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Joyce Clark Unfiltered

For "the rest of the story"

Steak or hamburger?

Posted by Joyce Clark on February 28, 2013
Posted in BlogsCity of Glendale  | Tagged With: , , , | 4 Comments

steak 1Let me pose a hypothetical question. I will offer you two choices. I will give you a scrumptious steak dinner every day for one week. After that week I will give you nothing. You are on your own. Or I will give you a hamburger dinner every day forever. You will never have to worry about providing your food.

I think most of us would choose the certainty of knowing we would have an assured supply of food.hamburger 1 Of course, there will be the few who will choose the immediate gratification of that glorious steak dinner and worry about the consequences of that choice later.

Hockey fans are wonderfully diverse, men and women, toddler to septuagenarian, white to black, American to Canadian, Catholic, Jew and Atheist. They share one common theme and that is absolute devotion to the team of their choosing. In Arizona and beyond the team of choice is the Coyotes. The nearly four year saga to find an owner who is committed to keeping the team in Glendale has been trying for all and no more so than for its fan base.

The band of hockey brothers and sisters that fought off, as one cohesive group, a referendum and an effort to repeal a sales tax increase in Glendale has now dissolved into two groups of equally committed and passionate hockey fans. The steak and hamburger analogy is an apt way of describing the camps that have arisen. One group has decided on the steak, the other on the hamburger. The steak group wants the Coyotes to say, even if it’s only short term.  The hamburger group wants the assurance of permanency and wants the team for the duration. Is one group right and the other wrong? No, of course not.

I am in the hamburger group and I will tell you why after having been intimately involved as a councilmember from the time the decision was made to build the arena and the Coyotes played their very first game at Jobing.com arena until January 15, 2013, my last day as an elected official.

Jobing.com arena was built primarily, contrary to the former Mayor’s assertions, to host hockey. Of course there would be other non-hockey events held there as well. Witness the wonderful concerts that we have attended over the years. But its primary function was to serve as a hockey arena. History attests to the fact. Steve Ellman owned a hockey team and he was looking for a new home for the team.  Hockey is the lynch pin of Westgate. It attracted the UofP Stadium, Cabela’s, the Renaissance Hotel and a myriad of other commercial venues.

Courtesy Christopher B.

Courtesy Christopher B.

When it seemed as if the ownership issue was about to be resolved in 2012, a resurgence of Westgate development occurred with the opening of Tanger Outlet Mall, new restaurants like Chipotle arriving and Dignity Health Hospital’s decision to locate nearby. These development actions demonstrate that once permancey for the team as an anchor tenant is achieved, further development will explode – just in time for Glendale’s hosting of the Super Bowl.

Coyotes practice session

Coyotes practice session

Then there is the team itself. Imagine playing each and every game wondering if it’s your last in Arizona. As much as the General Manager, coaches and players try to ignore the implications, periodically another spate of media speculation ekes its way into their consciousness. No one can play their best under a perpetual cloud of uncertainty. This team deserves better. They deserve the assurance of knowing that this is their home not just for 5 years, only to relive today’s turmoil once again, but for the next 10-15-20 years.

Knowing that the Coyotes will remain for the long haul is so important for the team and for Westgate.  I choose hamburger forever.




Glendale City Attorney Craig Tindall

Glendale City Attorney
Craig Tindall

On Tuesday, February 26, 2013, the City Council held an Executive session for the express purpose of meeting with and discussing the performance of Craig Tindall, City Attorney. Oh, to have been a fly on the wall!

As with all E sessions we will never know exactly what took place and what was said. We do know that Tindall agreed orally to tender his resignation and we now await his formal letter of same. I suspect in the coming days leaks will pour from the City. It’s happened many times in the past and I expect it to occur this time.


Mayor Weiers

Mayor Weiers announced that he had asked for Tindall’s resignation and today the Arizona Republic reported Weiers “citing a need to move in a different, more business-friendly, direction.” Weiers is trying to position himself as a strong mayor. Don’t be fooled. In Glendale the City Charter has established a Mayor-Manager form of government. It still takes four votes, or a majority, of the City Council to issue policy or to take any action, including that of asking the City Attorney for his resignation.  As much as Mayor Weiers would like to wave his scepter and make unilateral policy, he still needs to gather 3 more supporters from those pesky councilmembers.

