text:
State o f Arizona
of the
Auditor General
Report to the Arizona Legislature
By Douglas R. Norton
Auditor General
August 1996
Report 96- 12
DEPUTY a" D, ToeGENcmAL
August 14,1996
Members of the Arizona Legislature
The Honorable Fife Symington, Governor
Ms. Yolanda Kizer, Chairman
Arrzona Coliseum and Exposition Center
Transmitted herewith is a report of the Auditor General, A Performance Audit of the Arizona
Coliseum and Exposition Center. This report is in response to a May 17,1995, resolution of
the Joint Legislative Audit Committee. The performance audit was conducted as part of the
Sunset review set forth in A. R. S. 5941- 2951 through 41- 2957.
The report addresses the Arizona Coliseum and Exposition Center Board's ability to generate
sufficient revenues to defray the operating costs of the Arizona Veteran's Memorial Coliseum
and the state fairgrounds as well as its ability to fulfill its role to provide affordable
entertainment for the citizens of the State, promote the State's interests, and expand fair
facilities. Regarding the Coliseum, it has operated at a net loss for much of its history. While
it was not constructed with the intent of generating profits, the Coliseum's financial condition
has worsened in recent years. These losses primarily result from increased competition from
a number of venues in the Phoenix metropolitan area that offer considerably more amenities
than the 30- year- old Coliseum. In fact, due to the increased competition and the subsequent
loss of events hosted by the Coliseum, the Board had taken steps to temporarily close it, with
the prospect of permanent closure. However, during the temporary closure period, the Board
entered into a lease agreement with a private company to assume complete financial and
operational control of the Coliseum. This lease agreement offers hope for improved financial
conditions and the continued operation of the Coliseum. However, the Board should be
prepared to reconsider options for closing the Coliseum if the lessee defaults under terms of
the lease agreement,
Regarding the State Fair, we believe there are several opportunities for the Agency to generate
additional fair revenues of approximately $ 1.2 million to allow the Board to continue to be
self- sufficient and meet its mandate to promote state interests. While the State Fair has always
maintained a profit, in recent years the costs to conduct the Fair have been rising faster than
the revenues it generates. For example, between 1990 and 1995, the Fair experienced an
approximate 24 percent increase in expenses and only a 7 percent increase in revenue.
B 2 9 1 0 NORTH 44TH STREET . SUITE 4 1 0 m PHOENIX, ARIZONA 8 5 0 1 8 . ( 6 0 2 ) 5 5 3 - 0 3 3 3 . FAX ( 6 0 2 ) 5 5 3 - 0 0 5 1
August 14,1996
Page - 2-
Increased personnel and contractual entertainment expenses as well as decreased sponsorship
and decreased carnival and food vendor revenues have been the main reasons for profit
deche. Continued reductions in the Faifs profitability, combined with losses from non- fair
activities, could jeopardize the Board's ability to maintain self- sufficiency for the Agency as
well as its abhty to meet the State Faifs mission and goals of promoting the State's interests.
Therefore, we identified several opportunities the Board could consider to increase
profitability, ensure its continued compliance with statutory mandates, and support future
goals. For example, the Agency could potentially generate an additional $ 900,000 in revenue
by charging more for entertainment. Likewise, it could increase food vendor fees and
sponsorship revenues.
My staff and I will be pleased to discuss or clalrfy items in the report.
This report will be released to the public on August 15,1996.
~ ough; RJ. Norton
Auditor General
The Office of the Auditor General has conducted a performance audit and Sunset review of
the Arizona Coliseum and Exposition Center Board, pursuant to a May 17,1995, resolution
of the Joint Legislative Audit Committee. This audit was conducted as part of the Sunset
review set forth in A. R. S. 9541- 2951 through 41- 2957.
The Arizona State Fair and the agency charged with conducting it existed prior to Arizona
becoming a state. In 1905, the Territory of Arizona established the Territorial Fair Commission,
which conducted the first fair on the current site. The Commission eventually became the
Arizona State Fair Commission, so named until 1967 when the Legislature established the
Arizona Coliseum and Exposition Center Board, consisting of five members appointed by the
Governor. According to statute, board responsibilities include directing and conducting the
State Fair, conducting an annual livestock show, maintaining the state fairgrounds and
Veteran's Memorial Coliseum in good condition, and generating sufficient revenue to defray
the operating expenses of the state fairgrounds and Coliseum.
Recently, the Board developed a strategic plan to better enable it to meet its responsibilities
for producing and conducting the State Fair. In a presentation to the Joint Interim Committee
on State Assets on November 15,1995, the Board presented its plans to relocate the Fair or
restructure its facilities on the current site. By relocating, the Board believes it can better meet
the Fair's mission: to display and promote the interests of the State, including agriculture,
livestock, and mining. Space limitations at the current fairgrounds prevent the Board from
showcasing these and other industries to the fullest extent,
Coliseum Lease Offers
Opportunity to Reduce Losses
( See pages 7 through 12)
Faced with the possibhty of closing the Veteran's Memorial Coliseum due to sigruficant cash
losses, the Board recently leased the Coliseum to a private company. While the State did not
construct the Coliseum with the intent of generating profits, the Coliseum's financial condition
has signhcantly worsened in recent years. For example, since fiscal year 1991- 92, cash losses,
excluding depreciation, increased from approximately $ 278,000 to $ 843,000 in fiscal year 1994-
95. In addition to these losses, the Board expended an average of $ 385,000 annually during the
same time for coliseum capital improvements. Furthermore, as of May 31,1996, fiscal year
1995- 96 cash losses for the Coliseum have already reached an estimated $ 602,500, with one
month remaining in the fiscal year.
Compebtion from other venues has sigruficantly reduced the number of profitable events the
Coliseum hosts. In recent years, the Coliseum's major competitors - America West Arena,
Blockbuster Desert Sky Pavilion, Mesa Amphitheater, and Phoenix Civic Plaza- have attracted
many lucrative events that were once the Coliseum's mainstay. These events include Phoenix
Suns games, concerts, and ice skating shows. As a result, the Coliseum experienced a 50
percent drop in event days, from 284 in fiscal year 1991- 92 to 143 in fiscal year 1994- 95.
Recognizing the Coliseum's inability to generate sufficient revenues, the Board explored
various options for reducing coliseum losses. Recently, the Board closed the Coliseum from
May 20 through September 4,1996, anticipating a cost savings of over $ 300,000. While the
Board was considering permanently closing the Coliseum, Valley Iceplex Professionals ( VIP)
approached it with a proposal to lease the Coliseum. Since permanently closing the Coliseum
would only reduce cash losses by approximately !$ 400,000, and a lease of the Coliseum offered
further reductions in cash losses, the Board entered into a contract with VIP. However, given
the Coliseum's poor financial performance and the unfavorable evaluations offered by the two
other arena management groups, which were unwilling to risk running the Coliseum, the
Board should reconsider options for closing the Coliseum if VIP defaults under terms of the
lease agreement,
Increased Fair Profits Could
Help the Board Achieve
Its Mandates and Goals
( See pages 13 through 20)
While the Coliseum has had ddficulty generating revenues, the State Fair has the potential to
generate an additional $ 1.2 million in profits that would allow it to better meet statutory
mandates and realize future plans. Over the past 6 years, costs to conduct the Fair have risen
at a faster rate than revenues, resulting in a 49 percent decrease in profitability, from $ 2.26
million for the 1990 State Fair to $ 1.14 & on for the 1995 State Fair. Several factors, including
increased personnel and entertainment costs, have contributed to reduced profits. Addition-ally,
the Fair has not taken advantage of ways it could enhance revenue through food vendor
fees and sponsorship.
Reduced fair profits coupled with coliseum losses have contributed to overall agency losses
for the past three fiscal years, affecting the Board's ability to meet its statutory mission of self-sufficiency.
While the Arizona Coliseum and Exposition Center ( ACEC) currently has
approximately $ 2 to $ 2.5 million in cash reserves and liquid investments available to cover
losses, continued agency losses could ultimately threaten its ability to remain self- sufficient,
Specifically, ACEC has incurred losses of approximately $ 1 million, $ 560,000, and $ 367,000 in
fiscal years 1992- 93,1993- 94, and 199495, respectively. These losses hamper the Board's ability
to meet the Arizona State Fair's mission and goals, including showcasing state industries and
possibly relocating the Fair, by reducing the resources available to the Board for these
I To ens- continued compliance with statutory mandates and to support future goals, there
are several profit enhancement opportunities the Board can consider. For example, ACEC
1 could increase fair entertainment ticket prices, food vendor fees, and sponsorship revenue. At the same time, ACEC should analyze personnel costs and idenhf) ways to reduce them.
( This Page Intentionally Left Blank)
Table of Contents
Introduction and Background . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Finding I: Coliseum Lease Offers
Opportunity to Reduce Losses . . . . . . . . . . . . . . . . . . . . . . . . 7
Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
Board Temporarily Closed
Coliseum Due to Losses from
Increased Competition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
Lease Agreement Provides
Opportunity to Reduce Losses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Recommendations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
Finding II: Increased Fair Profits
Could Help Board Achieve
Its Mandates and Goals . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
Decreasing Profits Jeopardize
Board'sMandates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
Board Should Consider Revenue
Enhancement and Cost Reduction Options ............................ 16
Recommendations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
Sunset Factors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
Agency Response
Tables and Figure
Table 1 Arizona Coliseum and Exposition Center
Revenues and Expenses for
Fiscal Years 1992- 93 through 1995- 96
( Unaudited) ............................................... 3
Table 2 Arizona Coliseum and Exposition
Center Entertainment Event Cost
Recoveryoptions ................................... ss.~. 18
Figure 1 Arizona Coliseum and Exposition Center
Coliseum Estimated Net Cash Losses
Fiscal Years 1991- 92 through 1994- 95 . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
The Office of the Auditor General has conducted a performance audit and Sunset review
of the Arizona Coliseum and Exposition Center Board pursuant to a May 17, 1995,
resolution of the Joint Legislative Audit Committee. This audit was conducted as part of
the Sunset review set forth in A. R. S. 5941- 2951 through 41- 2957.
