criteria defined by the hiring agency. The system
allows hiring supervisors the flexibility of defining " the ideal candidate" from a pool of
qualified candidates.
a A. R. S. 38- 492, awarding of preference points to veterans and handicapped candidates:
With respect to the possible negative impact on Affirmative Action, we have not found that
the application of these preference points has had such an impact. Under Resumix, we
continue to apply veterans' and handicapped preference points. Should there be further
desire to explore changing the statutory requirements for application of preference points,
we feel that this public policy issue should be addressed by the legislative body.
I. The Building and Planning Services Section and Construction Services
Section ( Performance Audit Report 93- 9):
" This report centers on two sections within the General Services Division. These two sections
provide several building oversight, planning and construction management services. Our review
found that a lack of funding and inefficient management have rendered many state buildings in
need of major repair. Further, our review identified the need for the DOA to improve services to
agencies involved in relocations."
A. "... a lack of funding and inefficient management have rendered many state
buildings in need of major repair ..."
ADOA has made the need for full funding of the Building Renewal Program for the ADOA
Building System a high priority. In fact, this issue has been placed as the # 1 priority in the State
Capital Improvement Plan for the last five years and major education efforts have been made to
JLBC and OSPB budget staffs. The results have been a significant increase in program
appropriations for the past three years as evidenced below:
In an effort to improve the management of the building system, the Building and Planning Services
Section has reorganized to include building inspections, construction contract review and the
building renewal program management. Additionally, we have categorized the building needs into
six major areas for funding allocations from the building renewal program. These major areas, in
order of importance are:
Fire and life safety issues
Building roofing and weatherproofing
Projects critical to continued operations and code compliance
Projects that reduce operating costs
Building finishes
All agency building renewal project requests are evaluated based upon its level of importance with
respect to the six major prioritized categories. This new management philosophy stresses the need
to provide safety, maintain weatherized facilities, replacelrepair deteriorated facility components,
correct code deficiencies, reduce operating costs where economically feasible, provide attractive
facilities and arrange to quickly deal with emergencies as they arise. This allows ADOA to utilize
the annual Building Renewal appropriation in the best manner possible, regardless of funding
levels. JLBC and OSPB have both endorsed this approach.
Since the receipt of the Auditor General's Report 93- 9, the Building and Planning Services Section
has maintained all building renewal projects in a database by agency, amount and facility so that
future requests could be reviewed with respect to past projects. This is a continuous process and
the project status is updated monthly. A project folder is established for each building renewal
project and progress reports are requested from agencies on a quarterly basis until the project is
completed. This information is shared with OSPB and JLBC quarterly.
ADOA building inspectors are instructed to inspect ADOA building system facilities with the intent
of identifying deficiencies and solutions. All building inspections are sent to the respective
agencies with a recommendation for correction. The building inspection form has been modified to
include the identification of building renewal needs. Additionally, copies of the inspection reports
are reviewed and maintained by the Building and Planning Services staff to assist in the
determination of building renewal allocations.
When building renewal project requests are reviewed, a building inspector may be used to perform
a current evaluation of an agency's request, if current information is not informative.
B. " ... DOA to improve services to agencies involved in relocations ..."
The Building and Planning Services Section has undertaken an aggressive customer service
approach to agency relocations. An up front personal contact is made with each agency to asses
the feasibility of the move, responsibilities, coordination and move dates. A checklist has been
revised for better coordination and understanding by the agencies. Continuous communications
with the agency officials is maintained by this section. After the move is completed, a survey is
done to evaluate the customer's satisfaction and the performance of the ADOA staff. Each survey
is reviewed for items that can be improved upon and implemented in the relocation program.
11. The General Services Division ( Performance Audit 94- 5)
" This report contains information from two separate audits that were combined for reporting
purposes. This audit reviews the Tenant Services Office and the Fleet Management Office ( Motor
Pool) within the General Services Division. Although the DOA serves directly as the property
manager for $ 177 million worth of property, it has almost no preventative maintenance programs.
DOA also pays too much and receives too little for custodial services. Finally, DOA does not link
its rental rates to the cost of operating its buildings.
Our work in the Fleet Management Office identified that management of the state vehicle fleet is
fragmented. Over 80% of the State's vehicle fleet is outside of DOA's control. In addition, the
taxi fleet is often not used cost- effectively."
A. "... DOA has almost no preventative maintenance programs ..."
The Department realizes the necessity of having preventative maintenance programs and has begun
efforts to implement them. A Pilot Preventative Maintenance Program for buildings within the
Capitol Complex was developed but funding for the pilot was denied in the FY96 budget.
Therefore, the pilot has not yet begun. DOA is currently performing some preventative
maintenance on the equipment and buildings within the existing budget and staffing levels. Our
efforts to implement preventative maintenance programs for the state's buildings and equipment
The Maintenance Unit is currently performing preventative maintenance on emergency and
major safety systems. However, it should be noted that the funding and manpower are not
available to perform additional preventative maintenance to meet manufacturer's, state
inspectors' or federal specifications.
a The Maintenance Unit implemented an inventory program to identify all electrical panels,
sump pumps, and emergency generators installed in the ADOA managed buildings. The
inventory of the plumbing fixtures, light fixtures, sprinkler systems and other systems will
be completed by 61301' 96.
a The Maintenance Unit is in the final stages of implementing a comprehensive work order
system that will track the completed preventative maintenance, labor costs and equipment
costs incurred. This system will be compled by 6130196. The current work order system is
not sophisticated enough to track this information. . The HVAC Unit is in the process of identifying all the HVAC systems and equipment
installed in the DOA- managed buildings. This information will be entered in an automated
maintenance program database and will be used to develop a written maintenance program
for the building systems which should be operational by 6130196.
The Building and Planning Services Section has undertaken the design of a major building
components database in conjunction with the building renewal program that will identify
the date of last major maintenance. This will be utilized to track building data, major
maintenance costs and dates which will then allow the projection of needed periodic major
maintenance in lieu of corrected situations, only after they have failed. The system will be
completed by 6130196.