Martinez Knaack Sherwood


Coalitions are forming among the City Council and their outlines are beginning to emerge. In the same news article, the Arizona Republic quoted Vice Mayor Knaack as saying, “Seriously, I’m going to cry.” One can read into that statement that the Vice Mayor was probably not in the coalition to boot Tindall out. It went on to quote Councilmember Gary Sherwood, “What I don’t like are the people who wanted him to be gone hiding behind a veil that said we’re going a different direction.” Hmmm…don’t think Sherwood was in favor of getting rid of Tindall either. Can we add anyone else to this emerging coalition? How about Councilmember Martinez? It’s no secret that he and Councilmember Alvarez have often clashed publicly. So Coalition #1 is comprised of Knaack, Sherwood and Martinez.

Norma Alvarez

Norma Alvarez

Hugh Chavira

Ian Hugh, Sam Chavira

Coalition #2, almost by default, is Alvarez, Hugh and Chavira. Make no mistake; Councilmember Alvarez is leading this coalition’s parade. Councilmembers Hugh and Chavira owe Alvarez for her marshaling of support for their successful runs, especially from the Tohono O’odham. Norma has said that Tindall “disrespected” her publicly. Why? Because he didn’t give her answers/opinions that supported her statements or her agenda? Which leads one to surmise that if one doesn’t support her point of view or agenda then one is being “disrespectful.”

What then about Mayor Weiers? Right now he’s in the catbird seat. Pick any issue and right now he has the luxury of jumping from one side to the other. He also has the luxury of furthering the animosity that already exists between the two coalitions. He can play both sides against the middle. Wow! All this from a guy who said he was a fence-mender and would work to create harmony on council.

I think what disturbs me about the situation as it played out is the absence of professionalism and the sense of urgency. Why? In four months Tindall would have faced his annual performance review by Council.  That time would have been appropriate for a parting of the ways and the avoidance of embarrassment to a Council appointed employee. Tindall, no matter your opinion of him, served this city for 12, almost 13 years and earned professional action regarding his employment.

I suspect the other Council appointed officials still standing, namely the Interim City Manager and the City Clerk, should be forewarned. A house cleaning appears to be occurring. Why only clean half your house when you can do it all?


In a previous blog I shared the speculation that,upon the recommendation of Michael Reinsdorf, Managing Member and Co-Founder of the International Facilities Group, LLC (IFG), the City of Glendale hired Beacon Sports to negotiate with any and all potential buyers of the Coyotes. George Fallar, in his blog, www.nebulousverbosity.com, has fleshed out a great deal of information about Beacon Sports.

It’s time to revisit Beacon Sports. We know that the City hired them to produce a report, Survey of Professional Sports Venue Agreements – January 2011. There remains speculation about Beacon’s involvement in the Moyes bankruptcy. It appeared that IFG did not want to get involved in the bankruptcy and Michael Reinsdorf may have suggested the use of Beacon.

Why does any of this matter? Well, in 2005 suit was filed against Beacon Sports, IFG and Michael Reinsdorf by West Coast Arena Ventures, LLC in the Superior Court of California. That is fact. Since I do not know the disposition of the suit, I will use “allegedly” liberally.

Two groups, The Schwartz Group and John Cambianica Associates Architects formed West Coast Arena Ventures, LLC and hired Beacon to evaluate the project’s potential and to assist in development of the project. Allegedly, Gerald Sheehan, Managing Director of Beacon, signed a confidentially and non-compete clause with West Coast in pursuit of the development of a sports complex “in the High Desert of Southern California” (from filed complaint, page 3).

The suit then goes on to allege that Beacon presented the project to Michael Reinsdorf and IFG Palmdale 1allegedly shared material confidential information without having Reinsdorf or IFG sign a confidentiality/non-compete agreement. In the complaint Reinsdorf is alleged to have met in person on behalf of IFG with officials from the City ofPalmdale 2 Palmdale to present what was essentially West Coast’s project. It is claimed in the suit that as a result West Coast lost a business opportunity with Palmdale as a result. All of this information is readily available.

So what does this have to do with the City of Glendale? We know that Glendale hired Beacon
Sports to do a study in 2011 to provide a positive rationale for the Hulsizer deal. That deal included the City’s purchase of parking rights for $100M. We know that Glendale already has a business relationship with Jerry Reinsdorf, owner of the White Sox and one of the tenants of Camelback Ranch, a city owned facility. We know that the City hired IFG to manage construction of Jobing.com arena. We know that, allegedly, Beacon Sports, breached a previous confidentiality/non-compete agreement in 2004-05.