Board History
and Responsibilities
The history of the Arizona Coliseum and Exposition Center Board precedes Arizona
statehood. In 1905, the Territory of Arizona established the Territorial Fair Commission
for the purpose of administering a fair. This Commission eventually became the Arizona
State Fair Commission, so named until 1967, at which time the Legislature established the
Arizona Coliseum and Exposition Center Board. Establishment of the Board coincided
with the completion of the Veteran's Memorial Coliseum.
The Board, consisting of five members appointed by the Governor, has three basic
Maintain the state fairgrounds and Veteran's Memorial Coliseum facilities in good
condition and use these facilities for the enjoyment of the people of Arizona.
Direct and conduct state fairs, exhbits, contests, and entertainment for the purpose of
advancing the interests of this State and its counties.
Generate sufficient monies to defray the operating expenses of the state fairgrounds
and the Veteran's Memorial Coliseum.
Additionally, according to A. R. S. 95- 113. C., the Board is responsible for conducting an
annual livestock fair for the purpose of promoting Arizona's livestock and agricultural
Organization and Staffing
To assist the Board in meeting its responsibilities, the Arizona Coliseum and Exposition
Center ( ACEC) is authorized 278 FTE positions for fiscal year 1995- 96. Howeveq the
Agency currently employs only 45 permanent, full- time employees.' The remaining
employees either work part- time or are hired to provide ushering, security, or parking
attendant services for specific events. In addition to the full- time and temporary staff
employed throughout the year, the ACEC typically hires 1,500 to 1,650 people each year
for the State Fair to assist with security, ticket sales, ushering, maintenance, and janitorial
Under the direction of an executive director who reports to the Board, the ACEC consists
of the following departments:
Operations- By far the largest department, Operations maintains and operates the 35
buildings on the 80- acre fair site and an additional 16 acres on 2 smaller lots, which
are primarily used for parking. The fairground buildings include a mineral building,
civic, agricultural, and vocational/ academic buildings, a grandstand, the Veteran's
Memorial Coliseum, and various physical plant buildings. Operations also selects and
manages ride and game operators during the Fair and is responsible for security and
parking on the fairgrounds throughout the year.
Coliseum Management- Coliseum management books and prepares for all the events
( entertainment, shows, etc.) in the Coliseum and other buildings on the fairgrounds
throughout the year, including the Fair. The department also handles box office and
ushering functions for events and performs marketing, advertising, public relations,
advance ticket sales, and sponsorship solicitation functions for the Fair.
Accounting- In addition to its accounting responsibilities for all activities that occur
on the fairgrounds, this department handles admission and ride ticket sales during the
Administrative Services - This department performs personnel, purchasing, and
clerical functions. This department also solicits and manages food and commercial
vendors during the Fair.
As required by statute, ACEC operates with revenues generated from both fair and non-fair
activities. Revenue sources include fair admissions, fair entertainment ticket sales,
facility rental fees, commissions on ticket sales for coliseum events, parking, concessions,
commercial space rentals during the State Fair, a percentage of midway monies ( carnival
rides), and interest income. As illustrated in Table 1 ( see page 3), these sources have
generated revenues that recently have begun to decline from approximately $ 13.3 million
" s of May 20,1996.
in fiscal year 1992- 93 to $ 12.9 million in fiscal year 1994- 95. However, these revenues have
still allowed the Agency to operate without legislative appropriations since fiscal year
1981- 82, and retire the bonds used to finance construction of the Coliseum on schedule in
Table 1
Arizona Coliseum and Exposition Center
Revenues and Expenses for Fiscal Years 1992- 93 through 1995- 96
( Unaudited)
Fiscal Year Fiscal Year Fiscal Year Fiscal Year
1992- 93 1993- 94 1994- 95 1995- 96 lest.)
Operating Revenue:
State Fair $ 9,100,800 $ 9,632,400 $ 9,685,600 $ 10,244,300
Non- Fair 4,181,000 3,573,400 3,183,100 3,855,200
Total Operating Revenue 13,281,800 13,205,800 12,868,700 14,099,500
Operating Expense:
State Fair 8,297,900 8,520,200 8,366,700 9,103,800
Non- Fair 6,677,000 5,840,400 5,599,200 5,977,700
Total Operating Expense 14,974,900 14,360,600 13,965,900 15,081,500
Operating Loss: ( 1,693,100) ( 1,154,800 ( 1,097,200) ( 982,000)
Non- Operating Revenue:
Racing Receipts 378,700 370,500 421,300 400,000
Interest Earned 291,100 225,600 305,300 50,000
Sales of Capital Assets 0 0 3,600 0
Total Non- Operating Revenue 669,800 596,100 730,200 450,000
Net Loss ($ 1,023,300) ($ 558,700) ($ 367,000) ($ 532,000)
Source: Financial statements and budgets prepared by the accounting office of the Arizona Coliseum.
Actual amounts in fiscal years 1992- 93, 1993- 94, and 1994- 95 are rounded for presentation
Despite earning millions in revenues, in recent years the Agency has not generated
sufficient monies to defray its costs. ACEC last generated a profit of $ 749,100 in fiscal year
1991- 92, even though the Agency showed an operating loss. The profit resulted from non-
operating revenues, comprised of interest income and racing receipts.' As shown in Table
1 ( see page 3), ACEC has incurred losses since fiscal year 1992- 93 and has relied on its
retained earnings, accumulated from previous profitable fiscal years, to cover expenses.
In addition to the losses posted for fiscal years 1992- 93 through 1994- 95, the Board projects
agency losses averaging approximately $ 1.5 million for each of the next three fiscal years.
State Fair Status and
ACEC's Future Plans
Despite declining revenues, ACEC is recognized as producing and operating one of the
most successful state fairs in the country. Attendance at the Fair ranks within the top ten
state fairs nationally, with reported attendance topping one million during the 1995 State
Fair- the third time in its history that attendance has surpassed one million people.
Agency management has developed innovative ideas, including the independent midway
concept, in which the Fair contracts directly with numerous ride and game operators
rather than one carnival operator. This allows the Fair to offer a greater variety of and the
most current rides, and ensures more control over the safety and operation of those rides.
Based on Arizona's success, other states have adopted this concept. In addition to these
ideas, management's focus on presenting a safe, secure fair enhances the fair experience
for all patrons.
However, despite these achievements, the Board acknowledges that these results were
obtained by sacrificing part of the Fair's core mission: to display and promote the interests
of the State. These interests include agriculture, livestock, mining, hobbies, exhibits, etc.
The lack of attention devoted to these interests partially results from the limited space the
Fair now occupies. Other state fairs with similar attendance occupy, on average,
approximately 250 acres, compared to the 96 acres currently used by the Arizona State
Therefore, the Board has taken preliminary steps to reemphasize its mission and address
the space restrictions. In a presentation to the Joint Interim Committee on State Assets on
November 15,1995, the Board communicated its desire to relocate the Fair or restructure
its facilities on the current site. In fact, the Board has already begun the process of
designing a new fairgrounds and estimating potential costs as first steps to achieve this
goal by the year 2000. With additional acreage, the Board indicated that more space could
be devoted to agriculture and livestock, hobby displays, mining and high- tech exhibits,
and possibly even the creation of a working farm that could benefit Arizona citizens year-round.
I According to A. R. S. $ 5- 113. A, the Board receives the greater of 4% percent or $ 400,000 annually of the State's
revenue from pari- mutuel wagering ( racing receipts). Guaranteeing the Board at least $ 400,000 annually from
racing receipts became effective July 1994.
Audit Scope
and Methodology
This audit focuses on ACEC's ability to generate sufficient revenues to defray the
operating costs of the fairgrounds and Arizona Veteran's Memorial Coliseum. The audit
also addresses whether the Agency generates sufficient revenue to facilitate compliance
with its other goals and statutory mandates, including maintaining the fairgrounds and
Coliseum for the public use and enjoyment, promoting the State's interests, and expanding
fair facilities.
To evaluate the continued need for the Coliseum, we contacted event promoters and the
Coliseum's major competitive venues to assess the market in whch it competes.
Additionally, we reviewed and analyzed the Coliseum's financial performance for the past
five fiscal years and reviewed all events held there since July 1990 to note changes in types
of events held and their effect on the Coliseum's financial condition. We also contacted
similar venues in other states to obtain comparative information relating to coliseum
operations and financial performance.
To offer recommendations for improving State Fair profits, we analyzed its financial
statements for the past 6 fiscal years to ascertain changes in financial performance. We also
contacted various organizations and individuals, including 22 state and large county fairs,
national fair associations, commercial and food vendors, and ride operators to determine
what opportunities exist to increase revenues and/ or decrease costs and improve fair
operations.' We also randomly surveyed fair patrons during different days and times to
estimate how much they spent on various fair activities. Finally, we reviewed agency
compliance with statutory mandates, including production of the annual livestock show.
Our report presents findings and recommendations in two areas:
w The Board has recently entered into a lease agreement for the Coliseum, which should
reduce its cash losses; however, the Board should reconsider options for closing the
Coliseum if the lessee defaults under terms of the lease agreement.
w The need for the Board and agency management to increase revenues and reduce state
fair expenses to ensure compliance with statutory mandates and to meet agency goals
for fair expansion.
' We contacted state and county fair officials in other states that reported a 1994 fair attendance level of a
minimum 650,000 to the International Association of Fairs and Expositions. State fairs contacted were California,
Colorado, Florida, Illinois, Indiana, Iowa, Kentucky, Massachusetts, Minnesota, New Mexico, New York, North
Carolina, Ohio, Oklahoma, Oregon, Pennsylvania, Texas, and Wisconsin. County fairs contacted were Del Mar,
California; Pomona, California; and Erie County, New York.
In addition to these audit areas, this report also contains responses to the 12 Sunset
Review Factors for the Agency.
This audit was conducted in accordance with government auditing standards.
The Auditor General and staff express appreciation to the board members, Executive
Director, and staff of the Arizona Coliseum and Exposition Center Board for their
cooperation and assistance throughout the audit.
Faced with the prospect of permanently closing the Veteran's Memorial Coliseum, the
Board recently leased the facility to a private company. This move was made in an effort
to reduce cash losses from the Coliseum that have resulted from increased competition in
recent years. While the lease agreement offers the Board an opportunity to significantly
reduce its losses, it should reconsider options for closing the Coliseum should the lessee
default under terms of the lease agreement.