B. "... pays too much and receives too little for custodial services. .."
ADOA strives to improve its performance in this area. According to a recent customer survey, the
level of customer satisfaction has improved. Staff shortages continue to be a problem. However,
Tenant Senices has used inmate labor to help alleviate the problem.
Tenant Services has also created and partially implemented a detailed work sheet to track the
anticipated and actual costs for custodial services. The worksheet tracks supply and labor costs for
each DOA managed building in the Capitol Complex. These also help track the workload per
custodian. The work order system is in operation and has helped improve our response time for
emergency and other special services. The data is being tracked and a system to produce a detailed
accounting of these costs will be in place by 4130196 in accordance with our internal management
The Auditor General's recommendation to privatize the custodial services did not take into account
all services currently being performed by our staff, such as carpet maintenance, garage cleaning,
hard floor maintenance, window cleaning, etc. Also, in our 8/ 16/ 94 response, we noted that the
square footage maintained by each employee was understated in the Auditor General report.
The reported cost savings of $ 900,000 per year noted in the report is excessive. ADOA believes
the figure to be closer to $ 180,000 based on information compiled during an extensive survey
conducted by Service Masters ( private contractor). This company maintained that they could not
compete with the per square footage cost, labor cost and benefit package offered by the state.
Accordingly, ADOA has not further pursued the use of private contractors for custodial services.
C. "... does not link its rental rates to the cost of operating its buildings ..."
Beginning in FY96, the General Services Division will start to track all pertinent expenditures in
the Tenant Services, Building Planning Services and Construction Services by building location.
An automated tracking system, which is presently being implemented, will compile the expense
data and history for each building identified. Expense data will include: labor, equipment,
operating, maintenance, supplies, materials, parts, contracts and major capital renovations. This
information may then be utilized to determine precise operating expenses for buildings based upon
identified levels of service. Rental rates will then be based upon actual expenses and not simply be
comparative to private sector lease rates, as has been done to date, by the Lease Cost Review
D. "... management of the State's vehicle fleet is fragmented ... taxi fleet is
often not used cost- effectively ..."
As noted in the Auditor General's report, there are several state agencies that are exempted from the
state motor vehicle fleet per ARS 41- 803 E. As a result, management of the state's vehicle fleet
will continue to be " fragmented" until a statutory change is made.
Notwithstanding, ADOA is continuing its efforts to manage its vehicle fleet in the most cost
effective manner. To this end, the Directors of both ADOA and ADOT entered into an interagency
agreement in June, 1995, regarding the maintenance and repair of its combined fleets. As a result,
ADOA outsourced all of its preventative maintenance and repair services to ADOT and transferred
the ADOA staff of its former repair facility to ADOT.
Additionally, ADOT and ADOA have agreed in principle to a common fuel site at the Capitol Mall
area. ADOA alternatively fueled vehicles are fueled at an ADOT facility. Architectural plans have
been developed for a joint fueling site.
ADOA has also sought to control the inappropriate use of taxi vehicles through financial incentives
rather than denying service to any given user. As a result, the ADOA taxi rates were increased and
a minimum mileage was put in place to provide an incentive for better utilization of the taxi fleet.
Presently, the minimum mileage rate is 50 miles per day.
Click tabs to swap between content that is broken into logical sections.


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Biography: Beast of Ukraine DVD
Sale Price: $24.95
To Order by Phone Call 1-800-933-6249
- Additional Details
- Format: Color, DVD-Video, NTSC
- Rating: Not Rated
- Number of Discs: 1
- Run Time: 50 Minutes
- Region: Region 1
- Aspect Ratio: 1.33:1
- Language: English
- Studio: A&E Home Video
- DVD Release Date: November 3, 2004
Evil stalks southern Russia. 56 innocents die in unimaginable anguish. More than just helpless, the authorities in many ways enable the killer. When will his spree end?
- During his trial, the Rostov Ripper was caged in the center of the courtroom.
- Investigators originally thought they were hunting a gang of murderers.
- Another man was tried and executed for Chikatilo's first murder.
In an eight-year binge of sadism and terror, Andrei Chikatilo raped, tortured, murdered and mutilated 56 victims throughout the Russian region of Rostov. By his own admission, he was a monster.
BIOGRAPHY® takes a close look at the twisted psyche and despicable personal history of this madman. Archival materials and extensive expert interviews knit together a thorough profile of the Rostov Ripper from his hideous childhood to his unremarkable early adulthood; from his first tentative murder to the heights of his homicidal frenzy; and from his bizarre courtroom antics to his execution with a bullet to the head on February 14, 1994.
Nearly as mesmerizing as the personal profile is the phenomenal set of circumstances that virtually enabled Chikatilo's spree. Track the investigation through wildly inaccurate profiling, outdated blood matching, and official suppression of information. Finally, when a determined, intelligent investigator takes charge, the case quickly takes shape and the hunt is on. See how close Chikatilo came to getting away and how his unholy desires were his undoing.
Dead though he may be, three of his victims' bodies were never found, and there are communities in Russia still haunted by the specter of the BEAST OF THE UKRAINE.

subset: commoncrawl


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text: Officials: Rowan Helping Ministries Shelter expansion 13 months away from completion By Shavonne firstname.lastname@example.com Thursday, March 7th, 2013 Text size: A A A Tweet Back To Story Heavy equipment sits idle from the recent rains at the work site for the new Rowan Helping Ministries on North Long Street. The house at the top of the hill is currently being remodeled by volunteers to serve as transitional housing. Photo by Jon C. Lakey, Salisbury Post.


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This season is a time of thanks and giving?celebrate both with friends and family when you give this Grand Cornucopia Gift Basket filled with gourmet snacks. The knotty, banana vine cornucopia evokes the mood of spirited conversation shared over the table while delicious food is enjoyed, like delicately sweet Walker's� Chocolate Chip & Hazelnut Biscuits, smooth Ghirardelli� Milk Chocolate Squares� with Caramel Filling, savory Otis & Betty's� Original Snack Mix, creamy brie flavored cheese spread, sesame crackers, classic shortbread, and more. When the delectables are gone, the cornucopia basket is sure to be a favorite decoration for years to come.