Who is to say that if the City has indeed hired Beacon Sports to negotiate a sale of the Coyotes, whether Beacon Sports would share information with a Reinsdorf?? If the Coyotes end up being purchased by a Reinsdorf, it should be examined very carefully.  Based upon the original Reinsdorf proposal to buy the Coyotes, they wanted an “opt out” clause of 5 years. That is not enough time toTrianglef build the kind of fan base needed to make the team viable. From all appearances the Coyotes would be moved. How many dedicated fans are willing to invest financially and emotionally in a team that could move?





So many questions…so few answers

Posted by Joyce Clark on February 20, 2013
Posted in City of Glendale  | Tagged With: , , | 8 Comments

As of this date the public does not know the status of the Jobing.com Arena management RFP that Council directed be used. Has it been issued? What are the specific criteria within the RFP?  Inquestion 2 addition to the issuance of an RFP Council directed a simultaneous track to pursue negotiations with potential buyers. Has there been any confirmation of a consultant hired to negotiate with any and all potential buyers of the team? What is the cost of this new consultant? Who determined the direction given to this consultant?  What was the specific instruction? Where are Mayor Weiers’ “mystery buyers”? Has the City Manager talked with them? Word on the street is there really aren’t any. Do they really exist? What is the City’s time frame for resolution of the Coyotes ownership situation? Is there a time frame?

In addition to the cloudiness surrounding the status of multiple tracks for management of the arena, word has it that Mayor Weiers has not abandoned his scheme to issue four separate contracts for question 1the management of Jobing.com arena.  If true, someone should advise the Mayor that his scheme is the surest way to lose the Coyotes team. Perhaps he knows that already and it is his way of publicly professing support while killing them and Westgate off gently. So, Mayor, ‘fess up. Do you really, really want the team to stay and Westgate to thrive? If so, please explain just how this idea of four separate management contracts will attract any buyer of the team.

And where, oh where, has the NHL gone? All we heard after the deadline for the Greg Jamison deal had passed was the NHL oft repeated and perfunctory comment saying they continue to work with confusion 4the City to secure a buyer for the team. All we saw was the granting of another extension by the City to the NHL to manage the arena until the end of the season. Now that the lockout is over it seems that they are consumed with realignment of the league. I suppose after that there will be another pressing issue to consider. The most pressing issue to be resolved is the sale of the Coyotes to a buyer committed to keeping the team in Glendale long-term. It’s been 3+ years. It’s way past the time for the NHL to focus itself on this issue and this issue alone. It would be refreshing to hear from Mr. Bettman that he is committed to selling the team by the end of this season. NHL, do you hear us? Don’t you think it’s time to reveal your plan for the Coyotes?

So many questions but so few answers… It’s time for the City of Glendale and the League to provide some as the real stakeholders, the team, the fans and the citizens of Glendale remain in limbo.

Enjoy my version of the team’s Wheel of Fortune. I suppose if you could interactively spin it, it’s result mirrors all of the speculation out there.

Coyotes Wheel Of Misfortune

Coyotes Wheel Of Misfortune

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SkeeteEver since former City Manager Ed Beasley left, and perhaps before then…whoTindall knows?…there had been polite distain between Interim City Manager Horatio Skeete and City Attorney Craig Tindall. It came to a head when both men were considered for Interim City Manager. Each had their supporters among the then sitting Council but it was Skeete who prevailed and captured the assignment. As a former councilmember I had opportunity to see the divisiveness first hand.

It now appears that their mutual disdain may have grown to the point where it impedes the operation of the City. Rumors have flown that documents – think Coyotes documents – that needed confusion 3timely action often languished on a desk denying one or the other an opportunity to take action. Some say these actions, if occurring, are designed to make one or the other “look bad” and to destroy the current Council’s reliance and confidence in one or the other. It may have also provided an opportunity for certain people, within and without the organization, to use this circumstance to further their own agendas. These men need to visit the woodshed and be made to understand that such actions are unprofessional at the very least.

Many within Glendale government rely upon these men to insure that operations run smoothly. Theconfusion 2 City Council relies upon their work for information in their decision making processes. If two of the City’s most important managers are unable to work as a unit it creates confusion for everyone.

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Cornfields rippling

Posted by Joyce Clark on February 19, 2013
Posted in City of Glendale  | Tagged With: , , , , | 5 Comments

Rumors are like ripples in a cornfield. They are ephemeral, but they do indicate which way the wind is blowing. This little gem of thought comes from the book Aliens Adored by Susan J. Palmer.
In the absence of fact rumors grow and develop a life of their own. It must be Newton’s or somebody’s law that when a vacuum is created it will quickly fill with rumor and speculation.