With $ 6.9 million in bond proceeds, the State constructed the Coliseum in the mid 1960s
when it recognized the need for a large multi- purpose facility to hold sporting and
entertainment events. For almost three decades, the Coliseum was virtually the only
facility of its kind, hosting a variety of events, including Phoenix Suns basketball games,
professional ice hockey and tennis, ice shows, rodeos, and concerts. In recent years,
however, competition from new, state- of- the- art venues such as the America West Arena
( AWA) and Blockbuster Desert Sky Pavilion has led to the loss of not only the Suns
basketball games, but also of most major entertainment events occurring in the Phoenix
area. Currently, the Coliseum is used primarily in conjunction with the State Fair;
however, other events, such as Roadrunner ice hockey games, trade shows, car sales, and
occasional concerts, are held in the building.
Board Temporarily Closed
Coliseum Due to Losses from
Increased Competition
For much of its history, the Coliseum has operated at a net loss. While financial losses are
not uncommon among public arenas, the Coliseum's losses have increased in magnitude
over the past three fiscal years. These losses primarily result from increased competition,
whch has ultimately threatened to jeopardize the self- sufficiency of the Arizona Coliseum
and Exposition Center ( Agency). Therefore, in an attempt to minimize losses, the Board
opted to temporarily close the Coliseum.
CoZiseum'sfimncial losses imasing- While public arenas generally do not earn profits,
the Coliseum's operating losses have increased dramatically in recent years. A 1991 study
on government- owned arenas and convention centers reported that these facilities rarely
earn a profit, and their operating costs are, on average, about 42 percent higher than
revenues.' Similarly, not only has the Coliseum rarely generated a profit, its fiscal year
1994- 95 operating costs were more than 70 percent higher than its revenues. As illustrated
in Figure 1, the Coliseum's cash losses, excluding depreciation, have increased
Figure 1
Arizona Coliseum and Exposition Center
Coliseum Estimated Net Cash Losses'")
Fiscal Years 1991 - 92 through 1994- 95
Estimated cash losses exclude depreciation.
Source: Auditor General analysis of Arizona Coliseum and Exposition Center financial statements
for fiscal years 1991- 92 through 1991- 95.
Heartland Policy Study No. 33, " Should Governments Own Convention Centers?" by Edwin S. Mills, January 21,
from approximately $ 278,000 in fiscal year 1991- 92 to $ 843,000 in fiscal year 1994- 95, an
increase of 203 percent. Moreover, these cash losses do not include capital expenditures
made for the Coliseum, which have averaged $ 385,000 annually during that same period.
Finally, as of May 31,1996, fiscal year 1995- 96 cash losses totaled an estimated $ 602,500,
with one month remaining in the fiscal year.
Losses due to competition- The Coliseum's ability to attract events and generate profits
has been seriously damaged by the number of venues in the Phoenix metropolitan area.
Recently constructed venues such as the AWA and Blockbuster Desert Sky Pavilion have
attracted premium events such as concerts, ice shows, and circuses, which were once the
Coliseum's mainstay. These new, state- of- the- art facilities offer considerably more
amenities to performers and promoters than the 30- year- old Coliseum. Although event
promoters spoke favorably about ACEC staff and operations, they still fail to book many
top events in the Coliseum.' One promoter explained that while performers usually look
for a deal that best meets their overall needs, they simply prefer a new facility to the aging
Coliseum. A review of event calendars from the Coliseum and its four major competitors
for the period July through December 1995 confirmed this. For example, we found that
the Coliseum hosted only 2 of the 49 concerts held in the Phoenix metropolitan area
during the period e~ aminedI. n~ addition, while the Agency has in more recent years
sought to specialize in such events as home and garden shows, trade shows, and
merchandise sales, the Phoenix Civic Plaza appears to dominate this area, since they
hosted 20 such events compared to the 6 hosted by the Coliseum.
Due to increased competition from other venues, the number and types of events hosted
by the Coliseum do not generate sufficient revenues to cover all its operating costs.
According to the Coliseum Manager, an optimum utilization rate for the Coliseum would
be between 280 to 300 event days throughout the year. 3 However, after the opening of the
AWA in June 1992, the Coliseum experienced over a 40 percent drop in event days, from
284 in fiscal year 1991- 92 to 167 in fiscal year 1992- 93. Consequently, cash losses from the
Coliseum increased by 292 percent, from approximately $ 278,000 to $ 1,091,000 during that
same period. Significant cash losses of $ 701,000 and $ 843,000 continued in fiscal years
1993- 94 and 1994- 95, respectively, as the number of event days fell to 148 and 143,
Not only has the Agency been unable to secure many profit- making events for the
Coliseum, it had to retain some events on unfavorable financial terms. For example, to
ensure a long- term anchor tenant for the Coliseum, ACEC entered into a five- year contract
' We spoke to representatives of four major promotion companies that actively promote events in the Phoenix
metropolitan area.
2 The competitors included in this review were AWA, Blockbuster Desert Sky Pavilion, Mesa Amphitheater, and
the Phoenix Civic Plaza, since they compete for the same or similar events as the Coliseum.
3 Event days include the days scheduled for event setup and cleanup in addition to the day an event actually
takes place.
with the Phoenix Roadrunners hockey team to host its home games at the Coliseum
through the 1995- 96 hockey season. However, the contract called for ACEC to pay a $ 1
incentive to the Roadrunners for each person attending a Roadrunners hockey game at the
Coliseum. This contract term cost the Agency $ 236,000 during the 1994- 95 hockey season
and resulted in an estimated loss of $ 106,000 for that season alone.
Board planned to close Coliseum to protect Agency- The various circumstances affecting
the Coliseum's financial viability have ultimately threatened to jeopardize the Agency's
self- sufficiency. According to statutory mandates, the Board should earn sufficient
revenues to cover the operating costs of the fairgrounds and Coliseum. Historically, the
State Fair's success has produced sufficient revenues to cover the losses experienced by
the Coliseum. For example, although ACEC earned a $ 1.6 million profit from the 1994
State Fair, it posted an overall net loss of $ 367,000 during fiscal year 1995 due primarily
to the Coliseum's net loss of over $ 1.5 million ( including depreciation). The Agency also
incurred overall net losses of $ 558,700 in fiscal year 1994 and $ 1,023,300 in fiscal year 1993,
despite earning over $ 800,000 in state fair profits during each of those fiscal years.
Due to the Coliseum's deteriorating financial situation, the Board began considering
various options for reducing coliseum losses. Under the Legislature's direction, the Board
first explored the possibility of privatizing the Coliseum's management and operations.
During its 1993 Sunset review of the Agency, the House Government Operations and
Senate Government Committee of Reference required the Board to produce a report
regarding the feasibility and consequences of privatizing all or part of the Coliseum's
activities and operations. In response, the Board issued a request for proposal ( RFP) to
determine private sector interest in operating the Coliseum. However, the Board was
unsuccessful in this effort. As a result, the Board began discussing options for closing the
facility. The options discussed included closing the Coliseum for three months, six
months, or full- time, except during the State Fair. Based on an analysis of these options,
the Board decided to close the Coliseum from May 20 through September 4,1996, with the
option of extending the closure period if tentatively scheduled events did not occur.
By taking this action, agency management expected to produce a cost savings of over
$ 300,000 through layoffs of all temporary coliseum maintenance staff, and an 80 percent
reduction in utility requirements. Permanent staff who normally work on coliseum- related
activities would have shifted to fairgrounds maintenance activities or worked on tasks
related to the State Fair. Through this temporary closure, the Board had planned to
determine actual cost savings attributable to the closure and opportunities for future
Lease Agreement Provides
Opportunity to Reduce Losses
A recent agreement to lease the Coliseum offers hope for its continued operation. During
the Coliseum's temporary closure, a private group approached the Board with a proposal
to lease the Coliseum and significantly reduce the Agency's losses associated with the
facility. While this new arrangement improves the outlook for the Coliseum, prior private
sector reviews of the Coliseum suggest the Board should be prepared to reconsider options
for closing the Coliseum in the event the lessee defaults on the lease agreement.
Lease agreement should reverse losses - During the temporary closure period and while
the Board was contemplating permanent closure of the Coliseum, Valley Iceplex
Professionals ( VIP) approached the Board proposing to lease the Coliseum. Since permanent
closure of the Coliseum would still yield losses and this lease agreement with VIP would
significantly reduce such losses, the Board entered into a contractual agreement with VIP.
Through this five- year contract, effective September 1,1996, the lessee will assume complete
financial and operational control of the Coliseum. Therefore, the lessee will schedule and
oversee all events, pay for all coliseum expenses such as utilities, insurance, and personnel,
and remit a nominal lease fee to the Agency. The contract also provides for the Agency's
exclusive use of the Coliseum during the State Fair period. During this time, the Agency
will be responsible for coliseum expenses as they relate to the activities and events of the
Fair. Finally, the Agency will benefit from clauses in its contract with the lessee requiring
VIP to establish a $ 300,000 security deposit account for the Agency's exclusive use should
the lessee default under terms of the contract, and an irrevocable letter of credit in the
amount of $ 525,000 issued to the Agency. The contract requires VIP to establish the security
deposit account within 30 days of the execution of the lease. Additionally, the letter of
credit, to be issued by a major bank, reflects the total amount of lease payments over the
life of the lease and will be issued prior to the commencement of the lease term. Should
the lessee default, the Agency will receive the balance of unpaid lease payments through
the letter of credit.
This contract may reduce the financial losses the Agency has historically incurred for the
Coliseum's operation. Under the terms of the contract, the Agency will derive revenues
from the lease fee, an additional annual fee for the right to sell concessions at the Coliseum,
and parking at coliseum events. However, the Agency will still incur expenses for its office
space, certain maintenance, and parking at coliseum events. Most important, the Agency
will still incur a cash outlay of $ 251,000 annually for the next three fiscal years since it must
honor two lease agreements for cooling equipment and an electronic scoreboard.