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Bipolar disorder(BP) can be a devastating illness, seriously affecting not only the person with bipolar but also family and friends. While most people are familiar with the terms 'manic depressive' and 'BP', there remains a lack of real understanding about the illness and many sufferers and their families can feel helpless, alone and misunderstood. more »2010, Paperback: £13.99/ $19.95
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Stephen Weatherholt received the Distinguished Alumnus of the Year Award from the School of Education at the University of Michigan-Dearborn in a ceremony this spring.
July 24, 2009
DEARBORN / July 24, 2009---Stephen Weatherholt, who has taught students with learning disabilities in the Taylor School District since 1999, received the Distinguished Alumnus of the Year Award from the School of Education at the University of Michigan-Dearborn in a ceremony this spring.
Weatherholt earned a bachelors degree in history and social studies from UM-Dearborns College of Arts, Sciences, and Letters in 1998. He continued his studies at the campuss School of Education, earning masters degrees in special education and performance improvement and instructional design as well as an endorsement as a secondary teacher of Social Studies.
In addition to teaching Taylor students, Weatherholt serves as adjunct lecturer in the UM-Dearborn School of Education and internship supervisor for the school's Special Education program. Weatherholt is a member of the School of Education alumni board, and active in a variety of professional associations. He is enrolled in Wayne State Universitys specialist certificate program in general administration, concentrating in special education supervision with the intent to complete an Ed.D. in education administration.
Weatherholt is a resident of Belleville.
MEDIA CONTACT: Tom Baird
The Office of University Relations
Room 1040, Administration Building
University of Michigan-Dearborn


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Woven silk four-pleat tieS9-AI-AI0092
This woven silk four-ply tie is particularly elegant, guaranteeing to look its best on any occasion. The three colours will enable you to vary the styles from classic to modern. We recommend wearing it with a suit with narrow lapels.
Width : 7,5cm
Composition : 100% sillk
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text: Rosen DP-1055 Satellite radio kit and iPod® harness for Rosen and Car Show navigation receivers Zoom Front Photos Videos Does it work with my system? Item #: 135DP1055 Review Summary 1 person says DISCONTINUED This item is no longer available to purchase. Contact us for other options Call Email Original price $174.99 Shop all Satellite Radio for Your Car Shop all Satellite Radio for Your Car x By buying this product you'll earn up to 175 Rewards points. When you sign up for a Crutchfield account, you'll be enrolled in Crutchfield Rewards. You'll earn one point for every dollar you spend on gear from us. You can turn your points into Rewards Cards that you can use toward future purchases. You can sign up for an account now, or after you complete your purchase (you'll get credit for the points either way). Sign up for a Crutchfield account Overview Details Customer Reviews Articles & Videos Our take on the Rosen DP-1055 by Ken Nail The DP-1055 satellite radio kit lets you add Sirius satellite radio and an iPod connection to your Rosen or Car Show navigation receiver. The kit includes a SiriusConnect SC-C1 tuner, a roof-mount antenna, and a connection harness. Plug the harness into the back of your Rosen or Car Show receiver and connect it to the hideaway tuner and antenna. Once you've subscribed to the service, you'll enjoy the unparalleled variety of satellite radio programming. When you're not listening to satellite radio, plug your iPod into the dedicated connection on the harness and browse your favorite playlists with the receiver's touchscreen controls. Note: A subscription to Sirius is also required. Satellite radio service is available only within the lower 48 states not available in Hawaii or U.S. territories. Limited service is available in Alaska. See more info on this item Highlights:package includes SiriusConnect SC-C1 tunerharness with iPod connectionlow-profile, roof-mount micro antennawarranty: 1 yearOur 60-day money-back guarantee Hands-on research from the Crutchfield Labs (what are the Labs?) Features and specs chart | What's in the box? | In-depth notes Features and Specs General Service Compatible Brand Display Lines Channel Presets Song Memory Built-in FM Transmitter Car Kit Home Kit Changer Jack/Pass-Thru NavTraffic Compatible Included Antenna Dimensions and Warranty Width (inches) Height (inches) Depth (inches) Parts Warranty Labor Warranty Product Research What's in the box? Download owner's manual 8' iPod/SAT adapter cable (with an Apple iPod dock connector and SiriusConnect connector on one end and a proprietary connector on other end) SiriusConnect vehicle tuner Mini-magnetic antenna with 21' cable using a SMB connector 63" SiriusConnect interface cable with a male 8-pin DIN-connector on each end 4 Mounting screws 2.75" Rubber antenna tail cover with a self-adhesive backing Alcohol wipe Installation Guide Sirius Channel Guide Our Product Research Team At Crutchfield, you'll get detailed, accurate information that's hard to find elsewhere. That's because we have our own in-house Product Research team — they open the box, verify contents, check the owner's manual, and record dimensions, features and specs. We stay on top of new products and technologies to help people make informed choices. Features Overview: The Rosen Sirius/iPod Kit (DP-1055) includes an iPod/Sirius adapter interface cable and the SiriusConnect SC-C1 Universal Vehicle Tuner. The Sirius/iPod Kit allows select iPods and the included SiriusConnect SC-C1 Universal Vehicle Tuner (sold separately) to connect to specific Rosen Multimedia Navigation head units. SiriusConnect Universal Vehicle Tuner (SC-C1): The Rosen Sirius/iPod Kit allows you to connect the included SiriuConnect SC-C1 Universal Vehicle Tuner to select Rosen Multimedia Navigation head units. Once connected, you can listen to Sirius Satellite Radio in your vehicle. Note: Requires subscription from Sirius Satellite Radio. iPod Compatibility: The included iPod/Sirius adapter interface cable supports audio playback, control, information display, and charging of specific iPods from select Multimedia Navigation head units. This iPod/Sirius adapter interface cable supports the following iPods (as of Oct. 2009). iPod video (5th gen.) *allows video playback iPod classic (80/120/160GB) iPod nano (1st/2nd/3rd/4th/5th gen.) iPod touch (1st/2nd/red gen.) iPhone (3G/3GS) Note: Variations of iPod software may cause compatibility issues. Connections: The included iPod/Sirius interface adapter cable plugs into the iPod/SAT harness port on back of the Rosen Multimedia Navigation head unit. The other end of the interface harness features an Apple iPod dock connector which connects to your compatible iPod, and a proprietary SiriusConnect connector which plugs into the supplied SiriusConnect Satellite Radio Tuner (SC-C1). Review this product Submit a review and then enter to win a $500 rewards card Rosen DP-1055 Reviews Average Customer Review: 1 people say: Review this product: Thanks for taking the time to share your experiences about this product. Please be sure to focus your comments on the product itself. Read our Review Guidelines for more information. Review title * Email Your email won't be visible. Please use the email address that is associated with your order. Display name (e.g., JohnD) Your review will be signed using the display name and location * Your location (e.g., Charlottesville, VA) * Your rating Click on a star to rate the overall product on a scale of 1-5 1500 characters left * Your review Attach a YouTube Review Crutchfield Video Review Guidelines Only submit videos that you made or are authorized to use. Do not submit videos that contain music, video or visuals that are copyrighted and belong to someone else. Please see our Review Guidelines for more information. Submit the URL of your YouTube™ video review or product demonstration. e.g., "http://www.youtube.com/v/o79TWHh598U" 500 characters left Pros 500 characters left Cons * Agree to Terms By checking this box you agree your review becomes the property of Crutchfield, that you are over 18 years of age, that you own or have owned this product, and that you are located within the United States or its territories. Please see our Review Guidelines for more information. We reserve the right (but are not obligated to) review all submissions and edit or remove any review in any manner which we deem necessary. Your review should be posted within seven days. Filter by rating: 5 Star: (0) 4 Star: (0) 3 Star: (0) 2 Star: (0) 1 Star: (0) 5 out of 5 ipod / sirius kit Written By LarryB, Birmingham, AL on Monday, October 01, 2012 Crutchfield Customer Review (What's this?) Order was accurate, order time was really fast and shipping was great. 2 out of 2 people found this helpful Was this review helpful? Yes | No For a more in-depth review and enhanced detailed information on the Rosen DP-1055, please visit the Crutchfield website product page (/ISEO-rccbcspd/p_135DP1055/Rosen-DP-1055.html ). x Sorry, the Rosen DP-1055 is no longer available for purchase. Looking for a similar item? Shop Satellite Radio for Your Car Or, you can still... Write a review Download product manual Go × Front


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The workhorse for the 2008 Super Bowl champion New York Giants, Brandon Jacobs is becoming a household name. He was born and raised in Louisiana, later coming to New York in the 2005 NFL draft. Using his 6-4 250 pound frame, Brandon Jacobs has bullied his way to the top of the league. Brandon Jacobs has hand-signed this 8"x 10" photo of him making a crucial first down on the winning drive of Super Bowl XLII. A Steiner Sports Certificate of Authenticity is included.
- High quality photographic print
- Limited edition collectible
- Officially licensed NFL product
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Grid-Step Modular Tile 12x12 inch
On Sale Now $217.43 / piece Was:
Per SF $6.04 You Save 15%
Purchase the modular tiles by the case and snap them together for custom configurations that work in your situation. Optional 2 1/2 inch black and yellow borders available. 36 Tiles per case.
This Product Ships UPS Ground, FedEx Ground and/or Freight.
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Show off your favorite driver with this Big Sponsor hoodie! With a full zip front and printed Tony Stewart and sponsor graphics, this hoodie will keep you warm and spirited!
- 100% Polyester
- Full zip jacket
- Hood with no drawstring
- Imported
- Officially licensed NASCAR product
- Quality embroidery
- Rib-knit cuffs
- Satin applique logo
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Born to Make You Happy
Posted on Saturday, July 9 2011. Tagged with:
Reggie Lass
Britt McPhillip
Dead Like Me
Once upon a time... in a quiet town, on an empty street, there was a beautiful, magic music box.
And inside the music box, lived a boy... A boy so innocent, but so alone...
And he would sit everyday on his pedestal, day and night, and he would dream on the moment when someone would find him. Someone with the key to the music box.
And he would think "Someone who would watch me dance for ever more", and Maybe just maybe, that someone would be MY TRUE LOVE and he would find the way to free me and show me the hole wide world.
And Maybe, Just Maybe, We would live Happily ever after...
"I was born to make you happy"...
"If there's nothing missing in my life, why do tears come at night?"
"All I really want is to hold you tight"
And so, on that cold winter's night, in that quiet town on that empty street, the boy went back inside his music box, where he continues to wait for his true love. But he knows deep down in his heart that when the time comes he'll find him, and when he does he would love him till the end of time. But until then a dream will do just fine... So hold fast to your dreams... never lose sight of your dreams...
Lastfm: lito1989
Pure Volume: http://www.purevolume.com/lito89/overview
My Space: http://www.myspace.com/lito_89_08/music
Twitter: @MarceloPaz11
Youtube: http://www.youtube.com/user/LitoPaz00
MSN: Ask for inbox :)
Dead Like Me
Tell me your Stories...
Give it 2 Me ;)


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good food nearby Want to grab a meal before your flight? Coming in late after a long trip? Don't worry, you'll find a wide assortment of restaurants in proximity to our hotel near Bradley International Airport. Whether you're looking to take your family or need just a spot for two, we'll help you find just what you're looking for. Below is a small sample of dining options near the Hampton Inn hotel in Hartford-Airport. Want more ideas? Just ask our friendly team members for their restaurant recommendations.
Breakfast is the most important meal of the day. And at Hampton, we're committed to making that important meal a delicious one, too. For a delightful variety of your favorite morning treats, please join us each morning for our free hot breakfast.


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Washed down for a vintage charcoal hue and well-worn feel, this western-inspired collared shirt boasts an enticingly soft interior that makes it an irresistible part of the casual wardrobe. Detailed with back and shoulder yoke, snap closures, and asymmetrical flap pockets at chest. Long sleeves. Unlined.