Horatio Skeete

The newest…well as of this morning…rumor has it that Interim City Manager Skeete may be using Beacon Sports Capital, www.beaconsportscapital.com, as the City’s negotiator with any and all groups/individuals who wish to buy the Coyotes and secure the arena management contract.


Gary Sherwood

It was clear in the February 5 City Council workshop that Councilmember Gary Sherwood called for a negotiator but there was certainly no audible support offered by the other Councilmembers and there was absolutely no direction given by a majority of Council. If it turns out to be true, the use of Beacon Sports may have been an independent action by Interim City Manager Skeete, as there was a plea by CM Norma Alvarez to Mayor Weiers to relinquish his information about the many potential buyers with which he claimed personal contact.

Or perhaps direction may have been given in the less than transparent executive session following that workshop. Rather oddly, objection to executive session decision making has been a recurring theme championed of CM Norma Alvarez and the notion of transparency was a campaign platform for newly elected CMs Ian Hugh, Sammy Chavira and Gary Sherwood. Go figure.

If this latest speculation has indeed occurred where is the public announcement coupled with  revelation about the cost to the City for this new consultancy contract? As a former CM, I seem to remember the need for a vote to hire a consultant unless public direction at workshop is given. I also seem to remember Councilwoman Alvarez’ two years of railing about the City’s use of consultants. Where is her outrage now or was she missing from Council yet again?

Why Beacon Sports? A long standing rumor is that they were involved in the BeaconMoyes bankruptcy. If that is true then what was their role during the bankruptcy? The sports industry is a tightly knit community and there is more than one source out there suggesting that Jerry Reinsdorf’s son Michael, International Facilities Group (IFG) Managing Director, www.ifgroup.cc, may have suggested the use of Beacon Sports to either Mayor Weiers, Interim City Manager Skeete or City Attorney Tindall.

IFGIFG was hired by the City to manage the construction of Jobing.com arena. Beacon Sports was hired by the City to prepare a report issued on February, 2011 that provided a rationale for the Hulsizer deal and the City’s purchase of parking rights for $100M. It almost sounds incestuous, doesn’t it? Does Michael Reinsdorf’s suggestion to use Beacon Sports, which might have been acted upon, give Jerry Reinsdorf and John Kaites an inside track on purchasing the Coyotes?

If any of the above speculation turns out to be true, I ask you.. is this any way to run a circus…er…City?
Check back later today for more rumor mongering after I winnow through the sudden spate of opinions and secret whisperings.


circus 1 A

I suspect by now everyone has learned of Mayor Weiers’ idea of splittingcircus 1 B the lease management agreement for Jobing.com Arena into 4 separate management agreements. One would be for “entertainment”. I assume it means non-hockey events. The second would be hockey. The third would be “education”. Your guess is as good as mine as to exactly what that means. The fourth would be “cleaning”.

circus 1 CSo now the arena would have 4 managers…er, czars. Lots of generals and very few, if any, soldiers. Picture this. Hockey plays on a defined schedule. The entertainment czar has a dispute with the hockey czar or education czar because there is a conflict as to who gets what night. Or there’s acircus 1 D conflict between the entertainment czar and the cleaning czar because the floors are sticky from soda residue or the restrooms are not spiffy. Does the NHL reschedule the Detroit Red Wings or others until the 3 other czars have reached resolution of the disputed issue?

What to do? Call in a mediator? My goodness it could take weeks, possibly even months to settle disputes. In the meantime, the place gets dingier and nights go unused by anyone. Is this any way to run a business? And of course, the larger question is – to what purpose?

circus 2This situation calls for a czar over all the czars and the creation of yet another layer as a manager to manage the four managers would then be needed. So now Glendale would have 5 contracts to award rather than just one. Spreading the largess in a greater…well…arena, so to speak. Remember what Anthony LeBlanc said to the media not too long ago? He said the deal to be attractive to a potential buyer would have to be very similar to the deal that has been on the table. Sounds to me as if he’s referring to the Jamison deal.

Why 4 separate management contracts? The speculation abounds. One theory is that it is a means of courting more councilmember support for a deal. The award of an education contract may satisfy Councilmember Chavira who is big on education. So big he ran on improving education not realizing the City of Glendale is separate from Glendale school districts and has no control over them. Remember his campaign pledge to work to “fully fund Head Start,” a federal program? Having educational opportunities at Jobing.com arena might assuage that embarrassment and do the trick. Although Glendale taxpayers are probably not in the mood to fund yet another city fiscal responsibility not specified in the City Charter.