Board should be prepared to close Coliseum- While the lease agreement with VIP should
reduce the Agency's financial burden posed by the Coliseum, the Board should be prepared
to reconsider options for closing the Coliseum if the lessee defaults under terms of the lease
agreement. As previously mentioned, other private management firms reviewed the
Coliseum's ability to successfully compete with other venues and were unwilling to enter
into a contract for its management and operation. In fact, the Board received five responses
to the RFP, only two of which merited further consideration by the Board. When the two
private management companies performed an analysis of the Coliseum's operations and
financial data and the Phoenix area's competitive environment, both found that the financial
risk of assuming the Coliseum's operating expenses outweighed its profit- generating
potential. In a letter to agency management, one RFP respondent stated that the
privatization agreement sought by the Agency was '' not practical - and probably not possible."
Further, the respondent stated, " we are unwilling to place ourselves in a risk position fm the
private management contract. "
Given the Board's inability to operate the Coliseum at a profit, and the unfavorable
evaluations offered by two other arena management groups, the lessee may have difficulty
improving the Coliseum's financial outlook. While the Board will have financial remedies
available to it should the lessee default on the lease agreement, the Board should also
reconsider options for closing the Coliseum.
In addition, the Board should take steps to develop a mechanism to identify and track its
costs associated with the Coliseum. As the lessor of the facility, ACEC will continue to have
some involvement in the activities and events held in the Coliseum. For example, the lessee
may require the assistance of ACEC staff for event setup. Even though the contract includes
a schedule for employee and equipment costs, to date, ACEC has lacked a mechanism to
track such costs as employee hours, utilities, maintenance, and other direct and indirect
costs per event. While some event costs, such as security and ushering, are known because
they are paid per event and charged back to the event promoter, most costs, including event
staff time, are unknown.
1, Should the contract with the lessee prematurely terminate, the Board should again
consider options for closing the Coliseum.
2. The Board should develop a mechanism to identify and track all costs for the services
it may provide to the lessee. Specific costs it should capture include employee hours,
maintenance, and equipment usage.
By enhancing State Fair revenues and decreasing costs, the Board could potentially generate
additional profits of approximately $ 1.2 million, thereby allowing it to better meet statutory
mandates and realize future plans. Due to rising costs, State Fair profits have decreased
49 percent in the last 6 years, from $ 2.26 million in 1990 to $ 1.14 million in 1995. As a result,
the Agency's ability to maintain self- sufficiency and promote state interests may be
jeopardized. Therefore, to allow the Board to continue to meet its mandates and fulfill its
objectives, it should consider several opportunities to increase fair revenues and decrease
According to its strategic plan, the Board intends to take steps to better enable it to meet
statutory mandates for conducting the Fair. This plan calls for either the relocation or
restructuring of the current fairgrounds. However, both options would require a significant
amount of money. A study commissioned by the Board in 1986 estimated that relocating
the fairgrounds would cost between $ 97 and $ 107 million. Accounting for inflation, the
cost of relocation has grown to an estimated $ 136 to $ 150 million. Recent relocation cost
estimates provided by an architectural firm place the costs for construction between $ 50
and $ 95 million, excluding land acquisition costs. While a variety of sources, including
proceeds from the sale of the existing site, legislative appropriations, and revenue bonds
could be used to finance either option the Board selects, ACEC could decrease the taxpayers'
burden by contributing fair proceeds toward the cost.
Decreasing Profits Jeopardize
Board's Mandates
Declining fair profits ultimately threaten the Board's ability to meet current mandates and
reahze future goals. While the State Fair has enjoyed significant profits in the past, these
have decreased 49 percent within the last few years, due to increasing costs and revenues
that have not kept pace. As a result, the Board may have difficulty meeting its statutory
mandates for self- sufficiency and promotion of state interests.
Fair's profitability has decreased- While still maintaining a profit, ACEC's costs to conduct
the State Fair are rising at a faster rate than revenues, thus reducing overall profit. For
example, the 1990 State Fair generated $ 9.6 million in revenue and incurred $ 7.34 million
in expenses for a net profit of $ 2.26 million. However, for the 1995 State Fair, revenue only
increased to $ 10.24 million while expenses increased to $ 9.1 million, for a net profit of $ 1.14
million. Overall, this represents an approximate 24 percent increase in expenses and only
a 7 percent increase in revenue.
Increased personnel and contractual entertainment expenses, which account for 55 percent
of the Fair's total costs, have been the main reasons for profit decline,
Personnel Costs - Personnel costs, which include wages, salary, and employee- related
expenses for ACEC permanent staff and the approximately 1,500 to 1,650 temporary
staff hired for the Fair, account for 32 percent of total operating costs. These costs have
increased 30 percent, from $ 2.26 million for the 1990 State Fair to $ 2.94 million for the
1995 State Fair. ACEC incurred a large portion of that increase last year when personnel
costs increased 16 percent, from $ 2.53 million in 1994 to $ 2.94 million in 1995. The
Agency attributes these rising personnel costs to a tight labor market, forcing
management to pay higher wages to attract temporary fair personnel.
Entertainment Costs - Contractual and entertainment fees, which include big- name
entertainer fees and expenses, small band and various show fees, safety engineer fees,
and staging personnel expenses, have increased 40 percent since the 1990 State Fair.
Specifically, ACEC incurred $ 2.32 million in contractual and entertainment expenses
for the 1995 State Fair, an increase of 42 percent from 1990 fair expenses of $ 1.63 million.
ACEC attributes the rise in this expense to the increased cost of booking big- name
Coupled with increased expenses, ACEC has encountered declining revenues in some areas
and has not taken advantage of opportunities to increase certain other revenues to offset
its rising costs. These revenues include:
Sponsorship Revenue - ACEC has not focused on the revenue- generating potential
of sponsorship solicitation for the Fair. In fact, due to management's inability to devote
the necessary resources to sponsorship solicitation, revenue has declined 33 percent,
from $ 240,100 for the 1990 State Fair to $ 160,200 for the 1995 State Fair. According to
the Marketing Manager, he and his assistant devote approximately 25 to 30 percent of
their time to soliciting sponsors.
Carnival Revenue - For the past two years ( 1994 and 1995 fairs), the Board has elected
to decrease its share of revenues from rides. The ACEC contracts with individual ride
owners based on a percentage of total revenue derived from rides. For the 1993 State
Fair, the Board set this percentage at 55/ 45, with the ACEC receiving 55 percent of ride
revenue. However, the Board reduced this percentage to 53/ 47 in 1994 and 52/ 48 in
1995. In 1994 and 1995, rides generated approximately $ 3.87 million and $ 4.2 million,
respectively, which was then divided between ACEC and ride operators according to
the percentage split. Therefore, due to ACEC's reduced share in each year, it has
forsaken revenues of approximately $ 77,500 and $ 126,000 in 1994 and 1995, respectively.
ACEC management cites increased costs to ride owners and the need to ensure ride
safety as primary reasons for decreasing revenue shares.
Food Vendors' Revenue- Unlike its agreement to share in the revenues earned from
rides, ACEC's method of charging food vendors a flat fee for space at the Fair does not
allow it to benefit from the food sales it helps generate. Each year, ACEC contracts with
approximately 125 vendors to sell food at the Fair. Management assesses vendors a flat
fee of $ 200 per front trailer foot for space at the Fair. For the 1995 Fair, ACEC received
approximately $ 510,000 in fee revenue, or an estimated 16 to 18 percent of the $ 2.78 to
$ 3.18 million in gross revenue earned by food vendors during the 1995 Fair. In contrast,
most state and county fairs surveyed indicated they charge food vendors between 20
to 25 percent of their gross revenue for space at fairs. This allows those states to share
in the revenues they help create for food vendors by conducting the fair and attracting
fair attendance.
The State Fair's rising costs and declining revenues will likely continue for the next few
years. Based on its own projections, ACEC expects the gap between revenues and expenses
to continue to narrow. In budget requests submitted to the Joint Legislative Budget
Committee, ACEC management estimates that by fiscal year 1997- 98, profits will decline
another 39 percent, to approximately $ 690,000.
Continued self- suficiency in question- While the Board has met its financial obligations
in the past, continued reductions in profitability combined with losses from non- fair
activities may affect its ability to defray operating expenses. According to statute, the Board
should be self- sufficient; however, the Board has incurred losses totaling over $ 1.9 million
since fiscal year 1992- 93. As stated previously, leasing the Coliseum offers an opportunity
to significantly reduce its losses. However, based on average losses of $ 535,000 annually
since fiscal year 1991- 92 from other non- fair activities, and the Fa2s declining profitability,
the Board's continued self- sufficiency will be jeopardized if it does not take steps to
improve fair profits ( see Finding I, pages 7 through 12, for further information regarding
coliseum losses).
Fair's mission has not been fully achieved- Similar to the impact on the Agency's self-sufficiency,
decreasing profits hamper the Board's ability to meet the State Fair's mission
and goals. Through the State Fair, the Board should advance Arizona's interests, including
agriculture, livestock, and mining. However, ACEC management has focused more on the
Fair's entertainment aspects, rather than showcasing and promoting state industries and
products. The decrease in state fair entries over the last six years illustrates this situation.
For example, while 1,224 people entered livestock in the 1990 State Fair, this number
dropped to 615 in 1995. Additionally, the total number of exhibitors ( people or
organizations that display agricultural goods, industry items, homemaking items, hobbies,
ek.) at the State Fair dropped from 9,095 in 1990 to 7,738 in 1995. According to the Board
Chairman, in order to reverse this trend and improve the State Fair, agency management
needs to put more effort into providing a fair rather than a carnival. To do this,
management plans to implement a county outreach program among county fairs by
traveling to these fairs and picking up entries for the State Fair. Management hopes this
plan will enable more Arizona citizens to showcase their hobbies and interests at the Fair.
In addition to showcasing the agricultural and other state interests, the Board's ability to
maintain an affordable fair is somewhat dependent on the Fair's profitability. Currently,
admission prices for the Fair compare favorably to admission prices charged by other state
fairs; however, continued reductions in profits could require higher- priced admission and
ride coupons. To retain affordable admission rates and maintain fair facilities for the
public's use and enjoyment, the Board should explore opportunities to increase the Fair's
Board Should Consider
Revenue Enhancement and
Cost Reduction Options
To ensure continued compliance with statutory mandates and to support future goals, the
Board can take several steps to improve the Fair's profitability. As demonstrated by other
states, opportunities exist to increase total entertainment, food vendor, and sponsorship
revenues by approximately $ 1.2 million. Additionally, ACEC should analyze opportunities
to reduce personnel costs.