FINAL SALE - cannot be returned or exchanged. No price adjustments.
only left in this size


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So, how are your resolutions going? It's been a few months, and those New Year's resolutions may have fallen to the wayside. While that unused gym membership wasn't cheap, neglecting your vehicle's maintenance can be really costly. April is National Car Care Month, and a great way to get back into a schedule that works.
Here are a few tips from the Car Care Council.
- Regular oil changes. Remember, we do not have sloppily built engines running junk oil anymore. Today's precision machining, tighter build tolerances, and high-tech oil allow longer intervals between oil changes. Still, it does need to be changed on time. Check your owner's manual for recommendations, and go with a name brand oil filter.
- Get the brakes checked. The only thing stopping your vehicle is friction. Eventually, the brakes will wear out, and obviously, that


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Fine bubbles which rise slowly, persistent mousse. Straw-colored. A nose of ripe pear with some touches of cut hay. Full fruit, but clean in the mouth. This cuvée contains 40% Pinot Meunier, 30% Pinot Noir, 30% Chardonnay. All wines from the best sites in the department of the Marne, from more than twenty top vineyards in Champagne. The overall composition of this cuvée has not changed much for almost fifty years.
Fresh and long tasting, the Brut Réserve may be drunk on all occasions.
"Made with high proportion of Pinot Meunier, this is elegant, fruity, with plenty of good acidity and a wonderful floral character. It is so fruity, fresh, a wine for real enjoyment."
91 Points
Wine Enthusiast
"Light yellow-gold. Orange and pear aromas are complemented by notes of vanilla bean and honeysuckle. Silky in texture and nicely precise, with juicy orchard fruit flavors and a tangy note of Meyer lemon. Dry but in no way austere. Blends depth and energy smoothly and finishes with excellent clarity and nervy cut."
91 Points
International Wine Cellar
"This blend includes 40 percent pinot meunier, the balance equal parts pinot noir and chardonnay. Its remarkable fruitiness might be tied to the firm's long, slow, cool fermentations, which, they believe, allow meunier to maintain its perfume. This is a graceful, vinous Champagne with dramatic high notes of roses and red fruit, finishing clean with a grounding of pale earthiness. It's a lovely prediction of what Champagne might become in a warming climate."
91 Points
Wine & Spirits
"Bright, with tangy acidity and a lively bead, this displays fruit-forward flavors of macerated apricot, pineapple and Granny Smith apple, with hints of ginger, biscuit and kumquat."
90 Points
Wine Spectator
Champagne is both a region and a method. The wines come from the northernmost vineyards in France and the name conjures an image like no other can. An 18th Century Benedictine monk named Dom Perignon is said to be the first to blend both varietals and vintages, making good wines not only great, but also special and unique to their winemaker. Today, nearly 75% of Champagne...Read More About Champagne
Most Champagne you encounter will be NV, or non-vintage. This is because the base wine is a blend of wine from
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Fear and misinformation. That is the easiest way to describe the advertising tactics of the popular restaurant chains Chipotle and Panera Bread.
ChipotleThis scarecrow is likely dumbfounded by the video he was in. Both chains have been actively pushing non-hormone, antibiotic free, ethically raised meat and poultry products. They've both promoted their preferred types of animal protein through artistic, animated videos meant to alter consumer perceptions of conventional agriculture products.
Chipotle's most recent YouTube slap in the face to farmers and ranchers debuted this past week. It's a video called "The Scarecrow" that was meant to promote a free video game app where the main character serves Chipotle to consumers "on a journey to bring real food back to the people." Unfortunately, the video has painted a negative and untrue picture of agriculture.
Cattle, chicken and pigs are run on conveyor belts in a factory straight into a machine that liquefies them before turning the slurry into a more recognizable cut of meat. Other chickens can be seen given a shot with a syringe that instantly makes them balloon up. Dairy cows are milked in boxes stacked on top of one another in a dark building.
This video has just been the tip of the iceberg in a long line of corporate posturing by Chipotle.
click image to zoomPaneraEZ Chicken evidently didn't work as "easy" as Panera thought it would. Last year, Chipotle created a video promoting their campaign "Meat Without Drugs." That "science-" based video has only received 65,000 views, while "The Scarecrow" is approaching 5 million views in just six days on YouTube.
The video endeavor that really took the cake for Chipotle was "Back to the Start." It has well over 7 million views and features a claymation farmer who is doing well for himself. He's built several large dairies and hog barns, making a really nice operation for he and his family. But after seeing the side-effects that pumping his livestock with antibiotics and a green slime in a "factory farm," he decides to tear down the barns and sell products to Chipotle. I believe that example will happen when pigs fly.
Panera also jumped into the farmer foray in July with its "EZ Chicken" campaign. The Panera advertising effort fell flat on its face after outcry from agriculture producers. Farmers and rancher were troubled by the assertion that producers utilizing antibiotics were lazy, especially when a series of pictures featuring the pill shaped EZ Chicken made their way around social media.
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This is a thread to help pass on some of your tips & tricks. With are bow season 6 weeks long, one of the things I see is guy will shoot there bows up to the day the season starts then won't shoot it unless they are going to try and shoot a deer and then try to figure out what want wrong so take some time during the season to shoot your bow, thing get bumped around coming in and out of the woods lifting your bow up & down the tree.
I know everybody as something to share you may do something not nowing that a lot of guy have not tryed it because you have been doing it for so long so post up.


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HGTV Message Boards
Favorite Shows
Please cancel Love it or List it!
ya all gotta know all this is scripted??????
ya think?????
I don't watch this show.I tried a couple of times but the hosts are to annoying for me to tolerate.
My thoughts exactly? Why give her a measley budget and yet spend 5x that much on buying a new house.....
I wish HGTV would show less of this show. They even put it where the High Low Project was scheduled on Sat. night. WAY TOO MUCH Love it or List It. Bring on more High Low, Design on a Dime.