Then there’s the entertainment contract award. Remember the Phoenix Monarch Group (PMG)? Councilwoman Alvarez brokered a meeting between them and the former Mayor Scruggs and Former Councilmember Lieberman. Opening the door for them to bid may cause Alvarez to move away from her staunchly negative position on any deal for the arena.

There may be a certain appeal to the idea of offering 4 arena management contracts for the Mayor. For during his election campaign just a short 3 months ago his position was that the only way the team could stay was if it didn’t cost the taxpayers of Glendale. He’s made it quite clear that he thinks the Jamison deal was bad for Glendale taxpayers and the only good deal is one that doesn’t hurt them. He’s put himself in a position making it difficult for him to support Mr. LeBlanc’s assertion that any new deal that works would have to be very similar to the Jamison deal. Or by way of another theory, perhaps it’s his way of signaling to all that he is, indeed, in charge. After all, he needs to place his imprint on some issue to demonstrate that he is king…er…president…er…chief. Well, at the very least that he is the boss.

This entire scheme appears to be unorthodox… in fact, quite bizarre…but who knows? Stranger things have happened in Glendale.


February 14…End of Day Comments

Posted by Joyce Clark on February 15, 2013
Posted in City of Glendale  | Tagged With: , , , | 10 Comments

Mike Nealy

Mike Nealy

Don Maloney

Don Maloney

Just listened to KTAR 620 radio interview with Mike Nealy, COO of the Phoenix Coyotes. He is a class act as is Don Maloney, General Manager and Dave Tippett, Head Coach. We are very fortunate to have these men running the organization. They are the right men for the right time.

Dave Tippett

Dave Tippett




Joyce1  B&W pixels Sept 1 2012Heard on some hockey board there are questions as to whether I am writing this blog and that perhaps it is being “ghosted.” For all those speculators out there, I am indeed writing this blog and couldn’t be happier in the freedom I now have to express myself…unfiltered.



My tale of two cities

Posted by Joyce Clark on February 14, 2013
Posted in City of Glendale  | Tagged With: , , , , | 7 Comments

George Santayana in his Reason in Common Sense, vol. 1 said, “Those who do not learn from the past are doomed to repeat it.” The past for us includes Hartford, Connecticut and the NHL WhalersPeter Karmanos.
In 1994 Compuware CEO Peter Karmanos bought the Whalers. It was the beginning of the end for the team in Hartford. Karmanos would not have bought the Whalers if he hadn’t been confident that he could move them. The team’s low attendance history is likely what gave Karmanos that confidence. Prior to his purchase attendance had dropped to less than 11,000. With low attendance numbers, the Hartford franchise was a prime takeover target for someone looking to relocate.

Efforts by former Connecticut Governor Rowland to keep the team were half-hearted at best. His eye was on the prize and that prize was the New England Patriots’ announcement of proposed relocation. Efforts by the fan base to increase attendance figures were dismissed by Karmanos. The NHL was focused on extending its presence into non-traditional markets in the South and West. It became the perfect storm and by 1997 – in three short years – the Whalers left Hartford.
Fans were angry and felt betrayed. Their feeling was akin to dealing with a death in their family. It was an intangible cost difficult for many to comprehend. Hartford lost its sense of pride and the national recognition that comes with a professional sports team.
The economic impact to Hartford and its Civic Center proved to be substantial. Immediately the hartfordciviccenter (2)Civic Center lost over half of its bookings. Dependent on events to survive, the loss of the Whalers created long-term economic repercussions throughout its downtown and beyond. Loss of the team caused merchants and businesses in the Civic Center mall (home to the arena) and elsewhere downtown to close. It meant cutting wages and losing jobs for hundreds of people and it depressed the city’s commercial real estate market.
The Hartford Town Council poured millions of dollars into the area in an attempt at revitalization only to meet with limited success. The jewel of its downtown, the Civic Center, would never shine as brightly as it had when the Whalers played there.
It’s an instructive tale, isn’t it? Glendale, at this time and in this place, is at a crossroads. It can become another Hartford or it can commit to keep the team. It rests on a simple realization that some of Glendale’s elected officials have yet to accept. Sports venues, in and of themselves, do not make money. Their economic impact is derived from the businesses that locate in and around the venue, the new development that is attracted and the long-term value they bring to adjacent commercial markets. They are job creators and the wages paid have a ripple effect throughout the community.
If Glendale’s leaders will not commit to an investment to keep the team for the next 20 years then city hall 2Glendale will face sudden economic death of a substantial portion of its community. Chasing a deal with a limited life span of 5 years does nothing to build a committed fan base or to build long-term success for the arena, the area…or the team. It merely turns the death of relocation into a protracted and tortuous one.