The Fair can increase mtertaimnent revenue- ACEC can potentially generate an additional
$ 900,000 in revenue by charging more for entertainment. Currently, ACEC books
approximately 25 " big- name" entertainment events for the Fair each year and holds these
events in the Coliseum. For each event, ACEC reserves approximately 5,000 ( 35 percent)
of the 14,500 seats in the Coliseum and charges either $ 5 per seat for a matinee show or
$ 7 per seat for a night show. The remaining 9,500 Coliseum seats ( 65 percent) are free to
fair patrons. The ACEC provides low- cost and free entertainment in an effort to attract more
fair patrons and increase revenue from other areas, such as admission, rides, and food. As
a result, only a small portion of the entertainment costs are covered by those in attendance,
with the remaining costs subsidized by all fair patrons. For example, in 1995, the State Fair
sold, on average, 2,274 ( 45 percent) of its available reserved seats per show and generated
$ 322,923 in revenue, covering only 21 percent of its $ 1.5 million in entertainment costs.
In contrast, other state and county fairs charge more for big- name entertainment and base
ticket prices on event costs. Seventeen of 22 ( 77 percent) fairs we surveyed charged for big-name
entertainment, and all but two states reserved all seating for those events. In addition,
14 of the 17 states ( 82 percent) that charged for entertainment adjust ticket prices depending
on the event's cost For example, the New York State Fair fluctuated entertainment prices
to recover costs or even generate additional revenue. During its 1995 fair, it charged $ 17
and $ 19 for Beach Boys concert tickets, whereas Bon Jovi concert tickets cost $ 19, $ 24, and
$ 28.
Similar to other states, ACEC could set event ticket prices based on the percentages of costs
it wishes to recover. Table 2 ( see page 18) illustrates two potential options that include
moderate ticket prices, yet allow ACEC to recover a greater percentage of its entertainment
costs. Ticket prices for the two options vary depending on the cost of a particular event.
As reflected in Option 1, if ACEC decided to continue with its current pricing policy of
providing free admission for many of its 14,500 seats, reserved seat ticket prices could range
from $ 10 to $ 20 depending on an event's cost. For example, if an event cost $ 113,000, ACEC
could charge $ 20 per reserved seat and recover approximately 40 percent of the event's
costs. Option 2 presents sample ticket prices and potential revenues if ACEC charged a
moderate ticket price for its reserved seating and a nominal fee for general admission.
Based on the pricing options indicated in Table 2, average attendance at 1995 State Fair
entertainment events, and adjusting ticket prices depending on the cost of each
entertainment event, ACEC could potentially generate between $ 530,000 to $ 950,000 in
additional entertainment revenue from all its events. However, the amount of additional
revenues generated will depend on the ticket pricing option ACEC chooses for each event,
which should be dictated by the event's costs.
ACEC can increase food vendor fees- In addition to generating more entertainment
revenue, ACEC could increase its food vendor fee revenues by $ 46,000 to $ 285,000. As
mentioned earlier, most states earn anywhere from 20 to 25 percent of food vendors' gross
sales, while ACEC earns the equivalent of 16 to 18 percent. Based on an estimated $ 2.78
to $ 3.18 million in total revenue earned by food vendors at the Fair, if ACEC assessed fees
to capture 20 percent of these revenues, it could generate an additional $ 46,000 to $ 126,000.
These revenues could potentially increase to $ 285,000 if the Agency assessed fees to capture
25 percent of food vendors' gross revenue. ACEC could consider two different methods
to capture a larger percentage share of food vendor revenue.
Charge a percentage of gross revenue- While ACEC could still require an up- front
fee to secure space at the Fair, the final charge for vendor space could consist of a
percentage of the vendor's gross sales. Fourteen of 21 ( 67 percent) states surveyed use
the percentage of vendor gross sales method to determine vendor space charges. One
other state plans to adopt this approach for its next state fair. Many states that use this
method rely on daily reporting of revenues and a team of auditors to ensure accurate
reporting. For example, in Minnesota, each vendor is audited a minimum of 4 times
during the 12- day fair. Ths requires estimating what revenue the food vendors should
be reporting and then comparing the estimates with the vendors' self- reported gross .
revenue. During its 1995 fair, Minnesota hired 4 auditors and spent approximately
$ 2,880 for auditing services, but earned over $ 1 million in food vendor revenues.
Table 2
Arizona Coliseum and Exposition Center
Entertainment Event Cost Recovery Options
a Event costs illustrate the range of entertainment costs incurred by the Arizona Coliseum and Exposition
Center, and were developed by grouping the costs of 25 events at the 1995 Arizona State Fair into 3 ranges
and selecting the median amount in each range.
b Ticket prices shown reflect a pricing strategy of charging higher ticket prices for high- cost entertainment
events and lower ticket prices for less costly events, a strategy employed by several other states.
c Under Option 1, revenue amounts were determined by multiplying the reserved seat ticket price by the
average number of reserved seats ( 2,274) at 1995 State Fair entertainment events. In addition to revenues
calculated under Option 1, Option 2 includes revenues determined by multiplying the nominal ticket price
by the average number of general admission seats ( 5,926) at 1995 State Fair entertainment events.
Source: Auditor General analysis of cost recovery options, based on average attendance levels at 1995 Arizona
State Fair entertainment events and indicated ticket prices.
While this option would be more difficult to administer than ACEC's current flat fee,
vendors would receive more equitable treatment, since this method would account
for varying levels of sales among vendors that result from location and product
Raise current fees- In keeping with its current approach, the ACEC could raise its
current food vendor fees to an amount equal to 20 to 25 percent of estimated gross
revenues. Based on 1995 estimated food vendor gross revenues, our analysis shows
that the Agency would have to raise the current $ 200 per front trailer foot fee to
between $ 218 and $ 251 if it wished to capture 20 percent of the food vendors' gross
revenue. Likewise, to capture 25 percent, vendor fees would have to be raised to rates
between $ 275 and $ 316.
This option has the advantage of easy administration, a benefit preferred by ACEC
management, However, it disregards the vendors' sales level and does not differentiate
between good and bad sites at the Fair.
Charge flat fee against a percentage of gross revenue - A final option combines the
benefits achieved by charging vendors a flat fee and a percentage of the vendor's gross
sales. ACEC could establish a flat front foot trailer fee similar to its current fees that
all vendors would pay to secure space at the Fair. This would protect the Agency if
food vendor sales are negatively affected by low attendance, rainy days, or other
unforeseeable events, whle still allowing it earn significant revenues. Against this flat
fee, ACEC could charge 20 to 25 percent of vendors' gross sales to take advantage of
sales that the Agency helps generate by conducting the Fair. ACEC would retain the
greater of the flat front footage fee or the fee received from charging vendors 20 to
25 percent of their gross sales.
Increasing food vendors' fees should not negatively affect demand for space at the Fair,
nor should it necessarily translate into increased food prices for fair patrons. Each year,
ACEC receives more food vendor applications than can be filled by the limited available
space. For example, in 1995 the ACEC accepted 123 vendors, and turned away 64. Based
on interviews with 6 rejected applicants, 5 indicated a willingness to pay higher rates to
secure space at the Fair. However, to reduce the effect of a fee increase on food vendors,
ACEC might consider gradually increasing fees over a period of a few years.
Sponsmhip revenue can be inmeased- Finally, ACEC could generate an estimated additional
$ 40,000 to $ 50,000 in profits by dedicating more resources to soliciting sponsors. As mentioned
earlier, sponsorship revenue has decreased over 33 percent since 1990 to approximately
$ 160,000. By contrast, other states have generated more revenue from Chis fundion. For example,
other state and county fairs, similar in size and attendance to the Arizona State Fair, generated
an average of $ 417,000 in sponsorship revenue during the 1995 fair season, over $ 250,000 more
than was generated by the Arizona State Fair.
However, to achieve greater sponsorship revenue, ACEC needs to dedicate more resources
to this function. While ACEC does not have any full- time employees seeking sponsors, other
fairs dedicate one or more full- time employees to sponsorship solicitation. For example, in 1993,
the Del Mar County Fair in California hired a full- time employee to solicit sponsors and
increased its sponsorship revenue by $ 160,000 the first year, and a total of over $ 500,000 in 1995.
In addition, the Kentucky State Fair's four full- time employees dedicated to soliciting sponsors
generated over $ 1 miUion in revenue in 1995. To encourage this level of sponsorship revenue,
some fairs pay their staff commissions based on the amount of revenue raised.' While ACEC
has attempted to create a commissioned sales position in the past, current statutes do not
provide for the employment of commission- based personnel.
Personnel costs need analysis- In addition to considering various revenue enhancement
options, ACEC should also analyze the Fair's personnel expenses to determine if opportunities
exist to decrease costs. As previously mentioned, personnel costs have increased over 30 percent
in the last 6 years and currently account for over 32 percent of total operating costs, thus
representing a sigruficant opportunity for cost reduction. To date, no such analysis has been
1, ACEC should consider hiring a full- time employee to solicit sponsorship revenue.
2. The Board should consider a variety of options to increase the State Fair's profitability,
Increasing e n k m e n t ticket prices to cover a greater portion of entertainment costs.
Increasing the fees charged to food vendors at the Fair.
Analyzing the State Fair's personnel needs to determine if and where reductions are
1 Two of the 22 fairs we contaded use commissioned personnel. One was a county fair designated as a non- profit
corporation and one was a state agency.
In accordance with A. R. S. 541- 2954, the Legislature should consider the following 12 factors
in determining whether the Arizona Coliseum and Exposition Center Board should be
continued or terminated.
The objective and purpose in establishing the agency.