This show is HORRIBLE. Fake, contrived conflict. They may as well rename it The Real Housewives of HGTV.
Why can't they do a straight up comparison between a renovated home, or a new purchase? Why add all the insults and negativity? I just don't get it.
When this show comes on, I change the channel, or turn my TV off.
Luv this show, hope Hilary and David have a long run,
David can sell my house anytime AND Hilary can come in and decorate this old mess anytime, she is a faboulous designer,I can just dream of what she can do to this gals home ,SIGH,This message has been edited. Last edited by: CC-IMO,
I love this show. I don't know why but I am hooked on it. Only problem is they rerun the same 10-20 episodes over and over. I just discovered the show last year but it has been around for years. Show us some new reruns!!
You will never convince me that sane homeowners would pour $40,000 which includes cosmetic changes in their houses when they are not sure they will stay or sell. For that reason alone, I cannot make myself watch this show.
...and it's on all the time. Agree, please cancel!
I just signed up so I could express how much I hate this show. PLEASE get rid of it. I thought House Hunters was repetitive, but this one is horrible. I can't watch it anymore. Please, HGTV, let it be real or get rid of it. Leave scripted tv to the major networks!
I have been called an HGTV addict because I watch it non stop (or should I say I used to). Now I find myself turning the channel every time I see Love it or List come on. And, it's on all the time. It is without a doubt the worst show HGTV has ever created. Every show is exactly the same, and the designer is the most annoying person I have ever seen on TV. What happened to all the design shows like design on a dime, designed to sell, get it sold, etc. I'd rather watch those reruns 100 times than to watch any episode of Love it or List it. Surely the feedback HGTV is hearing about this awful show will provoke some thought by the powers that decide what shows need to go. HGTV, you are losing your audience.
Sadly the past is the past and we can't bring back what we liked and loved so much
I have no problem with the show, I basiclly look for the end results, and the drama
its scripted and what else is new on any tv program???
Iuv the end results and the redos,my poor home is in such need of renovation that it makes me happy that there is someone out there that can actually fulfill that dream
IMO I believe the problem is the same ole same ole and nothing seems to change in the actions of the homeowners or the problems that arise constantly
But lil ole me just wants to see the end results and move on to the next series of endless repeats LOL
Yeah, I always do the calculation, minus the upgrades. Sometimes they make out and sometimes they break even.
I just posted this on another thread. They have a $20,000 budget, but want nearly $100,000 in work. If they did research, they would know. I think they sometimes know the problems, but pretend they are "shocked"
I cannot stand this show at all. I have watched at least every episode and there is ALWAYS a problem from Hilary. She also went to a homeowner to have them pay for stairs that the contractor did not know how to build. It took the contractor 3 tries and if I was the homeowner, Hilary would have paid the other times it took him to get them right. In addition, if he is any reasonable contractor, he would have spoke with the inspector for rough in items if he had a question.
On to David, he always wonders why people are mad at him. Well lets see, if you show a house that is $100k above the budget ----WELL DUH. I hate these people and hate what they do to the construction/remodeling industry. They need to kill this show ASAP.
You bring up something that bugs me on HH. A buyer will make it clear that they want a certain number of bedrooms and bathrooms. Say, they want at least 2 bathrooms... then the realtor shows them a home with one bathroom. That would cause me to go looking for a new realtor..... I realize they've already bought a place, when they're on the show, but they should try to make the fake houses something they'd want.
I don't like the 'host' on this show. Especially David is too overbearing and appears too anxious to sell them a new house. It bothers me to the point that I don't watch the show.
Agreed...HATE this show...HATE the hosts...and WHY is it ALWAYS on HGTV. I always change the channel when I hear that snarky British accent.
PLEASE PLEASE PLEEEEEASE CANCEL THIS SHOW! I am an avid HGTV watcher... I mean that is basically ALL I watch and there is nothing I hate more on TV than this show. She is SO extremely obnoxious and it is beyond staged and he thinks he is just hot stuff... She can NEVER get the repairs done on the house. What is the point of the show? It is such a bummer that this show is still on. And the way they bicker with each other is worse than a bunch of kindergarteners on a sugar high!
Extremely Disappointed
I have no problem with the show,guess its because I just want to see the ending results which in many of the shows is really good
the number of people who sign up on these boards just to complain about it is something else
IMO I have never seen so many negative reactions over a scripted, rehearshed show LOLThis message has been edited. Last edited by: CC-IMO,
I enjoy the show and the banter between Hilary and David is intertaining and of course parts are scripted, this is TV. I think you are missing the point of the show.
They are showing what can be done with small budgets with major jobs. People often think they can do so much more with the funds they have and they need to be realistic that in older homes, major problems which cost more money prevent immediate improvements on another area.This would have occured if they did it themselves per code or like they often found other reovators did it incorrectly previuosly which now need to be corrected. This way they have experts both in design and realestate so those desasters do not get missed. Also looking at the other homes lets us know how much homes actually cost when renovations are already done.
Also at the the end,when thye say we have one more lisitng, your own, I have never seen a property that even if you subtracted the remoldel cost did not increase in value per the renovation. One must spend money to make money.
If this one bothers you, maybe you should try property virgins as they are just looking for a new home and it is fun.This message has been edited. Last edited by: nursejudy,
*****Catch the Excitement*****
******Dreams and happiness to all my MB friends******
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a flapjaw and a Sheltie collector avatar fan
Real Friends Believe in Your Dreams
nurse judy
I do agree with your post, I am aware of the concept of the show,its just that I do not see nuch of the how or what they do to redo
henceforth I wait for the ending results and how beautiful everything looks and its not mine (sigh) LOLThis message has been edited. Last edited by: CC-IMO,
Yes but in most cases -- almost ALL cases -- there is negative return on investment. This increase in value is NOT more than was spent. That's what doesn't make sense, especially if you're going to move or sell right away.