jobing.com arenaWhat does it cost to run an arena like Glendale’s Jobing.com? You would have better luck in searching for the Holy Grail than in gathering this kind of information. A majority of sports venues nationally are publicly built and privately run. In a few cases where the venue was financed by a public-private partnership there is usually a mechanism to repay the private entity for its initial investment in the construction of the facility. The private entities that actually operate and maintain these venues consider their information as proprietary.

There are two organizations that might be able to shed more light, the International Facility Management Association (IFMA) and the International Association of Venue Managers (IAVM).  I have learned that the IAVM conducted a survey of the operating expenses of sports venues throughout the country. It was due for release in December, 2012. However, one must be a member of this organization to access the survey. Alas and alack, I am not. If there are industry-wide benchmarks for sports venue operating and maintenance costs they are not available.

However, we can look at the following report, Comparison of Operating Costs for Similar Arenas, issued January, 2012. It was prepared by TLHocking & Associates LLC for the City of Glendale. Some will immediately discount the information it contains because it was a commissioned study paid for by the City and therefore it must be biased in favor of making a case for the City. Consultancy firms rely upon their reputation in their field to be considered for work. They make every effort to protect the integrity of their work. The City used TLHocking when considering the construction of the arena but I believe the firm tried to present facts without interpretation in this survey.

I did want to offer some quotes from page 2 of the study, “The information on comparative arena costs provided in this report was gathered from research of public information and relevant websites as well as from information provided voluntarily on a confidential basis by the representatives of specific venues.” And “…this report reflects the operating costs only without any offsets of operating revenues or contributions and/or subsidies from other parties

Arena No. 1 is publicly owned and privately operated. It is unnamed because its information is proprietary. It has a single anchor tenant an NHL hockey team and has about the same seating capacity as Jobing.com arena. Its figures reflect total annual operating costs                                                            including non-hockey events (TLHocking, p.3).

question mark

Calendar Year                       Annual Operating Costs

2007                                         $17,128,903

2008                                         $19,662,754

2009                                         $19,429,994

2010                                         $14,655,899

2011 Estimate                           $16,610,087

2012 Budget                             $16,538,291


nationwide-arenaNationwide Arena was privately financed and is managed by a contract with Ohio State University. The costs range from a low of $10.1M to a high of $13.8M annually.

The Sacramento Entertainment and Sports Complex is publicly owned and privately operated.  The costs range from a low of $11.8M to a high of $14.9M annually (TLHocking, pp. 4-5)

On pages 5 and 6 of the TLHocking study it describes Conseco Fieldhouse, home to the Indiana Pacers. The TLHocking study obtained a 2010 major study prepared by Hunden Strategic Partners entitled “Impact of the Indiana Pacers.” It demonstrated that the Pacers were important to the venue and stated that the operating costs with the Pacers averaged $17.4M a year and without the Pacers averaged $21.1M a year. But the more relevant part of the Hunden study created aConseco_Fieldhouse benchmark cost for running an arena based on the cost per seat. The HSP study was based on NBA facilities but it is also relevant for NHL facilities.  The TLHocking study on page 6 quotes from the Hunden survey, “HSP studied a number of large, NBA facilities (or those that are NBA-ready) and observed that revenue and expenses vary but generally follow a line with an average $777 per seat with an average deviation of seven percent, suggesting a reasonable operating expense per seat of $722 to $831 per seat. The estimated expenses at Conseco are $819 per seat, six percent above the average of this sample and within the average range of costs.”

The use of a per seat cost seems to be the most accurate measure of arena operating costs. Based upon the figures used in the HSP study using the seating capacity of Jobing.com publiclyLiberty-Seat- listed as 17,799 and an average cost per seat of $777 the cost of operating Jobing.com would be $13,829,823. It then seems reasonable to peg any lease management agreement for Jobing.com arena at $14M annually with some kind of CIP escalator included.

I promised to offer information on the MOU for the Seattle Sports and Entertainment Facility. That will have to wait for another day.I have done enough research for today.