Since 1905, the State of Arizona, through the Arizona Coliseum and Exposition Center,
has sought to provide its citizens with an outlet to showcase its industries and provide
various other events for overall public enjoyment Specifically, the five- member
Coliseum and Exposition Center Board is required by statute to " direct and conduct
state fairs, contests and entertainment for the purposes of promoting and advancing
the pursuits and interests of the several counties of the State, and of providing sufficient
revenue to defray the expenses incurred by the Board in conducting such events."
In addition to conducting the annual State Fair, ACEC hosts a variety of other events,
including ice hockey games, trade shows, family shows, merchandise sales, and,
occasionally, concerts. It also hosts an annual livestock fair as required by statute, to
further promote the State's livestock resources. For almost 50 years, the Board has
contracted with the Arizona National Livestock Show, Inc. ( ANLS), which plans and
conducts the livestock fair. The Board's involvement with the ANLS is limited to
oversight activities such as approving the show's budget, planned events, and building
requirements, and providing ACEC facilities at reduced rental rates.
The effectiveness with which the agency has met its objective and purpose
and the efficiency with which it has operated.
The Board has generally been effective in meeting its overall purpose by operating and
maintaining its facilities in a safe and serviceable manner to conduct the a. nnua1 State
Fair and other events. In doing so, it has been able to operate without legislative
appropriations since fiscal year 1981- 82 and has actually contributed a total of $ 3 million
to the State's General Fund. Additionally, through its successes in conducting the State
Fair and other events, the Board was able to repay a fiscal year 1980- 81 legislative loan
20 years early.
However, despite its success and profitability in past years, the Board is currently faced
with a decreasingly profitable State Fair and overall agency losses in the last three fiscal
years. Particularly, the losses incurred by the Coliseum, averaging $ 1.3 million per year
for the past four fiscal years, have placed the Agencfs self- sufficiency in jeopardy. The
Board has recently taken action to address this problem by signing a lease agreement
for the Coliseum with Valley Iceplex Professionals ( VIP). Through a five- year contract,
the lessee will assume complete financial and operational control of the Coliseum. This
contract should effectively reverse the Agency's history of financial losses for its
operation of the Coliseum. However, the Board should reconsider options for closing
the Coliseum if the lessee fails to fulfill its obligations under the contract. ( See Finding
I, pages 7 through 12.) Additionally, although the Board produces a successful,
nationally recogruzed state fair, it can do more to achieve its overall mission as well as
realize future plans by considering several revenue- increasing options ( see Finding II,
pages 13 through 20).
3. The extent to which the agency has operated within the public interest.
The Board generally operates in the public interest by providing affordable
entertainment for the enjoyment of all Arizona citizens without the benefit of taxpayer
support. Specifically, it conducts a nationally recogruzed state fair and is host to a variety
of other events, including ice hockey games, trade shows, family shows, merchandise
sales, and concerts. However, as ACEC has focused on conducting successful state fairs
each year, it has somewhat diverged from achieving its overall mission of " promoting
and advancing the pursuits and interests of several counties'' by showcasing the State's
agricultural, livestock, and other industries. Generally, space restrictions inhibit the
Board's ability to fully achieve this mission. As such, the Board would like to
reemphasize this mission and is currently considering relocating to another site or
restructuring the current site.
4. The extent to which rules adopted by the agency are consistent with the
legislative mandate.
The Board has established rules that are consistent with its legislative mandate,
Specifically, in response to gaming legislation passed in 1987, the Board adopted rules
regulating certain state fair amusement games. These rules detail how the games of skill
are to be played at the State Fair midway.
5. The extent to which the agency has encouraged input from the public before
adopting its rules and the extent to which it has informed the public as to
its actions and their expected impact on the public.
The Board followed procedures set forth by the Secretary of State before officially
adopting the rules discussed in Sunset Factor 4. In addition, Board meetings are held
in accordance with all open meeting laws as defined in A. R. S. 938- 431.
6. The extent to which the agency has been able to investigate and resolve
complaints that are within its jurisdiction.
While the Board has no statutory authority to investigate complaints, it handles any
complaints regarding its operations or policies through the Executive Director or his
7. The extent to which the Attorney General or any other applicable agency of
state government has the authority to prosecute actions under the enabling
The Board enabling legislation does not establish such authority.
8. The extent to which the agency has addressed deficiencies in its enabling
statutes which prevent it from fulfilling its statutory mandate.
Our review did not identify any deficiencies in the Board's enabling statutes which
prevent it from fulfilling its statutory mandate.
9. The extent to which changes are necessary in the agency's laws to adequately
comply with the factors listed in the subsection.
The Legislahue should assess the continuing need for the Board to conduct a livestock
fair as mandated by A. R. S. $ 5- 113. C.
10. The extent to which termination of the agency would significantly harm the
public health, safety, or welfare.
Termination of the Board would not significantly harm the public's safety, health, or
welfare. However, without ACEC facilities, Arizona's citizens would lose a valuable
entertainment and educational resource. Through its multi- purpose facilities, ACEC
has become home to many events that serve to promote the interests of many Arizona
citizens. For example, the Agency has been a source for civic groups, such as the
Goodwill Women's Auxiliary and the Phoenix Jaycees, to hold events such as
merchandise sales and rodeos at affordable rates. In addition, agriculture and other
interests of our State are generally served by the State Fair, ANLS, and the Maricopa
County Fair, all held at ACEC's facilities.
The extent to which the level of regulation exercised by the agency is
appropriate and whether less stringent levels of regulation would be
This factor does not apply as the Board has no regulatory authority.
The extent to which the agency has used private contractors in the
performance of its duties and how the effective use of private contractors
could be accomplished.
The Board extensively uses private contractors in conducting the many events it hosts
throughout the year. For example, the Board contracts with a private food and beverage
concessionaire to manage the public food stands within the Coliseum and on the
grounds during non- fair events. For the State Fair, ACEC has implemented an
independent midway concept in which it individually contracts with many different
carnival ride and game vendors instead of just one, as many fairs around the country
do. The independent midway concept, pioneered by ACEC in the early 1970s, has
proven to be highly successful and has since been adopted by several other states. In
order to produce a state fair with an independent midway and an excellent variety of
food and entertainment, ACEC contracts with over 750 ride, game, food, and
commercial vendors as well as the various entertainers who perform during the Fair.
In addition, the Board has recently entered into a lease agreement for the operation and
management of the Coliseum. Through this five- year contract the Board should
significantly reduce its losses associated with the facility.
Agency Response
( This Page Intentionally Left Blank)
August 2, 1996
Mr. Douglas R. Norton
Office of the Auditor General
2910 North 44th Street, Suite 410
Phoenix. AZ 85018
Re: Response to Draft Sunset Audit Report
Dear Mr. Norton,
Please consider this the Arizona Coliseum and Exposition Center Board's (" Board") response to the
July 23, 1996, draft Sunset audit report (" report"). On behalf of the Board I would like to thank
the Auditor Generals Office ( AGO) and staff for its analysis and recommendations concerning
agency operations. The Board has benefited from the AGO'S input and sincerely appreciates its
help. The report has come at a most opportune time as we prepare the agency for the challenges
ahead. As the AGO has discovered during its review of the agency, the Board was already in the
process of implementing many of the recommendations ultimately suggested by the AGO.
Regarding each of the AGO's recommendations, the Board's comments and observations are as
Coliseum Recommendations ( P. 12)
1. Should the contract with the lessee prematurely terminate, the Board should again consider
options for closing the Coliseum.
The Board entered into a lease with the Arizona Sports and Entertainment Group ( ASEG) with
the expectation that ASEG would fulfill all of its obligations under the lease. The Board
negotiated for and received various and substantial monetary protections in the event of
ASEG's default under the lease. To the extent that another Lessee cannot be found to lease the
Coliseum under the same or similar conditions and terms, the Board agrees with the AGO'S
recommendation for closure of the Coliseum during the non- fair period.
2. The Board should develop a mechanism to identify and track costs for the services it may
provide to the lessee. Specific costs it should capture include employee hours, maintenance,
and equipment usage.
Prior to signing the lease with ASEG, the Board analyzed many of the costs associated with
ASEG's use of the Board's staff and equipment. The Board attached to the lease as an exhibit
hourly rates for staff and equipment that cover the Board's costs. The Board agrees with
AGO's recommendation and will continue to refine the system by which it tracks costs
associated with the lease.
Coliseum and Exposition Center Audit
Page 2
8/ 2/ 96
Fair Recommendations ( P. 20)
I . ACEC should consider hiring a full- time employee to solicit sponsorship revenue.
The Board agrees with the AGO'S recommendation concerning a sponsorship person, and has
hired a full- time person to pursue sponsorship opportunities for the fair. However, to maximize
the number of sponsorships received, the ability to pay the sponsorship person a percentage of
sponsorship dollars generated is of paramount importance. An example is the Puyallup Fair in
Western Washington. Puyallup has watched its sponsorship revenues nearly double over the
past several years since hiring and paying a sponsorship salesperson a percentage of the overall
sponsorship dollars generated. Many industries pay salespersons a percentage of gross dollars
generated which in turn offers a tremendous incentive to sell. The agency would undoubtedly
benefit from the ability to pay a percentage of the sponsorship dollars generated.
2. The Board should consider a variety of options to increase the State Fair's profitability,
Increasing entertainment ticket prices to cover a greaterportion of
entertainment costs.
Over the past several years, staff has increased both the number
and cost of reserved seats in the Coliseum for entertainment. A critical
balance exists, however, in recovering some dollars to offset the cost of
the entertainment and driving attendance through the gates to see free
entertainment. The fair is already criticized for its cost to patrons.
Consequently, any change in the cost of entertainment must be
accomplished gradually, taking into account the price sensitivity of fair
Increasing fees charged to food vendors at the Fair.
Presently, management is increasing the cost per foot for all food vendors
at the fair. This is another area where management must be careful to
balance the need to earn sufficient income from the fair with the need to
keep the fair affordable for patrons. Any substantial increase in footage
cost will find its way to increased product cost for all food items. The
agency believes, of the three options proposed by the Auditor General, the
second option of raising footage costs ( gradually) is the most viable. The
other suggested options have been studied by the Board and staff and
should a system be found that ensures the fair is receiving a true
percentage of a vendor's actual sales, the Board will revisit this issue.