From Remodeling Magazine:
2011-12 National Averages
Midrange Projects
Project Job Cost Resale Value Cost Recouped
Attic Bedroom $50,148 $36,346 72.5
Backup Power Generator $14,760 $7,009 47.5%
Basement Remodel $63,378 $42,338 66.8%
Bathroom Addition $40,096 $20,455 51.0%
Bathroom Remodel $16,552 $10,293 62.2%
Deck Addition (composite) $15,579 $9,780 62.8%
Deck Addition (wood) $10,350 $7,259 70.1%
Entry Door Replacement (fiberglass) $3,536 $1,990 56.3%
Entry Door Replacement (steel) $1,238 $903 73.0%
Family Room Addition $83,118 $50,004 60.2%
Garage Addition $57,824 $33,089 57.2%
Garage Door Replacement $1,512 $1,087 71.9%
Home Office Remodel $27,963 $11,983 42.9%
Major Kitchen Remodel $57,494 $37,785 65.7%
Master Suite Addition $106,196 $62,874 59.2%
Minor Kitchen Remodel $19,588 $14,120 72.1%
Roofing Replacement $21,204 $12,257 57.8%
Siding Replacement (vinyl) $11,729 $8,155 69.5%
Sunroom Addition $74,310 $34,133 45.9%
Two-Story Addition $165,796 $103,391 62.4%
Window Replacement (vinyl) $11,319 $7,692 68.0%
Window Replacement (wood) $12,229 $8,258 67.5%
Upscale Projects Project
Job Cost Resale Value Cost Recouped
Bathroom Addition $76,209 $40,061 52.6%
Bathroom Remodel $52,249 $28,972 55.5%
Deck Addition (composite) $37,829 $20,637 54.6%
Garage Addition $86,347 $44,987 52.1%
Garage Door Replacement $2,994 $2,129 71.1%
Grand Entrance (fiberglass) $7,488 $4,554 60.8%
Major Kitchen Remodel $110,938 $63,731 57.4%
Master Suite Addition $227,178 $114,822 50.5%
Roofing Replacement $37,481 $20,435 54.5%
Siding Replacement (fiber-cemen $13,461 $10,493 78.0%
Siding Replacement (foam-backed vinyl) $14,274 $9,937 69.6%
Window Replacement (vinyl) $14,328 $9,898 69.1%
Window Replacement (wood) $18,999 $12,175 64.1%
This is why people shouldn't buy into what's on TV.
Putting 60-thousand dollars worth of reno work into your house, doesn't mean you'll get 60-thou more than your neighbor who doesn't have those things. Meaning you're NOT making money on that 60-thou. You should do work because YOU want it for YOU to enjoy -- NOT to sell. If you're ONLY paying for materials it may make sense. If you're paying the going labor rate...forgedda 'bout it. Put MINIMAL money into a house if you're doing it JUST to sell.This message has been edited. Last edited by: clbselah,
This is why people shouldn't buy into what's on TV.
Putting 60-thousand dollars worth of reno work into your house, doesn't mean you'll get 60-thou more than your neighbor who doesn't have those things. Meaning you're NOT making money on that 60-thou. You should do work because YOU want it for YOU to enjoy -- NOT to sell. If you're ONLY paying for materials it may make sense. If you're paying the going labor rate...forgedda 'bout it. Put MINIMAL money into a house if you're doing it JUST to sell
how right on you are
what a post
never would have found that one
good job and thanks for that info
This message has been edited. Last edited by: CC-IMO,
LOL, watched this a couple of times over the Hurricane break. Please give me a break, NO designer flips off their clients, and no designer arbitrarily chooses what or what not to do on one's house, IF the client is actually paying the freight.
The really funny one was the episode when the contractor guy was not allowed to work on his own house and whatever they concocted during that episode.
As soon as I saw that nonsense, on that episode, I flipped the channel.
Now, I did come back at the end to see the new design, but otherwise, I could care less which house they chose.
Oh yes, any reference will tell you that you get around 70% out of the money you put into a renovation, and they consistently get more than 100%. That is just a big fat lie.This message has been edited. Last edited by: Joe jr,
I cringe if I accidentally come across this show when flipping channels. My favorite show is HHI - I have learned so much from it.
Please, please cancel this show or at least don't have it show every day. Every episode is the same! Hillary can't finish the project....blah, blah, blah!
And replace it with what? More House Hunters? HGTV doesn't have ANY original programming any more. Discovery Communications (Discovery, OWN, TLC) and Scripts Howard (HGTV, DIY, Food, Cooking) have decided that drama gets more viewers, so there isn't much in the way of how to on any of them anymore but plenty of Drama, staged or otherwise.
General Disclaimer
Any advice given here is general in nature and is not necessarily valid for your given area. If in doubt check with your local codes enforcement department for what is required when doing electrical, plumbing or structural work on your house. Permits may or may not be required in your area and home owners may not be able to DIY some tasks. I have no way of knowing if you have the skills needed to complete the tasks you are asking about, when in doubt seek professional assistance.
I am not an employee of HGTV, nor is anyone else that posts here.
My advice may be worth exactly what you pay me for it. :-) For the record I did not stay in a Holiday Inn Express last night.
I think they should bring back some shows, like "Small Spaces" for example..... tiny houses are becoming all the rage.....
Also, what happened to Antonio..... I really enjoyed watching him....and David Bromstad where did he go?
I signed up for forums just to claim I hate this show myself. The guy is a rat and designer is a *****. Its so staged you get away from what they are really trying to get at. Its extremely staged to the point its annoying and you want to smack everyone. If anything id keep eddie the lead contractor and do a show called reno or realestate. Seems like a smart guy and knows what can be done before hilary can even design a bunch of crap and not be able to do it because something is obnoxious and costs too much to fix. The fact that digging up a basement floor and changing pvc pipe costs more than a whole new bathroom is bs to me. Its just a fail show i generally like all the shows on hgtv and even diy to get new ideas and apply them myself as a new first time homeowner. This show provides nothing for me!! Also tell the rat to look for realistic homes tey pick crap homes on purpose.