Coliseum and Exposition Center Audit
Page 3
8/ 2/ 96
Analyzing the State Fair's personnel needs to determine ifand
where reductions are possible.
The Board has analyzed and continues to analyze personnel usage during
the State Fair. The Board has directed staff to aggressively investigate
staffing needs and where possible, recommend reductions for the Board's
consideration during the first part of 1997.
If the Board or management can supply you with any additional information or answer any further
questions, please do not hesitate to call.
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Does this count as a blog post? BLOG POST COMING TOMORROW!
Thought Bubble
November 15-16
Leeds, UK
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Bury Theatre, Royal Armouries from 12:50-2:20
Webcomics Rampage
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December 6 & 7
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Keep your snug ™ carrycot clean & fresh!
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Review: Todd Terje It's Album Time
"Ragysh," "Inspector Norse," "Strandbar," and, reaching way back, "Eurodans"—Todd Terje has been responsible for a largely untouchable run of fun, floor-filling singles in recent years. For some artists, that might result in a lot of pressure once the time came to release a debut album, but as the title (and artwork, to a certain degree) of the Norwegian disco king's first full-length suggests, Terje hasn't attempted to compensate by taking on a more serious tone. Part victory lap, part prog-disco voyage, It's Album Time finds Terje triumphantly unafraid to continue simply being himself, as the man's musical ability and wealth of production personality prove to be more than capable of filling an album's worth of listening. Read more »


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Don't miss out on these Irresistible Delights when you dine at our Airports.
Celebrating O'Briens 12th Anniversary in Malaysia
Bring on the party with a special 45% discount on 5 of O'Briens bestselling sandwiches priced at RM10 each. Valid for one day only on 16 September 2014. Exclusively at O'Briens, Public Concourse Level, Level 3a, Departure Level, klia2.
FALL in Butter Pecan Love! At The Coffee Bean & Tea Leaf, KLIA.
Be swept off your feet every day with our Fall-inspired Butter Pecan Ice Blended® – a marriage of sweet, buttery caramel and hints of vanilla coupled with candied pecan and rich cream toppings. And get your share of lip-smacking Butter Pecan Latte to warm up your evenings, or have it iced to sprite up your nights. Exclusively available at The Coffee Bean & Tea Leaf, Satellite Building, KLIA for a limited time only – from now till 2 November 2014.
Taste & Treats offers 20% off regular-priced items
Catch a scrumptious meal with your loved ones and enjoy a 20% off regular-priced items with a minimum spend of RM200 in a single receipt. Valid from 1 August till 30 September 2014. Not applicable with other promotions. Only at Taste & Treats, International Departure, Satellite, Pier Q, klia2.
Enjoy 20% off regular-priced items at Taste & Delights
Experience a memorable meal with your family and friends. Get to enjoy 20% off regular-priced items with a minimum spend of RM200 in a single receipt. Valid from 1 August till 30 September 2014. Only at Taste & Delights, International Departure, Satellite, Pier Q, klia2.
Airport Shoppe Chef In A Box
If you are on the go, get these pre-packed ready-to-eat meals at Airport Shoppe, Level 3, Main Terminal Building, KLIA.
Read more
Airport Shoppe Ramadhan Cookies Special
Get 15 % off when you buy any 2 Raya Cookies from Airport Shoppe! Visit Airport Shoppe for the Ramadhan Special now at Level 3, Arrival Hall, Main Terminal Building, KLIA!
Apron Café Ramadhan Set Menu
Get a special set menu at only RM13.90 this Ramadhan when you dine at Apron Café, Level 2, Main Terminal Building, KLIA!
Apron Marché Ramadhan Set Menu
Ask for the Ramadhan Set Menu when you visit Apron Marché at Level 1, Kota Kinabalu International Airport! Get a set at RM8 for your Buka Puasa.
Birthday Treat At KLIA!
Get 50% off when you celebrate and dine at any of these participating outlets because it is your birthday! Collect your birthday treat at Food Garden, ApronBites, Apron Café or Apron Marché.
Read more
Apron Café's All Day Favourite: The Laksa Sarawak
Grab a delicious bowl of Laksa Sarawak at only RM8.90 any time of the day. Visit Apron Café, Kuching International Airport from 7am - 11pm to try one now. Not applicable with any other discounts, promotions or voucher.
Experience the variety of Malaysian Satay
Enjoy this promotion and feast on chicken, beef and other satay flavours at ApronMarche and Apronbites at the Kota Kinabalu International Airport.
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Apron Mineral Water
Quench your thirst with the Apron mineral water at RM1.20 (600ml) and RM1.00 (375ml) at Airport Shoppe (Arrival Hall, KLIA).
Airport Shoppe
Get a Kit Kat bar and a 600ml ERAMAN Apron Mineral Water for only RM5 at Airport Shoppe, Arrival Hall.
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Apron Marche Lunch Promotion
Get a Lunch Value Meal at RM6.50 with a choice to add-on a dessert pudding at RM1.00 at Apron Marche.
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Apron Marche Breakfast Promotion
Get a Nasi Lemak, Roti Canai or Toasted Bread with a choice of Black Coffee, White Coffee or Teh Tarik at only RM5.90 at Apron Marche.
Read more


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I tried to get photos 2 nights in a row and was not very successful. One photo had a trace. But, I set the lake web camera to be looking northeast - was on 4 second exposures since it was dark - and sent image files to my photo site every 30 seconds. On the second night this is what I got.
A sequence
Remember, this is a web camera mounted on a tree.


text: Did you know that that 70 percent of New Mexicans live within 40 miles of a State Park? New Mexico has 35 diverse State Parks (28 of which have camping facilities) to explore, including cool lakes, mountain forests, canyons, desert beauty and fascinating historical sites - even dinosaur tracks! New Mexico State Parks offer family-friendly settings, endless recreational opportunities and hundreds of special events and educational programs each year. In 2008 the parks attracted 4.1 million visitors. New Mexico is full of hidden gems and great camping, see some New Mexico Camping ideas here.


text:
Please download the Adobe Flash Player in order to play this video.
Meet Joe, a Honda Accord owner who will reach a million miles this fall. Joe's accomplishment speaks to the reliability of his 1990 Honda Accord. Follow Joe's journey on the Honda Brand Faceook page starting June 15th - millionmilejoe.com.


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A group for those of us who are into gaming, any kind of gaming really.
Members: 715
Latest Activity: 3 hours ago
Started by Steph S.. Last reply by Aaron S. (USA) Nov 3, 2013. 1 Reply 2 Likes
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© 2014 Atheist Nexus. All rights reserved. Admin: Richard Haynes.


text:
You know how some places have an image that everybody takes as a given, despite never really knowing why?
Well, when you look for notable quotes about Oakland, the one that comes first is the famous one from the even more famous Gertrude Stein: "There is no there there."
Whenever I mention that Ask.com's Headquarter is in Oakland, I hear that phrase. Thanks for that, Gertrude. However, the funny thing is that Stein's famous quote is actually very misattributed. See what happened was, the aging Stein came back on a lecture tour to Oakland in the 30's and she looked for the house she grew up in. But when she got there, she couldn't find the house. Her home was gone. Hence, there was no more there there. Look it up, it's in her book "Everybody's Autobiography".
But whether she meant it or not, the phrase stuck. Nevertheless, even if she had meant it, it's not true - here is why: Oakland has always been 'busy'. First came the railroad, which required a port, which quickly became the largest on the West Coast and is still one of the busiest in the country. Shipping magnate Kaiser developed a worker medical system which turned into Kaiser Permanente, still headquartered here today. San Franciscoans fled to Oakland and never returned after the big earthquake in 1906 and worked in the massive Chrysler, Durant and Chevy factories. In fact, they called Oakland the "Detroit of the West" by the 1932.
Impressed? No? Here's a different quote about Oakland for you: "The best restaurant in San Francisco is in Oakland", wrote Herb Caen referring to Trader Vic's which started here in 1932. Which is by the way where they invented the Mai Tai.
Oakland is a liberal and creative place, maybe that's why artists like MC Hammer, Tupac Shakur and En Vogue, who all grew up here, went on to be huge successes. Need more? How about Clint Eastwood, Bruce Lee, Tom Hanks, Sidney Howard, Jack London and, of course, Gertrude Stein.
If that's no "there", then what is?
Robbie Waeschenfelder, Director, Brand Marketing


text:
Henry Haba-Strong's Sword
List price: $10.99
Our price: $9.50
You save: $1.49 (13.56%)
|Average customer review:
The perfect sword!
We just ordered two of these swords for our 2 yr old son, and he loves them! We had foam swords before that didn't last very long. These are shorter, but great quality, soft enough not to hurt but sturdy enough for a good sword fight. We love them! And are thinking about getting the horse and lance next.


text: Link 9/28/09 Fake the Shake: How to Turn Your Pics Into Polaroids Online 0 Reactions Read More LinkAside Get a Personalized Living Newsletter Help us customize your newsletter by selecting your interests (optional): Tech Home Food DIY Love & Sex Vegetarian Link Love Snapchat says ads to come this weekend — BuzzFeed Tech We may see a Microsoft wearable in weeks — ReadWrite Batteries that take only 2 minutes to recharge — is this real life? — Newser The ultimate Bluetooth keyboard for the ultimate multitasker — Cool Mom Tech 4 surprising business uses for the iPad — Chip Chick A new, hilarious Marcel the Shell video is here! — POPSUGAR Celebrity


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Deadly school shootings in U.S. history
Published On: Apr 02 2012 04:44:44 PM CDT Updated On: Jun 10 2014 11:18:04 AM CDT
With Tuesday's school shooting in Oregon, look back at other major school shootings in U.S. history.
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text:
- Antique Jewelry
- The Ages
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- Antique Rings
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Enchanting Edwardian Antique Diamond & Tourmaline Ring
Old world elegance shows its style in this Edwardian 14k yellow gold and silver finger ring. A horizontal oval profile presents a rectangular cut green tourmaline of an estimated .85 carats with its best face forward. The curvaceous open work mount is the perfect vehicle for silver and yellow gold settings for two (2) old single cut diamonds east and west of the central gem and two pairs of rose cut diamonds north and south – all with a total estimated diamond weight of .25 carats. The gold and silver botanical motifs on the shoulders and shank enchant and beguile with lovely details.
Date: Early 20th century.
Measurements: 1/2 of an inch (1.2 cm) in length north to south on the hand and rises 3/16 of an inch (0.5 cm) in height off the finger. Weight of 3.9 grams (2.5 dwt).
Ring Size: US 5 (UK J 1/2; Int. Dia. 15.7; Euro 49 mm; Japan 9) and easily can be sized to fit most. Ring sizing information.
Condition: Very good; light overall wear commensurate with age and use; one diamond with a scratch visible with magnification.
Note: Stones have not been removed from their mounts to preserve the integrity of the setting. All diamond and gemstone weights have been approximated by measurement and formula and may vary from actual weights.
Forms of Payment
- VISA and MasterCard, Discover and American Express credit & debit cards.
- Personal checks drawn on U.S. banks only - Please allow 7 business days for clearance.
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Other Forms of Payment
Bank Wire - For international orders and orders of $5,000 and over. Please contact us for more details.
Layaway information and for full details see Payment Methods.
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Return Procedure
- Notify us of your intention to return the item within three (3) days of receipt. You may contact us by email or by telephone.
- Please ship back to us within another two (2) days after we receive notification from you.
- As soon as the item is received, a full refund is issued to you that same day.
More details at Full Guarantee including gift giving options.


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This quote is about nature.
Record how this quote makes you feel.
You can report quote corrections via the "Conversation" tab below
Search on Google Books to find citations of this quotation.
Virginia Woolf was an English novelist and essayist regarded as one of the foremost modernist literary figures of the twentieth century. Her most famous works include the novels Mrs Dalloway (1925), To the Lighthouse (1927), and Orlando (1928), and the book-length essay A Room of One's Own (1929).
I'm female, say nothing


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Lunch in McKinney; Coffee in ShermanWritten by Jane Wu | Published March 3, 2009
When my sister and I visited my daughter at Austin College in Sherman, we took the opportunity to explore nearby McKinney and have lunch at The Pantry Restaurant, in the historic downtown area. The spacious yet cozy cafe serves a variety of sandwiches, salads, soups, and other entrees, and also has a wide selection of creamy pies. I wish I could say I sampled one, and I really should have, but the tortilla soup/salad/cornbread combo was plenty for me as was the stuffed baked potato/soup combo was for my sister. My daughter, also full from her sandwich/salad combo, ordered a slice of chocolate-chip cream pie to take back to the dorm.
Mod SquadWritten by Lori Moffatt | Published March 3, 2009
When the Blanton Museum of Art opened its new building in Austin a few years ago, I signed on as a member. It wasn't long before I understood the appeal of supporting the arts. Philanthropy notwithstanding, members get discounted entry to special parties and events, a nicely designed monthly newsletter, free admission to exhibits, and discounts at the very cool gift store (which opened last month, along with the Blanton Cafe). Now that I'm a member, I definitely go to the museum more often—it's free, fun, and philanthropic!
Quest for RomanceWritten by Lois M. Rodriguez | Published February 3, 2009
Valentine's Day Is on its way And thus here goes This poem
It's silly, I'm aware, But I'd love for you to share Those romantic Texas spots if you know'em.
Where, in Texas, would you find the most romantic setting for the perfect "I love you."
Remember, our diversity is what makes us special, so non-traditional settings are welcome, too!
Austin Makes "10 Destinations to Watch" ListWritten by Lori Moffatt | Published January 29, 2009
Last year, when I went on vacation in Mazatlãn, Mexico, my group followed the keen advice of a columnist in Arthur Frommer's magazine Budget Travel and rented a century-year-old home in the historic district. I'm planning to stay closer to home this year, but I still check the Budget Travel Web site for deals, and I especially like the blog. Imagine my surprise this week to find my hometown of Austin on the editors' Top 10 Destinations To Watch list for 2009—sharing company with Berlin, Budapest, Cambodia, Hawaii, Mexico, Panama, Reykjavik, Vancouver, and Washington, D.C.(I'm not sure why the editors narrowed some places down to the city, and went for states or even countries in others, but no matter.)
Power to the PlazaWritten by Charles Lohrmann | Published January 27, 2009
Over coffee at Sweetish Hill on West 6th St in Austin, Architect Hal Box shared his thoughts on the new book he's writing about plazas in Mexico. He and coauthor Logan Wagner (Texas A&M University School of Architecture) have measured 90 plazas and have an extensive collection of drawings and photographs to accompany the drawings.
Beyond Barbecue in LlanoWritten by Jill Lawless | Published January 26, 2009
When we're hungry, but not in the mood for 'cue in our favorite Hill Country town, we find a booth at Stonewall's Pizza, Wings and Things on Llano's courthouse square (101 W. Main). While there this past weekend, our group indulged in the fried-chicken salad (with honey-mustard dressing), cheeseburgers (delicious, doughy buns; served with battered fries), and a sausage-and-pepperoni pizza (wonderful crispy-but-chewy crust). We topped it off with Blue Bell Cotton Candy milkshakes! Yes, there are healthier items on the menu, including a turkey sandwich that my cousin swears by. By the way: On the edge of town on Texas 29, I noticed what must be a new place that sells bottle trees (anyone been there?). The shop was closed when we passed by, but the displays of colorful glass radiating in the late-day sun had me rethinking my backyard landscape on the drive home.
The SqueezeWritten by Lori Moffatt | Published January 23, 2009
I was recently visiting with a friend who works in the hotel business in Austin, and she and I discussed a trend I'm seeing more of these days: As the national economy feels a squeeze, hotels aren't necessarily lowering their rates, but they are offering more package deals—reserve two nights and get a third for free, a restaurant credit with a night's lodging, wine-and-cheese basket in room—that sort of thing. So when you book a room at your next Texas vacation spot, be sure to ask about similar deals.
And while we're on the subject of a sluggish economy, how has it affected your personal travel plans? Or has it? As for me, I've gotten a lot less shy about packing a cooler and making those on-the-road dinners stretch into lunch the next day. As long as I can find ice, this works even if the place I'm staying doesn't have a fridge.
So: Are you taking shorter trips or staying closer to home? Packing PP&J for breakfast? I'd love it if you'd share your tips for traveling on a budget. And, would you like to read more of this sort of thing in TH?
Go West!Written by Charles Lohrmann | Published January 6, 2009
We're excited about the February issue of Texas Highways (which is in the mail). This issue includes feature articles about Marfa, Fort Davis and the Big Bend Ranch State Park.
Christmas Eve at the Museum: Body Worlds 2Written by Jane Wu | Published December 31, 2008
Visits to the Houston Museum of Natural Science on Christmas Eve have become a holiday tradition for my family. The museum's not very crowded and exhibits are open until 8 p.m. We recently saw Body Worlds 2 & the Brain, and having seen the first Body Worlds exhibit there two years ago, I've gotta say this latest collection of plastinated human bodies is just as jaw-dropping and informative.
Well Worth ItWritten by Lori Moffatt | Published December 29, 2008
I-35 through Fort Worth has been a construction-congested mess for as long as I can remember. So imagine my delight to discover, on a holiday trip through the city, that much of the construction in finally finished. For travelers using the Interstate to get to points north or south, it's a much more pleasant commute. And for those bound for Cowtown proper, it's also simpler to reach Fort Worth's ever-expanding Cultural District, as well as the Stockyards National Historic District and downtown's Sundance Square.
Chai TimeWritten by Lori Moffatt | Published December 22, 2008
As part of my birthday celebration this past weekend, some girlfriends and I signed up for chef Chaya Rao's afternoon Chai Tea class at the Whole Foods Culinary Institute. The price tag ($20) and short time investment (1.5 hours) fit beautifully with our pre-holiday budget. Chaya is from Bangalore, India, the country's third most populous city; it's the capital of the Indian state of Karnataka and known as both "the Garden City of India" for its abundance of green spaces and "the Silicon Valley of India" for its abundance of high-tech industries. It's also a heavily vegetarian region.
Blazing TrailsWritten by Jill Lawless | Published December 22, 2008
Spent a delightful evening last Friday at the Trail of Lights in Austin's Zilker Park. Our group (which ranged in age from five to 75) wandered mesmerized through the extravaganza of illuminated holiday displays (think canopies of radiating trees, character scenes from Snoopy to SpongeBob, and a gleaming Nativity). The brilliant scene could beam the Bah! Humbug! from old Ebenezer himself.


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A 14K yellow-gold ring set with one Hawaiian Black Coral cabochon, 5x3mm, one Australian Opal cabochon, 5x3mm, and one faceted round Diamond totaling 0.04 carats, total weight. Approximate width of ring = 8mm
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Pre-order now
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With Xbox in your living room, there's no need to leave the house. Packed with many different entertainment options, your Xbox console brings you, your family, and friends the latest in gaming and video. Xbox also connects you to friends and family with Xbox Live. So if you can't connect with them in person, you can play games online instead.
Xbox One and Xbox 360 are the gaming consoles you won't be able to stop playing. Microsoft Xbox One and Xbox One Kinect consoles also let you download apps that let you stream popular movies and TV shows. Some Xbox One apps require a subscription for streaming. Xbox One Kinect lets you control HD movies, TV, and sports with just your voice. No remote control required.


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AG-ed jeans combine the laid-back look of yesteryear with AG's jean making expertise of now. Updated with modern fabrics and styled with flattering fits, AG-ed denim is an ode to vintage, emulating naturally aged denim ranging from 1 to 30 years old. From subtle rips to crafty patches, the higher the number, the lighter and more distressed the jean. A pair of AG-ed jeans is as close as you can get to that unique vintage flea market find. Slightly relaxed. Tailored Leg. A relaxed waistline, anchored by a tailored leg. Heritage-inspired distressing breaks down the true blue rinse of this 5-pocket jean, resulting in a perfectly lived-in appearance. The 11 Years Union wash features fading through the thigh and seat, moderate whiskering, and subtle wear pattern at back knee. Detailed with contrast stitching and light grinding along pocket edges. Zip fly with button closure.
FINAL SALE - cannot be returned or exchanged. No price adjustments.
only left in this size