I don't mind the new episodes,BUT the endless repeats are on my last nerve,IMO LIOLI seems to have taken the place of the endless repeats OF HH^HHI
can;t turn on HGTV WITHOUT lioli
My remote changes the channel by its self again LOL
Nothing is that great that we need to watch it over and over again e-e-e-very night. It's also extremely annoying to see Hillary handle her clients the way she does and make no effort to avoid over-promising on what she can deliver. Any designer that's been in the business should recognize red flags when they see them and also consult contractors before they tell people what they can do for a set budget. Meanwhile, these homeowner's are walking around with high hopes when their budgets never seem to match the scope of the work they are requesting. In the end, the clients are hard to stomach and watching Hillary deliver the "bad news" every episode gets old and annoying.
That being said, I don't think they have to cancel it, but why so much prime real estate? Every night it's on, along with the Property Brothers and/or Buying and Selling. What happened to Color Splash? How about a little Bang for your Buck or My First Place in the evenings? Candace Olson?? Those were the staples that got me hooked on HGTV.This message has been edited. Last edited by: Ladyla,
I think Hillary and David are the same person.
I am so glad to hear that others do not like this show - I cannot stand it - the "designer" is so rude and cocky. Please get it off the air. I miss Selling New York and Selling London. They were much more interesting. I don't watch HGTV anymore with Love it or List it on so frequently.
I am about done with HGTV. Every time I turn it on, all that is showing is Love it or List it. This is the worst show they have ever created and it is all they run, over and over and over. Where are all the design star shows? Meg, Danielle, Emily etc. Where are the redecorating shows? Who is choosing the schedule....Hilary's mother? Surely someone in the scheduling department has read these blogs and knows that almost every viewer hates the show. Wake up folks, you are losing viewers.
LMAO if it was Hilary's mother maybe we'd see better programing?
I read in todays paper that Hilary Clinton loves this show.
It's really hard to hate any show on HGTV. Having said that it isn't my favorite because the couple's are always so disappointed about one or more rooms at the end of the day. I find myself wanting everyone to be happy yet they rarely are.
Now that is funny.
or Million Dollar rooms/homes/piles-of-obscene overspending just for the sake of over spending.
I hate Million Dollar Rooms too.....I thought I could watch anything with the hunky Carter Oosterhouse, but that show is too gross....
I think this show is going to hurt Hillary's reputation. Potential clients may think she won't communicate with them, will over-promise and not come within budget.
Same goes for the realtor.
I love this thread! LIOLI is a show people love to hate. It is astonishing to me how many posts there are from people who claim they do not watch the show! So why do they care whether it is good or bad?
That being said, I am curious to hear from viewers who want LIOLI off the air what it is they would rather see on HGTV. Are we talking about firing Hillary and David and putting better hosts in their place, or making other "cosmetic" changes to the program? Or do we advocate simply substituting more reruns of other shows? (HGTV has to air SOMETHING, after all...) Surely as an online community we can come up with some good ideas about programming that would improve on Love It or List It. Maybe HGTV would take note!
I, like many other posters, only watch recorded episodes, viewing the "wish list" for remodeling, quickly surveying the "before" state of the house, then zipping through to the end to see the "after" version of the remodeled house. I do tend to stop and watch conversations between Hillary and her crew, just to better understand what kinds of problems one should expect to encounter when remodeling. (I try not to hold it against Hillary that she seems to have no clue that there will be problems! It is just too absurd.) I do not even watch the scenes with David in them -- I find his entire persona annoying, and the houses available for him to show are so categorically boring that I simply do not care. (I REALLY feel sorry for those Canadians!) Nor do I care whether the homeowners choose to Love or List. I have turned off the show by that time.
So the show serves my purpose of getting a view of some remodeling projects. Each episode takes me about 8 minutes to watch, this being primarily because there is only about 12 minutes of total footage that comprise the show -- the rest of the time is taken up with a few scenes pulled out and repeated over and over again by way of "review", as is true with shows like House Hunters, What Not to Wear, etc. I don't like all the repetition, but I am used to it.
If there are any other shows on any network that posters can recommend that actually deal with the sort of whole or partial home remodeling theme (not just redecorating or kitchen/bath remodels) that LIOLI tries to portray, I'd love to hear about them.
I think we care because we would like to see good shows that we like watching to be in its place.... I don't watch it period... it's not like I watch it but hate it. There used to be so many good shows on HGTV.... but it seems that ship has sailed.
You are exactly the person I want to hear from: tell me about the kinds of shows you WOULD want to see on HGTV. Can you describe them?
Favorite HGTV Shows... past and present.....
House Hunters
HH Where are they now
HH Renovation
David when he was in SFO
Small Spaces
Divine Design
Antonio Treatment
Income Property
Designed to Sell
Design Star
Junk Gypsies
Million Dollar Contractor
Rehab Addict
Won't watch....
Million Dollar Rooms
Love it or List it
Gardening shows
Shows with bad designers....
Yes, get rid of it and along with it Property Brothers, which is also soooo obviously scripted and over directed with the same result every week. Where are the girls anyway? I miss Candace and Genevieve and all of the real decorators-- heck I would even be glad to see Meg back again. HGTV please bring back some of the decorating and designing shows that made me love your channel in the first place.
I agree that this show is horrible! Enough already!
I agree, please cancel it! I loathe this show and it always seems to be on. This and Property Brothers. Ugh! Please show more House Hunters! It's hardly ever on anymore, and it's THE best show on TV! And not this new "Where are they now" show, either. REAL House Hunters, PLEASE! ;-)
Yes, the show is staged, and the scenario plays out exactly the same way each and every time. But here's the thing that REALLY gets me: If HGTV is going to bother to pretend that these are "real people" trying to make a decision to either love or list their home, couldn't you at least have people change their clothes at some point during the episode? Seriously, an entire house reno is supposed to be going on, presumably over a chunk of time, and yet Hilary is wearing the same outfit EVERY SINGLE TIME the "owners" return to the house! And they, and David, are wearing the same clothes during their endless search to find the perfect home! They only change clothes on the "reveal." Maybe Hilary and her team just work these miracles in a single day...Talk about fake! Make an effort, HGTV! Some of us might just be paying attention!
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